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1、ctcguidetoEnterpriseRiskManagementBeyondTheory:PractitionerPerspectivesonERMUnderwrittenby:ctcguidetoEnterpriseRiskManagementBeyondTheory:PractitionerPerspectivesonERMByNillyEssaidesContentsIntroductionPage1TimetoShiftGearsPage3Sidebar:WhyERMMattersNowPage3Sidebar:BoardsZero-inonRi
2、skPage5ConnectRiskandStrategicPlanningPage6ThinkAboutRiskDownsideandUpsidePage7Sidebar:S&P’sERMFocusPage8PutNumbersAroundRiskPage9Sidebar:MeasuringEnterpriseTotalCostofRisk?Page10ThinkinTermsofRiskCapacityPage11Conclusion:SuccessTipsPage12CaseStudiesPage14CaseStudy1:TheERMPivotPage
3、14CaseStudy2:IAMGOLDCorporationPage16CaseStudy3:HCAHoldings,Inc.Page19CaseStudy4:JohnsonControlsPage22CaseStudy5:ZurichinNorthAmericaPage27CTCGUIDE:EnterpriseRiskManagementEnterpriseRiskManagementBeyondTheory:PractitionerPerspectivesonERMIntroductionThisisnotthetypicalEnterpriseRis
4、kManagementAccordingtoPeterFrank,PartneratPricewater-(ERM)guide.Often,whenfinancialexecutivesreadhouseCoopers(PwC),whetherornotthere’saformalguidesaboutERM,thosereportsareintheformofaERMprogramisaseparatequestionthanwhetherorbest-practiceslistunderheadingssuchasOversight,notacompan
5、yissuccessfullymanagingitsrisks.SomeGovernanceandStructure,andincludechecklistsforcompanieshaveverysophisticatedriskculturesanddofactorssuchasRiskIdentificationandAssessment.notnecessarilyoverlaythosecultureswithanexplicitThisguidefocusesinsteadontheexperiencesoffiveERMprocess.“The
6、companiesthatdo[ERM]wellhavecompaniesandtheirERMprograms(seeCaseStud-tocombineaculturalappreciationforriskwithrigorofiesonpage14).Basedonextensiveinterviewswithprocess,”notedFrank.Certainlycompaniesinindustriescorporateriskpractitionersandexpertsandincludingsuchaschemicals,oilandba
7、nkinghaveahistoryofquantitativedata,thispractitioner’sguidepresentsdevelopingsophisticatedriskawarenessprograms.Yet,detailedexamplesofthewaysinwhichcompanieshavesomeofthemostspectacularriskfailingsinrecenthis-approachedERMandhowtheireffortsprovidevalu-toryhaveoccurredwithinsuchorga
8、nizations.“Aforensicablein
