ARiMI	
  –	
  Asia	
  Risk	
  Management	
  Ins0tute	
   NOTES	
  
By MARC RONEZ
Chief Risk Strategist & Master Coach
Asia...
Key	
  points	
  on	
  the	
  Agenda	
  for	
  this	
  Session	
  	
  	
  
þ  Defining what is a Crisis?
þ  How effectiv...
1 - Defining what is..
a Crisis and the Need for more
effective Crisis Management
	
  
HR & Crisis Management – Marc Ronez...
What	
  is	
  a	
  Crisis?	
  
A CRISIS is an event/situation/decision that results in a:
1.  total or partial disruption ...
Pressure
Time
Potential Emerging Current Recovering
Life-­‐cycle	
  from	
  a	
  Risk	
  issue	
  to	
  a	
  Crisis	
  –	
...
6
Examples	
  of	
  Risks	
  &	
  Crises..	
  	
  
Terrorism Diseases
Earthquake
Pollution
Bank run
SubprimeExplosion
NGO
...
7
	
  
	
  Need	
  	
  
	
  for	
  beMer	
  Risk	
  &	
  Crisis	
  Management?	
  
71% of Fortune 100 Companies in 1990
ar...
Need	
  for	
  more	
  effec:ve	
  Risk	
  &	
  Crisis	
  Management?	
  
A continuous and constant stream of crises and co...
2	
  -­‐	
  Reasons	
  why..	
  
Human	
  Resources	
  should	
  be	
  involved	
  in	
  
Crisis	
  Management	
  
HR & Cr...
3	
  Reasons	
  why	
  Human	
  Resources	
  should	
  be	
  involved	
  
in	
  Crisis	
  Management	
  
A Crisis and its ...
1	
  –	
  People	
  are	
  a	
  source/factor	
  of	
  risk:	
  Incompetence,	
  Lack	
  of	
  
Ethics	
  &	
  Fraud	
  of...
Root causes for many Organization's Problems
The examinations that followed many corporate collapses
revealed a common the...
Blindness	
  to	
  Risk	
  -­‐	
  Fraud	
  
•  “
•  Madoff is amazing at understanding the US equity
market”
•  Statement ...
Blindness	
  to	
  Risk	
  –	
  Subprime	
  Buble	
  &	
  Human	
  Greed	
  
As long as the music is playing, we have to k...
Blindness	
  to	
  Risk	
  –	
  Regulator	
  Sleeping	
  at	
  the	
  Switch	
  
“Improvement in lending practices
have en...
Blindness	
  to	
  Risk	
  –	
  Sichuan	
  Earthquake	
  2008	
  
HR & Crisis Management – Marc Ronez - Copyright @ ARiMI ...
Mismanagement	
  of	
  Risk:	
  BP	
  oil	
  spill,	
  Gulf	
  of	
  Mexico	
  
2010	
  
The catastrophe resulted in a
los...
BP	
  Management	
  ini:ally	
  downplayed	
  the	
  Accident	
  	
  
Its CEO Tony Hayward called the amount of oil and
di...
CEO Tony Hayward Media Gaffes - Video	
  
HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 19
Impact	
  on	
  BP	
  share	
  price	
  /	
  market	
  capitaliza:on	
  
Gulf of
Mexico
Disaster
MTBE
Contamination
lawsui...
2	
  -­‐	
  people	
  are	
  vic:ms	
  of	
  risk:	
  IMPACTS	
  of	
  any	
  Crisis	
  
on	
  Human	
  Resources	
  
1.  ...
22
Vulnerable HC
­ Death
­ Disability/Injuries
­ Traumas
­ Resignation
Ineffective HC
­ Failure to perform (panic
or ...
The	
  EFFECT	
  of	
  a	
  CRISIS	
  situa:on	
  on	
  people	
  
HR & Crisis Management – Marc Ronez - Copyright @ ARiMI...
100%
20%
0
STRESS	
  causes	
  Mental	
  NOISE	
  during	
  Crises	
  
People who are under intense stress have
difficulty...
The	
  EFFECT	
  of	
  a	
  CRISIS	
  situa:on	
  on	
  people:	
  Headless	
  
Chickens	
  &	
  Zombies	
  
People is ver...
26
The	
  result	
  is	
  …	
  
Panic,	
  poor	
  decisions	
  and/or	
  paralysis	
  in	
  the	
  face	
  of	
  
disaster...
27
3	
  -­‐	
  People	
  are	
  the	
  SOLUTIONS	
  too!
Relationships
Behavior
Knowledge
Human Capital Skills
Command of ...
The	
  Human	
  Factor	
  in	
  Crisis	
  -­‐	
  KEY	
  to	
  Success	
  or	
  Failure	
  	
  
NOKIA
Well-Handled Supply c...
The	
  Human	
  Factor	
  -­‐	
  KEY	
  to	
  Mi:ga:ng	
  Crisis	
  Impact	
  
2010 Haiti earthquake
Magnitude 7
About 220...
The	
  Human	
  Factor	
  in	
  Crisis	
  -­‐	
  Key	
  to	
  Saving	
  Lives	
  
HR & Crisis Management – Marc Ronez - Co...
In	
  summary:	
  The	
  essen:al	
  Importance	
  of	
  the	
  
HUMAN	
  Factor	
  in	
  today’s	
  business	
  world	
  ...
3	
  -­‐	
  What	
  should	
  be..	
  	
  
the	
  Role	
  of	
  HR	
  in	
  Crisis	
  Management	
  
Preparedness	
  
HR &...
Role	
  of	
  HR	
  in	
  Crisis	
  Management	
  Preparedness	
  
Question: Should HR functions have a STRATEGIC role to
...
Public
Relations
Risk
Management
Business
Continuity
Operations
dddddd
Legal
eee
Human
Resources
HEAD OFFICE CORE CM TEAM
...
Crisis	
  Management	
  Team,	
  Systems,	
  Procedures	
  –	
  Key	
  
Points	
  about	
  HR	
  
1.  Necessity to coordin...
For Organization to manage Risk & Crisis
Effectively, they need to..
Stop THINKING like
Mechanics…
36HR & Crisis Managemen...
Start	
  ACTING	
  like	
  Gardeners.	
  
¤ Do not waste your time trying to to predict
everything,
But Instead build:
þ...
HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 38
PREPAREDNESS is ESSENTIAL
For Effective Crisis Management
39
Preparing	
  Human	
  Capital	
  for	
  Crises
HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013
Test	
  and	
  Improve	
  with	
  adequate	
  &	
  regular	
  
Scenario for simulations / table top exercises 	
  
þ  Exp...
The	
  Role	
  of	
  Training	
  –	
  Internalizing	
  what	
  to	
  do…	
  	
  
þ Understanding individual roles and res...
42
Pressure
Time
Potential Emerging Current Recovering
Road	
  Map	
  to	
  Managing	
  Risk	
  &	
  Crisis
Signal
CRISIS
...
43
If a company manage the crisis properly there actually may
be beneficial outcomes that go far beyond survival and
prese...
Marc	
  Ronez	
  -­‐	
  Chief	
  Risk	
  Strategist	
  &	
  
Knowledge	
  Leader	
  at	
  ARiMI	
  -­‐	
  Asia	
  Risk	
  ...
Risk	
  Management	
  is	
  a	
  con/nuous	
  journey,	
  not	
  a	
  
des/na/on!	
  
HR & Crisis Management – Marc Ronez ...
 ARiMI	
  –	
  Asia	
  Risk	
  Management	
  Ins:tute	
  
HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 46
ARiMI	
  is	
  an	
  applied	
  research	
  and	
  business	
  studies	
  ins0tute	
  that	
  
was	
  set	
  up	
  in	
  2...
 	
  	
  ARiMI	
  -­‐	
  Focus	
  and	
  Exper:se	
  
● Crisis management &
Business Continuity
● Leadership risk decision...
49
For more information on ARiMI,
check our website at:
www.arimi.org
HR & Crisis Management – Marc Ronez - Copyright @ AR...
Important Note: Please note that that this presentation and its
contents, is the intellectual property of the Asia Risk Ma...
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HR summit 2013 - Role of HR in Crisis Management & Organizational Sustainability

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Building the case for a Strategic Role for the HR function in Crisis Management & Organizational Sustainability Preparedness

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HR summit 2013 - Role of HR in Crisis Management & Organizational Sustainability

  1. 1. ARiMI  –  Asia  Risk  Management  Ins0tute   NOTES   By MARC RONEZ Chief Risk Strategist & Master Coach Asia Risk Management Institute The  Role  of  HR  in  Crisis  Management  &   Organiza:onal  Sustainability  Preparedness HR Summit 2013, MBS Singapore, 25 April 2013
  2. 2. Key  points  on  the  Agenda  for  this  Session       þ  Defining what is a Crisis? þ  How effective are organizations in managing turbulences and crises? þ  3 reasons why Human Resources should be involved in Crisis Management It’s all about people stupid! þ  What are the typical behavioral patterns of people during crisis situations from C-level down to front-line staff? The danger of neglecting the Human Factor! þ  Defining the strategic role for HR in crisis preparedness and organizational sustainability. þ  HR Crisis Management systems: Stop thinking like a Mechanic and start acting like a Gardener þ  Changing the paradigm: Crisis situations as transformational growth opportunities for organizations and their people HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 2
  3. 3. 1 - Defining what is.. a Crisis and the Need for more effective Crisis Management   HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 3
  4. 4. What  is  a  Crisis?   A CRISIS is an event/situation/decision that results in a: 1.  total or partial disruption of key business and operational processes due to harm to people/ relationships or damage to property, equipment or the environment 2.  and/or influence stakeholders‘ perception negatively which - as a consequence of the direct impact and of stakeholders’ responses - may dramatically impact an organization's profitability, reputation and hence ‘license’ to operate & long-term operational sustainability. HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 4
  5. 5. Pressure Time Potential Emerging Current Recovering Life-­‐cycle  from  a  Risk  issue  to  a  Crisis  –  4  phases   Media Coverage & amplification Signal CRISIS Incident OR Signal Issues Signal HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 5
  6. 6. 6 Examples  of  Risks  &  Crises..     Terrorism Diseases Earthquake Pollution Bank run SubprimeExplosion NGO Attack Lawsuits HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013
  7. 7. 7    Need      for  beMer  Risk  &  Crisis  Management?   71% of Fortune 100 Companies in 1990 are GONE today! The average lifespan of an organization is estimated to be between 35 to 45 years 71% Gone! 29% Still here! HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013
  8. 8. Need  for  more  effec:ve  Risk  &  Crisis  Management?   A continuous and constant stream of crises and corporate failures over the past 10-15 years have created a strong momentum for Risk, Crisis & Business continuity management concepts. 9/11 Fukushima HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 8
  9. 9. 2  -­‐  Reasons  why..   Human  Resources  should  be  involved  in   Crisis  Management   HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 9
  10. 10. 3  Reasons  why  Human  Resources  should  be  involved   in  Crisis  Management   A Crisis and its Management has a lot to DO with PEOPLE! 1.  First, people are a source/factor of risk, e.g., people making wrong decisions, people doing sloppy work, being complacent, etc. 2.  Second, people are victims of risk, e.g. injuries, deaths, psychological impact, etc. 3.  Third people are essential in managing risk, e.g., people using their knowledge, skills, experience and ingenuity to resolve expected and unexpected risk issues. HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 10
  11. 11. 1  –  People  are  a  source/factor  of  risk:  Incompetence,  Lack  of   Ethics  &  Fraud  of  Leaders  –  Some  examples   Ken Lay, Enron Chuck Prince, CEO Citi Group TT Durai, NKF Bernie Ebbers WorldCom Dick Fuld, Lehman Bros Alan Greenspan, Chairman FED Madoff, Investment Ramalinga Raju, Satyam HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 11
  12. 12. Root causes for many Organization's Problems The examinations that followed many corporate collapses revealed a common theme behind the institutions‘ troubles i.e. The People’s Factor!: ­ high-profile scandals involving unethical abuse of corporate power due to greed and conflict of Interests, ­ In a number of cases, fraudulent/criminal activities by corporate officers. ­ A lack of responsibility, accountability and oversight of corporate operations at every level of management; ­ An inherent Blindness and human Complacency to Risk; ­ A people issue circumventing control systems in place 12HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013
  13. 13. Blindness  to  Risk  -­‐  Fraud   •  “ •  Madoff is amazing at understanding the US equity market” •  Statement by Nicolas Harlick in 2007, a fund Manager who had $21 million invested with Madoff Less than a year later Madoff giant Ponzi scheme exploded loosing a record $50 bn! 13HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013
  14. 14. Blindness  to  Risk  –  Subprime  Buble  &  Human  Greed   As long as the music is playing, we have to keep on dancing! Statement by Chuck Prince in 2007, former CEO of Citibank Group HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 14
  15. 15. Blindness  to  Risk  –  Regulator  Sleeping  at  the  Switch   “Improvement in lending practices have enabled banks to reach out to Households with previously unrecognized borrowing capacities” Statement by Alan Greenspan, in October 2004 15 Unrecognized borrowing capacities were actually the NINA households! HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013
  16. 16. Blindness  to  Risk  –  Sichuan  Earthquake  2008   HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 16 The use of improper construction materials leads to many building collapse and dramatically increased to death toll. 68,000 people were confirmed dead.
  17. 17. Mismanagement  of  Risk:  BP  oil  spill,  Gulf  of  Mexico   2010   The catastrophe resulted in a loss of: ­ Direct Cost to BP: Over $20 billion ­ Market capitalization loss. i.e. cost to shareholders: $87 billion ­ 11 workers dead HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 17 BP platform explosion and oil spill could have been prevented with additional spending of $7 - $12 million on safety Controls. BUT the Investigation report noted that focus was on cost and time savings
  18. 18. BP  Management  ini:ally  downplayed  the  Accident     Its CEO Tony Hayward called the amount of oil and dispersant "relatively tiny" in comparison with the "very big ocean.” Later, he drew an outpouring of criticism when trying to show concern to the victims of the pollution he said that the spill was a “dramatic disruption to the life of Gulf Coast residents”, however he then added, "You know, I understand I'd like my life back too." HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 18
  19. 19. CEO Tony Hayward Media Gaffes - Video   HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 19
  20. 20. Impact  on  BP  share  price  /  market  capitaliza:on   Gulf of Mexico Disaster MTBE Contamination lawsuits $243 Billions $90 Billions Enormous Shareholder Value Loss HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 20
  21. 21. 2  -­‐  people  are  vic:ms  of  risk:  IMPACTS  of  any  Crisis   on  Human  Resources   1.  On the People ­  Get physically injured, have permanent disabilities and/or die ­  Be psychologically traumatized, change of personality & values 2.  On the Organization ­  Loss of key staff and intellectual knowledge ­  Absenteeism & high turnover ­  Underperforming staff due to trauma, low morale & demotivation ­  Increasing health benefits costs ­  HR-related legal concerns and costly litigations ­  Negative publicity for the organization and badly damaged reputation HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 21
  22. 22. 22 Vulnerable HC ­ Death ­ Disability/Injuries ­ Traumas ­ Resignation Ineffective HC ­ Failure to perform (panic or paralysis) ­ Destructive Behavior Major Risks about Human Capital during Crises HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013
  23. 23. The  EFFECT  of  a  CRISIS  situa:on  on  people   HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 23
  24. 24. 100% 20% 0 STRESS  causes  Mental  NOISE  during  Crises   People who are under intense stress have difficulty hearing and processing information HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 24 Stress lead to Mental noise that interferes with a person’s ability to engage in rational discourse
  25. 25. The  EFFECT  of  a  CRISIS  situa:on  on  people:  Headless   Chickens  &  Zombies   People is very vulnerable to extreme stress and hence are usually unable to deal effectively with Crise situations.. When confronted with a Crisis, most of the people will turn into either ..: HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 25 1 - Headless chickens 2 - Zombies
  26. 26. 26 The  result  is  …   Panic,  poor  decisions  and/or  paralysis  in  the  face  of   disaster!   HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013
  27. 27. 27 3  -­‐  People  are  the  SOLUTIONS  too! Relationships Behavior Knowledge Human Capital Skills Command of a body of facts through Education Facility, developed through practice, experience to carry out a technical or social task observable ways of acting that contribute to accomplishing a task Social ties within the firm and with key external parties Relevant Applicable Aligned Effective HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013
  28. 28. The  Human  Factor  in  Crisis  -­‐  KEY  to  Success  or  Failure     NOKIA Well-Handled Supply chain Disruption ensured effective BUSINESS CONTINUITY HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 28 ERICSSON Badly-Handled Supply chain Disruption led to BUSINESS BREAKDOWN How a small fire in a Philips Electronics Manufacturing Plant changed the mobile phone industry ≠
  29. 29. The  Human  Factor  -­‐  KEY  to  Mi:ga:ng  Crisis  Impact   2010 Haiti earthquake Magnitude 7 About 220,000 fatalities HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 29 2011 Japan earthquake & Tsunami Magnitude 9 About 19,000 fatalities
  30. 30. The  Human  Factor  in  Crisis  -­‐  Key  to  Saving  Lives   HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 30 About 600 people died in Tower 2. Loss of lives could have been minimized with more effective early recognition of the crisis situation.
  31. 31. In  summary:  The  essen:al  Importance  of  the   HUMAN  Factor  in  today’s  business  world   In today’s Information & Knowledge Economy, Organizations increasingly rely more on Human Capital (knowledge workers) to build competitive advantages and generate their profits, rather than just on equipment, technology and systems. But no matter their size, durability and successes, organizations are very VULNERABLE when something go wrong with their people. At the same time, people are the solution too! HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 31
  32. 32. 3  -­‐  What  should  be..     the  Role  of  HR  in  Crisis  Management   Preparedness   HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 32
  33. 33. Role  of  HR  in  Crisis  Management  Preparedness   Question: Should HR functions have a STRATEGIC role to play in risk management and crisis management in their organisations, or should they merely play a supporting operational role? Clearly HR SHOULD have a STRATEGIC role and responsibility to : 1.  ensure their organizations are aware of the impact of internal strengths & vulnerabilities on the human side to different types of crises and 2.  to ensure the crisis management plan covers all potential HR risks, concerns and needs. HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 33
  34. 34. Public Relations Risk Management Business Continuity Operations dddddd Legal eee Human Resources HEAD OFFICE CORE CM TEAM Crisis  Management  Teams  should  include  HR   Finance Crisis Comm. Operations Continuity Emergency Responses Human Support SITE CRISIS CONTROL TEAM HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 34
  35. 35. Crisis  Management  Team,  Systems,  Procedures  –  Key   Points  about  HR   1.  Necessity to coordinate and integrate with other key functions and plans i.e. Risk Management and Business Continuity Management 2.  Clarify who should be on your CMP team. Role of CEO, HR, PR, Lawyers & others. 3.  Clarify lines of responsibility, authority, and communication channels? 4.  STREAMLINE procedures and set up a specific structure and system applicable during a crisis, e.g. limit of authority & resources might be different from normal times 5.  Develop and maintain a comprehensive contact list for teams (24 hour contact information) and establish a notification system. 6.  Designate who will handle communications with the staff, media, public, government agencies and other key stakeholders. HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 35
  36. 36. For Organization to manage Risk & Crisis Effectively, they need to.. Stop THINKING like Mechanics… 36HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 Start ACTING like Gardeners.
  37. 37. Start  ACTING  like  Gardeners.   ¤ Do not waste your time trying to to predict everything, But Instead build: þ Organizational RESILIENCE against the potential Black Swans crises and þ The CAPABILITY to ADAPT to exploit uncertainty & changes to create new opportunities for growth and profitability. HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 37
  38. 38. HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 38 PREPAREDNESS is ESSENTIAL For Effective Crisis Management
  39. 39. 39 Preparing  Human  Capital  for  Crises HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013
  40. 40. Test  and  Improve  with  adequate  &  regular   Scenario for simulations / table top exercises   þ  Explosion þ  Pollution þ  Fraud by employee þ  Problem with JV Partner þ  Web rumors & attack. Surviving a Crisis in Cyberspace þ  NGO attack þ  Terrorist Attack þ  Kidnap of Staff þ  Sexual harassment complain þ  Criminal indictment of executives þ  Class action lawsuit HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 40
  41. 41. The  Role  of  Training  –  Internalizing  what  to  do…     þ Understanding individual roles and responsibilities þ information about threats, hazards, and protective actions þ notification, warning and communications procedures þ means for locating family members þ emergency response procedures þ evacuation, shelter, and accountability procedures þ location and use of common emergency equipment þ emergency shutdown procedures þ Etc. HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 41
  42. 42. 42 Pressure Time Potential Emerging Current Recovering Road  Map  to  Managing  Risk  &  Crisis Signal CRISIS Incident OR Signal Issues Signal Opportunity to influence Difficult to influence Media Coverage & amplification HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013
  43. 43. 43 If a company manage the crisis properly there actually may be beneficial outcomes that go far beyond survival and preservation of corporate value: 1.  Increased visibility and name recognition. 2.  An opportunity to show competency and leadership. 3.  Improved relations with important stakeholders’ groups, such as employees and customers. 4.  Lessons can be learned and changes made to prepare for future crises. 5.  Building competitive advantage against less well prepared competitors Managing  a  Crisis  well  –  Can  bring  lots  of  Benefits   HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013
  44. 44. Marc  Ronez  -­‐  Chief  Risk  Strategist  &   Knowledge  Leader  at  ARiMI  -­‐  Asia  Risk   Management  Ins:tute   An ERM & Governance expert with 20 years of experience both as a practitioner, trainer & coach for large MNCs, Governments & Charities. Marc has an MBA from the University of Chicago GSB, an MSc in Insurance & a LLM from the University of La Sorbonne What do I do? Help managers & leaders to use Risk Management to: þ  Resolve difficult operational and business challenges þ  Take & manage risks effectively to build sustainable & profitable growth models HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 Marc’s specific areas of expertise include ERM, risk decision-making processes, corporate governance, Business Ethics, Social Responsibility, risk-aware culture, risk communication and crisis management, business model/Strategy Risk Management, corporate learning systems development. 44
  45. 45. Risk  Management  is  a  con/nuous  journey,  not  a   des/na/on!   HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 Marc Ronez is on Linked in & WordPress You can find his profile & read his blogs at: P: sg.linkedin.com/pub/marc-ronez/1/3b6/465/ B: theriskmanagementparadox.com B: riskmanagementdemystified.com 45
  46. 46.  ARiMI  –  Asia  Risk  Management  Ins:tute   HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 46
  47. 47. ARiMI  is  an  applied  research  and  business  studies  ins0tute  that   was  set  up  in  2003  (in  partnership  with  NUS  ext)  and  has   established  itself  as  the  Ins0tute  of  Reference  for  Enterprise  Risk   Management  studies  in  Singapore  and  in  the  region.       We  FOCUS  on  programs:     1.  For  Decision-­‐Makers  (Middle  to  Top  Management):   Developing  PRACTICAL  Knowledge  &  Skills  in  Risk  &  Crisis   Management   2.  For  Organiza:ons:  Building  CAPABILITIES  for  Sustainable   and  Profitable  Growth  by  EMBEDDING  Risk  Aware  &  Crisis   Readiness  Culture   ARiMI,  Asia  Risk  Management  Ins:tute     HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 47
  48. 48.      ARiMI  -­‐  Focus  and  Exper:se   ● Crisis management & Business Continuity ● Leadership risk decision- making and Social Capital ● Reputational Risk & stakeholders management ● Corporate governance & business ethics ● Business Innovation & Corporate Transformation Research ● Professional Designation Programs CERM (Certified Enterprise Risk Manager), CPRM (Certified Professional Risk Manager), ARM (Associate in Risk Management), FSRM (Fellow in Strategic Risk Management) ● Public Seminars and Workshops ● Corporate Training & learning Programs Education ● Risks & Opportunities Assessment & Mapping ● Crisis & Business Continuity Mgt ● Reputation Risk Mgt & CSR ● Business Ethics & Fraud Risk Mgt ● Risk Appetite & Risk Aware Culture Readiness ● Project risk management ● ERM Implementation Innovation & Change Mgt Expertise HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 48
  49. 49. 49 For more information on ARiMI, check our website at: www.arimi.org HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013 Developing Effective Leaders & Decision- makers for complex & volatile times
  50. 50. Important Note: Please note that that this presentation and its contents, is the intellectual property of the Asia Risk Management Institute Pte Ltd. It has been prepared for this HR Summit 2013 session and it cannot be used for any other purposes without the specific written consent of the Asia Risk Management Institute. 50HR & Crisis Management – Marc Ronez - Copyright @ ARiMI 2013

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