The main goal of PRIMO is to develop an holistic approach of city governance, i.e. an integrated approach where the city is considered as an entity and in which all institutions and stakeholders cooperate to realize political targets. In this approach the common adressing of risks and benefits, of chances and threatenings is crucial for [...]
Towards a tailor-made approach to the benchmarking and monitoring of the energy and climate policy of cities Source: KPMG Advisory “Cities are responsible for about eighty percent of the global energy consumption and half of the total greenhouse gas emissions (European Commission, 20081). Cities are therefore one of the key locations in the fight against [...]
Source: ICMA (International City/County Management Association) by Ron Blanquie “It’s no wonder that risk management’s public role is often underused and misunderstood. Government entities have incorrectly concluded that risk management’s overall costs can only be tethered but not controlled or reduced. Public entities in California today face an unprecedented challenge as they try to maintain [...]
The The Committee of Regions underlines the importance of local authorities in sharing a common goal, such as the challenges associated with global warming. The multi-level governance approach could lead to a true cooperation in the governance of common risks that we face. Local authorities can function as building blocks to develop a common strategy, [...]
Source: Committee of the Regions 03.06.2010 – Europe’s financial and economic crisis is increasingly becoming a social crisis too, and is testing European solidarity to the limit. The EU’s territorial cohesion and public confidence in European integration are both at stake. At their plenary session, to be held on 9 and 10 June 2010, the [...]
Global Risk Management Survey 2013
Aon’s 2013 Global Risk Management Survey report is part of this process, capturing the latest risk trends and priorities facing companies around the world. The report unveiled the top 10 risks now and three years in the future. Conducted in Q4 2012, the web-based survey gathered input from 1,415 respondents — a 47 percent increase [...]
By Daniel Cressey for Nature “Across the globe, hives of honeybees are dying off in a phenomenon known as colony collapse disorder. Among the proposed culprits are pesticides called neonicotinoids, which are supposed to be less harmful to beneficial insects and mammals than the previous generation of chemicals. Debate over neonicotinoids has become fierce. Conservation groups and [...]
The economic crisis in Spain has led to an increased awareness among senior executives of how risk must be managed globally. Read more > Leer más > (en espagñol) Source: Strategic Risk
A framework in development By Ed Mallens and Jack P. Kruf The International Organization for Standardization (ISO) has worked on the ISO 31000 as referential framework for risk management in organizations. The setting has been outlined by ISO very clearly: “Risks affecting organizations can have consequences in terms of economic performance and professional reputation, as [...]
ISO 31000 and the Icelandic volcano crisis
By Kevin Knight The air traffic crisis provoked by the Icelandic volcano eruption, with its accompanying economic and societal effects, is analyzed through the lens of the ISO 31000 risk management standard by the leader of the group of ISO experts who developed it. The cloud of ash from the Icelandic volcano which has wreaked [...]
By PricewaterhouseCoopers Government and the global CEO: A new contract between business and the state 72% of government and public sector CEOs are somewhat or extremely concerned that fiscal deficits have risen. Each year, PwC’s Annual Global CEO survey gives business leaders, governments and the world’s business community a unique insight into the vision and decisions [...]
Reconsidering the Public-Private Risk Sector Management Divide
By Peter C. Young PhD. Five years ago I wrote a short article entitled, “Public and Private Sector Risk Management: Is There a Difference?” In that article I stated that while there is strength to the argument that ‘management is management’ and that leadership in any type of organization calls on common knowledge, skills and [...]
