| 000 | 11215nam a22005413i 4500 | ||
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| 001 | EBC1813670 | ||
| 003 | MiAaPQ | ||
| 005 | 20240729123119.0 | ||
| 006 | m o d | | ||
| 007 | cr cnu|||||||| | ||
| 008 | 240724s2014 xx o ||||0 eng d | ||
| 020 |
_a9781118745762 _q(electronic bk.) |
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| 020 | _z9781118691960 | ||
| 035 | _a(MiAaPQ)EBC1813670 | ||
| 035 | _a(Au-PeEL)EBL1813670 | ||
| 035 | _a(CaPaEBR)ebr10953590 | ||
| 035 | _a(CaONFJC)MIL651318 | ||
| 035 | _a(OCoLC)896833658 | ||
| 040 |
_aMiAaPQ _beng _erda _epn _cMiAaPQ _dMiAaPQ |
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| 050 | 4 | _aHG8051 -- .I475 2015eb | |
| 082 | 0 | _a338.5 | |
| 100 | 1 | _aFraser, John R. S. | |
| 245 | 1 | 0 |
_aImplementing Enterprise Risk Management : _bCase Studies and Best Practices. |
| 250 | _a2nd ed. | ||
| 264 | 1 |
_aNewark : _bJohn Wiley & Sons, Incorporated, _c2014. |
|
| 264 | 4 | _c©2014. | |
| 300 | _a1 online resource (690 pages) | ||
| 336 |
_atext _btxt _2rdacontent |
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| 337 |
_acomputer _bc _2rdamedia |
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| 338 |
_aonline resource _bcr _2rdacarrier |
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| 490 | 1 | _aRobert W. Kolb Series | |
| 505 | 0 | _aIntro -- IMPLEMENTING ENTERPRISE RISK MANAGEMENT -- Contents -- Foreword -- 1 Enterprise Risk Management Case Studies: An Introduction and Overview -- The Evolution of Enterprise Risk Management -- Why the Need for a Book with ERM Case Studies? -- Summary of the Book Chapters -- Part I: Overview and Insights for Teaching ERM -- Part II: ERM Implementation at Leading Organizations -- Part III: Linking ERM to Strategy and Strategic Risk Management -- Part IV: Specialized Aspects of Risk Management -- Part V: Mini-Cases on ERM and Risk -- Part VI: Other Case Studies -- Conclusion -- Notes -- References -- About the Editors -- PART 1 Overview and Insights for Teaching ERM -- 2 An Innovative Method to Teaching Enterprise Risk Management: A Learner-Centered Teaching Approach -- Learner-Centered Teaching: The WHY -- Learner-Centered Teaching -- Why LCT? -- Five Key Changes to Practice the WHAT -- The Balance of Power -- The Function of Content -- The Role of the Teacher -- The Responsibility for Learning -- Evaluation Purpose and Process -- Conclusion -- Questions -- Appendix: LCT ERM Examples from the HOW -- Example #1. Chapter : A Brief History of Risk Management -- Example #2. Chapter : ERM and Its Role in Strategic Planning and Strategy Execution -- Example #3. Chapter : Becoming the Lamp Bearer-The Emerging Roles of the Chief Risk Officer -- Example #4. Chapter : Identifying and Communicating Key Risk Indicators -- Example #5. Chapter : How to Prepare a Risk Profile -- Example #6. Chapter : Quantitative Risk Assessment in ERM -- Example #7. Chapter : Market Risk Management/Credit Risk Management -- Example #8. Chapter : Operational Risk Management -- Example #9. Chapter : Types of Risk -- Example #10. Chapter : Managing Financial Risk -- Example #11. Chapter : Bank Capital Regulation and Enterprise Risk Management. | |
| 505 | 8 | _aExample #12. Chapter : Legal Risk Post-SOX and the Subprime Fiasco -- Example #13. Chapter : Academic Research on Enterprise Risk Management -- Example #14. Chapter : How to Plan and Run a Risk Management Workshop -- Chapter: Who Reads What Most Often? -- References -- About the Contributors -- PART 2 ERM Implementation at Leading Organizations -- 3 ERM at Mars, Incorporated: ERM for Strategy and Operations -- Mars ERM History -- Failure and Retrenchment -- Phase 2-Success -- Global Rollout -- Reporting -- 2007 Operating Plan Workshops -- Technology -- Aggregation -- Template Evolution -- Special Situations -- Major Acquisition -- Conclusion -- Questions -- Note -- About the Contributor -- 4 Value and Risk: Enterprise Risk Management at Statoil -- ERM at Statoil: A Brief History -- ERM Foundations -- ERM Processes in Statoil Today -- Optimizing Total Risk -- Total Risk Optimization: Lessons Learned -- Risk Aggregation -- The Frontiers -- Conclusion -- Questions -- Notes -- References -- About the Contributors -- 5 ERM in Practice at the University of California Health System: -- The Enterprise Risk Management Program -- Leveraging Technology to Support ERM -- Creating a Risk-Aware Culture -- Health System Specialized Programs -- Premium Rebate Program -- ERM and the Center for Health Quality and Innovation -- Protected Health Information Value Estimator (PHIve) -- Reputational Repercussions -- Financial Repercussions -- Legal and Regulatory Repercussions -- Operational Repercussions -- Clinical Repercussions -- Total the Impacts -- ERM and Strategy -- Questions -- Notes -- About the Contributor -- 6 Strategic Risk Management at the LEGO Group: Integrating Strategy and Risk Management -- About the LEGO Group -- The LEGO Group Strategy -- LEGO Strategic Risk Management -- Strategic Risk Management Lab Commentary -- Enterprise Risk Management (Step 1). | |
| 505 | 8 | _aStrategic Risk Management Lab Commentary -- Monte Carlo Simulation (Step 2) -- Risk Tolerance -- Strategic Risk Management Lab Commentary -- AROP: Active Risk Assessment of Business Projects (Step 3) -- Common Language and Common Framework -- Strategic Risk Management Lab Commentary -- Preparing for Uncertainty: Defining and Testing Strategies (Step 4) -- Four Strategic Scenarios -- The PAPA Model -- Strategic Risk Management Lab Commentary -- Stategic Risk Management Return on Investment -- Strategic Risk Management Lab Commentary -- Conclusion -- Questions -- Notes -- References -- About the Contributors -- 7 Turning the Organizational Pyramid Upside Down: Ten Years of Evolution in Enterprise Risk Management at United Grain Growers -- Background-Operating Environment -- Governance -- Leadership -- ERM/Integrated Risk Outcomes -- ERM Credit Financing Outcomes -- Agricore United -- Harvesting Value -- Conclusion -- Questions -- Acknowledgments -- Notes -- About the Contributor -- 8 Housing Association Case Study of ERM in a Changing Marketplace -- Background -- Sector Issues -- Charitable Status -- Sector Risks -- Some Useful Methodology -- Risk Appetite Determination -- Risk Assessment Methodology -- Four Associations -- Association A: London & -- Quadrant -- Mission Statement -- Perceived Risks -- Choices Made in 2012/2013 -- Association B: RCT Homes -- The RCT Subsidiaries -- Perceived Risks -- Association C: Ability Housing Association -- Perceived Risks -- Association D: GreenSquare -- Objectives and Strategy -- Questions -- Notes -- References -- About the Contributor -- 9 Lessons from the Academy: ERM Implementation in the University Setting -- The Higher Education Environment -- Organizational Type Impacts Institutional Culture -- Risks Affecting Higher Education -- Emergence of ERM in Higher Education. | |
| 505 | 8 | _aAdopting and Implementing ERM in Colleges and Universities -- The University of Washington: A Journey of Discovery -- Institutional Profile -- Culture at UW -- Implementation History at UW -- Leadership from the Top: President Outlines the Charge -- Advisory Committee Recommendations: Create a Culture-Specific ERM Program -- Scope of the Risk Framework -- Organizational Structure -- Philosophy of the Program -- Evolution of ERM at UW -- ERM Structure at UW -- UW Units -- ERM Program Staff -- Compliance, Operations, and Finance Council (COFi) -- Presidents Advisory Committee on ERM (PACERM) -- Internal Audit -- UW President and Provost -- UWs ERM Model -- Adopting and Adapting the COSO Model -- Tools and Techniques -- Outcomes and Lessons Learned -- What Next?: Current Priorities and Future Direction -- Conclusion -- Questions -- Notes -- References -- About the Contributor -- 10 Developing Accountability in Risk Management: The British Columbia Lottery Corporation Case Study -- Background -- The Beginnings of the Risk Management Journey -- Learning from the First ERM Initiative -- Restarting the Program-2006-2008 -- Key Steps in the Development of the ERM Program -- Revitalizing the ERM Program-2009-2010 -- Strengthening the Program-2010-2013 -- Building the Risk Profile -- The Role of Risk Managers, Champions, and Committees -- Developing a More Sophisticated Approach to Risk Analysis and Evaluation -- Conclusion -- Questions -- Notes -- References -- About the Contributor -- 11 Starting from Scratch: The Evolution of ERM at the Workers' Compensation Fund -- Toward ERM Program Initiation -- Initial Actions -- Maturing: Years 1 and 2 -- The Future -- Questions -- Notes -- About the Contributor -- 12 Measuring Performance at Intuit: A Value-Added Component in ERM Programs -- Intuits ERM Journey -- ERM Maturity Model. | |
| 505 | 8 | _aBenefits of Measuring Performance in ERM Programs -- Using Key Performance Indicators to Measure Risk Management Effectiveness -- Analyzing Performance Data -- Using Key Risk Indicators to Understand Potential New Risks or Changing Risks -- ERM Performance Measurement and Reporting at Intuit -- First Evolution: ERM Process Adoption -- Second Evolution: Risk Mitigation Progress Measurement -- Third Evolution: Multidimensional Risk Management Performance Measurement -- Conclusion -- Questions -- About the Contributor -- 13 TD Bank's Approach to an Enterprise Risk Management Program -- Background -- ERM at TD Bank -- Understanding an Organizations Risks Helps Reinforce the Risk Culture -- Risk Governance Structure -- Risk Identification, Assessment, and Reporting -- Risk Measurement -- Risk Control -- Risk Monitoring and Reporting -- Conclusion -- Questions -- References -- About the Contributors -- PART 3 Linking ERM to Strategy and Strategic Risk Management -- 14 A Strategic Approach to Enterprise Risk Management at Zurich Insurance Group -- Enterprise Risk Management at Zurich -- Tangible Results -- Optimizing the Risk and Reward Balance at Zurich -- Risk Culture at Zurich -- Zurich Groups Enterprise Risk Management Framework -- Risk Governance Approach at Zurich with Three Lines of Defense -- Integrated Assessment and Assurance -- Internal Control Framework -- Role of the Chief Risk Officer and Group Risk Management at Zurich -- Board-Level Risk Committee and Executive Risk Committee Responsibilities -- Emerging Risk Group -- Working with External Stakeholders -- Zurichs Proprietary Tools Used in ERM Framework -- Total Risk Profiling Tool -- Zurich Hazard Analysis Tool -- Zurichs Risk Room -- Categorizing Various Risks at Zurich -- Strategic Risks -- Insurance Risks -- Market Risks -- Credit Risks -- Liquidity Risks -- Operational Risks. | |
| 505 | 8 | _aReputation Risks. | |
| 588 | _aDescription based on publisher supplied metadata and other sources. | ||
| 590 | _aElectronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries. | ||
| 650 | 0 | _aRisk management -- Case studies. | |
| 655 | 4 | _aElectronic books. | |
| 700 | 1 | _aSimkins, Betty. | |
| 700 | 1 | _aNarvaez, Kristina. | |
| 776 | 0 | 8 |
_iPrint version: _aFraser, John R. S. _tImplementing Enterprise Risk Management _dNewark : John Wiley & Sons, Incorporated,c2014 _z9781118691960 |
| 797 | 2 | _aProQuest (Firm) | |
| 830 | 0 | _aRobert W. Kolb Series | |
| 856 | 4 | 0 |
_uhttps://ebookcentral.proquest.com/lib/orpp/detail.action?docID=1813670 _zClick to View |
| 999 |
_c41812 _d41812 |
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