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«Implementing enterprise risk management»

Financial RepercussionsONE: KERVIEL'S TRIAL – A MEDIA CIRCUSSOME BACKGROUND ON THE HOPE CITY POLICE SERVICECOMPANY BACKGROUNDB – QUESTIONSRISK MANAGEMENTProject ManagementIntegrated Assessment and AssuranceTEMPLATE EVOLUTIONExample #6. Chapter 13: Quantitative Risk Assessment in ERMABOUT THE CONTRIBUTORClinical RepercussionsABOUT THE CONTRIBUTORSThe Role of VaR in Enterprise Risk Management: Calculating Value at Risk for Portfolios Held by the Vane Mallory Investment BankPreparation of the Author's Report and Communication with the RegulatorEmerging Risk GroupBACKGROUNDHousing Association Case Study of ERM in a Changing MarketplaceGetting to the Root of the ProblemThe Astro GroupRECOMMENDED STRATEGIC ERM MODELStrategic Risk Management Lab CommentaryDeveloping Accountability in Risk Management: The British Columbia Lottery Corporation Case StudyCATEGORIZING VARIOUS RISKS AT ZURICHVALUE MAPSI Overview and Insights for Teaching ERMFirst Evolution: ERM Process AdoptionEmbedding ERM into Strategic Planning at the City of EdmontonABOUT THE CONTRIBUTORComparison of pm2 and ISO 31000 FrameworksStrategic RisksOperational Risk Management Case Study: Bon BoulangerieInterviews within the Police ServiceERM AND THE CENTER FOR HEALTH QUALITY AND INNOVATIONPhilosophy of the ProgramRisk FrameworkAlleged Corruption at Chessfield: Corporate Governance and the Risk Oversight Role of the Board of DirectorsERM MATURITY MODELAdvantages and Criticisms of VaRExample #11. Chapter 19: Bank Capital Regulation and Enterprise Risk ManagementGLOBAL ROLLOUTERM DEVELOPMENT IN THE PASTBENEFITS OF MEASURING PERFORMANCE IN ERM PROGRAMSERM at TD BankExample #2. Chapter 3: ERM and Its Role in Strategic Planning and Strategy ExecutionMANAGING AND MEASURING VALUE CREATIONLearner-Centered TeachingMAIN ISSUES IN POLAND'S ERM IMPLEMENTATIONBACKGROUNDWHAT NEXT?: CURRENT PRIORITIES AND FUTURE DIRECTIONInitial PlanningJPMorgan ChaseYOUR TASK: CALCULATING PORTFOLIO VaR FOR VANE MALLORYOPERATING PLAN WORKSHOPSTHE MANAGEMENT TEAMABOUT THE CONTRIBUTORCURRENT OVERALL ERM DEVELOPMENTCONCEPT FANSADOPTING AND IMPLEMENTING ERM IN COLLEGES AND UNIVERSITIESBim Consultants Inc.ERM in Practice at the University of California Health SystemSELECTING AN ERM FRAMEWORKV Mini-Cases on ERM and RiskScopeABOUT THE LEGO GROUPHistory, Characteristics, and Assumptions of VaRMarket RisksCOMMUNITY VIEWS ON POLICE ISSUESLooking to the Future: JAA's Management of UncertaintyTHE CONTEXTMECO STRUCTUREERM at Mars, Incorporated: ERM for Strategy and OperationsBringing Everything TogetherABOUT THE CONTRIBUTORTHE TRANSFORMATION PLANStep 4: Link Programs, Initiatives, and RisksRisk Assessment MethodologyEvolution of Risk ManagementMoving Forward: Overseeing Strategy and RisksExample #5. Chapter 11: How to Prepare a Risk ProfileChoices Made in 2012/2013GENERAL MOTORS' APPROACH TO ENTERPRISE RISK MANAGEMENTCapital Budgeting ModelsERM AT STATOIL: A BRIEF HISTORYInternal AuditSTRENGTHENING THE PROGRAM – 2010-2013Value and Risk: Enterprise Risk Management at StatoilStep 3: Score Risk ElementsInformation TechnologySELF-DEALING ISSUECONSTRUCTIVE DIALOGUE: THE ESSENTIAL DIFFERENCE BETWEEN FIRMS THAT NAVIGATED THE CRISIS AND THOSE THAT FAILEDOperational RisksBusiness BackgroundTHE UNIVERSITY OF WASHINGTON: A JOURNEY OF DISCOVERYDocument ReviewVI: OTHER CASE STUDIESPurposeEast End Residents AssociationFAILURE MODE, EFFECTS, AND CRITICALITY ANALYSISTHE PAPA MODELThe RCT SubsidiariesSAMPLE CASE STUDYExample #7. Chapter 14: Market Risk Management/Credit Risk ManagementINFLUENCE DIAGRAMSStrategic Risk Management Lab CommentaryAROP: ACTIVE RISK ASSESSMENT OF BUSINESS PROJECTS (STEP 3)OUTCOMES AND LESSONS LEARNEDRoles and ResponsibilitiesDeveloping a Strategic Risk Plan for the Hope City Police ServiceThe Influence of the Size of OrganizationsMARS' ERM HISTORYBACKGROUND – OPERATING ENVIRONMENTABOUT THE CONTRIBUTORII ERM Implementation at Leading OrganizationsModern Portfolio Theory (MPT)Challenges and Obstacles of ERM Implementation in PolandLEARNING FROM THE FIRST ERM INITIATIVEAPPENDIX II: THE HERSHEY COMPANYManagerial SupervisionERM and StrategyBUILDING THE RISK PROFILEZurich Hazard Analysis ToolERM PERFORMANCE MEASUREMENT AND REPORTING AT INTUITWORKING WITH EXTERNAL STAKEHOLDERSStep 5: Determine Indicators and Mitigation ActionsHOW ZURICH USES ITS ERM TOOLS TO CREATE NEW VALUEPROTECTED HEALTH INFORMATION VALUE ESTIMATOR (PHIve)The Reluctant General CounselStrategic Risk Management Lab CommentaryCORPORATE RISK EXERCISEUses of Efficient Frontier Analysis in Strategic Risk Management: A Technical ExaminationCAPITAL ALLOCATION: A FREQUENTLY MISSED PART OF THE ERM FRAMEWORK AND RISK TREATMENTOther InputADDITIONAL TOOLS AND TECHNIQUESPREMIUM REBATE PROGRAMAt First a Few Side Bets, Then Massive SpeculationMATURING: YEARS 1 AND 2Board CompositionEVOLUTION OF ERM AT AOLAnalyzing Performance DataMAJOR ACQUISITIONDEVELOPING A MORE SOPHISTICATED APPROACH TO RISK ANALYSIS AND EVALUATIONPerceived RisksExample #3. Chapter 5: Becoming the Lamp Bearer – The Emerging Roles of the Chief Risk OfficerPostmortemStep 2: Identify Key Risk ElementsRisk-Sensitive CultureREGULATORY ENVIRONMENTPHASE 2 – SUCCESSScope of the Risk FrameworkSugar Markets OverviewBACKGROUNDBACKGROUNDIII Linking ERM to Strategy and Strategic Risk ManagementTWO CONTENTIOUS RECOMMENDATIONSLEGO STRATEGIC RISK MANAGEMENTHope City Citizens for Responsible GovernmentERM CREDIT FINANCING OUTCOMESOperational Excellence, June 2012 to December 2012ExerciseTHE FUTUREExample #8. Chapter 16: Operational Risk ManagementAGGREGATIONTangible ResultsPOLICING AND RISKComparing RCA ToolsEMERGENCE OF ERM IN HIGHER EDUCATIONRisk Appetite DeterminationThe Role of the TeacherFMECA Example 2: Operational Tactics Review ProcessBoard-Level Risk Committee and Executive Risk Committee ResponsibilitiesRisk Management Information Gathering Exercise (January 2010 to June 2011)Lessons Learned: Developing Top Risks Lists and Reporting to Senior ManagementTurning Crisis into Opportunity: Building an ERM Program at General MotorsStrategic Risk Management Lab CommentaryRISK PROFILE: RISK MAP AND ACTION PLANSOPTIMIZING TOTAL RISKABOUT THE CONTRIBUTORASSOCIATION C: ABILITY HOUSING ASSOCIATIONTHE FINANCIAL RISK MANAGEMENT MEETINGSpecific IssueERM Program StaffIII: LINKING ERM TO STRATEGY AND STRATEGIC RISK MANAGEMENTSTATEGIC RISK MANAGEMENT RETURN ON INVESTMENTZURICH'S PROPRIETARY TOOLS USED IN ERM FRAMEWORKAdvisory Committee Recommendations: Create a Culture-Specific ERM ProgramReputational RepercussionsEditor of the Hope City TelegraphASSOCIATION B: RCT HOMESTransforming Risk Management at Akawini CopperLESSONS LEARNEDTWO: OUTCOME AND LESSONS LEARNEDKilgore Custom MillingOrganizational Placement of ERMExternal AuditorsAnalysis of Capital AdequacyRisk Management Move to Corporate Planning, December 2012 to PresentENTERPRISE RISK MANAGEMENT (STEP 1)THE NEW CONTRACTRisk Identification, Assessment, and ReportingSECTOR ISSUESAPPENDIX: LCT ERM EXAMPLES FROM THE HOWResults-Based BudgetingExample #13. Chapter 23: Academic Research on Enterprise Risk ManagementASTRO OVERSEAS LIMITEDMajor Competitive FactorsWHY THE NEED FOR A BOOK WITH ERM CASE STUDIES?Bringing It All TogetherSecond Evolution: Risk Mitigation Progress MeasurementABOUT THE CONTRIBUTORRisk ControlCommon Language and Common FrameworkPresident's Advisory Committee on ERM (PACERM)Legal and Regulatory RepercussionsLessons Learned: Strategic Risk Mitigation and Decision SupportIV: SPECIALIZED ASPECTS OF RISK MANAGEMENTExample #4. Chapter 8: Identifying and Communicating Key Risk IndicatorsStrategic Risk Management Lab CommentaryGOVERNANCEGoldman SachsSector RisksENTERPRISE RISK MANAGEMENT AT ASTROERM: A REEXAMINATION OF PURPOSEKey Success FactorsKILGORE CUSTOM MILLINGOrganizational StructureABOUT THE CONTRIBUTORTHE EVOLUTION OF ENTERPRISE RISK MANAGEMENTAPPENDIX III: ROCKY MOUNTAIN CHOCOLATE FACTORY, INC.VI Other Case StudiesTHE FMECA PROCESSSociete Generale – The Rise of TradingExample #14. Chapter 10: How to Plan and Run a Risk Management Workshop; Chapter 22: Who Reads What Most Often?Insurance RisksCase Study General FindingsLeadership from the Top: President Outlines the ChargeCONTEXT – CITY OF EDMONTONMETHODOLOGY TO DIAGNOSE THE STATUS OF ERM IMPLEMENTATIONTHE HIGHER EDUCATION ENVIRONMENTSOME USEFUL METHODOLOGYMECO RISK MANAGEMENT BACKGROUNDACKNOWLEDGMENTSHealth System Specialized ProgramsRISK MANAGEMENT FRAMEWORK – ACCOUNTABILITYMARKET OVERVIEWOptimizing the Risk and Reward Balance at ZurichAdopting and Adapting the COSO ModelGOVERNANCE DOCUMENTS, INTERVIEWS, AND ON-SITE OBSERVATION REQUESTED BY THE AUTHORCity Auditor's ReportEstablishing the Governance SystemObjectives of Risk ManagementForewordExample: Cause and Effect Analysis on Homelessness and the Criminal Justice SystemUsing Key Risk Indicators to Understand Potential New Risks or Changing RisksA Strategic Approach to Enterprise Risk Management at Zurich Insurance GroupMONTE CARLO SIMULATION (STEP 2)Risk Governance StructureGAINING SENIOR MANAGEMENT OWNERSHIP FOR TRANSFORMATIONRisk Governance Approach at Zurich with Three Lines of DefenseERM STRUCTURE AT UWMilk Markets OverviewLeadershipRISK AGGREGATIONKEY STEPS IN THE DEVELOPMENT OF THE ERM PROGRAMWHAT THE CONSULTANT HEARDV: MINI-CASES ON ERM AND RISKWhy LCT?Culture at UWPortfolio 1: Energy CommoditiesConstructive Dialogue and ERM: Lessons from the Financial CrisisINTENDED USES FOR OUR APPROACHRISK MANAGEMENT PRACTICES WITHIN MECOWar Gaming and Scenario PlanningImplementation History at UWThe Balance of PowerWhat Actually HappenedLEVERAGING ERM TO PRACTICE STRATEGIC RISK MANAGEMENTTHE BEGINNINGS OF THE RISK MANAGEMENT JOURNEYTotal Risk Profiling ToolIV Specialized Aspects of Risk ManagementCocoa Markets OverviewCHARITABLE STATUSBusiness OperationsCAPITAL MANAGEMENTCEO COMPENSATION ISSUETHE ENTERPRISE RISK MANAGEMENT PROGRAMINITIAL ACTIONSERM PROCESSES IN STATOIL TODAYUW UnitsASSOCIATION A: LONDON & QUADRANTABOUT THE CONTRIBUTORSEVOLUTION OF ERM AT UWPrinciplesInterview DataTHE ROLE OF RISK MANAGERS, CHAMPIONS, AND COMMITTEESCompliance, Operations, and Finance Council (COFi)From Business to Retail to Investment Banking, from Private to Public to State OwnershipGeneral Risk Management PoliciesWHAT NUMBERS SAY ABOUT ERM MATURITYStrategic Risk Management Lab CommentaryThird Evolution: Multidimensional Risk Management Performance MeasurementCIB Gets a Boost from Trading TalentTOWARD ERM PROGRAM INITIATIONBACKGROUNDUnderstanding an Organization's Risks Helps Reinforce the Risk CultureRESTARTING THE PROGRAM-2006-2008ZURICH'S BUSINESS RESILIENCE TOOLSJerome Kerviel, an Ambitious OutsiderSUCCESSFUL FIRMS: JPMORGAN CHASE, GOLDMAN SACHS, WELLS FARGO, AND TD BANKHELPING THE BOARD MAKE INVESTMENT DECISIONSInternal Control FrameworkPortfolio 2: EquitiesRisks Affecting Higher EducationDeveloping the ApproachTHE FRONTIERSRisk Oversight PrinciplesStep 1: Identify StrategyCreating a Risk-Aware CultureBLUE WOOD FINANCIAL PERFORMANCEII: ERM IMPLEMENTATION AT LEADING ORGANIZATIONSFIVE WHYS ANALYSISTECHNOLOGYLawConsolidationSociete Generale Group Snapshot, December 2006UW'S ERM MODELEfficient Frontier Insurance FrameworkTHE COMPANYWells FargoRisk Culture at ZurichRisk Management MethodologyCity GovernmentControl EnvironmentLEARNER-CENTERED TEACHING: THE WHYABOUT THE CONTRIBUTORZurich's Risk RoomCAUSE AND EFFECT ANALYSISASSOCIATION D: GREENSQUAREMODERN PORTFOLIO CONCERNS CONTAINED IN THE FRAMEWORKLessons from the Academy: ERM Implementation in the University SettingPRACTICAL APPLICATIONS OF RISK MEASUREMENT FOR INSURANCEREFERENCEA – QUESTIONSTerminologyMALAYSIAAPPENDIX B: RISK MANAGEMENT POLICYCASE STUDY EXAMPLE: TACKLING VIOLENT CRIMEABOUT THE CONTRIBUTORSJPMORGAN CHASE AFTER THE CRISIS: THE PERILS OF HUBRISChief Administrative Officer of the CityExample #10. Chapter 18: Managing Financial RiskLessons Learned: Understanding Corporate CultureExample #9. Chapter 17: Types of RiskUsing Key Performance Indicators to Measure Risk Management EffectivenessDiscovery, Damage Control, and RetributionRisk ToleranceInitial Steps: Strategic Planning and Business ObjectivesZurich Economic Capital ModelValue at RiskRisk Management ApproachINTUIT'S ERM JOURNEYTHE TRANSFORMATION PROCESSTHE INVESTMENT PERFORMANCE DASHBOARDRisk MeasurementFailure and RetrenchmentFORCE FIELD ANALYSISRISK AND VALUE AT RISK OVERVIEWCredit RisksERM at Malaysia's Media Company Astro: Quickly Implementing ERM and Using It to Assess the Risk-Adjusted Performance of a Portfolio of Acquired Foreign CompaniesABOUT THE CONTRIBUTORSPerceived RisksInstitutional ProfileTurning the Organizational Pyramid Upside Down: Ten Years of Evolution in Enterprise Risk Management at United Grain GrowersThe Responsibility for LearningChair of Police Service BoardToronto Dominion Bank (TD Bank)LOCAL CULTUREStrategic Risk Management at the LEGO Group: Integrating Strategy and Risk ManagementFindings on the Process of Selecting and Implementing a FrameworkOperational RepercussionsRISK MANAGEMENT FAULT LINEPilot pm2 Risk Scorecard MethodologyTHE ACQUISITION AND DUE DILIGENCEUnderstanding the IssuesABOUT THE CONTRIBUTORRisk Management FrameworksTotal the ImpactsABOUT THE CONTRIBUTORSERM FOUNDATIONSObjectives and StrategyREVITALIZING THE ERM PROGRAM – 2009-2010Lessons Learned: Identifying RisksABOUT THE CONTRIBUTORSSELECTING AND TESTING A STRATEGIC RISK MANAGEMENT MODELHARVESTING VALUEReputation RisksRisk Monitoring and ReportingENTERPRISE RISK MANAGEMENT AT ZURICHLOOKING FORWARDExample #1. Chapter 2: A Brief History of Risk ManagementCORPORATE GOVERNANCE IN MALAYSIAFOUR ASSOCIATIONSBlue Wood ChocolatesChair of Hope City Chamber of CommerceMission StatementROLE OF THE CHIEF RISK OFFICER AND GROUP RISK MANAGEMENT AT ZURICHNerds GaloreLeveraging ERM to Practice Strategic Risk ManagementLINKS TO STRATEGIC PLAN AND TO OTHER STRATEGIC TOOLSThe Function of ContentBACKGROUND AND IMPLEMENTATIONJAA Inc. – A Case Study in Creating Value from Uncertainty: Best Practices in Managing RiskEvaluation Purpose and ProcessTOTAL RISK OPTIMIZATION: LESSONS LEARNEDAPPENDIX I: BLUE WOOD CHOCOLATESThe Monitor and Review Step – Focus of AOL's ERMAn Innovative Method to Teaching Enterprise Risk Management: A Learner-Centered Teaching ApproachSystem ReliabilityImplementing Risk Management within Middle Eastern Oil and Gas CompaniesQUESTIONSTHE COMPANYRisk Management ProcessEnvironmental Protection DepartmentREPORTINGSPECIAL SITUATIONSSPECIFIC CHALLENGES AND OBSTACLES OBSERVED IN RISK MANAGEMENTAbout the EditorsTD Bank's Approach to an Enterprise Risk Management ProgramCHESSFIELD INC. AND ITS BOARD OF DIRECTORSCHESSFIELD BOARD MEETING TO DISCUSS THE AUTHOR'S RECOMMENDATIONSMeasuring Performance at Intuit: A Value-Added Component in ERM ProgramsWE HAVE TO BUILD THE CHIEF RISK OFFICER/RISK MANAGER PROFESSION FROM SCRATCHFIRMS THAT FAILED TO NAVIGATE THE CRISISTHE LEGO GROUP STRATEGYROLE OF ERM IN THE ACQUISITION PROCESSFinanceWHISTLE-BLOWER COMPLAINTMESSAGE FROM THE CEO REQUESTING TO MEET THE AUTHORManagement Committee Meeting, December 2011SETTING THE CONTEXTBOARD PERCEPTION OF ERM: "WE HAVE TO CHANGE THE WAY WE RUN THE BUSINESS, BECAUSE LACK OF ERM CREATES INEFFICIENT MANAGEMENT"Defining Risk CriteriaLeveraging Technology to Support ERMPresident of the Police AssociationABOUT THE CONTRIBUTORControl Complacency: Rogue Trading at Societe GeneraleTerminologySTRATEGIC RISK MANAGEMENT FRAMEWORK EXAMINEDFour Strategic ScenariosCONSIDERATION OF BEHAVIORAL CONCERNS IN STRUCTURELiquidity RisksCitizens against Racism Community GroupCase Facts: General BackgroundRecommending a Woman to Serve on the BoardWho Was to Blame?FMECA Example 1: Engineering ProcessCalculating Value at RiskUW President and ProvostFIVE KEY CHANGES TO PRACTICE THE WHATExample #12. Chapter 20: Legal Risk Post-SOX and the Subprime FiascoIMPACT OF THE RISK ASSESSMENT TOOLS ON THE PERFORMANCE OF THE COMPANIESERM/Integrated Risk OutcomesAGRICORE UNITEDTools and TechniquesPerceived RisksAPPENDIX A: JAA INC. FINANCIAL STATEMENTSGAME THEORYPREPARING FOR UNCERTAINTY: DEFINING AND TESTING STRATEGIES (STEP 4)Risk OwnersWHO IS GETTING MANAGEMENT BUY-IN FOR ERM?ORGANIZATION CULTUREZURICH GROUP'S ENTERPRISE RISK MANAGEMENT FRAMEWORKThe Role of Root Cause Analysis in Public Safety ERM ProgramsStarting from Scratch: The Evolution of ERM at the Workers' Compensation FundMODERN PORTFOLIO THEORY AS A FOUNDATION FOR EFFICIENT FRONTIER ANALYSISOrganizational Type Impacts Institutional Culture
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