Margaret J. Millett, MSBC, MBCP, MBCI
Director of eBay, Inc. Enterprise Resiliency
1. What is Enterprise Risk Management (ERM)?
2. Why organizations should have an ERM Program
3.Competitive Imperative
4. Elements of an ERM Program
5. Connecting with Business Continuity Management (BCM)
6. Euro Zone Contingency Planning
7. Conclusion
Enterprise risk management is an underutilized management practice that allows community-based financial institutions to become more efficient, smarter, and better able to compete in an increasingly complex environment.
WolfPAC Solutions Group Director Michael Cohn creates a strong case on why community-based financial institutions should implement an enterprise risk management program to reduce costs and successfully achieve business goals in an increasingly competitive and regulated environment.
Enterprise risk management is an underutilized management practice that allows community-based financial institutions to become more efficient, smarter, and better able to compete in an increasingly complex environment.
WolfPAC Solutions Group Director Michael Cohn creates a strong case on why community-based financial institutions should implement an enterprise risk management program to reduce costs and successfully achieve business goals in an increasingly competitive and regulated environment.
Enterprise Risk Management (ERM) is the process of planning, organizing, leading, and controlling the activities of an organization in order to minimize the effects of risk on an organization's capital and earnings.
Enterprise Risk Management expands the process to include not just risks associated with accidental losses, but also financial, strategic, operational, and other risks.
In recent years, external factors have fueled a heightened interest by organizations in ERM.
Industry and government regulatory bodies, as well as investors, have begun to scrutinize companies' risk-management policies and procedures.
In an increasing number of industries, boards of directors are required to review and report on the adequacy of risk-management processes in the organizations they administer.
Since they thrive on the business of risk, financial institutions are good examples of companies that can benefit from effective ERM.
Their success depends on striking a balance between enhancing profits and managing risk.
In order for any enterprise to properly, effectively, and prudently manage their future growth, Business Strategy needs to be sustained by modern Enterprise Risk Management (ERM) principles and practices.
The Enterprise Risk Management discipline is not anymore a separate management profession or kinky management way, but rather it is a core competency that all organizations and executives must have in this Global Age. It should be a way of life for all.
How does Operational Risk Management fit into an organization's Strategic Planning? This presentation attempts to provide a functional and implementable response.
This white paper explains the concepts, legal requirements, strategies, and global framework for the implementation of risk management. It also deals with fraud and reputation risk management and how the negative reputation of an entity may harm the operations and profitability.
This white paper may be useful in performing the advisory role in Risk Management and Risk Governance.
“Today’s fast-paced business environment encounters a complex and ever-changing risk landscape that may negatively impact organizational value. The only way to respond to it is by having a dynamic and holistic perspective of the risk management approach to ensure business continuity.”
– Jack Zahran, President, Pinkerton
Strategic Planning Society Webinar- Integrating Strategy and Risk ManagementAndrew Smart
• The credit crunch and its subsequent fall-out has rewritten the rules on strategy execution and risk management.
• The balanced scorecard and risk management approaches have evolved as silo processes over approximately 20 years – an approach that integrates both is a natural evolution.
• To effectively streamline management and regulatory reporting, organisations need to adopt an integrated framework, which covers strategy execution, risk management & compliance.
The requirement for presentation(need in 4hrs)slide1ERM at M.docxkathleen23456789
The requirement for presentation:(need in 4hrs)
slide1:
ERM at Mars and UC
slide2:ERM in industry and academia
slide3:Measuring and Selecting an ERM Framework
slide 4:Special Rick Management Topic
slide 5 :conclusion
below is the content for doing a presentation
1. ERM at Mars and UC
Two different organizations can approach similar to the ERM due to some common benefit or some common purpose suppose we have following two organization the ERM at Mars incorporated and ERM in practice at the University of California Health The system both the approaches are used to spread and include the process in business units and other units. The developments in these growths of this program caused working with the professionals to address the business units.
Ways the two organization’s approaches to ERM differ
Two different organizations can approach in a different way to ERM because it has different purposes and different advantages which vary from field to field (WARNER, LARRY, 2015). Suppose we have following two different organizations that approach differently the ERM at Mars can be migrated to the non-family management i.e., it can apply to other areas/platforms different from professional organizations, while ERM at UC focuses on the enterprise risk analysis, audits, monitoring and report generation. ERM at Mars uses simple technology in framework building like word, excel and some tools. Whereas ERM at UC focuses on complex technologies for the building of the framework.
One aspect of each ERM implementation from which the other organization would benefit
For any organization implementing Enterprise Risk Management is a key, initially, an organization has to know about the fundamentals i.e. scope and tools that accommodate the ERM implementation plan. To implement ERM getting essentials right up to an organization explicit ERM system that unmistakably and quantifiably characterizes what ERM will mean for the organization and utilizing that structure to build up an ERM execution plan that is explicitly for accomplishment in the organization.
Enterprise Risk Management (ERM) mainly involves six fundamentals.
Identify
Analyze
Control
Transfer
Reduce
Assess
Most Organizations have faith in big business change administration like ERM. In many cases, many have been baffled by execution issues at this point, caused ERM to miss the mark regarding its potential. Before starting ERM they have to do solid back end work to implement.
What advantages can an organization acknowledge through ERM
Organizations that comprehend their dangers have a more noteworthy capacity to anticipate or respond to occasions that can affect objectives and targets. Eventually, this can convert into less unpredictability and an aggressive edge. A decent handle of hazard can likewise open up an organization's viewpoint on circumstances it might need to seek after.
ERM empowers the board and the board to have an increasingly steady perspective of a way .
Enterprise Risk Management (ERM) is the process of planning, organizing, leading, and controlling the activities of an organization in order to minimize the effects of risk on an organization's capital and earnings.
Enterprise Risk Management expands the process to include not just risks associated with accidental losses, but also financial, strategic, operational, and other risks.
In recent years, external factors have fueled a heightened interest by organizations in ERM.
Industry and government regulatory bodies, as well as investors, have begun to scrutinize companies' risk-management policies and procedures.
In an increasing number of industries, boards of directors are required to review and report on the adequacy of risk-management processes in the organizations they administer.
Since they thrive on the business of risk, financial institutions are good examples of companies that can benefit from effective ERM.
Their success depends on striking a balance between enhancing profits and managing risk.
In order for any enterprise to properly, effectively, and prudently manage their future growth, Business Strategy needs to be sustained by modern Enterprise Risk Management (ERM) principles and practices.
The Enterprise Risk Management discipline is not anymore a separate management profession or kinky management way, but rather it is a core competency that all organizations and executives must have in this Global Age. It should be a way of life for all.
How does Operational Risk Management fit into an organization's Strategic Planning? This presentation attempts to provide a functional and implementable response.
This white paper explains the concepts, legal requirements, strategies, and global framework for the implementation of risk management. It also deals with fraud and reputation risk management and how the negative reputation of an entity may harm the operations and profitability.
This white paper may be useful in performing the advisory role in Risk Management and Risk Governance.
“Today’s fast-paced business environment encounters a complex and ever-changing risk landscape that may negatively impact organizational value. The only way to respond to it is by having a dynamic and holistic perspective of the risk management approach to ensure business continuity.”
– Jack Zahran, President, Pinkerton
Strategic Planning Society Webinar- Integrating Strategy and Risk ManagementAndrew Smart
• The credit crunch and its subsequent fall-out has rewritten the rules on strategy execution and risk management.
• The balanced scorecard and risk management approaches have evolved as silo processes over approximately 20 years – an approach that integrates both is a natural evolution.
• To effectively streamline management and regulatory reporting, organisations need to adopt an integrated framework, which covers strategy execution, risk management & compliance.
The requirement for presentation(need in 4hrs)slide1ERM at M.docxkathleen23456789
The requirement for presentation:(need in 4hrs)
slide1:
ERM at Mars and UC
slide2:ERM in industry and academia
slide3:Measuring and Selecting an ERM Framework
slide 4:Special Rick Management Topic
slide 5 :conclusion
below is the content for doing a presentation
1. ERM at Mars and UC
Two different organizations can approach similar to the ERM due to some common benefit or some common purpose suppose we have following two organization the ERM at Mars incorporated and ERM in practice at the University of California Health The system both the approaches are used to spread and include the process in business units and other units. The developments in these growths of this program caused working with the professionals to address the business units.
Ways the two organization’s approaches to ERM differ
Two different organizations can approach in a different way to ERM because it has different purposes and different advantages which vary from field to field (WARNER, LARRY, 2015). Suppose we have following two different organizations that approach differently the ERM at Mars can be migrated to the non-family management i.e., it can apply to other areas/platforms different from professional organizations, while ERM at UC focuses on the enterprise risk analysis, audits, monitoring and report generation. ERM at Mars uses simple technology in framework building like word, excel and some tools. Whereas ERM at UC focuses on complex technologies for the building of the framework.
One aspect of each ERM implementation from which the other organization would benefit
For any organization implementing Enterprise Risk Management is a key, initially, an organization has to know about the fundamentals i.e. scope and tools that accommodate the ERM implementation plan. To implement ERM getting essentials right up to an organization explicit ERM system that unmistakably and quantifiably characterizes what ERM will mean for the organization and utilizing that structure to build up an ERM execution plan that is explicitly for accomplishment in the organization.
Enterprise Risk Management (ERM) mainly involves six fundamentals.
Identify
Analyze
Control
Transfer
Reduce
Assess
Most Organizations have faith in big business change administration like ERM. In many cases, many have been baffled by execution issues at this point, caused ERM to miss the mark regarding its potential. Before starting ERM they have to do solid back end work to implement.
What advantages can an organization acknowledge through ERM
Organizations that comprehend their dangers have a more noteworthy capacity to anticipate or respond to occasions that can affect objectives and targets. Eventually, this can convert into less unpredictability and an aggressive edge. A decent handle of hazard can likewise open up an organization's viewpoint on circumstances it might need to seek after.
ERM empowers the board and the board to have an increasingly steady perspective of a way .
Identifying, understanding and evaluating an organization’s most significant risk areas will set the foundation for a robust enterprise risk management (ERM) program. This sample guide outlines an effective and proven approach to building ERM capabilities that will ultimately enhance corporate governance, align and integrate varying views of risk and risk management, and respond to the changing business environment.
DISUSSION-1RE Chapter 15 Embedding ERM into Strategic Planning.docxmadlynplamondon
DISUSSION-1
RE: Chapter 15: Embedding ERM into Strategic Planning at the City of Edmonton
COLLAPSE
Top of Form
The two strategic processes
The two strategic processes which are tightly connected to ERM in the current scenario of Edmonton City ERM implementation are:
Results based budgeting and Performance measurement.
Results based budgeting (RBB):
ERM helps organizations to allocate the resources based on the requirement for completing the tasks and to produce the desired output. The RBB assists to determine the funding allocation requirements which are mandatory to fulfill the strategic objectives of organization. This budget formulation is performed based on predefined objectives such as priority, resource availability and expected results etc. here the expected results represents the desired outputs which organization expects to meet its strategic goals. In simple words the Results-based budgeting is about emphasizing performance and accountability.
Performance measurement:
The continuous performance measurement helps organizations to drive the progress in risk mitigation and it provides insights where additional attention is required. The Key performance indicators (KPIs) can be used to measure the effectiveness of risk management activities. The Performance measurement in ERM sends the list of desired outcomes to RBB and receives list of prioritized programs and costs to ensure ERM works at its full potential (Fraser, J., Simkins, B. J., & Narvaez, K., 2015).
Two criteria’s must be balanced in a successful ERM model
The two criteria are model power and user-friendliness. The powerful model can provide large amount of information and lets the organization to compare the results and risks, effectiveness’ of current program and impact of future initiatives. The user friendliness program helps to easily add information, add new features and easy to understand by the user with simple steps. The user friendliness also includes if needed some unnecessary steps could also be removed without losing model robustness (Fraser, J., Simkins, B. J., & Narvaez, K., 2015).
Thank you
References
Fraser, J., Simkins, B. J., & Narvaez, K. (2015). Implementing enterprise risk management: Case studies and best practices. Hoboken: Wiley.
Bottom of Form
DISCUSSION-2
1. What the other strategic processes are closely tied to ERM?
The strategic processes may have success strategy which is linked to the command of risk and organization understanding. The selection of strategy is an exercise of high-stakes. Approx. 80% of the underperformer may against the industry who have lost their wat over the prior 10 years because of blunder who are strategic and the business and strategy magazine. It may blame on failure on operations errors and the external event or compliance fault.
2. What are three kinds of risks are identified within the city of Edmonton?
There may be three risks which may involve avoidance or risk termination, tolerance or acceptance of ...
In this webinar, we will discuss how to leverage on the ISO 22301 standard and other key standards to build a strong BCM programme, which focuses on critical success factors from top management to core teams, and to the organization as a whole. We will focus on how to ensure sustainability and continuous improvement.
Main points covered:
• How to leverage on the ISO 22301 standard
• Key standards to build a strong BCM programme
• How to ensure sustainability and continuous improvement
Presenter:
Winifred Dela Setor Smith(Mrs.) is a Business Risk and Governance Professional with over 15 years’ experience in Information technology, Business Continuity and Enterprise Risk Management in Telecoms sector. She is certified in various fields including ISO 22301 as a Lead Implementer, Risk Analysis, ITILV@3 and a PECB certified Trainer. Winifred has completed the Leadership training in Telecoms Mini MBA with Neotelis (Canada).
Link of the recorded session published on YouTube: https://youtu.be/PDcZPSso8YQ
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The webinar covers:
• Centralized operation models (shared services)
• The benefits case
• Options for managing risk, control and compliance in centralized operations
Presenter:
This session was presented by Steve Tremblay, Senior ITSM Consultant and Trainer at ExcelsaTech, and a PECB Certified Trainer.
Link of the recorded session published on YouTube: https://youtu.be/LaLWI_ULjjU
The Business Continuity Conference, 25th October 2023 in Riyadh - Mr. Atiq BajwaContinuity and Resilience
Business Continuity Strategies
What is a Business Continuity Strategy?
Keeping the ISO-22301 definition of Business Continuity in mind, the aim of a Business Continuity Strategy should be:
“To continue the delivery of products and services at predefined capacity during a disruption”
So a Business Continuity strategy should:
Meet the Minimum Business Continuity Objectives (MBCO)
Legal and regulatory requirements
Contractual commitments
Quantity, Quality, time commitments with the customers
Practical
Cost Effective
An effective business continuity strategy should be specific to the needs of an organization
It should be:
Able to meet the MBCO
Practical
Cost effective
Business Continuity Strategies should be regularly reviewed and updated to remain relevant and effective.
A strategy considered effective today may not be effective in 6 months.
The Business Continuity Conference, 25th October 2023 in Riyadh - Nuha EltinayContinuity and Resilience
Building Urban Resilience in Critical Infrastructure
Assets, systems, and networks that are essential by governments for the functioning of a society and economy and deserving of special protection for national security.
The ability of a system, community or society exposed to hazards to resist, absorb, accommodate, adapt to, transform and recover from the effects of a hazard in a timely and efficient manner, including through the preservation and restoration of its essential basic structures and functions through risk management (UNDRR).
The FIVE ICLEI PATHWAYS reflect ICLEI’s approach to achieving a sustainable city as well as local contributions to implementing the goals laid out in international frameworks such as the Sustainable Development Goals. Any of our individual projects or initiatives can be oriented along one or more specific pathways. We also look at how the pathways connect to bring about change in an INTEGRATED way. For example, we consider how nature-based development contributes to resilience, or how to bring equity into low emission development.
Cities need to look at resilience from a systemic governance perspective
Integrated management starts with wide-scale mobilization of support from stakeholders and robust facts and data.
Challenges often lie in the acceleration and upscaling of activities. Individual best practice is easier to achieve, follow-up funding and investment is challenging
The Business Continuity Conference, 25th October 2023 in Riyadh - Paul GantContinuity and Resilience
The five essential elements of optimising your BC programme through technology -
1. Securing Accurate Data
2. Delivering Programme Compliance
3. Turning Data into Intelligence
4. Enabling Continuous Improvement
5. Positioning in a Risk World
The Business Continuity Conference, 25th October 2023 in Riyadh - David Boll...Continuity and Resilience
IT Disaster Recovery – Challenges and Solutions.
What is IT DR?
1. The ability to respond and recover from disruptions to IT infrastructure, networking, systems, equipment and data to support business continuity.
2. Originated from the legacy environment of mainframes where IT was centralised and had a major impact.
3. Further improved to IT DR sites to manage failover:
Cold
Warm
Hot
4. Traditionally strategies related to data backup by tape only.
5. Introduction of cloud and SAAS solutions has improved resilience through decentralisation.
Next step cloud-to-cloud DR solutions?
Why IT DR?
IT DR is critical and always important, which is often not given enough focus in BCM programs
Critical component of resilience
IT DR and IT resilience is a critical element of a thorough BCM system and resilience program
High % of real disruptions
It failures continue to be a leading cause of business continuity disruption.
Examples?
More important that ever
With increasing reliance on IT and digitisation, complexity and new risks, the requirement for IT DR continues to become even more important
Make or break your recovery
A well defined, implemented and exercised IT DR program is essential to the recovery of business delivery of products and services
The Business Continuity Conference, 25th October 2023 in Riyadh - Abdulrahma...Continuity and Resilience
Lessons from a Chief Continuity Officer-
A Chief Continuity Officer (CCO) is responsible for ensuring that an organization's critical operations continue despite any disruptions or crises.
1. Build a robust business continuity plan.
2. Foster a culture of preparedness.
3. Establish clear roles and responsibilities.
4. Develop strong partnerships.
5. Implement robust technology systems.
6. Continuously assess and mitigate risks.
7. Communicate effectively.
8. Learn from incidents.
Remember, flexibility and adaptability are key in the ever-changing landscape of continuity management. As a CCO, it's essential to stay proactive, be prepared for unexpected events, and continuously improve the organization's ability to recover and thrive in the face of disruptions.
Business Resilience and its components often gather varied points of view and impressions from practitioners, champions, consultants, and other related stakeholders.
Over time there are few misconceptions that seem to have held on and often turn out to be counterproductive to the vision and goal of such programs.
CREATING should eventually lead to putting in place a comprehensive Program covering all phases of the full BCM Lifecycle – Plan, Do, Check and Act
MAINTAINING involves performing the activities to keep the BCM Program appropriate and relevant for the upcoming future – including Improvement. This covers:
Almost all BCM standards and guidelines make it mandatory to build a BCM culture. This is best done by ensuring ongoing and regular emphasis on the concept of Business Continuity, and its importance to the organization.
Business Continuity Compliance
Cycle
Regulatory
Internal
Third party
Industry Compliance
SecOps
Review and maintain
Regulatory Compliance
Meet the Specific Compliance requirements by SAMA, NCA, CITC etc..
Industry Specific Compliance
For BFSI – SAMA, NCA
For Telco – CITC, NCA
For hospitality - STA, NCA
Third Party
ISO , 27001, 27021 ,
COSO , NIST, NESA
HIPAA , 27005 RISK
internal
Compliance to internal Polices , procedures Standards
InfoSec, Financial , HR, IT
SecOps
Adherence to specific Cyber Security –First line of defense polices
Vulnerability Assessment.
Identification of BCM related risks and comply to the remediation
BCM Maintenance Plan
This phase maintain the BCP in a constant ready-state. The maintenance process of a BCMS is constant and dynamic.
Crisis is an inherent abnormal, unstable, and complex situation that represents a threat to the strategic objectives, reputation or existence of an organization.
(ISO 22361 Crisis Management Guidelines)
Crisis Management is a coordinated activities to lead, direct and control an organization with regard to a crisis.
(ISO 22329: Crisis Management Guidelines)
Cyber security and IT resilience is a journey, not a destination, and we need to consider how business continuity, integrated with them.
This is becoming more and more prevalent at Board level and is having significant impacts, particularly on sectors.
Enterprise resilience goes beyond organizational and operational resilience.
It indicates an organization's ability to:
Dynamically plan, prepare, and understand risks and critical functions;
Anticipate disruptions and potential downstream impacts;
Respond progressively in a coordinated, organized, and controlled manner; and
Recover, adapt, and evolve to improve future responses.
Enterprise resilience encompasses cyber and physical threats across all geographies.
Enterprise resilience goes beyond organizational and operational resilience.
It indicates an organization's ability to:
Dynamically plan, prepare, and understand risks and critical functions;
Anticipate disruptions and potential downstream impacts;
Respond in a coordinated, organized, and controlled manner; and
Recover, adapt, and evolve to improve future responses.
Enterprise resilience encompasses cyber and physical threats across all geographies.
“The best way to get management excited about a resiliency plan is to have a fire in one of your production data centers.”
Presented by Daman Dev Sood, Continuity & Resilience (CORE)
Introduction:
Over 33 years in the industry
Over 15 years in BCM a related domains
National and Global Winner of the BCI Awards
AFBCI
Mix of experience as Practitioner, Trainer, and Consultant
BCI Approved Instructor
Presented by Dhiraj Lal
About Continuity & Resilience (CORE)
Consulting Services (ISO 22301 Certified)
Cyber Security
Business Continuity Management
Crisis Management
IT Disaster Recovery
Information Security
Risk Management
Training Services
NCEMA developed Training (we are trainers for the NCEMA courses at GCAS, NCEMA licensed training entity)
CORE is an approved Global Training partner for the UK based Business Continuity Institute licensed to conduct BCI trainings anywhere in the Globe
Notification and Automation Tools
CORE acts as a enabler between the partner & client by providing support for:
Gather requirements
Shortlist Vendors
Subject matter expertise for tool selection
Perform Vendor Demos
Tool installation & implementation
support for BC, ITDR & Notification
Assistance during tool testing
Presented by-Kashish Jhamb Cityinnovates
What’s a Social Media Crisis?CRISIS? Really?
If there’s a high volume of incoming social media messages on one particular topic or negative comments, chances are you have a social media crisis on your hands.
A communications crisis can strike at any time. It could be a faulty product, a lousy campaign, or a slip of the tongue from someone higher up.
It doesn’t matter the industry you’re in, or how popular you’ve been to this point. Sometimes, it just happens.
Waiting for a social media crisis to blow over is never an option. If you ignore it, it will likely get worse. Social media can be an asset in a crisis when used correctly, not an extra problem.
How to identify a Crisis on Social Media
When the public knows more (than your company) about the issue and they voice it on social media that’s your first sign of a social media crisis
If you start receiving a negative review in series on a particular product or a service then it is a sign of social media crisis
If you get more than 10 negative mentions per hour, for more than three consecutive hours then it is a sign of social media crisis
Presented by Ramesh Ramani (LRQA)
AGENDA
Introduction-BCMS and ISMS
International Standards, UAE Regulations (NCEMA, ADSIC, NESA, ISR, GDPR). Dubai Data Law
PDCA Cycle
Common Factors-BCMS and ISMS
Organisational Considerations
Joint Project Management
Where this will work?
Where this will not work
Q&A
Presented by -AWS AL KHANJARI
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A Crisis Communication Plan outlines the procedures for collecting conveying information to interested parties during or immediately following an emergency or crisis.
Disaster and disruptive business incidents push people and organisation to their limits, and one of the first impacted elements are communication systems.
Blessed Marine Automation offers cutting-edge marine automation solutions tailored to enhance vessel efficiency and safety. From advanced control systems to remote monitoring, our services empower maritime operations worldwide. Explore our comprehensive range of products and services to optimize your vessel's performance. https://www.blessedmarineautomation.com/
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Our commitment to excellence extends beyond traditional security measures. We understand the dynamic nature of security challenges, and our personalized approach ensures that every client receives a bespoke protection plan.
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When renovating or designing a bathroom, the choice of doors plays a pivotal role in ensuring both functionality and aesthetics. In Kerala, UPVC (Unplasticized Polyvinyl Chloride) bathroom doors have gained popularity for their durability, water resistance, and modern designs. This article delves into the pricing of UPVC bathroom doors in Kerala and why they are a preferred choice for homeowners.
#### Benefits of UPVC Bathroom Doors
UPVC bathroom doors offer several advantages, making them an ideal choice for the humid climate of Kerala:
1. **Water Resistance**: Unlike wooden doors, UPVC doors do not swell or warp when exposed to moisture, making them perfect for bathrooms.
2. **Durability**: These doors are resistant to termites and corrosion, ensuring a long lifespan.
3. **Low Maintenance**: UPVC doors require minimal upkeep, saving homeowners time and effort.
4. **Energy Efficiency**: They provide good insulation, helping maintain a comfortable bathroom temperature and reducing energy costs.
5. **Aesthetic Variety**: Available in various colors and designs, UPVC doors can complement any bathroom decor, from modern to traditional.
#### Price Range of UPVC Bathroom Doors in Kerala
The cost of UPVC bathroom doors in Kerala varies depending on factors such as size, design, and additional features. Here's a general overview of the price range:
- **Basic Models**: Simple UPVC bathroom doors start from ₹2,500 to ₹5,000. These doors are functional and offer essential benefits like water resistance and durability.
- **Mid-Range Models**: For more intricate designs or additional features such as frosted glass panels or metallic handles, prices range between ₹5,000 and ₹10,000.
- **Premium Models**: High-end UPVC bathroom doors, which may include custom designs, advanced locking systems, and superior finishes, can cost anywhere from ₹10,000 to ₹20,000 or more.
#### Conclusion
UPVC bathroom doors are an excellent investment for homes in Kerala, offering a blend of practicality and style. With a wide range of prices and designs available, homeowners can easily find a UPVC door that fits their budget and enhances their bathroom’s aesthetic appeal. When choosing a UPVC bathroom door, consider the specific needs of your space and the long-term benefits these doors provide. Investing in a quality UPVC bathroom door ensures a durable, low-maintenance, and stylish addition to your home.
Maximizing Efficiency with Integrated Water Management SystemsIrri Design Studio
Integrated water management systems are essential for improving irrigation design sustainability and efficiency. Irri Design Studio helps customers maximize water consumption, reduce waste, and encourage responsible stewardship of water resources by utilizing cutting-edge technology like drone-based construction updates and BIM modeling. The increasing issues of water shortage and environmental protection require an all-encompassing strategy to water management. Irrigation systems may be planned to optimize water consumption efficiency while guaranteeing the safety of people and the environment by putting new ideas and concepts into practice. Visit our website https://www.irridesignstudio.com/ for more information.
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Gutters are typically installed at a slight downward slope to allow water to flow freely towards downspouts or drains – the downspout being the vertical pipe attached to the gutters. The water is subsequently transported by the downspout to either the ground or an underground drainage system. Maintaining a gutter system that is free of blockages and functional requires regular maintenance.
But, many wonder in what situations gutters are required and not required. In this ppt we will discuss in detail the matter, ‘Are Gutters Necessary?’
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Developing an Effective Enterprise Risk Capability
1. Continuity and Resilience (CORE)
ISO 22301 BCM Consulting Firm
Presentations by our partners and
extended team of industry experts
Our Contact Details:
INDIA UAE
Continuity and Resilience
Level 15,Eros Corporate Tower
Nehru Place ,New Delhi-110019
Tel: +91 11 41055534/ +91 11 41613033
Fax: ++91 11 41055535
Email: neha@continuityandresilience.com
Continuity and Resilience
P. O. Box 127557
Abu Dhabi, United Arab Emirates
Mobile:+971 50 8460530
Tel: +971 2 8152831
Fax: +971 2 8152888
Email: info@continuityandresilience.com
3. Agenda
1. What is Enterprise Risk Management (ERM)?
2. Why organizations should have an ERM Program
3. Competitive Imperative
4. Elements of an ERM Program
5. Connecting with Business Continuity Management (BCM)
6. Euro Zone Contingency Planning
7. Conclusion
4. What is Enterprise Risk
Management (ERM)?
“ERM is a process that is effected by an entity’s board of
directors, management and other personnel, and applied in
strategy setting and across the enterprise, designed to identify
potential events that may affect the entity, to manage risk to
be within its risk appetite, and to provide reasonable
assurance regarding the achievement of entity objectives.” [1]
[1] http
://www.coso.org/documents/COSO_ERM_ExecutiveSummary.pdf
5. Why organizations should
have an ERM Program
1. Key risks are not being sufficiently managed
2. Developing an effective ERM capability is a competitive
imperative
3. Actionable plans to mature ERM capability should be
developed and specific resources allocated to address the
gaps.
6. Competitive Imperative
1. An effective ERM program is a competitive imperative.
2. Many organizations that have recognized the need for an
ERM program have proceeded to implement various ERM
elements without a clear ERM strategy and
implementation plan.
7. Competitive Imperative
3. An ERM strategy and implementation plan should be
guided by the expected benefits and business case for the
program.
4. The clear articulation of expected benefits will enable a
company to develop appropriate timelines, budgets and
metrics.
5. Companies that skip the strategy development process
tend to use a haphazard approach to ERM
implementation, leading to a program that may not be
sustainable or achieve the desired benefits.
8. Elements of an ERM
Program
1. Avoidance of critical risks
2. Meeting regulatory requirements
3. Effectively managing the cost of its risk management
activities
4. Increasing speed to mark for new products and services
5. Improved pricing for risk
6. Lowering requirement for overall economic capital.
9. Avoidance of critical risks
Enterprise risk management can enable an organization’s
senior executives and the board to focus on important
prospective issues rather than reacting to unexpected risks..
Furthermore, modeling and discussing the correlation
between risk factors and business objectives can assist senior
management and the board in understanding the nature of
risk in their business, enhancing their ability to make strategic
choices and to maintain the organization’s risk profile within
acceptable limits. This is a particularly powerful driver for an
organization due to the critical risks that are currently not
being managed effectively.
10. Meeting regulatory
requirements
An effective enterprise risk management program can lead to
formal or informal favorable treatment by applicable
regulators through decreased oversight or greater flexibility
with capital requirements, product offerings, or access to
emerging markets.
11. Efficiently managing the
cost of its risk management
activities
A common framework and organization structure including
standardized processes, methods, tools to address regulatory
requirements, coordination of overlapping risk management
activities can provide substantial savings over the cost of
multiple stand-alone responses and solutions.
12. Increasing speed to market
for new products and
services
An effective ERM program can actually shorten time to market
with new products and services by accelerating an
organization’s ability to identify and address risk issues for new
products and services.
13. Improved pricing for risk
Enhanced risk identification and assessment capabilities can
provide front-line managers with the information necessary to
effectively assess risk and therefore accurately price the risks
associated with current or future products or services.
14. Lower requirement for
overall economic capital
A better understanding of risk across a firm enables a more
thorough understanding of the capital required to support a
given risk tolerance (for example, target credit rating or
solvency risk) thereby allowing more effective allocation of
capital across initiatives, business units as well as potentially
reducing overall capital requirements. This will become
increasingly more critical to an organization’s success as it
expands its business model.
15. Connecting with Business
Continuity Management (BCM)
Organizations may not have a formal ERM, but the fundamental
unpinning of such a program is in place. BCM relies on an
integrated, well-structured and functional Incident Command
System (ICS) to engage and mitigate serious business interruptions
and disasters. Representation from key corporate functions
required to effectively respond to crisis is found within the ICS and
include among others:
Corporate Business Continuity Corporate IT
Corporate Risk Global Human Resources
Corporate Counsel Corporate Communications
16. BCM Attributes of an ERM
1. Creating a consistent approach that uses common
terminology, standards, understandings and approaches for
identification of risks or risk-related opportunities
2. Establishing a framework by which organizationally
disparate functions can openly share concerns, ideas,
opinions and come to agreement – necessary to avoid
functional silos
3. Establishing a common analytical framework of tools,
procedures and techniques by which assessments can be
considered objectively and solely as a function of risk
17. BCM Attributes of an ERM
4. Empowering organizational change to create a sense of
ownership and responsibility for risk across the
organizational culture; one that is supported by senior
most levels of management
5. Managing the organization’s exposures to potentially
detrimental risks, and also, identifying potential
opportunities the result of risk for the purpose of achieving
organizational goals without impairing profitably.
18. Creating integrated ERM
1. A program champion – such as an member of the executive
leadership team than can influence and also, gain support
from the board of directors or the CEO
2. A vision for the program’s contribution to the organization
3. A strategic, tactical and operational plan that supports the
vision
4. A governing body that holds the ERM accountable and
provides guidance or endorsement (maybe the Business
Continuity Steering Committee)
19. Creating integrated ERM
5. A well defined and developed set of core foundation
elements on which the ERM is to be built
6. A slow, and methodical and phased approach that results in
visible accomplishment and return on investment (small
thought it may be at first)
7. Supporting technology for the purpose of creating,
sustaining and implementing analytical tools, analysis and
generation of useful information by decision makers.
8. A feedback mechanism by which results can be evaluated
and used in affecting organizational culture.
20. Euro Zone Contingency
Planning
The fear is not only Greece could be forced out, but it would
spread quickly to:
1.Ireland
2.Italy
3.Portugal
4.Spain
5.Any beyond
The countries above have been identified as PIIGS.
21. Euro Zone Contingency
Planning
• Legal issues associated with potential country exit and
various currency scenarios
• Potential increased losses for “payments not received”
• Potential issues with ability to settle transactions due not
being to process payments
• Risks associated with solvency of banking partners which
have deposited funds
• Potential product requirements should a country exit
• Ensure clear communications with customers &
stakeholders on the impacts if a country exits.
22. Euro Zone Contingency
Planning
• Protection of your company monetary assets
• IT and ability to convert (accounting) using new currencies
• Ability to pay vendors
• If impacted, company considerations:
Reduced hours or terminations
Staffing levels
Closures
23. Euro Zone Contingency Planning
– Response Framework
1. Anticipation of events
2. Mitigation considerations
3. Resources and expertise
4. Monitoring
5. Communication
6. Deployment
24. Conclusion
Risk is unavoidable and is present in all parts of an
organization. Risk management allows for management and
decision making at all levels of the company. ERM allows for a
comprehensive approach to risks so they are no longer
managed in department silos.
25. Thank you
Margaret J. Millett, MSBC, MBCP, MBCI
Director of eBay, Inc. Enterprise Resiliency
26. Continuity and Resilience (CORE)
ISO 22301 BCM Consulting Firm
Presentations by our partners and
extended team of industry experts
Our Contact Details:
INDIA UAE
Continuity and Resilience
Level 15,Eros Corporate Tower
Nehru Place ,New Delhi-110019
Tel: +91 11 41055534/ +91 11 41613033
Fax: ++91 11 41055535
Email: neha@continuityandresilience.com
Continuity and Resilience
P. O. Box 127557
Abu Dhabi, United Arab Emirates
Mobile:+971 50 8460530
Tel: +971 2 8152831
Fax: +971 2 8152888
Email: info@continuityandresilience.com