Here are the key responsibilities and duties of directors in relation to risk management as set out in various legislation, governance codes and regulatory standards:
- Act with reasonable care and diligence, in good faith, and for a proper purpose in the best interests of the company
- Oversee the establishment and implementation of a sound risk management framework and satisfy themselves that it is operating effectively
- Define and approve the entity's risk appetite and risk management strategy
- Ensure compliance with relevant laws and regulations relating to areas such as WHS, environment, financial services, anti-discrimination, workers' compensation and anti-money laundering
- Review the risk management framework at least annually to ensure it remains sound as the entity's
Implementation of Enterprise Risk Management with ISO 31000 Risk Management S...PECB
The webinar covers:
• The start of any Enterprise Risk Management Program
• The approach to developing a framework that will assist organizations to integrate RM into their enterprise-wide risk management systems
• The relationship between the foundations of the risk management framework and their objectives
Presenter:
This webinar was presented by M. Youssef K, an executive consultant & trainer with several qualifications. He is an accomplished expert with over 10 years’ experience in the field of risk management, project and program management, PRINCE 2, Agile, EVM, business process analysis and design, as well as operational and organizational excellence.
Link of the recorded session published on YouTube: https://youtu.be/9fO-JqENL0I
Integrating Risk Appetite With Strategy Feb 14 2011Andrew Smart
The document provides an overview of integrating risk appetite with strategy. It discusses:
- The objectives of introducing a risk appetite framework and providing clarity on risk appetite's role in the overall strategy process.
- How risk-based performance management integrates traditional performance and risk management to enable sustainable strategy execution with risk appetite at the center.
- The process for setting risk appetite involves workshops with the board and executive team to define the risk dimensions, levels, and boundaries that shape the organization's risk taking.
- Risk appetite should influence strategic discussions around the business model and objectives to ensure the strategy can be executed within the defined risk tolerances.
The document discusses governance, risk, and compliance (GRC) and the importance of an integrated GRC approach. It defines each element - governance oversees business risks, risk management evaluates risks and controls, and compliance ensures processes meet regulations. With increased scrutiny, GRC has become more important for boards and executives to oversee. An integrated GRC approach can streamline initiatives, eliminate redundant costs, and provide a single source of information for all stakeholders.
This document discusses best practices for enterprise risk management (ERM) from the perspective of a board of directors. It addresses five key dimensions of ERM: risk transparency and insight, risk appetite and strategy, risk-related processes and decisions, risk organization and governance, and risk culture. The document provides recommendations for boards to strengthen their company's risk management, including developing a prioritized risk heat map, understanding the company's "big bets," ensuring risk reports deliver clear and insightful information, defining the company's risk appetite, integrating risk insights into strategy, and focusing on building a strong risk culture. The document concludes by outlining 12 specific actions boards should take to lift their company to the highest standards of risk management.
Enterprise Risk Management as a Core Management Processregio12
The document summarizes the key findings from a study examining best practices in enterprise risk management (ERM) across multiple organizations. The study identified 10 principal findings related to optimizing ERM structures, supporting methodologies, using ERM for decision-making, and evaluating ERM performance. Best practices included establishing executive-level ERM support, using a variety of risk assessment methods, focusing on risk-informed culture and communication, evaluating ERM through performance metrics, and ensuring ERM maturity.
The document provides guidance on formulating and implementing operational risk appetite statements (ORAS). It discusses the objectives, benefits and critical success factors of having an ORAS. The key components that may be included in an ORAS are scales to qualitatively express risk appetite, risk measures to translate statements into metrics, risk categories aligned to the organization's primary risks, and risk tolerances including triggers to indicate if appetite is exceeded. The document also outlines principles for formulating, implementing, governing and monitoring an ORAS once established.
Integrating Strategy and Risk ManagementAndrew Smart
"A Holistic Approach to Managing Risk amidst Global Uncertainty"
The RMA/Cass Business School
10–14 February 2013
Advanced Risk Management Programme
Organised by Andrew Smart & Nicholas Hawke
In today’s fast-moving, complex environment, risk executives must cultivate an understanding across all risks and businesses. Business problems are multifaceted, interrelated, and increasingly global. Executives must possess enhanced skills to identify and address a wide range of risks with an integrated approach and enterprise-wide perspective.
The RMA/Cass Advanced Risk Management Programme, led by the faculty at Cass, one of the UK’s top business schools, exposes participants to a rigorous, yet inspiring blend of theory, practice and cutting-edge research, instilling knowledge and skills applicable to the real world of global business. In addition to its focus on the known and quantifiable risks of credit, market, and operational, the programme concentrates on the unknowable and difficult to measure risks, including business, strategic, and reputation. Cass has excellent links to the City of London firms and institutions and is able to complement Cass faculty with guest faculty and senior level business practitioners, considered by their peers to be industry thought leaders
Areas of focus for The RMA/Cass Advanced Risk Management Programme include:
• Risk management as a strategic competitive strength
• An integrated approach to risk management
• Fostering a culture and climate that openly communicates risk
• A framework for rapidly responding to known risks and unraveling the complexities of the unknown
• A focus on risk informed by global perspectives.
The document discusses understanding and articulating an organization's risk appetite. It begins by defining risk appetite as the amount of risk an organization is willing to take on in pursuit of its strategic objectives. It then discusses how a clearly understood and articulated risk appetite statement can help align decision making with risk management. The document provides an overview of developing a risk appetite statement, including aligning the risk profile with business plans, determining risk thresholds, and getting board approval of a formal risk appetite statement. It emphasizes linking the risk appetite to performance monitoring and reporting to assess compliance with the stated risk appetite.
Implementation of Enterprise Risk Management with ISO 31000 Risk Management S...PECB
The webinar covers:
• The start of any Enterprise Risk Management Program
• The approach to developing a framework that will assist organizations to integrate RM into their enterprise-wide risk management systems
• The relationship between the foundations of the risk management framework and their objectives
Presenter:
This webinar was presented by M. Youssef K, an executive consultant & trainer with several qualifications. He is an accomplished expert with over 10 years’ experience in the field of risk management, project and program management, PRINCE 2, Agile, EVM, business process analysis and design, as well as operational and organizational excellence.
Link of the recorded session published on YouTube: https://youtu.be/9fO-JqENL0I
Integrating Risk Appetite With Strategy Feb 14 2011Andrew Smart
The document provides an overview of integrating risk appetite with strategy. It discusses:
- The objectives of introducing a risk appetite framework and providing clarity on risk appetite's role in the overall strategy process.
- How risk-based performance management integrates traditional performance and risk management to enable sustainable strategy execution with risk appetite at the center.
- The process for setting risk appetite involves workshops with the board and executive team to define the risk dimensions, levels, and boundaries that shape the organization's risk taking.
- Risk appetite should influence strategic discussions around the business model and objectives to ensure the strategy can be executed within the defined risk tolerances.
The document discusses governance, risk, and compliance (GRC) and the importance of an integrated GRC approach. It defines each element - governance oversees business risks, risk management evaluates risks and controls, and compliance ensures processes meet regulations. With increased scrutiny, GRC has become more important for boards and executives to oversee. An integrated GRC approach can streamline initiatives, eliminate redundant costs, and provide a single source of information for all stakeholders.
This document discusses best practices for enterprise risk management (ERM) from the perspective of a board of directors. It addresses five key dimensions of ERM: risk transparency and insight, risk appetite and strategy, risk-related processes and decisions, risk organization and governance, and risk culture. The document provides recommendations for boards to strengthen their company's risk management, including developing a prioritized risk heat map, understanding the company's "big bets," ensuring risk reports deliver clear and insightful information, defining the company's risk appetite, integrating risk insights into strategy, and focusing on building a strong risk culture. The document concludes by outlining 12 specific actions boards should take to lift their company to the highest standards of risk management.
Enterprise Risk Management as a Core Management Processregio12
The document summarizes the key findings from a study examining best practices in enterprise risk management (ERM) across multiple organizations. The study identified 10 principal findings related to optimizing ERM structures, supporting methodologies, using ERM for decision-making, and evaluating ERM performance. Best practices included establishing executive-level ERM support, using a variety of risk assessment methods, focusing on risk-informed culture and communication, evaluating ERM through performance metrics, and ensuring ERM maturity.
The document provides guidance on formulating and implementing operational risk appetite statements (ORAS). It discusses the objectives, benefits and critical success factors of having an ORAS. The key components that may be included in an ORAS are scales to qualitatively express risk appetite, risk measures to translate statements into metrics, risk categories aligned to the organization's primary risks, and risk tolerances including triggers to indicate if appetite is exceeded. The document also outlines principles for formulating, implementing, governing and monitoring an ORAS once established.
Integrating Strategy and Risk ManagementAndrew Smart
"A Holistic Approach to Managing Risk amidst Global Uncertainty"
The RMA/Cass Business School
10–14 February 2013
Advanced Risk Management Programme
Organised by Andrew Smart & Nicholas Hawke
In today’s fast-moving, complex environment, risk executives must cultivate an understanding across all risks and businesses. Business problems are multifaceted, interrelated, and increasingly global. Executives must possess enhanced skills to identify and address a wide range of risks with an integrated approach and enterprise-wide perspective.
The RMA/Cass Advanced Risk Management Programme, led by the faculty at Cass, one of the UK’s top business schools, exposes participants to a rigorous, yet inspiring blend of theory, practice and cutting-edge research, instilling knowledge and skills applicable to the real world of global business. In addition to its focus on the known and quantifiable risks of credit, market, and operational, the programme concentrates on the unknowable and difficult to measure risks, including business, strategic, and reputation. Cass has excellent links to the City of London firms and institutions and is able to complement Cass faculty with guest faculty and senior level business practitioners, considered by their peers to be industry thought leaders
Areas of focus for The RMA/Cass Advanced Risk Management Programme include:
• Risk management as a strategic competitive strength
• An integrated approach to risk management
• Fostering a culture and climate that openly communicates risk
• A framework for rapidly responding to known risks and unraveling the complexities of the unknown
• A focus on risk informed by global perspectives.
The document discusses understanding and articulating an organization's risk appetite. It begins by defining risk appetite as the amount of risk an organization is willing to take on in pursuit of its strategic objectives. It then discusses how a clearly understood and articulated risk appetite statement can help align decision making with risk management. The document provides an overview of developing a risk appetite statement, including aligning the risk profile with business plans, determining risk thresholds, and getting board approval of a formal risk appetite statement. It emphasizes linking the risk appetite to performance monitoring and reporting to assess compliance with the stated risk appetite.
Sharing Practice on Enterprise Risk Management (ERM)Diane Christina
The document discusses enterprise risk management (ERM). It provides an example ERM universe that includes strategic risks, physical assets risks, human factors risks, and financial risks. It also discusses some key aspects of effective ERM implementation, including establishing a risk governance framework, developing a risk management infrastructure, and following a risk management process of identifying, assessing, managing, and monitoring risks. The document is intended to share practices on ERM.
Governance Culture & Incentives- Fundamentals of Operational RiskAndrew Smart
Governance, Culture & Incentives. -Fundamentals of Operational Risk. This presentation provides some practical tools to answer three key questions and create alignment.
Enterprise Risk Management - Aligning Risk with Strategy and PerformanceResolver Inc.
COSO, which has provided global thought leadership and guidance on internal control, enterprise risk management, and fraud deterrence for over three decades, recently released a draft update to the original COSO ERM Framework. This framework is widely used by organizations to enhance their ability to manage uncertainty, gauge risk, and increase stakeholder value. However, significant new risks have emerged since the Framework was released, demanding heightened board awareness and oversight of risk management, as well as improved risk reporting. For those organizations exploring ESRM – these themes will be strikingly familiar and the lessons learned, highly relevant.
Presentation by: Bob Hirth, Global Chairman of COSO.
PECB Webinar: Aligning ISO 31000 and Management of Risk MethodologyPECB
The webinar covers:
• ISO 31000 as the adopted standard, for ISO standards that have risk components, such as ISO 27005 and OHSAS 18001
• Description of Management of Risk (MoR) – how organizations can benefit
• Complementary values that ISO 31000 and MoR bring to each other
• How Risk Managers can evolve a practical approach to carrying out Risk Processes
Presenter:
This webinar was presented by PECB Trainer Orlando Olumide Odejide, an experienced Enterprise Architect and Chief Trainer for Training Heights Limited.
Integrating Risk into your Balanced Scorecard Andrew Smart
Pulling together into a single framework the two separate disciplines of strategy management and risk management, and how it is possible to integrate it with Balanced Scorecard. This presentation provides a practical guide for organizations to shape and execute sustainable strategies with full understanding of how much risk they are willing to accept in pursuit of strategic goals.
Please contact andrew.smart@stratexsystems.com for more details about the presentation or to have a talk about our software solutions.
Enterprise risk management frameworks help organizations manage uncertainty and introduce strategic management frameworks to address risks. These include frameworks for corporate foresight, business planning, enterprise architecture, risk management, and performance management. Futures studies techniques like horizon scanning and analyzing drivers of change can provide insights to inform risk management and strategic decision making.
The document provides an overview of a risk appetite webcast held by Towers Perrin and PartnerRe on July 14, 2009. It includes biographies of the speakers, discussion topics to be covered such as defining risk appetite and PartnerRe's approach, and an illustrative case study on how a board of directors and management can work together to set risk appetite and limits. The goal is to help organizations better articulate their risk tolerance both qualitatively and quantitatively.
This document discusses risk culture and its importance for organizations. It defines risk culture as the values, beliefs, knowledge, attitudes and understanding about risk shared by a group within an organization. A good risk culture allows employees to interact at work as they would socially, which mitigates risks and encourages performance. In contrast, traits of a poor risk culture include poor communication, lack of accountability and indifference. The document provides examples of organizations with both good and poor risk cultures.
A corporation must have social acceptance to survive and grow.
The society’s expectations change through:
1.- Changing population mix.
2.- Changing values and orientations.
Business performance changes through
1.-Economic, competitive, and structural conditions.
2.- Regulatory constraints.
3.- Futuristic, Long Term orientation.
4.- Leadership style
PECB Webinar: ISO 31000 - The Benchmark for Risk Management in uncertain timesPECB
The webinar covers:
• Overview of ISO 31000 and how this standard implies threats but opportunities as well
• Risk-based thinking as an integral part of ISO 9001:2015 and ISO 14001:2015
• Principles, processes and framework of ISO 31000
• How organizations can reduce uncertainty, seize opportunities and treat risks
Presenter:
This session will be presented by PECB Trainer Jacob McLean, Principal Consultant and Managing Director of Kaizen Training & Management Consultants Limited.
Link of the recorded session published on YouTube: https://youtu.be/MVBMM6X3Vgw
Enterprise Risk Management and SustainabilityJeff B
An overview of our endeavors at implementing ISO 31000 enterprise risk management and the importance of establishing good risk culture within the company.
Shaping Your Culture via Risk Appetite Andrew Smart
This document discusses the importance of risk appetite and embedding risk culture at organizations. It begins by defining risk appetite as the amount and type of risk an entity is willing to accept over a set period of time to achieve its objectives. The document then notes that weaknesses in risk appetite governance contributed to the financial crisis and that properly establishing and monitoring risk appetite is a board responsibility. It stresses that risk appetite should be integrated into strategic planning and outlines how organizations can set, execute, and monitor their risk appetite.
operations risk management power point presentation.Miyelani Shibambo
Operational risk can result in losses from internal failures or external events. It is classified based on frequency and impact of events. Management typically focuses on low frequency/high impact events and high frequency/low impact events. The Basel Accords define three approaches to operational risk capital requirements: Basic Indicator, Standardized, and Advanced Measurement. The Standardized Approach divides business activities into eight lines and assigns a beta multiplier to each line's gross income. The Advanced Measurement Approach uses banks' internal models to calculate regulatory capital.
This document summarizes COSO's Enterprise Risk Management - Integrated Framework. It defines ERM as a process run by an organization's board and management to identify potential events, manage risk within the organization's risk appetite, and provide assurance around achieving objectives. The framework identifies 8 components of ERM - internal environment, objective setting, event identification, risk assessment, risk response, control activities, information & communication, and monitoring. It describes how organizations can implement ERM through risk assessments, determining risk appetite, identifying responses, and ongoing monitoring and oversight. Internal auditors can help by reviewing controls and risk processes and ensuring resources target key risk areas.
The document describes the ISO 31000 risk management process. It includes establishing the context, risk identification, risk analysis, risk evaluation, risk treatment, communication and consultation, and monitoring and review. Various risk assessment tools are also listed for each step of the process, such as risk matrices for analysis and evaluation, and hierarchy of controls for risk treatment.
This document discusses governance, risk, and compliance (GRC) management solutions. It outlines challenges organizations face with GRC such as siloed management, a reactive approach, and lack of integration with core processes. The document proposes moving from basic compliance programs to an optimized, holistic GRC approach supported by IT and business alignment. It presents Rishabh's GRC capabilities and services to help clients implement integrated GRC management.
Risk Based Internal Audit and Sampling TechniquesManoj Agarwal
This document discusses risk based internal auditing and sampling techniques. It begins with an agenda and definitions of risk, risk management, and the three lines of defense model. It then covers topics like risk identification, evaluation, scoring, developing a risk based internal audit plan, criteria for rating observations, and tools used for auditing. Sampling techniques discussed include random selection, systematic selection, monetary unit sampling, haphazard selection and block selection. Guidelines are provided for determining appropriate sample sizes based on the frequency of control activities.
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
A new emphasis on enterprise risk management from regulators has heightened awareness among bankers to get educated and adopt these best practices at their institution. In response to this increased focus, the RMA ERM Council developed the ERM framework and associated competencies, which became the foundation for a series of highly practical workbooks for implementing effective ERM.
This document provides information about key performance indicators (KPIs) for a director of risk management position. It discusses KPI materials that can be referenced, including lists of KPIs, performance appraisals, job skills, and balanced scorecards. It also provides steps for creating KPIs for this position and common mistakes to avoid, such as having too many KPIs not linked to key result areas. The document recommends that KPIs be clearly linked to strategy, answer important questions, and empower employees. It defines different types of KPIs and provides a link to additional KPI samples and materials.
The document discusses how to capitalize on risk tolerance from a startup perspective. It outlines that (1) while Finland excels in research and innovation, it lacks an entrepreneurial culture to commercialize ideas, and (2) the solution is to build a healthy networked startup community through grassroots efforts and government support of entrepreneurship. Examples provided include startup accelerators, networking groups, and large companies opening their patent portfolios to startups to help foster an entrepreneurial culture in Finland.
Sharing Practice on Enterprise Risk Management (ERM)Diane Christina
The document discusses enterprise risk management (ERM). It provides an example ERM universe that includes strategic risks, physical assets risks, human factors risks, and financial risks. It also discusses some key aspects of effective ERM implementation, including establishing a risk governance framework, developing a risk management infrastructure, and following a risk management process of identifying, assessing, managing, and monitoring risks. The document is intended to share practices on ERM.
Governance Culture & Incentives- Fundamentals of Operational RiskAndrew Smart
Governance, Culture & Incentives. -Fundamentals of Operational Risk. This presentation provides some practical tools to answer three key questions and create alignment.
Enterprise Risk Management - Aligning Risk with Strategy and PerformanceResolver Inc.
COSO, which has provided global thought leadership and guidance on internal control, enterprise risk management, and fraud deterrence for over three decades, recently released a draft update to the original COSO ERM Framework. This framework is widely used by organizations to enhance their ability to manage uncertainty, gauge risk, and increase stakeholder value. However, significant new risks have emerged since the Framework was released, demanding heightened board awareness and oversight of risk management, as well as improved risk reporting. For those organizations exploring ESRM – these themes will be strikingly familiar and the lessons learned, highly relevant.
Presentation by: Bob Hirth, Global Chairman of COSO.
PECB Webinar: Aligning ISO 31000 and Management of Risk MethodologyPECB
The webinar covers:
• ISO 31000 as the adopted standard, for ISO standards that have risk components, such as ISO 27005 and OHSAS 18001
• Description of Management of Risk (MoR) – how organizations can benefit
• Complementary values that ISO 31000 and MoR bring to each other
• How Risk Managers can evolve a practical approach to carrying out Risk Processes
Presenter:
This webinar was presented by PECB Trainer Orlando Olumide Odejide, an experienced Enterprise Architect and Chief Trainer for Training Heights Limited.
Integrating Risk into your Balanced Scorecard Andrew Smart
Pulling together into a single framework the two separate disciplines of strategy management and risk management, and how it is possible to integrate it with Balanced Scorecard. This presentation provides a practical guide for organizations to shape and execute sustainable strategies with full understanding of how much risk they are willing to accept in pursuit of strategic goals.
Please contact andrew.smart@stratexsystems.com for more details about the presentation or to have a talk about our software solutions.
Enterprise risk management frameworks help organizations manage uncertainty and introduce strategic management frameworks to address risks. These include frameworks for corporate foresight, business planning, enterprise architecture, risk management, and performance management. Futures studies techniques like horizon scanning and analyzing drivers of change can provide insights to inform risk management and strategic decision making.
The document provides an overview of a risk appetite webcast held by Towers Perrin and PartnerRe on July 14, 2009. It includes biographies of the speakers, discussion topics to be covered such as defining risk appetite and PartnerRe's approach, and an illustrative case study on how a board of directors and management can work together to set risk appetite and limits. The goal is to help organizations better articulate their risk tolerance both qualitatively and quantitatively.
This document discusses risk culture and its importance for organizations. It defines risk culture as the values, beliefs, knowledge, attitudes and understanding about risk shared by a group within an organization. A good risk culture allows employees to interact at work as they would socially, which mitigates risks and encourages performance. In contrast, traits of a poor risk culture include poor communication, lack of accountability and indifference. The document provides examples of organizations with both good and poor risk cultures.
A corporation must have social acceptance to survive and grow.
The society’s expectations change through:
1.- Changing population mix.
2.- Changing values and orientations.
Business performance changes through
1.-Economic, competitive, and structural conditions.
2.- Regulatory constraints.
3.- Futuristic, Long Term orientation.
4.- Leadership style
PECB Webinar: ISO 31000 - The Benchmark for Risk Management in uncertain timesPECB
The webinar covers:
• Overview of ISO 31000 and how this standard implies threats but opportunities as well
• Risk-based thinking as an integral part of ISO 9001:2015 and ISO 14001:2015
• Principles, processes and framework of ISO 31000
• How organizations can reduce uncertainty, seize opportunities and treat risks
Presenter:
This session will be presented by PECB Trainer Jacob McLean, Principal Consultant and Managing Director of Kaizen Training & Management Consultants Limited.
Link of the recorded session published on YouTube: https://youtu.be/MVBMM6X3Vgw
Enterprise Risk Management and SustainabilityJeff B
An overview of our endeavors at implementing ISO 31000 enterprise risk management and the importance of establishing good risk culture within the company.
Shaping Your Culture via Risk Appetite Andrew Smart
This document discusses the importance of risk appetite and embedding risk culture at organizations. It begins by defining risk appetite as the amount and type of risk an entity is willing to accept over a set period of time to achieve its objectives. The document then notes that weaknesses in risk appetite governance contributed to the financial crisis and that properly establishing and monitoring risk appetite is a board responsibility. It stresses that risk appetite should be integrated into strategic planning and outlines how organizations can set, execute, and monitor their risk appetite.
operations risk management power point presentation.Miyelani Shibambo
Operational risk can result in losses from internal failures or external events. It is classified based on frequency and impact of events. Management typically focuses on low frequency/high impact events and high frequency/low impact events. The Basel Accords define three approaches to operational risk capital requirements: Basic Indicator, Standardized, and Advanced Measurement. The Standardized Approach divides business activities into eight lines and assigns a beta multiplier to each line's gross income. The Advanced Measurement Approach uses banks' internal models to calculate regulatory capital.
This document summarizes COSO's Enterprise Risk Management - Integrated Framework. It defines ERM as a process run by an organization's board and management to identify potential events, manage risk within the organization's risk appetite, and provide assurance around achieving objectives. The framework identifies 8 components of ERM - internal environment, objective setting, event identification, risk assessment, risk response, control activities, information & communication, and monitoring. It describes how organizations can implement ERM through risk assessments, determining risk appetite, identifying responses, and ongoing monitoring and oversight. Internal auditors can help by reviewing controls and risk processes and ensuring resources target key risk areas.
The document describes the ISO 31000 risk management process. It includes establishing the context, risk identification, risk analysis, risk evaluation, risk treatment, communication and consultation, and monitoring and review. Various risk assessment tools are also listed for each step of the process, such as risk matrices for analysis and evaluation, and hierarchy of controls for risk treatment.
This document discusses governance, risk, and compliance (GRC) management solutions. It outlines challenges organizations face with GRC such as siloed management, a reactive approach, and lack of integration with core processes. The document proposes moving from basic compliance programs to an optimized, holistic GRC approach supported by IT and business alignment. It presents Rishabh's GRC capabilities and services to help clients implement integrated GRC management.
Risk Based Internal Audit and Sampling TechniquesManoj Agarwal
This document discusses risk based internal auditing and sampling techniques. It begins with an agenda and definitions of risk, risk management, and the three lines of defense model. It then covers topics like risk identification, evaluation, scoring, developing a risk based internal audit plan, criteria for rating observations, and tools used for auditing. Sampling techniques discussed include random selection, systematic selection, monetary unit sampling, haphazard selection and block selection. Guidelines are provided for determining appropriate sample sizes based on the frequency of control activities.
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
A new emphasis on enterprise risk management from regulators has heightened awareness among bankers to get educated and adopt these best practices at their institution. In response to this increased focus, the RMA ERM Council developed the ERM framework and associated competencies, which became the foundation for a series of highly practical workbooks for implementing effective ERM.
This document provides information about key performance indicators (KPIs) for a director of risk management position. It discusses KPI materials that can be referenced, including lists of KPIs, performance appraisals, job skills, and balanced scorecards. It also provides steps for creating KPIs for this position and common mistakes to avoid, such as having too many KPIs not linked to key result areas. The document recommends that KPIs be clearly linked to strategy, answer important questions, and empower employees. It defines different types of KPIs and provides a link to additional KPI samples and materials.
The document discusses how to capitalize on risk tolerance from a startup perspective. It outlines that (1) while Finland excels in research and innovation, it lacks an entrepreneurial culture to commercialize ideas, and (2) the solution is to build a healthy networked startup community through grassroots efforts and government support of entrepreneurship. Examples provided include startup accelerators, networking groups, and large companies opening their patent portfolios to startups to help foster an entrepreneurial culture in Finland.
There is overwhelming consensus from financial services executives that the current risk environment has become significantly more complex, dynamic, and difficult to navigate. This is evidenced by the performance and growth challenges firms face today - caused in part by failures to adequately manage risk from across financial products, operations, and business units.
With this turbulence has come a much greater interest in understanding and managing risk holistically and ensuring Risk Management is truly enterprise-wide, part of the organization's DNA, and much more performance-based.
In this presentation, IDC Financial Insights and Guidon Performance Solutions join to discuss principles and the roadmap for building mature and effective Enterprise Risk Management (ERM) that leads to competitive advantages.
By viewing you will gain perspective on:
- Setting a shared vision for risk management
- Linking Enterprise Risk Management to the culture
- Ensuring performance - efficiency and effectiveness
- Enabling the risk management process with technology
UCI Exec. MBA & Forum for Corp. Directors July 2009 - Board Governance: E...prosenzw69
The document discusses a presentation on enterprise risk management (ERM). It covers defining ERM, drivers for ERM adoption, ERM roles and responsibilities, and a practical approach to implementing ERM. This includes conducting an enterprise risk assessment to identify key risks and a risk management framework assessment to evaluate risk processes. The goal is to embed risk management into decision making and business activities.
This document discusses the importance of managing uncertainty for organizations. It notes that the future is uncertain and non-linear, and can be impacted by random and disruptive events. Effective risk management requires considering these complex factors and incorporating them into decision making frameworks. The document also provides an overview of different mechanical processes and theories that can help understand complex systems and uncertainty, from thermodynamics to quantum mechanics.
An Enterprise Risk Management (ERM) programme can help organizations achieve strategic objectives more effectively by taking a systematic approach to identifying, assessing, and addressing risks across the whole organization rather than operating in silos. Key aspects of an effective ERM programme include linking risk strategy to business strategy, establishing clear risk management responsibilities, and using risk information to improve decision-making and investment choices. Regular risk assessment and monitoring can optimize risk management and control activities while supporting organizational learning and competitiveness.
This presentation enumerates the practical aspects of merger, demerger and reduction of capital and the strategies involved therein. It also highlights certain key issues involved in corporate restructuring.
The document outlines the risk management strategy of Southmead Hospitals NHS Foundation Trust. It aims to minimize risks and losses, ensure risk management is integral to operations, encourage incident reporting, and continually improve patient safety. Key aspects include objectives, definitions, organizational roles, and processes for risk identification, evaluation, control, reporting, and review.
The document outlines the risk management strategy of Southmead Hospitals NHS Foundation Trust. It discusses the aims to embed risk management processes across clinical and corporate services and identify risks that could affect patient safety. It defines key terms like risk and risk management. The strategy provides guidelines on risk identification, analysis, control, and monitoring. It describes the governance structure and accountability for managing risks.
The document outlines the risk management strategy of Southmead Hospitals NHS Foundation Trust. It discusses the aims to embed risk management processes across clinical and corporate services and identify risks that could affect patient safety. It defines key terms like risk and risk management. The strategy provides assurance to the board of directors that appropriate risk structures and processes are in place. It discusses principles, roles, and responsibilities to ensure risks are properly identified, analyzed, and managed throughout the organization.
The document provides an overview of risk management fundamentals and processes. It defines risk, outlines the benefits of a risk management framework, and describes the key components of establishing and implementing an effective risk management system, including:
- Establishing the organizational context and risk criteria
- Identifying, analyzing, and evaluating risks
- Developing and implementing risk treatment plans
- Monitoring and reviewing the risk management process on an ongoing basis
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.
2017 coso-erm-integrating-with-strategy-and-performance-executive-summaryVALUES & SENSE
This document provides an executive summary of an updated framework for enterprise risk management published by the Committee of Sponsoring Organizations of the Treadway Commission (COSO) in June 2017. The updated framework emphasizes integrating enterprise risk management with strategy and performance. It highlights how considering risk can increase opportunities and improve outcomes. Organizations that effectively apply enterprise risk management can benefit from increased opportunities, improved performance and reduced variability, better resource allocation, and enhanced resilience. The framework is intended to help both management and boards oversee risk and optimize strategy.
Corporate Governance in the boardroom_FINAL_optimisedRichard Sykes
1) The document discusses corporate governance and the role of boards. It outlines five pillars of effective corporate governance: leadership strategy and culture; structure and performance oversight; risk; management information and controls; and transparency and reporting.
2) It emphasizes that risk underpins and interconnects the five pillars, and that managing risk is central to the board's role. The board is responsible for setting the right "tone from the top" and ensuring corporate governance is effective.
3) Various drivers like regulations and stakeholder expectations shape corporate governance. Effective governance benefits organizations through higher trust, resilience, performance and competitive advantage.
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
Five Lines of Assurance A New ERM and IA ParadigmTim Leech
The document discusses a new paradigm called "Five Lines of Assurance" for internal audit and enterprise risk management. It was created to help organizations meet escalating expectations from regulators, credit agencies, institutional investors, and others regarding risk oversight and governance. The Five Lines of Assurance model focuses on an "Objectives Register" that prioritizes key strategic objectives and potential risks. It aims to integrate risk management and assurance functions, engage boards and management, and provide optimized assurance on whether residual risks are within the organization's risk appetite. The model is presented as helping organizations demonstrate effective risk oversight, integrate risk with strategic planning, and meet emerging governance standards.
Five lines of assurance a new paradigm in internal audit & ermDr. Zar Rdj
• Boards are provided with a tangible vehicle to demonstrate they are actively overseeing the company’s “risk appetite framework” (“RAF”)
• The process is designed to fully integrate with strategic planning, new product/service initiatives, and M&A activities.
• The process provides a clear response to emerging expectations like the UK Governance Code, Canadian Securities Administrators, SEC, FSB, credit agencies, institutional investors and TSB.
• The main role of internal audit is to report on the effectiveness of the risk management processes and the consolidated report on residual risk status the board receives from the CEO or his/her designate and to help the company build and maintain robust risk management processes
• Boards are provided with a tangible vehicle to demonstrate they are actively overseeing the company’s “risk appetite framework” (“RAF”)
• The process is designed to fully integrate with strategic planning, new product/service initiatives, and M&A activities.
• The process provides a clear response to emerging expectations like the UK Governance Code, Canadian Securities Administrators, SEC, FSB, credit agencies, institutional investors and TSB.
• The main role of internal audit is to report on the effectiveness of the risk management processes and the consolidated report on residual risk status the board receives from the CEO or his/her designate and to help the company build and maintain robust risk management processes.
Enterprise Risk Management (ERM) and the Indian Higher Education System.
According to the IRM’s Risk Management Standard, ERM is a central part of any organisation’s strategy.
It is the process whereby organisations methodically address the risks attached to their activities with the
goal of achieving sustained benefit within each activity and across their portfolio. Furthermore, it should be
a continuous and developing process that runs throughout the organisation’s strategy with the capability to
address all risks surrounding activities past, present and in particular, future.
https://www.theirmindia.org/
https://www.theirmindia.org/globalqualifications/ermevolution
This document summarizes a presentation on the new APRA Prudential Standard CPS 220 on risk management. Key points include:
- CPS 220 requires banks and insurers to implement a risk management framework with clear roles, policies, and oversight by the Board.
- The framework must include risk appetite, a risk management strategy, and identify material risks.
- APRA introduced these new standards following the global financial crisis to strengthen risk governance and culture in the financial sector.
This document outlines Sun Pharmaceutical Industries Limited's Enterprise Risk Management policy. It defines key aspects of the company's ERM framework, including the following:
1. It establishes an ERM framework in accordance with international risk management standards to proactively manage risks across the company.
2. Key components of the framework include risk identification, assessment, treatment, monitoring, and accountability. Risk owners are responsible for managing risks in their areas.
3. The policy defines roles for the board, risk management committee, internal audit team, function heads, risk coordinators, and risk owners in implementing and maintaining the ERM system.
4. Risk appetite statements define thresholds for financial impacts and qualitative parameters to guide
6th International Disaster and Risk Conference IDRC 2016 Integrative Risk Management - Towards Resilient Cities. 28 August - 01 September 2016 in Davos, Switzerland
The document outlines a Risk Management Protocol for the Saint Mary's University Students' Association. It defines risk and risk management, identifies types of risks the Association may face, and establishes processes for measuring, managing, and reporting on significant risks and contingency risks. The Protocol assigns roles and responsibilities for risk management, and establishes principles for the Association's overall approach to risk oversight.
I need a response to the discussion in APA format.docx4934bk
Enterprise risk management (ERM) is a process used by companies to plan for, manage, and mitigate risks that could impact earnings and capital. ERM addresses strategic, operational, financial, and accidental risks. Key elements of ERM include assessing significant risks and implementing appropriate risk responses such as risk acceptance, avoidance, transfer, or mitigation. The University of California adopted ERM to reduce overall risk and its Office of Risk Management regularly updates risk plans. Risk governance and culture are critical components of an effective ERM program.
I need a response to the discussion in APA format.docxbkbk37
Enterprise risk management (ERM) is a process used by companies to reduce risks that affect earnings and capital. It involves planning, organizing, and managing risks related to strategy, operations, finance, and accidents. Key elements of ERM include assessing significant risks and implementing appropriate risk responses like risk acceptance, avoidance, transfer, or mitigation. The University of California used ERM to decrease overall risk by advancing their program and regularly updating risk plans. Risk governance and culture are also important components that drive effective ERM programs.
This document provides an overview of risk management in healthcare institutions from a lecture given by Reynaldo O. Joson. It discusses key concepts of risk and hospital risk management, including defining risk and describing the importance of managing risks in hospitals. It also outlines the basic framework and processes involved in hospital risk management programs, such as establishing policies and procedures, assessing risk maturity, and ensuring multisectoral coordination.
PECB Webinar: ISO 31000 – Risk Management and how it can help an organizationPECB
The document discusses ISO 31000 risk management standard and how it can help organizations. It provides an overview of the standard's contents including its principles, framework, and process. It describes what risk management is and how to position it in an organization. Examples are given of where risk management should be considered, such as for organizations, projects, information security, and more. The conclusion stresses that risk management is important and organizations should consider what types of risk assessments are relevant to their objectives.
Similar to Risk Management for Directors - Governance Institute (20)
This document provides an introductory guide for directors on climate risk governance. It begins with an overview of key climate change concepts, including the physical and economic risks posed by climate change and how it impacts most industries. It then discusses how directors can start their board's climate change journey by understanding their duties, assessing risks and opportunities, and examining governance structures and stakeholder expectations. The guide provides questions for boards to consider around climate governance, strategy, and risk oversight. It also reviews litigation risks and regulatory expectations for companies to address climate change.
Australian Bushfire
and Climate Plan
Final report of the National Bushfire and Climate Summit 2020
The severity and scale of Australian bushfires
is escalating
Australia’s Black Summer fires over 2019 and 2020
were unprecedented in scale and levels of destruction.
Fuelled by climate change, the hottest and driest year
ever recorded resulted in fires that burned through land
two-and-a-half times the size of Tasmania (more than 17
million hectares), killed more than a billion animals, and
affected nearly 80 percent of Australians. This included
the tragic loss of over 450 lives from the fires and
smoke, more than 3,000 homes were destroyed, and
thousands of other buildings.
While unprecedented, this tragedy was not
unforeseen, nor unexpected. For decades climate
scientists have warned of an increase in climaterelated disasters, including longer and more
dangerous bushfire seasons, which have become
directly observable over the last 20 years. Extremely
hot, dry conditions, underpinned by years of reduced
rainfall and a severe drought, set the scene for the
Black Summer crisis.
Recommendations - The 3 Rs - Response,
Readiness and Recovery
There is no doubt that bushfires in Australia have
become more frequent, ferocious and unpredictable
with major losses in 2001/02 in NSW, 2003 in the
ACT, 2013 in Tasmania and NSW, 2018 in Queensland,
2009 Black Saturday Fires in Victoria and 2019/20 in
Queensland, NSW, Victoria and South Australia. We are
now in a new era of supercharged bushfire risk, forcing
a fundamental rethink of how we prevent, prepare for,
respond to, and recover from bushfires.
This Australian Bushfire and Climate Plan report
provides a broad plan and practical ideas for
governments, fire and land management agencies
and communities to help us mitigate and adapt to
worsening fire conditions. The 165 recommendations
include many measures that can be implemented right
now, to ensure communities are better protected.
How to work with petroleum hydrocarbon suppliers to reduce and eliminate cont...Turlough Guerin GAICD FGIA
Petroleum hydrocarbon suppliers affect a mine's goals for environmental performance because of the extensive reach of petroleum hydrocarbon products into the mining and minerals product life cycle, their impact on operational efficiencies, cost, and mine viability, and their potential for leaving negative environmental as well as safety legacies. The supplied petroleum hydrocarbon life cycle is a framework that enables structured engagement between supplier and customer on a range of environmental performance issues because it is an example of input into the mining industry that affects the entire mining and minerals processing an value chain. Engagement with suppliers in a proactive manner can be a risk management strategy. Questions for businesses to ask in relation to suppliers and their role in minimizing business risks and creating new value are offered (https://onlinelibrary.wiley.com/doi/full/10.1002/rem.21669).
This document provides information about an online course offered in October 2020 led by Karim Lakhani and Vish Krishnan. The course was offered on edX under the course code HarvardX+LBTechX1+1T2020 and provided a reference link for more details.
Governments would get bigger bang for taxpayer
buck by instead spending more on upgrading existing infrastructure,
and on social infrastructure such as aged care and mental health care.
The document discusses how telecommunications can reduce organizations' carbon footprints. It notes that while the ICT sector contributes 2-3% of global emissions, telecommunications offers significant potential to reduce emissions across the economy through enabling virtual alternatives. The author provides three examples of how Telstra's products and services leverage emissions reductions: 1) Trimble GeoManager improves field workforce efficiency by 5.6% in travel and 13.3% in productivity; 2) broadband enables flexible working that can reduce emissions 1.6 tonnes per teleworker; 3) high-definition videoconferencing replaces business air travel. Overall, telecommunications is presented as a key enabler of a low-carbon future through smart applications on broadband networks
Choosing net zero is
an economic necessity
Australia pays a high price of a global failure
to deliver new growth in recovery. Compared
to this dismal future, Deloitte Access Economics
estimates a new growth recovery could
grow Australia’s economy by $680 billion
(present value terms) and increase GDP
by 2.6% in 2070 – adding over 250,000 jobs
to the Australian economy by 2070.
This document outlines a roadmap for reducing Australia's food waste by half by 2030. It proposes establishing a governance entity to lead ongoing delivery of the national food waste strategy and sector action plans. Key initial actions include conducting a feasibility study to fill data gaps and understand delivery trajectories, and developing an investment strategy to ensure long-term funding. A voluntary commitment program is proposed as a vehicle for industries to set waste reduction targets, take actions, and report progress. The roadmap sets out a timeline of activities from 2019-2030, with interim targets and reviews to assess progress toward the overall goal.
The world of venture capital has seen huge changes over the past decade. Ten years ago there were fewer than
20 known unicorns in the US5
; there are now over 2006
. Annual investment of global venture capital has increased
more than fivefold over the same period, rising to $264 billion by 2019. This investment has been dominated by the
tech sector harnessing digital frontiers to disrupt traditional industries – including cloud computing, mobile apps,
marketplaces, data platforms, machine learning and deep tech.7
It is an ecosystem that acts as the birthplace for
innovation and brands that can shape the future of consumerism, sectors and markets.
As COVID-19 has taken hold of the
world, the question of whether venture
capital, and early stage investing more
broadly, is backing and scaling the
innovations our world really needs has
never been more pertinent. Life science
and biotech investing is an asset class
perhaps most resilient and relevant to
the short-term impact of COVID-19,
but there is another impact-critical
investment area that is emerging as
an increasingly important investment
frontier: climate tech.
This research represents a first-ofits-kind analysis of the state of global
climate tech investing. We define what
it is and show how this new frontier
of venture investing is becoming a
standout investing opportunity for the
2020s. Representing 6% of global
annual venture capital funding in 2019,
our analysis finds this segment has
grown over 3750% in absolute terms
since 2013. This is on the order of 3
times the growth rate of VC investment
into AI, during a time period renowned
for its uptick in AI investment.8
Looking forward can climate tech in the
2020s follow a similar journey to the
artificial intelligence (AI) investing boom
in the 2010s? The substantial rates of
growth seen in climate tech in the late
2010s, and the overarching need for
new transformational solutions across
multiple sectors of the economy,
suggests yes. The stage appears set
for an explosion of climate tech into the
mainstream investment and corporate
landscape in the decade ahead.
The document outlines Australia's Technology Investment Roadmap which aims to make Australia a global leader in low emissions technologies. It identifies big technology challenges around clean energy, carbon capture and storage, low carbon materials, and soil carbon measurement. The Roadmap's goals are to accelerate development of new technologies, support jobs and exports, and lower emissions. It proposes priority technologies like clean hydrogen under $2/kg and energy storage under $100/MWh. The Roadmap establishes a framework for government and private investment of over $18 billion and $50-100 billion respectively to develop priority technologies and support over 130,000 jobs by 2030.
Nine shifts will radically change the way construction projects are delivered—and similar
industries have already undergone many of the shifts. A combination of sustainability
requirements, cost pressure, skills scarcity, new materials, industrial approaches, digitalization,
and a new breed of player looks set to transform the value chain. The shifts ahead include
productization and specialization, increased value-chain control, and greater customercentricity
and branding. Consolidation and internationalization will create the scale needed to
allow higher levels of investment in digitalization, R&D and equipment, and sustainability as well
as human capital.
The document outlines UDIA National's plan to help the Australian housing and construction industry bounce back from COVID-19 through targeted policy initiatives. It discusses how the industry has been impacted by COVID-19, with inquiries, sales, and construction falling significantly. It argues that without intervention, further job losses are likely as the industry employs over 750,000 people directly and indirectly. The plan calls for immediate federal stimulus to kickstart the housing market and flow through to economic recovery. It acknowledges actions already taken but argues more is needed to move from economic stabilization to recovery.
Sustainable Finance Industry Guide
This industry guide provides information about sustainable finance in the built environment in Australia. It is designed to support investor understanding of Australia’s world-class rating tools and standards, and how these can be applied to direct more capital towards sustainable finance for our built environment. Included are insights that reflect lessons learnt when using a rating scheme to establish an investment framework, conduct
due diligence or report on an issuance.
Precincts to Support the Delivery of Zero Energy
This report frames the physical and organisational context for precinct action and identifies potential programs and government solutions that may be applied to better streamline the realisation of precinct-scale action to progress towards zero energy (and carbon) ready residential buildings within both new and existing precincts.
The report was developed based on a literature review and engagement with more than 80 stakeholders from industry, academia and government with the aim of identifying appropriate government action in the form of proposed solutions that may be applicable across Commonwealth, state and territory and/ or local governments.
The report has given focus to opportunities for precincts that are not already considered in the Trajectory to ensure that a wider system response is taken to considering the zero energy (and carbon) ready outcomes being sought.
When seeking funding, environmental and sustainability professionals must clarify how their role and the proposed project fit within the business' strategy.
This article provides a checklist for those seeking funding for sustainability and environmental projects.
The suggested questions will assist non-executive directors in evaluating sustainability-focused proposals.
Turlough F Guerin received a certificate of achievement from HarvardX for successfully completing the course "LBTechX1: Technology Entrepreneurship: Lab to Market". The certificate was issued on July 19, 2020 and verifies that Turlough F Guerin demonstrated a passing understanding of the material presented in the online course offered through an initiative between Harvard University and edX.
This document provides an overview of the key findings from a report developed by the Science Based Targets initiative (SBTi) regarding the conceptual foundations for setting science-based net-zero targets in the corporate sector. Some of the main points discussed include:
- Net-zero emissions must be achieved by 2050 to limit global warming to 1.5°C according to the IPCC. Corporate net-zero targets vary in their approaches and definitions.
- Science-based net-zero targets for companies require deep reductions in value chain emissions consistent with 1.5°C pathways, as well as offsetting any remaining emissions through carbon removal by 2050.
- Compensation and carbon removal can play a
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How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
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NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Top 10 Free Accounting and Bookkeeping Apps for Small BusinessesYourLegal Accounting
Maintaining a proper record of your money is important for any business whether it is small or large. It helps you stay one step ahead in the financial race and be aware of your earnings and any tax obligations.
However, managing finances without an entire accounting staff can be challenging for small businesses.
Accounting apps can help with that! They resemble your private money manager.
They organize all of your transactions automatically as soon as you link them to your corporate bank account. Additionally, they are compatible with your phone, allowing you to monitor your finances from anywhere. Cool, right?
Thus, we’ll be looking at several fantastic accounting apps in this blog that will help you develop your business and save time.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
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Introduction
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Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
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Governance Institute of Australia
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development options for you, your
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onsite training, world-class accredited
postgraduate courses and short
courses delivered face to face or
online. For further information please
contact your local Governance Institute
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