enterprise risk management

ISO 22316: Security and Resilience

The new ISO 22316 standard about organizational resilience will be published ultimo at the beginning of 2017. It has been developed by the ISO/TC 292 – Security and resilience – committee of the International Organization for Standardization in Geneva. Organizational resilience is the ability of an organization to respond and adapt to change. Resilience enables organizations to anticipate and respond to threats and opportunities, arising […]

Narim conference stresses importance of work floor to risk management

“In recent years risk managers have focused on getting their voice heard in the boardroom, but according to Dutch risk managers, the work floor presents the biggest challenge to embedding risk management throughout an organisation. A pool of audience members at last week’s Netherlands Association of Risk and Insurance Managers (Narim) congress in Utrecht revealed that 64% consider the work […]

ISO 31000 – Risk Management

PRIMO has selected ISO 31000 as one of it’s main frames of thinking in approaching public risks. The International Organization for Standardization: “Risks affecting organizations can have consequences in terms of economic performance and professional reputation, as well as environmental, safety and societal outcomes. Therefore, managing risk effectively helps organizations to perform well in an environment full of uncertainty.” ISO 31000:2009 […]

Control interno de las entitades del sector publico local

11 de marzo 2015, COSITAL Hoy ha llegado oficialmente al Consejo General el texto del Proyecto de Real decreta,  por el que se regula el régimen jurídico del control interno de las entitades del sector publico local que ha elaborado el Ministerio de Hacienda y Administraciones Públicas en desarrollo de lo establecido en la Ley 27/2013  de 27 de diciembre, de […]

Guidelines for Emerging Risk Governance

Project by Ortwin Renn “IRGC’s current work aims to produce overarching Guidance on Emerging Risk Governance, as a set of flexible guidelines that support public and private organisations in their work to design internal processes to proactively deal with emerging risks: Anticipate emerging risks and opportunities: identify, evaluate and prioritise potential threats and opportunities Respond to emerging risk: assess and respond to those […]

Mapping high-level corruption risks in Spanish Public Procurement

High-level corruption and fraud has had an increased impact on the social and political debate in Spain, especially since the beginning of the financial crisis when several cuts in social spending were made. Greater attention is being paid to where and how the government spends its public funding. This paper explores the extent and forms of political corruption in Spanish […]

Common Assessment Framework (CAF)

Bron: Bestuurszaken.be Entiteiten van de Vlaamse overheid maken gebruik van het Common Assessment Framework -instrument (CAF) om hun werking te meten en te structureren. CAF – een instrument voor totale kwaliteitszorg – is gebaseerd op het EFQM-model en op het model van de Duitse Universiteit voor Bestuurswetenschappen in Speyer. Het kwaliteitsmodel is specifiek ontwikkeld voor overheidsorganisaties. Filosofie van het model […]

Preparar al sector público para la gobernanza de riesgos

La gestión de riesgos ocupa un lugar cada vez más importante entre las prioridades de los gestores públicos. En un contexto como el actual, en el que los organismos públicos persiguen la máxima eficiencia, diversifican sus herramientas de servicio público y desarrollan múltiples colaboraciones, la gestión de riesgos se ha convertido en un elemento ineludible para la correcta gestión pública, ya que consigue […]

Board Engagement Report

By Strategic Risk A lack of alignment between a board and its C-suite executives can inhibit the board’s ability to deliver high-level strategy and functionality. Properly aligning a board with its top executives, including those in a risk management function, can be very difficult for a board facing time constraints, according to the survey. The StrategicRISK survey also revealed respondents […]

Risk and Responsibility in a Hyperconnected World

Implications for enterprises By World Economic Forum in collaboration with McKinsey & Company From Executive Summary: “Many leaders in business, civil society and government realize that for the world’s economy to fully derive the value inherent in technological innovation, a robust, coordinated system of global cyber resilience is essential to effectively mitigate the risk of cyberattacks. This view is beginning to permeate discussions among […]

The economic problem of organizational risk appetite

Door Arie de Wild In our current era of major global challenges and worldwide crises the human race is contin- uously searching for solutions to the fundamental economic problem of how to determine which aims should be pursued and how limited resources ought to be allocated. Economics as the science that studies “human behavior as a relationship between ends and […]

Leadership in Risk Management

By Harvard Business Review THE C-SUITE IS taking a stronger role in leading the risk management effort at major primarily European companies, underscoring the higher priority risk has assumed in the wake of several years of financial and economic turmoil. Congruently, companies are underscoring the need for strong board involvement to facilitate decision-making regarding strategic and enterprise-wide risks and to encourage […]

Environmental Risk Management

By Harvard Business Review This report has been written derived from the responses of the HBR survey on this issue, this in cooperation with Zurich, FERMA and PRIMO. Notice that on the 26th of June a webinar will be held. Increasing attention to environmental risk Overwhelmingly, our survey responses tell us that European organizations—companies, largely, but also a sprinkling of […]

10 Ways to improve risk management

Door* Marinus de Pooter** With an awareness of common shortcomings, internal auditors can help their organization better meet stakeholder expectations and ensure business objectives are achieved. Why do risk management implementations and functions often fail to deliver what is expected? And what causes senior management to feel that its investments in risk management systems are not delivering the expected returns? Many factors, potentially, are to blame, stemming from various parts of […]

ISO 31000

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 well as environmental, safety and […]

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 abilities, there are distinctions and […]

Aftershock: Adjusting to the New World of Risk Management

By Deloitte. Following the latest global economic crisis, organizations of all types are still operating in a volatile, highly changeable risk environment. In a spring 2012 survey of 192 U.S. executives, Deloitte and Forbes Insights found that many are still working hard to make sense of this environment. In fact, a stunning 91% plan to reorganize and reprioritize their approaches […]

Enterprise Risk Quotient and Supplier Risk Quotient

Source: ETHISPHERE   “Risk Management from a New Perspective” Ensuring that the most pertinent risks to the viability of an organization are being addressed adequately is critical to an organization’s success. Many organizations have some form of a risk management program to help them manage and mitigate risks; however, understanding whether their program employs best practices and whether risks are being […]

Innovation’s Nine Critical Success Factors

Source: Harvard Business Review Author: Vijay Govindarajan Your organization won’t innovate productively unless some underlying factors are in good shape. If “10” is outstanding and “1” is poor, how do you rate your organization on each of these? 1. A compelling case for innovation. Unless people understand why innovation is necessary, it always loses to core business or the performance […]