Managing Business Risk: A Practical Guide to Protecting Your Business Book

Foreword, by Steve Fowler, Chief Executive, Institute of Risk Management Contributors’ notes

Introduction Jonathan Reuvid

Part One: Boardroom focus on risk issues
1.1 Risk recognition in the boardroom and its management
Chris Hodge, Financial Reporting Council Introduction The role of the board The changing nature of risk

1.2 Risk appetite: cut through the hype Allan Gifford, DNV KEMA
Introduction The challenges Designing a risk appetite Expressing risk appetite Using risk appetite as the basis for risk control References

1.3 Capital project risk management: foundations to mastery Ben Cattaneo, Accenture Risk Management
Capital project risk management and its benefits Mastery – capital project risk management to drive capital effectiveness Copyright and disclaimer Notes Sources and references

1.4 Asset integrity risk management Allan Gifford, DNV KEMA
Introduction Overall approach to asset integrity management Resources The link and alignment of asset risk management with ISO 31000
Note Reference

1.5 Piercing the corporate veil: liability of parent companies for the actions of their subsidiaries Paul Eccles, Rachel Reeves and Jocelyn Kirkwood, Shoosmiths
The principles of the corporate veil When a claim might be made against a parent company instead of its subsidiary Parental responsibility Practical steps to protect or reduce a parent company’s liability to its subsidiary – the corporate angle Practical steps to protect or reduce a parent company’s liability to its subsidiary – the insurance angle Summary

1.6 A new dawn for board oversight Amanda Morrison, KPMG LLP
Corporate governance developments Has it all gone horribly wrong?
What are we trying to achieve?
Do we understand who is doing what?
Has risk management been properly embedded into our business processes?
Have we considered our risk appetite?
Do we view risks in isolation?
Have we factored scenario planning into our risk management processes?

1.7 Positive risk: the upside issues Simon King, DNV KEMA
Introduction Organizational challenges How do we see positive risk?
Positive risk terminology Reinforcing the paradigm of downside risk Think like an entrepreneur?
What we can do in practice Notes References

Part Two: Approaches to operational risk management

2.1 Risk-based security Dr Morten Bremer Maerli, DNV KEMA
Characteristics of security risks Components of security risks Reduction of security risk Conclusion Notes References

2.2 Preparing for uncertainty: using scenarios Hans Læssøe, The LEGO Group
Introduction The first approach Defining ‘scenarios version 2’
Preparing for the scenario process Preparing for the future: the process Preparing for the future: the value

2.3 Operational risk in finance: lessons learned from safety-critical industries Gunnar Hauland and Sverre Danielsen, DNV
The evolution of a systems perspective on safety What is human error?
Controls as barriers Learning from incident registration and investigation Learning from risk analyses Organizational culture Conclusion

2.4 Managing risks in the supply chain: reaching new standards Eric E Lehmann, Accenture
Introduction Improving the management of risks in the supply chain Taking risk management live

2.5 Software and Cloud escrow: an effective tool for managing risk and new business opportunities Stephan Peters, Deposix Software Escrow GmbH
Introduction What can go wrong: negative examples and risky situations What can go right – positive examples and opportunities gained Escrow explained Risk and opportunity management with software escrow Conclusion Notes Reference

2.6 Frugal enterprise risk management and ISO 31000
Steven Shackleford, Peter Maggs and Irvine Lauder, WMSNT Limited
Introduction The context for frugal risk management in the present decade The application of ISO 31000 to the charity The benefits of frugal risk management References

Part Three: Risk management applications

3.1 Understanding cyber security risk Martin Sutherland, BAE Systems Detica
The new threats Businesses are at risk Managing the risk Developing a strategy

3.2 Managing business risk in the life sciences industry Mukadder Erdönmez, XL Group
Introduction and overview of the life sciences sector Risks and challenges associated with innovation

3.3 Independent assessment and certification: good for food safety – good for business Cor Groenveld, Lloyd’s Register Quality Assurance (LRQA)
How it all began – the emergence of food safety The drive to harmonization Where we are today The role of independent third-party certification Key components of a robust assessment process Summary

3.4 Opportunities and pitfalls of distance learning Eric Lynn, mylifeQs
Attractions of distance learning Ideal vs less suitable contexts for distance learning Organization-specific learning programmes Risks of distance learning programmes Overcoming the challenges

3.5 Current risk issues in employment Kevin McCavish, Shoosmiths
When an employee resigns without notice, what is the effective date of dismissal?
TUPE service provision changes: how to spot an ‘activity’

Part Four: Risk assessments of high-growth emerging markets

4.1 Managing business risks in Brazil Geert Aalbers and Thomaz Favaro, Control Risks
Introduction The changing face of risk management in the BRICs Business risks in Brazil Closing remarks

4.2 China: balancing opportunity and threat Jonathan Reuvid, Hethe Management Services
Political risk Economic risk Business environment risk Summary References

4.3 Russia: business risk in 2013
Carlo Gallo
Political risk Operational risk Security risk Conclusion Acknowledgement

4.4 India: the risk environment Chietigj Bajpaee, Vivekananda International Foundation
Reform agenda on the back burner Corruption reborn Political pressures take precedence Notes References

4.5 Thailand: manageable business risk Eric Lynn, mylifeQs
Background Business regulations for investors Buildings Political risk People and everyday life Summing up

4.6 South-East Asia: managing risk regionally through delegation Stephen Gill, Stephen Gill Associates
Geography and population South-East Asia’s economics Political landscape Social, cultural and spiritual diversity Business approach and riskv Authority, responsibility and accountability Delegation of authority Effective delegation of authority implementation Corruption risk and managing corruption risk A final word of caution

Appendix: Contributors’ contact list Index Index of advertisers