Renzo Avesani, Risk Management Director at Unipol Gruppo Finanziario, says that the view of a risk management department that is solely used for risk measurement is not only out-dated but dangerous. To manage risk and compete in today’s risky environment, Avesani says Unipol has integrated risk management into the business strategy. Read Unipol’s methodology for success.
What can corporations and financial institutions do to reinforce or restore the public’s trust? Clark Abrahams says that the answer is easy: improved governance, transparency, a return to fundamentals, and effective stakeholder communication. But this solution starts at the top.
One place to get wiser about the current risk agenda is the RiskMinds Europe conference, held in Geneva. Anders Langgaard, Business Advisor for Risk, SAS, has gathered a few of the discussions – including a very interesting one on CCPs – for you to ponder as you make decisions about 2012.
Accenture’s risk experts share their insights on walking the fine line between a healthy risk appetite and effective risk management to ensure adequate protection while still leaving room for ample marketplace opportunities.
With potentially hundreds of identifiable risks, dealing with them may seem daunting. Let’s break it into more manageable categories. Gary Cokins has labeled four alternative types to help in your organization’s understanding of enterprise risk management.
Today, boards are required to take a much more active role in risk oversight. This is the third In this series of posts where I’m discussing the three key levers that boards can use in their risk oversight. In this post, I’m covering risk policy. Board-approved risk policies are a critical tool for communicating its expectations and requirements for risk management and oversight.
Most companies recognize that effective risk management depends on a clearly articulated statement of risk appetite. Take this five-question quiz to see if your organization’s risk appetite is in line with its risk capacity. Included in this post – a new white paper exploring the role of the board in setting, implementing and monitoring risk appetite.
In the wake of the global financial crisis, boards are taking a much more active role in risk oversight. In this series of posts, I’m discussing the three key levers that boards can use in their risk oversight. In this post, I’m covering risk governance, which establishes the oversight roles and decision points for the board and board committees.
According to Accenture researchers, there are five factors that measure your firm’s risk-bearing capacity. The interactions of these dimensions show the firm’s potential resilience and level of risk it is able to bear. Take a look.
When discussing risk appetite, it’s important to approach the topic from a common set of terms. Here is a glossary of commonly used risk appetite terms and their definitions. Please add your firm’s complementary terms and definitions.
Can banks use data analysis to play ‘Moneyball’?
Are organized fraudsters winning the big data battle?
Turning a cost center into a money generator
Attending the ACFE Fraud Conference and Exhibition?
Plan to attend Increasing Investigator Efficiencies
When: Wed., June 30, 8:30-9:50a.m.
Where: Orlando, FL
Featuring: David Stewart and Dan Barta from SAS’ Fraud and Financial Crimes Practice.
Organized fraud is a growing problem, in large part because it is so hard to detect. In this session, we will show customer examples of how Entity Link analysis improves investigator efficiency by reducing the time spent investigating false-positive alerts and prioritizing events before presenting to investigators. Investigators can now work many times the number of cases and focus on higher-value networks.
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