Accompanying notes (paper) to the presentation with the same title prepared for the G31000 International Conference on ISO 31000 Standard, Paris - France 21-22 May 2012
Getting our risk management right on track 2011 dcDiane Christina
Organization that is struggling to effectively implement risk management or have not implemented a formal, proactive, structured risk management framework could use ISO 31000 as a useful guidance
Handout to a presentation held in April 2009 at the University of Lugano, Switzerland, about the importance of communication within risk management. The paper provides also an overview on possible barriers within the communication about risks and within risk management.
Getting our risk management right on track 2011 dcDiane Christina
Organization that is struggling to effectively implement risk management or have not implemented a formal, proactive, structured risk management framework could use ISO 31000 as a useful guidance
Handout to a presentation held in April 2009 at the University of Lugano, Switzerland, about the importance of communication within risk management. The paper provides also an overview on possible barriers within the communication about risks and within risk management.
Abstract: Risk management is an activity which integrates recognition of risk, risk assessment, developing strategies to manage it, and mitigation of risk using managerial resources. Some traditional risk managements are focused on risks stemming from physical or legal causes (e.g. natural disasters or fires, accidents, death). Financial risk management, on the other hand, focuses on risks that can be managed using traded financial instruments. Objective of risk management is to reduce different risks related to a pre-selected domain to an acceptable. It may refer to numerous types of threats caused by environment, technology, humans, organizations and politics. The paper describes the different steps in the risk management process which methods are used in the different steps, and provides some examples for risk and safety management.
Risk Governance Conference - Board Governance and Emerging Risks in the 21st ...FERMA
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.
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.
Discussion1From time to time most organizations make improvement.docxmadlynplamondon
Discussion1
From time to time most organizations make improvements in their ERM framework to compete with latest trends in market and reduce risk factors, or simply choose best ERM framework which adds more value and powerful when compared to current ERM framework. Before selecting any ERM the organization should understand that no ERM is perfect and organizations should choose the best available tool by considering their requirements and future enhancements. In addition to risk analysis and risk management, these days may organizations choosing best ERM for the purpose of financial investments decisions making (Will kenton, 2018).
The ISO31000 is much simpler and superior to Risk scorecard model to mitigate the risk, According to current situation Edmonton Police Service (EPS) who wants to share their ERM with other city departments where new programs and initiatives are needed to be created, Using ISO 31000 is one of the best frameworks an organization can use to manage their risk because it increases the likelihood of an organization to improve on the identification of objectives of threats, achieving organization aim, and objectives and effective allocation and use of resources in risk treatment. Although, ISO 31000 is not used for certification purposes it provides an organization with the best guidelines for internal and external audit programs. This guideline helps an organization to compare their risks with that of other international benchmarks, which end up in providing sound principles for effective corporate governance and effective management. ISO 31000 risk assessment techniques mainly focus on the risk assessment, which helps different decision, makes to be able to understand the risk that may end up affecting the adequacy of the control that is in place and the achievement of the objectives. Therefore in a situation where an organization wants to develop a new ERM for their organization the best framework to use it the ISO 31000 (John Fraser & Betty Simkins, 2014).
Discussion2
The organization needed an enterprise-wide common risk framework, annual assessment cycle, and integration into the strategic planning process. ISO 31000 is intended to provide guidance on the nature of the risk management process and how to implement it. This distinction is a crucial one to understand when comparing the two frameworks and understanding how they can be used.ISO 31000’s focus on risk management as a process devotes more attention to implementation, which broadens its appeal for those looking for insights on that subject
“Risk management creates value, is an integral part of organizational processes; is part of decision making; explicitly addresses uncertainty; is systematic, structured and timely; is based on best available information; is tailored; is transparent and inclusive; is dynamic, iterative and responsive to change; and facilitates continual improvement and enhancement of the organization.”Therefore, ISO 31000 is focused on in ...
Abstract: Risk management is an activity which integrates recognition of risk, risk assessment, developing strategies to manage it, and mitigation of risk using managerial resources. Some traditional risk managements are focused on risks stemming from physical or legal causes (e.g. natural disasters or fires, accidents, death). Financial risk management, on the other hand, focuses on risks that can be managed using traded financial instruments. Objective of risk management is to reduce different risks related to a pre-selected domain to an acceptable. It may refer to numerous types of threats caused by environment, technology, humans, organizations and politics. The paper describes the different steps in the risk management process which methods are used in the different steps, and provides some examples for risk and safety management.
Risk Governance Conference - Board Governance and Emerging Risks in the 21st ...FERMA
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.
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.
Discussion1From time to time most organizations make improvement.docxmadlynplamondon
Discussion1
From time to time most organizations make improvements in their ERM framework to compete with latest trends in market and reduce risk factors, or simply choose best ERM framework which adds more value and powerful when compared to current ERM framework. Before selecting any ERM the organization should understand that no ERM is perfect and organizations should choose the best available tool by considering their requirements and future enhancements. In addition to risk analysis and risk management, these days may organizations choosing best ERM for the purpose of financial investments decisions making (Will kenton, 2018).
The ISO31000 is much simpler and superior to Risk scorecard model to mitigate the risk, According to current situation Edmonton Police Service (EPS) who wants to share their ERM with other city departments where new programs and initiatives are needed to be created, Using ISO 31000 is one of the best frameworks an organization can use to manage their risk because it increases the likelihood of an organization to improve on the identification of objectives of threats, achieving organization aim, and objectives and effective allocation and use of resources in risk treatment. Although, ISO 31000 is not used for certification purposes it provides an organization with the best guidelines for internal and external audit programs. This guideline helps an organization to compare their risks with that of other international benchmarks, which end up in providing sound principles for effective corporate governance and effective management. ISO 31000 risk assessment techniques mainly focus on the risk assessment, which helps different decision, makes to be able to understand the risk that may end up affecting the adequacy of the control that is in place and the achievement of the objectives. Therefore in a situation where an organization wants to develop a new ERM for their organization the best framework to use it the ISO 31000 (John Fraser & Betty Simkins, 2014).
Discussion2
The organization needed an enterprise-wide common risk framework, annual assessment cycle, and integration into the strategic planning process. ISO 31000 is intended to provide guidance on the nature of the risk management process and how to implement it. This distinction is a crucial one to understand when comparing the two frameworks and understanding how they can be used.ISO 31000’s focus on risk management as a process devotes more attention to implementation, which broadens its appeal for those looking for insights on that subject
“Risk management creates value, is an integral part of organizational processes; is part of decision making; explicitly addresses uncertainty; is systematic, structured and timely; is based on best available information; is tailored; is transparent and inclusive; is dynamic, iterative and responsive to change; and facilitates continual improvement and enhancement of the organization.”Therefore, ISO 31000 is focused on in ...
Proposal for an Implementation Methodology of Key Risk Indicators System: Cas...Hajar Mouatassim Lahmini
Operational risk is a prominent preoccupation of all managers these days. Indeed, the development
of collective awareness has led executives to implement a wide variety of solutions in order
to keep this risk and its consequences under control. In this context, we propose a practical implementation
methodology of key risk indicators system with the aim to identify operational risks
and above all to propose preventive and corrective measures capable of monitoring and managing
operational risks. The proposed system will be adjusted to Investment Management process in a
Moroccan Asset Management Company.
Risk management is an increasingly important
business driver and stakeholders have become
much more concerned about risk. Risk may be a
driver of strategic decisions, it may be a cause of
uncertainty in the organisation or it may simply be
embedded in the activities of the organisation. An
enterprise-wide approach to risk management
enables an organisation to consider the potential
impact of all types of risks on all processes,
activities, stakeholders, products and services.
Implementing a comprehensive approach will
result in an organisation benefiting from what is
often referred to as the ‘upside of risk’.
– RISK MANAGEMENT: PROCEDURES, METHODS AND EXPERIENCES RT&A # 2(17) (Vol.1) 2010, June 83 Figure 2. Risk management process. The establishment of the context and culture is undertaken through a number of environmental analyses that include, e.g., a review of the regulatory requirements, codes and standards, industry guidelines as well as the relevant corporate documents and the previous year’s risk management and business plans. Part of this step is also to develop risk criteria. The criteria should reflect the context defined, often depending on an internal policies, goals and objectives of the organization and the interests of stakeholders. Criteria may be affected by the perceptions of stakeholders and by legal or regulatory requirements
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Summer 2020 - Enterprise Risk Management (ITS-83… • Assignment #2
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Running head: ERM 2
ERM 2
Assignment – 2 Nihang Shah
University of the Cumberland’s
05.24.2020
Question one
I do believe the fact that ERM plays a vital role by evolving more so when the world is evolving. It can be stated that ERM has been in the process of
expanding and ensuring that it has various visions and ideas. It can be stated that through the use of ERM, one is able to come up with various bugs
that will play a significant role in the oversight. As Felix Kloman depicts in his section "A Brief History of Risk Management," a considerable lot of
the ideas return an exceptionally prolonged stretch of time and a significant number of the purported newfound procedures can be referenced to
the previous works and practices portrayed by Kloman. In any case, it is just from around the mid-1990s that the idea of giving a name to overseeing
dangers in an all-encompassing manner over the many working storehouses of an endeavour began to grab hold. During the 1990s, terms, for ex-
ample, incorporated risk the executives and enterprise-wide chance administration were likewise utilized. Many idea pioneers, for instance, the indi-
viduals who made ISO 31000, accept that the term risk the executives is all that is expected to portray great risk the board; in any case, numerous
others accept that the last term is regularly used to depict chance administration at the lower dimensions of the association and does not really
catch the ideas of big business level ways to deal with risk. As ERM keeps on developing there is still much exchange and perplexity over precisely
what it is and how it ought to be accomplished. Realize that it is as yet advancing and may take a lot more years before it is completely systematized
d li h d i li bl T th b t ld th i il f ti th t th i j t i l th d f d i ERM (Li b b
1
2
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Discussion 1Improving Risk Management Capabilities To .docxcharlieppalmer35273
Discussion 1
Improving Risk Management Capabilities
To understand risk and how to properly address risk, a risk management framework is required. The objective of a risk management framework (RMF) is to create a common understanding of risk, to ensure the right risks are being addressed at the right levels, and to involve the right people in making risk decisions (McKeen, & Smith, 2015). Those organizations that do not have an effective Risk Management strategy or, in extreme cases, do not have one at all; they risk suffering situations in which the impact of negative events or threats exceeds their response capabilities (Rivas, 2019). So the development of effective risk management is necessary to mitigate against risks. McKeen, & Smith suggested some actions to develop effective risk management capabilities.
Look Beyond Technical Risk
An effective risk management requires to look beyond the technical aspects of the risks. Rather than only focusing on technical threats, risk management should be able to foresee other category of risks too. Don’t ignore risks that are non-quantifiable (Moses, 2018). The presence of risk creates surprises throughout the project life cycle, affecting everything from technical feasibility to cost, market timing, financial performance, and strategic objectives (Loch, Solt, & Bailey, 2007).
Develop a Common Language of Risk
There should be a common communication medium to understand the risks properly. Everyone such as stockholders, IT, Audit, privacy, legal, business managers should speak the same language to clearly understand and communicate the associated the risks (McKeen, & Smith, 2015). The central purpose of a common risk language is to assist management with evaluating the completeness of its efforts to identify events and scenarios that merit consideration in a risk assessment (“Using a Risk Model as a Common Language”, 2014).
Simplify the Presentation
The risk management framework should be presented without complexity so that it's easier for everyone to understand. Refining you process is a huge portion of simplifying risk management, but you can make managing risk even more simple and effective by ensuring that you’re using the right tools (Millier, 2018). The most effective approaches are simple: a narrative, a dashboard, a “stoplight” report, or another graphic style of report (McKeen, & Smith, 2015).
Right Size
Risk management should exclude the level of risks that are not related. Effective risk management practices not only allow the adaptation of controls, but makes sure that the decisions made are visible and the rationale is communicated (McKeen, & Smith, 2015).
Standardize the Technology Base
The standards have as purpose the formalization of the risk management process in order to improve their effectiveness (Ciocoiu & Dobrea, 2010). The risk management standards combines best practices and thus is a vital element for an effective risk managem.
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 ...
DISUSSION-1RE Chapter 15 Embedding ERM into Strategic Planning.docxmadlynplamondon
DISUSSION-1
RE: Chapter 15: Embedding ERM into Strategic Planning at the City of Edmonton
COLLAPSE
Top of Form
The two strategic processes
The two strategic processes which are tightly connected to ERM in the current scenario of Edmonton City ERM implementation are:
Results based budgeting and Performance measurement.
Results based budgeting (RBB):
ERM helps organizations to allocate the resources based on the requirement for completing the tasks and to produce the desired output. The RBB assists to determine the funding allocation requirements which are mandatory to fulfill the strategic objectives of organization. This budget formulation is performed based on predefined objectives such as priority, resource availability and expected results etc. here the expected results represents the desired outputs which organization expects to meet its strategic goals. In simple words the Results-based budgeting is about emphasizing performance and accountability.
Performance measurement:
The continuous performance measurement helps organizations to drive the progress in risk mitigation and it provides insights where additional attention is required. The Key performance indicators (KPIs) can be used to measure the effectiveness of risk management activities. The Performance measurement in ERM sends the list of desired outcomes to RBB and receives list of prioritized programs and costs to ensure ERM works at its full potential (Fraser, J., Simkins, B. J., & Narvaez, K., 2015).
Two criteria’s must be balanced in a successful ERM model
The two criteria are model power and user-friendliness. The powerful model can provide large amount of information and lets the organization to compare the results and risks, effectiveness’ of current program and impact of future initiatives. The user friendliness program helps to easily add information, add new features and easy to understand by the user with simple steps. The user friendliness also includes if needed some unnecessary steps could also be removed without losing model robustness (Fraser, J., Simkins, B. J., & Narvaez, K., 2015).
Thank you
References
Fraser, J., Simkins, B. J., & Narvaez, K. (2015). Implementing enterprise risk management: Case studies and best practices. Hoboken: Wiley.
Bottom of Form
DISCUSSION-2
1. What the other strategic processes are closely tied to ERM?
The strategic processes may have success strategy which is linked to the command of risk and organization understanding. The selection of strategy is an exercise of high-stakes. Approx. 80% of the underperformer may against the industry who have lost their wat over the prior 10 years because of blunder who are strategic and the business and strategy magazine. It may blame on failure on operations errors and the external event or compliance fault.
2. What are three kinds of risks are identified within the city of Edmonton?
There may be three risks which may involve avoidance or risk termination, tolerance or acceptance of ...
Crisis Management and Communications by W. Timothy Coombs, P.docxfaithxdunce63732
Crisis Management and Communications
by W. Timothy Coombs, Ph.D
October 30, 2007
Introduction
Crisis management is a critical organizational function. Failure can result in serious harm to stakeholders, losses
for an organization, or end its very existence. Public relations practitioners are an integral part of crisis
management teams. So a set of best practices and lessons gleaned from our knowledge of crisis management
would be a very useful resource for those in public relations. Volumes have been written about crisis
management by both practitioners and researchers from many different disciplines making it a challenge to
synthesize what we know about crisis management and public relations’ place in that knowledge base. The best
place to start this effort is by defining critical concepts.
Definitions
There are plenty of definitions for a crisis. For this entry, the definition reflects key points found in the various
discussions of what constitutes a crisis. A crisis is defined here as a significant threat to operations that can have
negative consequences if not handled properly. In crisis management, the threat is the potential damage a crisis
can inflict on an organization, its stakeholders, and an industry. A crisis can create three related threats: (1)
public safety, (2) financial loss, and (3) reputation loss. Some crises, such as industrial accidents and product
harm, can result in injuries and even loss of lives. Crises can create financial loss by disrupting operations,
creating a loss of market share/purchase intentions, or spawning lawsuits related to the crisis. As Dilenschneider
(2000) noted in The Corporate Communications Bible, all crises threaten to tarnish an organization’s reputation.
A crisis reflects poorly on an organization and will damage a reputation to some degree. Clearly these three
threats are interrelated. Injuries or deaths will result in financial and reputation loss while reputations have a
financial impact on organizations.
Effective crisis management handles the threats sequentially. The primary concern in a crisis has to be public
safety. A failure to address public safety intensifies the damage from a crisis. Reputation and financial concerns
are considered after public safety has been remedied. Ultimately, crisis management is designed to protect an
organization and its stakeholders from threats and/or reduce the impact felt by threats.
Crisis management is a process designed to prevent or lessen the damage a crisis can inflict on an organization
and its stakeholders. As a process, crisis management is not just one thing. Crisis management can be divided
into three phases: (1) pre-crisis, (2) crisis response, and (3) post-crisis. The pre-crisis phase is concerned with
prevention and preparation. The crisis response phase is when management must actually respond to a crisis.
The post-crisis phase looks for ways to better prepare for the next.
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
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.
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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).
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