Angel Escorial Генеральный директор Riskia Современные методики и практический опыт развития культуры управления рисками в Испании и странах Латинской Америки

1. Riskia, Centro Técnico de Gestión de Riesgos, S.A. Inscrita en R. M. de Madrid, Tomo 17489, Libro 0, Folio 140, Sección 8, Hoja 300310, Inscripción 1ª. CIF: A-83268250
Riskia, S.A.
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© Copyright Riskia
MATURITY, HUMAN AND
CULTURAL FACTORS IN RISK
MANAGEMENT IN LATAM
COUNTRIES
April, 4th 2016
1
Angel Escorial, CT31000 & AIRM
angel.escorial@riskia.com

2. Introduction
2

3. Maturity in ISO 31000
3
 The 11 principles considered in ISO 31000 will be the basis to
assess the level of maturity of the organisation in Risk
Management (RM) and its alignment with the ISO 31000 Risk
Management standard.
 In particular, ISO 31000 highlights the concept of “Maturity” in
Principle ‘k’:
Risk management facilitates continual improvement of the
organization: Improvement of Risk Management maturity
alongside all other aspects of the organization.

4. Factors that determine the
degree of maturity in RM
4
Culture: risk awareness
Implementation:
all areas
Experience: risk
management experience
of the individuals
Process: risk
management
processes

5. Human and cultural factors in
ISO 31000
5
 ISO 31000 highlights the concept of “Human and Cultural
Factors in Risk Management” in Principle ‘h’:
Risk Management takes human and cultural factors into
account.
Behaviour of people may have an impact on risk as regards
the understanding and management of risk.
Therefore, human and cultural factors should be considered
explicitly all over of the management of risk.

6. Human and cultural factors
6
Internal characteristics of the
person
Views and
expectations of
the person in the
environment
Cultural aspects
Characteristics
of the
organisation
Cognitive
performance
(perception,
memory,
thinking)
Knowledge
(experience,
learning)
Objectives
and
preferences Motivation
Physical and
mental health
Upbringing
Group
relationships
(teamwork,
leadership)
Structure
Mechanisms
(governance
arrangements,
delegation,
decision- making
processes)
Societal
expectations
and norms
Available
opportunities
Rules
Beliefs
Values
Knowledge

7. Maturity:
LatAm countries facts
7

8. Maturity in RM in LatAm
8
Source: I Benchmark of Risk Management in Latin America (November 2015). Marsh.
Identification
Communication and
consultation
Monitoring and
review
Treatment
Evaluation
Analysis
Argentina
Chile
Ecuador
Mexico
Peru
Puerto Rico
Brazil
Colombia
Average

9. Human factors:
LatAm countries facts
9

10. Snapshot of global
population in 2015
10
According to the results of the 2015 Revision, the world population reached
7.3 billion as of mid- 2015, implying that the world has added approximately
one billion people in the spam of the last twelve years.
60%16%
10%
9%
5%
Asia
Africa
Europe
LatAm and the Caribbean
Northern America and Oceania
Source: United Nations, Department of Economic and Social Affairs, Population Division (2015).
World Population Prospects: The 2015 Revision. New York: United Nations.

11. Projection of global
population growth
11
Average annual rate of population change by major area, estimates, 2000-2015, and medium-variant projection, 2015-2100

12. Projections of GDP Growth to
2023 Rankings
12
Projections of GDP Growth to 2023 Rankings: Latin America and the Caribbean

13. Trends in business and foreign direct
investment
13
 Latin America’s economy continues to grow.
 Globalization and internationalization trends have opened opportunities for foreign
investment.
 Over the past two decades, Latin America countries have initiated a process of
economic opening, attracting foreign direct investment to the region.
 Simultaneously, Latin American countries continue to experience cyclical economic
crises that halted foreign direct investment growth.
 The process of economic opening in the region has also influenced local corporations,
with a development of large Latin American-based global corporations, in order
to compete against foreign multinationals.
 Latin American corporations have also capitalized on trade agreements and
expanded their investments abroad.

14. Human development according to
the 2014 HDI
14
Global map showing the levels of human development according to the 2014 HDI (with dark blue showing Very High Human Development,
blue showing High, light blue showing Medium, and pale showing Low).

15. Cultural factors:
LatAm countries
idiosyncrasy
15

16. After Independence in Latin America
16
 The struggle for independence in Latin America had lasted far longer and
proved far more destructive than in North America.
 During the second half of the 19th century, a measure of political
consolidation took hold in Latin America, and countries such as Mexico,
Peru, and Argentina entered periods of greater stability.
 At the same time, Latin America as a whole became more closely
integrated into a world economy driven by the industrialization of Western
Europe and North America.
 The most significant economic outcome of this growing integration was a
rapid growth of Latin American exports to the industrializing countries.

17. Urbanization: tends and prospects
17
Average rate of demographic growth

18. Work values in LatAm
18
 The Latin American management model is described as transitional or in the
process of development.
 Latin America’s work culture has developed through a unique historical process
shaping its economic, political and societal structure although globalization forces
have deeply changed the region.
 These combined historical and global processes have determined unique
characteristics for management and created a “hybrid” management model, which
uses global as well as local management practices.
 Latin American countries are characterized by a high power distance which means a
low level of equality in the society.
 Latin American countries rank high in collectivism and low in individualism
according to the individualism index.
 Latin American countries project a dispersed scale of highs and lows according to
the masculinity index.

19. Social relationships and beliefs
19
 Personal communication is extremely important in Latin America.
 Values related to integrity and civility are appreciated by Latin Americans
and reflect the cultural importance of social relations. Loyalty to the in-
group is very important for Latin Americans.
 Latin Americans are taught to express their religious beliefs through
behaviors and gestures and expect freedom to express their faith in public.

20. Conclusions
20

21. Conclusions
21
 The improvement of risk management appears essential to guarantee the
protection and future progress of economic and social development in every
region.
 A deficient risk management can have an impact on overall economic
performance, as measured by changes in the GDP, balance of payments,
level of indebtedness, state of public finances, and investment rate.
 Due to the global economy and the implications for Latin America, it has
established a pro-active Risk management culture in recent years. Latin
American organizations have achieved a certain level of maturity in the
stages of identification, analysis and evaluation of the risk. However,
they need to improve in the treatment, monitoring and review and
communication and consultation.
 Human and cultural aspects must be taken into consideration in Risk
Management according to ISO 31000 so that they contribute to risk.

22. 22
Angel Escorial Bonet
Tfno: +34 917665001
Móvil: +34 609238979
Skype: angel.escorial
ameb.america@riskia.com
www.riskia.com