On 10 July 2015, a collaboration between ecoDa, FERMA and AIG, brought together directors, risk managers and insurers from across Europe to share perspectives on the quality of the Risk conversation at Board level and to generate ideas for improving it.
Managing Risk in Perilous Times- Practical Steps to Accelerate RecoveryFindWhitePapers
The Economist Intelligence Unit examines the lessons learned from the current financial crisis, and proposes ten practical lessons that could help to address perceived weaknesses in risk identification, assessment and management.
A brief and clear argumentation in favour of the personalisation approach in risk management procedures in large companies.
Taken from "Making better risk management decisions" by J. Birkinshaw and H. Jenkins.
How often have you wondered, “what else can go wrong and how are all the risks interconnected?” Developing a risk governance program, a stress testing and scenario analysis program, as well as a risk appetite statement, can help you build an effective, proactive risk management strategy and enhance the risk culture of your institution.
RMA's Risk Appetite Workbook is a practical guide to understanding and developing a risk appetite statement that is appropriate for your bank. Also available are workbooks on Scenario Analysis & Stress Testing for Community Banks, and Governance & Policies.
Managing Risk in Perilous Times- Practical Steps to Accelerate RecoveryFindWhitePapers
The Economist Intelligence Unit examines the lessons learned from the current financial crisis, and proposes ten practical lessons that could help to address perceived weaknesses in risk identification, assessment and management.
A brief and clear argumentation in favour of the personalisation approach in risk management procedures in large companies.
Taken from "Making better risk management decisions" by J. Birkinshaw and H. Jenkins.
How often have you wondered, “what else can go wrong and how are all the risks interconnected?” Developing a risk governance program, a stress testing and scenario analysis program, as well as a risk appetite statement, can help you build an effective, proactive risk management strategy and enhance the risk culture of your institution.
RMA's Risk Appetite Workbook is a practical guide to understanding and developing a risk appetite statement that is appropriate for your bank. Also available are workbooks on Scenario Analysis & Stress Testing for Community Banks, and Governance & Policies.
What are the key components of holistic risk management? This report, sponsored by SAP, investigates the organisational measures companies must take to address the totality of the risks they face. Read more>> http://bit.ly/1LsYvUx
CFO Asia Exchange Singapore 2015 Refocusing your ERM strategy and practices -...Marc Ronez
This presentation highlights 5 directions to explore to improve your ERM Strategy and practices in your organization in order to nurture an ERM system and culture that creates Value.
It provides a general overview of enterprise risk management principles which can help to transform corporate from risk exposure to the risk protected. Consideration for basic steps in Risk Management Process are critically and logically analysed
How to embed emerging risk identification and management IRMindia AffiliateIRM India Affiliate
The Institute of Risk Management (IRM) is the leading professional body for Enterprise Risk Management
(ERM). We drive excellence in managing risk to ensure organisations are ready for the opportunities
and threats of the future. We do this by providing internationally recognised qualifications and training,
publishing research and guidance, and setting professional standards.
For over 30 years our qualifications have been the global choice of qualification for risk professionals and
their employers. We are a not-for-profit body, with members working in all industries, in all risk disciplines and
all sectors around the world. In 2019, the IRM welcomed the Institute of Operational Risk (IOR) into the IRM
group. www.theirm.org
We hope that you have read the first and second guides An Introduction to Identifying Emerging Risks, and
How to assess and treat Emerging Risks. These publications help you to identify and tackle potential risks
that may impact your organisation’s strategic objectives should they occur. In part one of this publication,
we offer tools and techniques to take that work and embed it within your organisation, with part two
providing ideas on how to tackle the leadership conversation about emerging risk management.
1. Identify key risks facing companies operating both inside and outside the United States.
2. Develop an Enterprise Risk Management Framework & Approach.
3. Express the evolution of a Risk & Controls Program.
4. Articulate Enterprise Risk Management in the era of increased regulatory and shareholder scrutiny.
A crisis can tear an organization down without any plan to combat its effects. Therefore, businesses and companies first and foremost create a crisis management plan that can tackle any nature of crisis; be it a natural disaster or a technical failure. Besides learning how to manage a crisis, the framework of the plan also tests the overall strength and strategic ability of the organization to respond. Equipping a team within the organization with specific crisis management skills will result in a faster and more efficient way to handle a real-time crisis as well as a smooth transition towards recovery.
The effects of our changing climate pose one of the biggest areas of uncertainty that we face, whether as
individuals, organisations or societies. With this in mind, the Institute of Risk Management (IRM) Climate
Change Special Interest Group (SIG) was formed in late 2019 with the main objectives of producing thought
leadership, organising events and building engagement with the broader IRM membership, SIG members
and other stakeholders.
One of the group’s first projects was to develop this practitioner’s guide to help risk managers and boards
integrate climate change risk management into an organisation’s existing Enterprise Risk Management
(ERM) framework. The SIG established a working group to review existing best practices from leading
practitioners, latest research and literature and incorporate personal experiences on the subject, all of which
have been compiled into this guide. This includes identifying and reporting climate change risks to boards
and supporting strategic decision making. This is both a major challenge and a big opportunity for risk
managers. The integration of emerging risk information and analysis will provide several benefits, including
an improved risk appetite framework and risk mitigation strategies across most areas of an organisation’s
risk profile. The focus has also been to support risk managers and SIG members across all sectors, not just
financial services.
https://www.theirmindia.org/
Current Issues in Risk Management
Presenter: Stewart Hodges
Cass Business School
Fourth Annual Conference of the Cass-Capco Institute Paper Series on Risk
April 14, 2011
1. Learn about the evolving role of the chief risk officer (CRO) both before and during the current global economic crisis.
2. Develop an understanding of the complementary aspects of the CRO and chief audit executive (CAE) roles, as well as the potential conflicts to avoid.
3. Discover strategies and critical success factors for an effective CRO and CAE partnership.
Digital technologies, devices and
media have brought us great
benefits and offer enormous
opportunities but their use also
exposes us to significant risks.
The media regularly present us
with examples of organisations
that have suffered financial loss
and reputational damage as a
result of problems arising from
their information technology
systems, whether this is as a result
of human error, deliberate
wrongdoing or some other form
of technology systems failure.
Governments and regulators
are getting interested and are
increasingly calling on businesses
to take action to protect both their
own assets and also the national
infrastructure.
https://www.theirmindia.org/
The study investigates the impact of risk management on performance of insurance companies. The research was done in Nairobi, in particular AIG insurance company where most of the respondent’s work. AIG have made investments in personnel, processes and technology to help control business risk. Historically, these risk investments have focused primarily on financial controls and regulatory compliance. The objectives of this study were aimed at knowing the impact of risk management on performance of insurance companies. Random sampling was used to select fifty one respondents. The research instruments majorly used included a set of questionnaires; for the respondents. The data collected has been presented using descriptive techniques and especially frequency distribution tables, pie charts and bar graphs. The findings of the study reveal that on operational risk management the underlying causes of operational risk losses are not always initially observable. It can be difficult to uncover the exact chain of events that led to the occurrence of the loss. In addition, one cause might be linked to more than one event or one event may have multiple causes (eg cascading control failures), resulting in different types of losses that could be covered by different insurance policies. On governance risk management through training and related activities aimed at building aimed at building awareness of the importance of ERM, roles and responsibilities and value to be derived from ERM. These results point to appropriate focus on risk governance since relevant, on time information risk and responsibilities. Reduced enterprise IT support / budgets and increased ease of technology deployments has led to multiple “shadow IT” organizations within enterprises. Shadow groups tend to not follow established control procedures. On strategic risk management, boards are seeing rapid increases both in the speed with which risk events take place and the contagion with which they spread across different categories of risk. They are especially concerned about the escalating impact of ‘catastrophic’ risks, which can threaten an organisation’s very existence and even undermine entire industries.
What are the key components of holistic risk management? This report, sponsored by SAP, investigates the organisational measures companies must take to address the totality of the risks they face. Read more>> http://bit.ly/1LsYvUx
CFO Asia Exchange Singapore 2015 Refocusing your ERM strategy and practices -...Marc Ronez
This presentation highlights 5 directions to explore to improve your ERM Strategy and practices in your organization in order to nurture an ERM system and culture that creates Value.
It provides a general overview of enterprise risk management principles which can help to transform corporate from risk exposure to the risk protected. Consideration for basic steps in Risk Management Process are critically and logically analysed
How to embed emerging risk identification and management IRMindia AffiliateIRM India Affiliate
The Institute of Risk Management (IRM) is the leading professional body for Enterprise Risk Management
(ERM). We drive excellence in managing risk to ensure organisations are ready for the opportunities
and threats of the future. We do this by providing internationally recognised qualifications and training,
publishing research and guidance, and setting professional standards.
For over 30 years our qualifications have been the global choice of qualification for risk professionals and
their employers. We are a not-for-profit body, with members working in all industries, in all risk disciplines and
all sectors around the world. In 2019, the IRM welcomed the Institute of Operational Risk (IOR) into the IRM
group. www.theirm.org
We hope that you have read the first and second guides An Introduction to Identifying Emerging Risks, and
How to assess and treat Emerging Risks. These publications help you to identify and tackle potential risks
that may impact your organisation’s strategic objectives should they occur. In part one of this publication,
we offer tools and techniques to take that work and embed it within your organisation, with part two
providing ideas on how to tackle the leadership conversation about emerging risk management.
1. Identify key risks facing companies operating both inside and outside the United States.
2. Develop an Enterprise Risk Management Framework & Approach.
3. Express the evolution of a Risk & Controls Program.
4. Articulate Enterprise Risk Management in the era of increased regulatory and shareholder scrutiny.
A crisis can tear an organization down without any plan to combat its effects. Therefore, businesses and companies first and foremost create a crisis management plan that can tackle any nature of crisis; be it a natural disaster or a technical failure. Besides learning how to manage a crisis, the framework of the plan also tests the overall strength and strategic ability of the organization to respond. Equipping a team within the organization with specific crisis management skills will result in a faster and more efficient way to handle a real-time crisis as well as a smooth transition towards recovery.
The effects of our changing climate pose one of the biggest areas of uncertainty that we face, whether as
individuals, organisations or societies. With this in mind, the Institute of Risk Management (IRM) Climate
Change Special Interest Group (SIG) was formed in late 2019 with the main objectives of producing thought
leadership, organising events and building engagement with the broader IRM membership, SIG members
and other stakeholders.
One of the group’s first projects was to develop this practitioner’s guide to help risk managers and boards
integrate climate change risk management into an organisation’s existing Enterprise Risk Management
(ERM) framework. The SIG established a working group to review existing best practices from leading
practitioners, latest research and literature and incorporate personal experiences on the subject, all of which
have been compiled into this guide. This includes identifying and reporting climate change risks to boards
and supporting strategic decision making. This is both a major challenge and a big opportunity for risk
managers. The integration of emerging risk information and analysis will provide several benefits, including
an improved risk appetite framework and risk mitigation strategies across most areas of an organisation’s
risk profile. The focus has also been to support risk managers and SIG members across all sectors, not just
financial services.
https://www.theirmindia.org/
Current Issues in Risk Management
Presenter: Stewart Hodges
Cass Business School
Fourth Annual Conference of the Cass-Capco Institute Paper Series on Risk
April 14, 2011
1. Learn about the evolving role of the chief risk officer (CRO) both before and during the current global economic crisis.
2. Develop an understanding of the complementary aspects of the CRO and chief audit executive (CAE) roles, as well as the potential conflicts to avoid.
3. Discover strategies and critical success factors for an effective CRO and CAE partnership.
Digital technologies, devices and
media have brought us great
benefits and offer enormous
opportunities but their use also
exposes us to significant risks.
The media regularly present us
with examples of organisations
that have suffered financial loss
and reputational damage as a
result of problems arising from
their information technology
systems, whether this is as a result
of human error, deliberate
wrongdoing or some other form
of technology systems failure.
Governments and regulators
are getting interested and are
increasingly calling on businesses
to take action to protect both their
own assets and also the national
infrastructure.
https://www.theirmindia.org/
The study investigates the impact of risk management on performance of insurance companies. The research was done in Nairobi, in particular AIG insurance company where most of the respondent’s work. AIG have made investments in personnel, processes and technology to help control business risk. Historically, these risk investments have focused primarily on financial controls and regulatory compliance. The objectives of this study were aimed at knowing the impact of risk management on performance of insurance companies. Random sampling was used to select fifty one respondents. The research instruments majorly used included a set of questionnaires; for the respondents. The data collected has been presented using descriptive techniques and especially frequency distribution tables, pie charts and bar graphs. The findings of the study reveal that on operational risk management the underlying causes of operational risk losses are not always initially observable. It can be difficult to uncover the exact chain of events that led to the occurrence of the loss. In addition, one cause might be linked to more than one event or one event may have multiple causes (eg cascading control failures), resulting in different types of losses that could be covered by different insurance policies. On governance risk management through training and related activities aimed at building aimed at building awareness of the importance of ERM, roles and responsibilities and value to be derived from ERM. These results point to appropriate focus on risk governance since relevant, on time information risk and responsibilities. Reduced enterprise IT support / budgets and increased ease of technology deployments has led to multiple “shadow IT” organizations within enterprises. Shadow groups tend to not follow established control procedures. On strategic risk management, boards are seeing rapid increases both in the speed with which risk events take place and the contagion with which they spread across different categories of risk. They are especially concerned about the escalating impact of ‘catastrophic’ risks, which can threaten an organisation’s very existence and even undermine entire industries.
Align Business Data & Analytics for Digital TransformationPerficient, Inc.
Your success in the digital world relies primarily on how well you manage and analyze the data coming from disparate internal systems and external channels. You need to understand how to innovate and leverage digital data to drive sales and productivity.
Existing principles driving traditional data architecture are inadequate to support the volume, variety, and velocity of this new data ecosystem. In these scenarios, information governance (master data management, metadata, data quality and data governance) becomes highly critical in terms of providing the context for operational, competitive and advanced analytics.
Companies require a data architecture and strategy that can support efficient digital transformation by unlocking the value in all data sources to provide mission-critical insights and informed decision-making.
Our experts covered:
-Five information management pillars necessary for digital transformation
-Stages of digital information maturity, reflecting the typical path of an organization implementing this new data ecosystem
-Issues, challenges, and approaches to governing this new architecture
Agile Transformation at scale is challenging that requires deep understanding and expertise of agility, discipline and hunger to change. In order to guide you for success in your transformation efforts, we created the Agile Transformation Governance Model. The governance model focuses on 5 key areas together with its 19 sub areas and creates high level of visibility for your transformation efforts.
Didier Bonnet: Oracle Open World Presentation on #LeadingDigitalCapgemini
Didier Bonnet, Capgemini Consulting’s global head of digital transformation and coauthor (with MIT’s George Westerman and Andrew McAfee) of the upcoming book Leading Digital, delivered his keynote presentation at Oracle Open World on 30th September in San Francisco. In his keynote session "Leading Digital Transformation Now—No Matter What Business You’re In", Bonnet highlights how large companies in traditional industries—from finance to manufacturing to pharmaceuticals—are using digital to gain strategic advantage. Bonnet also highlights the principles and practices that lead to successful digital transformation based on a two-part framework: where to invest in digital capabilities, and how to lead the transformation.
AWS re:Invent 2016: Governance Strategies for Cloud Transformation (WWPS302)Amazon Web Services
Cloud governance is critical to executing a systemic, supportable, and sustainable cloud transformation strategy. This session explores best practices to achieve that model, including standards policies, automation that consistently applies and enforces policies and controls, self-service capabilities that enable agility and speed, and automated monitoring and cost management that ensure operational integrity. A well-developed cloud governance model enables customers to improve operational integrity, reliability, performance, and transparency using the AWS cloud. This session guides you through a best practice governance model, including policy considerations and recommendations, self-service automation methods towards IT-as-a-Service, and use case examples.
Business Transformation: PwC Presents Its Viewpoint on the Integration FabricCA Technologies
While cloud and digital devices enable 24/7 anywhere, anytime access, these same technologies introduce complex integration challenges. Traditional integration technologies can't keep pace. They are typically costly and brittle and perpetuate dated processes and organizational and governance structures.
Savvy organizations are transforming their integration approaches through innovative technologies combined with organizational and governance change to create a seamless, secure and interconnected ecosystem that can rapidly respond to change.
We present PwC's viewpoint on how to help organizations combine tools, accelerators and business transformation coupled with a new view of integration "roles" that is at the heart of helping business units leverage the flexible tools of the integration fabric and continue to accelerate time to market.
For more information, please visit http://cainc.to/Nv2VOe
A Bridge Too Far? Risk Appetite, Governance and Corporate Strategy (Whitepaper)NAFCU Services Corporation
“Many firms have made progress in developing their risk appetite frameworks and have
begun multiyear projects to improve the supporting IT infrastructure,” said David M.
Wallace, Global Financial Services Marketing Manager at SAS. “As a provider of risk
solutions, we have seen much more interest over the past three years in firms looking to
have additional technology to support a firmwide view of risk exposures. Learn more at: www.nafcu.org/sas
Business and Risk go hand in hand, the professionals like chartered accountants with expertise in finance, management and audit are well suited for the role of forecasting, evaluating, and mitigating prospective risk involve in any organization’s activity and seize opportunities to take the growth of business on next level. This article brings you in-depth details of the role of a chartered accountant in Enterprise Risk Management.
This presentation provides a comprehensive plan for implementing an enterprise risk management program. It covers the costs/benefits of an ERM program, the critical knowledge, skills and abilities of a Chief Risk Officer, a risk taxonomy for insurance firms, a hypothetical organizational structure for an electric utility, a sample risk register, and other useful information.
CHAPTER 34Turning Crisis into OpportunityBuilding an ERM.docxketurahhazelhurst
CHAPTER 34
Turning Crisis into Opportunity
Building an ERM Program at General Motors
MARC S. ROBINSON
Assistant Director, Enterprise Risk Management, GM
LISA M. SMITH
Assistant Director, Enterprise Risk Management, GM
BRIAN D. THELEN
General Auditor, GM
This case study chronicles the ground-up implementation of enterprise riskmanagement (ERM) at General Motors Company (GM), starting in 2010through the first four years of implementation. Discussion topics include
lessons learned during implementation and some of the unique approaches, tools,
and techniques that GM has employed. Examples of senior management reporting
are also included.
I think risk management is an element of all good executive management teams
and boards. It will ensure viability in downturns and high-risk periods. I think if
that is done not only within the automotive industry, but on a global and specif-
ically on a national scale, economies will be in better shape because it is additive.
If everybody is doing their job in assessing and understanding risk, the ultimate
outcome will be much more positive for our national economy and society, and it
is incumbent that corporate leadership understands that responsibility.
—Daniel F. Akerson, Chairman and Chief Executive Officer,
General Motors, October 2012
BACKGROUND AND IMPLEMENTATION
The enterprise risk management (ERM) program at General Motors was founded
in late 2010 at the direction of GM’s then newly appointed chief executive officer
(CEO), Daniel F. Akerson, who sought to leverage the program as another means to
achieve a competitive advantage in the industry. Having gone through bankruptcy
in 2009 as a new board member, Akerson felt that a more robust risk management
program would help guide the organization around the drivers of killer risks1
going forward. His goal was to help the company ensure that it was prepared,
607
www.it-ebooks.info
608 Implementing Enterprise Risk Management
agile, and fast to respond in an ever-changing world. Perhaps most importantly,
Akerson wanted an ERM program that would focus not only on risks but on oppor-
tunities as well.
A chief risk officer (CRO) was selected and appointed from within, and the
Finance and Risk Policy Committee of the board of directors was chartered to over-
see risk management as well as financial strategies and policies. In support of the
program, a senior manager and director joined the team. Risk officers were also
identified and aligned to all direct reports of the CEO; this helped to ensure that
all aspects of the business were covered. The CEO is the ultimate chief risk officer,
and his direct reports are the ultimate risk owners. Members of the risk officer team
were carefully selected by senior leadership based on their strong business expe-
rience, financial acumen, and most of all their ability to lead in the identification
and discussion of risk in an objective and transparent manner. These representa-
tives were expected to actively p ...
FERMA contribution to the French Presidency agendaFERMA
FERMA thought paper highlights the links between its work and the priorities of the French Presidency in three key areas :
Economic recovery (systemic risks and risk transfer, including captives)
Digital issues (cyber risks and cyber insurance)
Ecological transition (sustainability and insurability)
For each of these categories, FERMA presents the challenges faced by European businesses, explains how risk management contributes to the ambitions of the French Presidency and asks European policymakers for specific measures during this period.
The role of risk management in corporate resilienceFERMA
The report presents the views of risk and insurance professionals and senior executives about a post-pandemic view of resilience management in their organisations across sectors globally in the summer of 2021.
Webinar: the role of risk management in corporate resilience FERMA
FERMA and McKinsey will present the findings of our survey into resilience and risk management. The objective is to give risk and insurance professionals a richer understanding of resilience in a strategic and practical way. Two leading risk managers will discuss the results of our survey and will reflect more broadly on the link between risk and resilience. By the end of the webinar, you will be well versed in resilience from an enterprise risk management perspective.
People, Planet & Performance: sustainability guide for risk and insurance man...FERMA
On 31 March, FERMA releases the first guide specifically for European risk managers on sustainability risks.
People, planet, performance – The contribution of Enterprise Risk Management to Sustainability provides practical guidance on incorporating sustainability goals into enterprise-wide risk management.
Collaboration of the Year Award winner 2020: Pim Moerman and Rob van den Eijn...FERMA
Philips Global Resilience Platform: Breaking down silo approach of departments by collaborating in multidomain platform making our company more resilient
Argo Group: entry for emerging risk initiative of the year Award 2020FERMA
Adam Seager, Chief Risk Officer of Argo Group demonstrates the context, challenges and solutions he put in place for Agor Group during the time of crisis like the Covid19 pandemic.
George Ong, Chief Risk Officer, Northern Ireland WaterFERMA
Nominations for the Public Sector Risk Manager of the Year for the European Risk Management Awards 2020.
George Ong is the Chief Risk Officer for Northern Ireland Water (NIW), a Government Owned Company (GoCo). George joined the business in 2006 with a clear remit of implementing a risk and insurance management system given that the ‘Government Protection’ was to be removed from 1st April 2007. Since then George has worked to adapt, enhance and embed risk management arrangements within NIW, developed partnerships with businesses, communities and institutions to improve resilience for the Company and the community. #euroriskawards
Webinar: Risk management in a global pandemic - Early lessons learned, EU – U...FERMA
FERMA's joint webinar with RIMS on 1 December provided insights into the way risk managers have experienced and dealt with the global pandemic and its consequences.
FERMA and RIMS teamed up to bring you content from both sides of the Atlantic Ocean. The webinar began with a presentation of the results from FERMA’s COVID-19 survey, and then took a Transatlantic view on commonalities and differences.
Speakers:
Athina Pehrman, Group Risk Manager at Electrolux Professional Group, a sustainability leader in the appliance industry
Melanie Steiner, Board Member, US Ecology, Inc. a leading provider of environmental services to commercial and government entities. Former CRO
Typhaine Beaupérin, CEO of FERMA, moderator.
European Risk managers have helped maintain the continuity of their organisations during the pandemic crisis. They have participated in task forces and crisis units, promoted communication, supported new working practices, pursued insurance recoveries where possible and begun work on recovery, according to a survey published by the Federation of European Risk Management Associations (FERMA): https://www.ferma.eu/publication/covid-19-ferma-survey-shows-risk-managers-contributions-to-response-and-resilience/
GDPR & corporate Governance, Evaluation after 2 years implementationFERMA
FERMA’s live joint webinar with ECIIA on Monday 28 September gathered more than 300 participants
The objective of this joint webinar was to take stock of where we stand after 2 years of GDPR implementation and the practical consequences on businesses. For this, FERMA and ECIIA (European Confederation of Institutes of Internal Auditing) invited the following speakers:
- Olivier Micol, Head of Data Protection Unit at the European Commission, Directorate-General for Justice. He highlighted key elements of the recent GDPR evaluation report of the European Commission, shared the latest data and feedback from companies and civil society. He also gave an overview of future planned initiatives.
- Jérôme Avot, Group Risk Officer and Data Protection Officer at Faurecia, a global leader in automotive technology.”The GDPR served as a common thread from the start to the end of the project. We feel we have turned what might have been perceived as a constraint into an opportunity. “
- Ralf Herold, Senior Vice President, Corporate Audit BASF, a leading chemical company. He is an expert in GDPR as Germany was a pioneer in this piece of legislation.
Jérôme Avot and Ralf Herold shared their experience as a Risk Manager and DPO and as an Internal Auditor by exchanging on the changes that the GDPR involved within their companies.
https://www.ferma.eu/webinar-replay-gdpr-corporate-governance-evaluation-after-2-years-implementation/
The European risk manager report 2020: webinar presentationFERMA
This 2020 edition is the opportunity to deepen four challenges that the Risk Manager is facing today:
his growing role in digital transformation
his contribution to sustainability
tougher insurance market conditions
education and skills evolution
The objective of this report is to launch the discussion on the new challenges posed by the European transition to climate neutrality and digital leadership for Risk Managers. How are the roles and responsibilities of European Risk Managers evolving in the face of this new reality? Are Risk Managers equipped to support their organizations in achieving this double transformation?
Our live webinar was scheduled on Monday 29 June 2020: risk managers from different backgrounds shared their experiences on the below themes and reacted to the results of the survey, in particular before and after the Covid-19 crisis.
The speakers were:
Adriana Cavaliere : Corporate Risk Manager at Skeyes, Belgium
Oliver Wild: Group Chief Risk, Insurance and Internal Control Coordination Officer at Veolia, France
Charlotte Hedemark: Chairman of the 2020 FERMA Survey Committee and Board Member of FERMA
Françoise Bergé: PwC Partner
FERMA European Risk Manager Report 2020: full set of results FERMA
This 2020 edition is the opportunity to deepen four challenges that the Risk Manager is facing today:
his growing role in digital transformation
his contribution to sustainability
tougher insurance market conditions
education and skills evolution
The objective of this report is to launch the discussion on the new challenges posed by the European transition to climate neutrality and digital leadership for Risk Managers. How are the roles and responsibilities of European Risk Managers evolving in the face of this new reality? Are Risk Managers equipped to support their organizations in achieving this double transformation?
Webinar: Why risk managers should look at Artificial Intelligence now?FERMA
Risk Managers can be key actors in highlighting to the organisation leadership the opportunities and challenges of AI technologies
On 19 May, the objective of this webinar was to discuss:
How AI can be implemented into the risk management practices?
Which opportunities is AI creating for better risk management?
What are the highlights of the European Commission’s risk-based approach to Artificial Intelligence?
Speakers were:
Philippe Cotelle, Head of Insurance Risk Management at Airbus Defence and Space and FERMA Board member, will highlight the key findings from FERMA’s report on “AI applied to Risk Management”.
Irina Orssich and Eric Badiqué are both working for the European Commission as Team leader and Adviser for Artificial Intelligence in the Unit for Technologies and Systems for Digitising Industry. They will present the Commission’s White Paper on AI and the other EU initiatives which aim at strengthening the EU legal framework regarding AI applications, especially in the field of privacy.
GDPR & corporate governance: the role of risk management and internal audit o...FERMA
The webinar discussed the full results and recommendations of a joint project between FERMA and the European Confederation of Institutes of Internal Auditing (ECIIA), to assess how the EU General Data Protection Regulation (GDPR) impacted our professions, one year after its enforcement. This webinar helped to know:
- To which extent the risk manager and the internal auditor are involved in the GDPR corporate implementation
- How GDPR has affected the interactions between risk management, internal audit and Data Protection Officer (DPO)
- What are the best practices and recommendations to embed personal data protection in the risk and audit governance of your organisation
After one year of GDPR implementation, FERMA and ECIIA sent in May a common basis of five questions to their risk and internal audit members.
The objectives were to:
- Evaluate the roles of the risk management and internal audit functions regarding the GDPR and personal data related risks
- Provide a unique insight into the implementation of the GDPR by companies to the European policymakers
GDPR & corporate governance: The Role of Internal Audit and Risk Management O...FERMA
This paper is a collaboration between FERMA and the European Confederation of Internal Audit Institutes ECIIA and focuses on the impacts of the GDPR on corporate governance practices in the year following its implementation. Most specifically, it looks at the roles played by internal audit departments and risk management functions.
Ferma report: Artificial Intelligence applied to Risk Management FERMA
FERMA brought together a group of experts from within and beyond the risk management community to develop the first thought paper about AI applied to risk management.
Their aim was to perform an initial assessment of the potential value of AI to improve enterprise risk management (ERM), and second, to understand how risk managers can be key actors in highlighting to the organisation leadership the opportunities and challenges of AI technologies.
The working group expects that corporate risk management will benefit from AI in several areas. “From its ability to process large amounts of data to the automation of certain risk management repetitive and burdensome steps, AI could allow risk managers to respond faster to new and emerging exposures. By acting in real time and with some predictive capabilities, risk management could reach a new level in supporting better decision making for senior management.”
This paper aims to guide risk managers on applying AI from a basic understanding to developing their own strategy on the implementation of AI. It includes an action guide and a template for risk managers to develop their own AI risk management roadmap.
Webinar: how risk management can contribute to sustainable growth?FERMA
This webinar will help risk management and sustainability practitioners apply enterprise risk management (ERM) concepts and processes to environmental, social and governance-related risks (ESG)
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Company Valuation webinar series - Tuesday, 4 June 2024
Risk Governance Conference - Board Governance and Emerging Risks in the 21st Century
1. Board Governance and Emerging Risks in the C21 1
Organised by American International Group, Inc. (AIG), the European
Confederation of Directors’ Associations (ecoDa) and the Federation
of European Risk Management Associations (FERMA)
Board Governance and Emerging Risks in
the 21st Century
“Boards need to control risks and to grab the right opportunities. They need the courage for
innovation and to look forward. In the business environment that we live in, doing nothing
might be the biggest risk of all.” (Philippe De Backer, MEP)
Cercle de Lorraine, Brussels, 10 July 2015
The perspectives of Board members and Risk Managers were brought together in a unique
opportunity for discussion at this conference. Since the financial crisis, the risk oversight
responsibilities of directors and supervisory Board members have been increasingly emphasized.
However, are Boards up to the challenge? They are tasked with a variety of crucial risk-related
responsibilities, including defining the organisation’s risk tolerance, gaining assurance concerning
the robustness of risk management policies and controls, and promoting an appropriate risk culture
throughout the organisation. Realistically, they will only succeed if they form an active partnership
with Risk Managers and other risk-related functions. For the risk management profession, this
is a major opportunity – to evolve from the role of technical specialist to that of strategic Board
advisor, with significant influence over a wide range of corporate decision-making.
The conference began by stressing that business without risk does not exist. However,
there needs to be a good balance between sound risk management and efficient
entrepreneurship if companies want to survive in these challenging times.
A good risk conversation is more essential than ever to the success of business. Faced with
disruptive new business models, companies must take risks to succeed. They must also manage
the challenge of compliance with ever greater levels of regulation and demands for disclosure.
To do so, there must be two-way communication about risk management at Board and Board
committee level and with internal risk functions. The Risk Manager should be viewed as a useful
contributor to the boardroom discussion.
The seminar tackled the risk conversation from different perspectives: the Board, non-executive
directors, risk and audit committees, risk functions within the group and external auditors. It then
looked forward to how emerging risks can be brought into the spotlight.
2. 2 Board Governance and Emerging Risks in the C21
Boards are always thinking about risks and rewards. They are two sides of the same coin.
There is a material difference in the nature of the risk conversation between highly regulated
financial services companies and other sectors.
Board members have to be immersed in the activities of the companies with which they are
involved. They need to play an integral part in the risk conversation and understand what makes
a successful risk decision in the company’s specific context.
Boards must not abdicate their responsibilities to risk committees, Risk Managers and internal
auditors.
Consideration of risk-reward ratios in the various business divisions, and over different time
frames, is the key to effective strategic planning and central to Board discussions over strategy
choices. It should also underpin day-to-day business management decision-making.
The risk management function(s) in the company should be charged with the responsibility of
providing relevant, reliable and timely input to those considerations. Such input should take into
the account the business growth targets that need to be achieved and the capital cost hurdles
that need to be beaten in order for the company to remain competitive. Entrepreneurial risk-taking
is not an option but an operational necessity.
The risk conversation at Board level
“Both dimensions are ever-present in all management and Board discussions.”
(Patrick Zurstrassen, ecoDa)
“In financial services, discussion of risk can occupy two hours of a day’s Board meeting
but this is generally related to financial assets and liabilities, such as market risk, liquidity,
credit and duration.” (Patrick Zurstrassen, ecoDa)
“Banking and insurance are somewhat unique in the sense that they have a heavy ERM
(enterprise risk management) framework driven by regulation. But I am convinced,
nevertheless, that some of the best practices coming from the financial services should
be part of the tool box of any business or industry.” (Emmanuel Brulé, AIG)
“You have to really join into this. This is not a couple of meetings here and there.”
(Carin Gorter, Supervisory Board Member)
“A good risk committee is important and it has to sit at the level where your company
needs it.” (Marie-Gemma Dequae, FERMA)
“At least six different functions can or do report risk issues to the Board.”
(Anna Korbut, FERMA).
“All risk committee minutes should be tabled at Board level for further discussion and any
special reports produced by the chair of the risk committee should be discussed promptly
at the next Board meeting.” (Andrew Chambers, FEE, ACCA).
3. Board Governance and Emerging Risks in the C21 3
“It is important to get a right balance between historical bottom-up approaches from risk
or operational managers and a fresh top-down view at Board level. The content of risk
management reports has to be fully understood and discussed at Board level. It is important
to connect the information escalated bottom up and the top down conversations.”
(Jonathan Blackhurst, Capita plc)
“Boards need to see the results of testing some scenario to see how it would impact their
risk appetite. It is very important as it allows testing the optimism or the resilience of some
business assumptions. It is critical to get a holistic view. Without a definition of what is risk
appetite, it is difficult to progress.” (Emmanuel Brulé, AIG)
“Non-executive directors on Boards often lack the confidence to be an effective challenger
of strategy. They may ask a few intelligent questions but then back off from denying
approval to the executive of their strategic proposals.” (Andrew Chambers, FEE, ACCA)
“Boards’ agendas are overloaded.” (Roger Barker, ecoDa, the Institute of Directors)
“As risk becomes a higher priority for all Boards - there is a greater opportunity (and need)
for Risk Managers to take on a more strategic role within the businesses they operate
in - rather than purely focusing on insurance for risk transfer.” (Charlie Kitson, AIG)
“We should recognize the heterogeneity in demands made on Risk Managers by Boards
and the way Risk Managers report to Boards. What is valid for one company is not
necessary valid and/or appropriate for another company.” (Christopher Lajtha, ADAGEO)
“Boards need to articulate what kind of information they want.”
(Christopher Lajtha, ADAGEO)
“Too often top executive teams control the flow of information through to the Board
to the extent that the Board may be kept in the dark about important issues and risks.”
(Andrew Chambers, FEE, ACCA)
“Risk Managers and internal auditors need to be present at risk committees and audit
committees.” (Andrew Chambers, FEE, ACCA)
“Can ‘formal presentation” activities really be considered as a dialogue by the parties?”
(Anna Korbut, FERMA)
Since the financial crisis, new regulatory demands and increased focus on risk management,
monitoring and compliance have added significantly to the Board oversight workload.
Boards need better assurance from the internal audit function and the risk management function.
Lack of clarity and consistency over the Risk Manager’s status and organisational position
compounds the problem.
Boards should ask themselves: What do they want from a Risk Manager?
A starting point has to be an open dialogue between the Risk Manager,
the senior executives and the Board.
4. 4 Board Governance and Emerging Risks in the C21
“People engagement is critical. If they want to speak together, they need the same language.”
(Emmanuel Brulé, AIG)
“Risk Managers need to be straight forward and highlight clear moments when companies
might ‘cross the line’.” (Jonathan Blackhurst, Capita plc)
“The creation of a risk forum at management level can help Risk Managers to provide
the Board with clear messages.” (Emmanuel Brulé, AIG)
“Educating Boards is a huge opportunity for Risk Managers to become strategic boardrooms
advisors. Are they ready for this new role?” (Roger Barker, Institute of Directors)
“This will provide for more robust interactions and communication amongst users
of accounts, auditors and those charged with governance.” (Marc Pickeur, IAASB)
Risk Managers must simplify their language to help Board members shift from “risk awareness”
to “risk intelligence” and so improve the quality of the risk conversation at Board level. Clear
language is one of the top priorities if the risk conversation is to become useful for decision-
making. Each of the various risk functions, including the Board itself, has its own jargon.
The risk management profession faces new challenges.
The extent to which external auditors should challenge assurances from the Board and senior
management has been an issue since the financial crisis. The International Accounting and
Auditing Standard Board is producing new and revised auditor reporting standards.
5. Board Governance and Emerging Risks in the C21 5
Risks like geopolitical risks are back on the agenda and need a more global approach. Emerging
risks are associated with: new technologies, complex interconnected supply chains and new
political and economic challenges. The risks emerging from these developments are generally
unanticipated and not widely understood. Disruptive technologies are both opportunities and
threats to business. There will be winners and losers.
Environmental, social and governance (ESG) risks are becoming more important for companies
and it is important that international investors assess the degree to which companies take into
account ESG expectations.
Using data analytics to examine unstructured external information, social media, emails and
so on, can help companies to spot new risk areas very quickly.
The new risks require different kinds of governance and all those risks need to be included into
strategic planning.
The World Economic Forum Global Risks Report, published in January every year, provides
a good starting point to assess the changing risk landscape.
Diversity of professional profile in the boardroom can help to better analyse and understand
the variety of new risks.
The Impact of Emerging and Future Risks
“The sooner the better for companies to anticipate new risks.”
(Marie-Gemma Dequae, FERMA)
“Don’t miss the future.” (Marie-Gemma Dequae, FERMA)
“Business behaviour misconducts are responsible for the largest regulatory fines.”
(Ornella Di Iorio, Vigeo)
“If you don’t, someone else will do it for you!” (Carin Gorter, Supervisory Board Member)
“Companies need to translate those risks into company “own risks” to be able to respond
to the changing landscape.” (Adriana Cavaliere, SWIFT)
“It is important to question what the company will be doing in 10 or 20 years from now, but
also question if the assumptions underlying the current strategy are still valid taking these
new risks into consideration.” (Carin Gorter, Supervisory Board Member)
“It can be used as the basis for a recurring scenario analysis involving the Board and management.”
(Adriana Cavaliere, SWIFT)
“It is important in the boardrooms to have a person being contradictory in order to look
if things can be done differently. Also the new generation can help the Board to better
understand certain new risks.” (Carin Gorter, Supervisory Board Member)
6. 6 Board Governance and Emerging Risks in the C21
Risk and its importance in the boardroom will not diminish in terms of its complexity and
importance, if anything, the responsibilities of Boards and Risk Managers will increase. As this
debate develops, ecoDa, FERMA and AIG plan to continue the discussion.
Presentations from the event are now available
on the FERMA and ecoDa websites www.ferma.eu
and www.ecoda.org
“Regulators should also be careful about the burden they place on companies, listed companies
in particular, because smaller listed companies are struggling to come to terms with all regulatory
demands and reporting requirements.” (Philippe De Backer, MEP)
7. Board Governance and Emerging Risks in the C21 7
Dr. Philippe De Backer , Member of the European Parliament
Philippe De Backer holds a PhD in biotechnology from Ghent University and
an MBA from Solvay Business School.
Before joining the European Parliament, Philippe worked asTechnologyTransfer
Officer at CRP-Santé and as analyst at Vesalius Biocapital, a Luxembourg
based venture capital firm specialised in the life-sciences. He has an expertise
in the valorisation of IP developed by public research institutes and setting-up
early ventures in the life-sciences.
Philippe is currently a Member of the European Parliament where he is a full member of the Industry,
Technology, Research and Energy Committee. He is a substitute Member of the Economy and
Monetary Affairs Committee.
As a liberal, Philippe truly believes that it is his duty to take up responsibility in the community and
actively work for the society and the people that live in it. He believes strongly in individual liberty,
self-development, free markets and equal starting chances for everybody.
Philippe De Backer
Member of the European Parliament
SECOND KEYNOTE SPEAKER
Marc Pickeur , Member of the International Auditing and Assurance Standards Board
Marc Pickeur joined the International Auditing and Assurance Standards
Board (IAASB) in January 2012. He is the Co-Chair of the IAASB’s
Financial Institutions Working Group. He previously served on the IAASB’s
International Auditing Practice Statement (IAPS) 1000 Task Force and
IAPS Status and Authority Working Group.
Mr. Pickeur is a retired expert-senior advisor in the prudential policy and
financial stability department of the National Bank of Belgium www.nbb.be/
pub/home.htm. He was a member of the Basel Committee’s http://www.bis.org/bcbs Accounting
Experts Group (previously theAccounting Task Force), former chair of its auditing subgroup, and a
former representative of the Basel Committee on the Monitoring Group www.iosco.org/monitoring_
group. He is also a former member of the CEBS Expert Group on Financial Information, and
the former chair of its subgroup on reporting. Before his appointment, Mr. Pickeur was part of
the Consultative Advisory Groups for the IAASB and the International Ethics Standards Board
for Accountants.
Marc Pickeur
Member of the International Auditing and Assurance Standards Board (IAASB)
Board Governance and Emerging Risks
in the C21 - Speakers Biographies
KEYNOTE SPEAKER
8. 8 Board Governance and Emerging Risks in the C21
Christopher Lajtha , Independent Risk & insurance Management Resource,
ADAGEO / RCN
Christopher Lajtha became an independent risk management resource in
2005. He provides an extensive range of strategic and operational support to
multinational companies.
Chris has spent over 35 years in risk management including 12 years as
Corporate Risk & Insurance Manager at Schlumberger. He has travelled
extensively and worked in the UK, the USA and France. His areas of focus
include risk management strategy & resourcing, risk governance, crisis
response and multinational insurance management issues..
Christopher Lajtha
Independent Risk & insurance Management Resource, ADAGEO / RCN
Patrick Zurstrassen , Honorary Chair of ecoDa, Independent Board Member
Mr Patrick Zurstrassen is an Honorary Chair of ecoDa since April 2014.
He acted as the chairman of ecoDa from 2011-2014.Belgian citizen
and Luxembourg resident, Patrick Zurstrassen has worked more than
25 years for “Credit Agricole Indosuez” Group in Belgium, France and
Luxembourg. He currently acts as an independent director on the boards
and board committees of several companies, listed or non-listed, mainly
in the financial sector. His funds mandates belong to groups such as La
Baloise, Barclays, Goldman Sachs, Le Foyer, Jupiter, Lombard Odier,
Natixis, Pioneer [UniCredit group].
He participates to the works of several fund management and investment professional bodies,
including ALFI, the Association of Luxembourg Fund Industry and FEFSI-EFAMA, the European
Fund and Asset Management Association that he both chaired. He has been founding chairman
of ILA, the Institute of Luxembourg Directors. He sits on several advisory committees of the
“Commission de Surveillance du Secteur Financier” in Luxembourg. He is a member of the
Private Sector Advisory Group of the Global Corporate Governance Forum. He is an affiliated
member of the CFA Institute as well as a member of the Institut Français des Administrateurs,
the International Corporate Governance Network, the European Corporate Governance Institute
and the National Association of Corporate Directors [USA].
Graduated as civil engineer [U. Liège, Belgium], MSc [U.Leeds, UK] and MBA [UCLA, USA],
Patrick Zurstrassen has lectured finance at the Université Catholique de Louvain in Belgium
for 25 years. He is certified director of ILA from the INSEAD International Directors Program.
Patrick Zurstrassen
Honorary Chair of ecoDa, Independent Board Member
THE RISK CONVERSATION AT BOARD LEVEL
PANEL 1
9. Board Governance and Emerging Risks in the C21 9
Eur Ing Professor Andrew D Chambers, Chair, corporate governance & and company law
at FEE; member, ACCA’s global corporate governance forum.
Andrew is professor emeritus of London’s City University where he was
Dean of Cass Business School, London and the world’s first professor in
internal auditing. He was founder general editor of Blackwell’s International
Journal ofAuditing. In 2012–13Andrew was a member of the UK committee
on Internal Audit Guidance for Financial Services. He represented the
Association of Chartered CertifiedAccountants on IIA’s International Internal
Audit Standards Board from 2008-14. Author of Chambers’ Corporate
Governance Handbook (6th ed, April 2014, Bloomsbury, ISBN 978 1 78043
482 7, 1,100 pps), Tolley’s Internal Auditor’s Handbook (2nd ed., 2009, ISBN 9781405735674,
750 pps), and The Operational Auditing Handbook - Auditing Business & I.T. Processes (2nd
ed., Wiley, April 2010, ISBN 0470744766, 884pps). Andrew is now Academic Director for FTMS
(www.ftmsglobal.com).
Eur Ing Professor Andrew D Chambers
Independent Risk & insurance Management Resource, ADAGEO / RCN
Jonathan Blackhurst , Head of Risk Management, Capita plc
Jonathan Blackhurst is responsible for creating and implementing risk
management strategy for the Capita group where he has been based
since 2013. His role encompasses multiple businesses across over 80
countries and requires an adaptable yet consistent approach. Jonathan
studied his degree in Oxford, where he also gained his first Masters, his
second being an MSc in Risk Management. A fellow of the Institute of Risk
Management and a member of their Audit and Risk Committee, in 2005
he was recognised as the European Young Risk Manager of the year by
the Strategic Risk Awards. He has over 13 years’ experience working across multiple industries
both in house and at consultancy.
Jonathan Blackhurst
Head of Risk Management, Capita plc
10. 10 Board Governance and Emerging Risks in the C21
Anna Korbut, Executive Risk Manager, NefteTransService
Anna Korbut is executive risk manager for NefteTransService, a railway
cargo operator. She has a background in history and political social studies,
economics and management. For her MBA, she wrote a thesis on key
aspects of enterprise risk management (ERM) strategy and practice for
companies. She is Vice President of RusRisk.
Anna Korbut
Executive Risk Manager, NefteTransService
Roger Barker, Adviser to ecoDa board, Director of Corporate Governance and Professional
Standards at the Institute of Directors (UK)
Dr. Roger Barker is Director of Corporate Governance and Professional
Standards at the Institute of Directors (UK). He is Senior Advisor to the
Board of ecoDa (European Confederation of Directors’ Associations) and
Chairman of the ecoDa education committee. He is a board member of
European Women on BoardsASBL. He sits on several corporate governance
advisory boards, including those of the Institute of Chartered Accountants
in England and Wales (ICAEW) and ISS European Governance Exchange.
Dr. Barker is a visiting lecturer at the Said Business School (University of Oxford), ESSEC
(Paris), UCL (London), Birkbeck (London) and the Ministry of Defence (UK). Dr. Barker’s book
- Corporate Governance, Competition, and Political Parties: Explaining Corporate Governance
Change in Europe – was published by Oxford University Press in 2010. He is also the author of
the IoD’s main guide to the role of the board, The Effective Board: Building Individual and Board
Success (Kogan Page, 2010).
During the first part of his career, Dr. Barker spent 13 years as an investment banker, in London
and Zürich, with UBS and Bank Vontobel. He is the holder of a doctorate on corporate governance
from Oxford University, where he was a Lecturer at Merton College, and also has undergraduate
and postgraduate degrees in economics, finance and political science from the universities of
Cambridge, Southampton and Cardiff.
Roger Barker
Adviser to ecoDa board, Director of Corporate Governance and Professional Standards at the
Institute of Directors (UK)
THE IMPACT OF EMERGING AND FUTURE RISKS
PANEL 2
11. Board Governance and Emerging Risks in the C21 11
Carin Gorter, Member of the Supervisory Board of ING (and of several insurance companies).
Carin Gorter holds two supervisory board roles in insurance companies
(VGZ and TVM), one supervisory board role in banking (ING) and one in
a government controlled company (CBR). She is the chair or member of
the audit and risk committee in those companies.
She held formally executive roles in operations and IT, product control and
internal audit and her last executive role was SEVP legal, compliance and
security atABNAMRO. She has a Master’s degree Economics and is a CPA.
Carin Gorter
Member of the Supervisory Board of ING (and of several insurance companies)
Marie Gemma Dequae, FERMA Scientific Adviser, former Group risk & insurance manager
(Bekaert), Non-Executive Director, Belfius Bank and Belfius Insurance
Marie Gemma Dequae is FERMA’s scientific advisor and was President of
FERMA from 2005-2009. Her professional experience involved 23 years
as group risk and insurance manager for the Belgian materials production
group Bekaert. Marie is now a board member of Belfius Bank and Belfius
Insurance in Belgium. She has a PhD in applied economics, and before
going into industry, she taught economics and finance at the Catholic
University of Leuven and at the business school Vlekho in Brussels.
Marie Gemma Dequae
FERMA Scientific Adviser, former Group risk & insurance manager (Bekaert), Non-Executive
Director, Belfius Bank and Belfius Insurance
Adriana Cavaliere, Enterprise Risk Manager, SWIFT
Adriana Cavaliere is Enterprise Risk Manager at SWIFT, the global
provider of secure financial messaging services. She is an experienced
risk and finance management professional, holding a master in commercial
engineering as well as a degree in risk management. Adriana is member
of the board of BELRIM.
Adriana Cavaliere
Enterprise Risk Manager, SWIFT
12. 12 Board Governance and Emerging Risks in the C21
Ornella Di Iorio, Research Manager, EUROSIF - Vigeo
Ornella Di Iorio is a graduate in Economics (Bocconi University, Milan) and
holder of a MSc in Economics (UCL, London). She worked as a consultant
at the International Labour Office (ILO) and then at the Organisation for the
Economic Cooperation and Development (OECD) before joining the Rating
department of Vigeo in 2006. She is specialised in Corporate Governance
issues and in Industry sectors.
Ornella Di Iorio
Research Manager, EUROSIF - Vigeo
Emmanuel Brulé , Chief Risk Officer, AIG
Since April 2014 Emmanuel Brulé is Chief Risk Officer EMEA for AIG
Property Casualty.
From July 2010 to March 2014 Mr. Brulé was President Commercial
Insurance Europe then EMEA, responsible for Property & Casualty, Marine
& Energy, Specialty and Aviation across all customers’ segments.
From July 2008 to June 2010 Mr. Brulé was General Manager for the Swiss
branch of AIG Europe S.A.
Emmanuel Brulé
Chief Risk Officer, AIG
CLOSING SPEECH