Beware the Fine Print

Introduction

If like most, you base your overall assessment of a country or city based on some-kind of threat rating then you need to read this article before blindly basing all your business decisions upon such tools.

This article will address the development and reporting of security or travel safety threats and how they are communicated. Specifically, the collection of data, affected audience demographics, aggregated indicators, qualifiers and the real threats revealed.

By t

Introduction

If you want to know why the Japan tsunami turned into a far greater disaster than the initial earthquake and learn the 7 main reasons for this calamity, then read on. In this article we will touch on the government, closed cultures, leadership vacuum, system failures and Japanese crisis management, timing and information practices.

By the end of this article you will have the information to act in a much more decisive manner during the next similar crisis or immediately review your cr

Managing Business Travel Risks and Crisis

Introduction

If you know that business travel is not without its risk and the potential for crisis, then you need to read this article.

In this article we are going to talk about the management and containment of crisis as it relates to travellers and travel managers.
The objective of this article is to share with you the collective knowledge on managing crisis and significantly improve your ability to identify and manage a crisis but also improve your busin

Due to the overwhelming interest in the 4th Annual ERM Conference from March 17-18, 2011, the program is currently getting very full. We are working on the last few seats for this conference and want to make sure that anyone who is interested in attending, can do so.

The last day to register is March 7, 2011!!

Current Speakers Include:

Norman Marks, SAP

Susan Sieker, Brinker International, Inc.

Cristina Tate, Hewlett Packard

David Wong, CME Group, Inc.

Geoffrey Smith, Iron Mountain, Inc.

John J. Brown

The Golden Hour and the First 24 Hours!

In the vast majority of cases, regardless of the duration, the end success or successful resolution to a crisis is determined by the initial actions in the first 24 hours. Often referred to as the “Golden Hour” in emergency medicine, the initial hour of the first 24 hours is the foundation upon which the primary phase is predicated. The events, information and decision making process during these two phases will place both individuals and multi national cor

The truth about government travel advisories, warnings and alerts

If you’re like most people and you believe that government travel advisories, warning and alerts represent the most accurate advice for business travellers then you are terribly mistaken.

Here are the key elements that all business travellers and travel managers need to know regarding the validity and application of government travel alerts and travel related advice. Knowing and understanding these few simple issues will save your

“You could be a meteorologist all your life and never see something like this. It would be... the perfect storm.” So goes a classic line in one of the few great Hollywood fishing epics. The Perfect Storm finds fisherman George Clooney and his shipmates venturing out into dangerous waters and being trapped between two momentous and powerful storm fronts. Asset managers may well empathise.

On one front, ever more powerful regulation is blowing in, growing as it does. This regulation comes with eve

The economic crisis of the last few years has forced a renewed focus on the process of risk identification, management and mitigation at corporations across North America. Executives are taking a much closer look at their strategic risk management channels in order to formulate a more rigorous and effective Enterprise Risk Management programs. The interaction between executive management, the board of directors and company shareholders has presented numerous challenges and opportunities in the m

Tony Ridley

In spite of the considerable investment and development around the preservation of assets and the mitigation of risks across conventional corporate assets such as facilities, information, equipment and products, the same methodology and motivation remains far less advanced in regards to human capital.

Before any organization even explores risk management strategies for their human capital it is fundamentally important that they first determine the value at risk. Not only is it a case

Tony Ridley

Volcanos that erupt and disrupt the world’s travel plans don’t happen every day but travel disruptions and threats to travelers do. It often takes a dynamic or amplified event to display just how much planning and oversight goes into day-to-day risk management, in order to reveal just how ineffective the process may be overall.

Travel buyers have admitted that the volcano eruption in Iceland has taken a substantial bite out of their 2010 travel budget, if a new survey is to be believe

Identity and Access Management (IAM) – Thoughts

It’s high time for big enterprises to realize the importance of identity and access management (I&AM) technology as an integral part of their security footprint. Even though I&AM is in the limelight for quite long time, still I believe it’s a relative new term that means different things to different people.

What is Identity and Access Management (I&AM)?

As Wikipedia says, “Identity management or ID management is a broad administrative area that deals

Executive Summary: Sometimes your reputation in the industry is everything for you. Reputation is sacrosanct and hence any risk to the reputation of the company is considered high

I worked at Sony for many years. For a company such as Sony, the brand reputation is sacrosanct. Which means any incident or event which will bring bad name to the company will be considered a “high” risk event. This is much more accentuated because the company is Japanese .

For example a pharma company makes a mistake w

On the surface at least, it’s hard to take away positives in the wake of the financial crisis. Yes, it taught us that we have to manage risk better, improve processes and become more transparent. But it’s the regulators globally that seem to have taken these lessons closely to heart.

With some banks still struggling to conform to Basel II requirements, Basel III is being hotly debated. It will force banks to hold more capital, and many argue that this will bring the end of ‘cheap money’. In the U

What is the objective in any crisis?

It is to maintain company credibility and reputation, and create the perception that as an organization you are doing everything humanely to act in the positive regard to all stakeholders.

If I had the opportunity to address a Board of Directors about the need for adequate crisis response planning and emergency preparation, there are only five points we would discuss, and the discussion would take just a few minutes.

They are: Read more:http://deonbinneman.wordp

"Your brand is created out of customer contact and the experience your customers have of you" - Stelios Haji-Ioannou, Chairman, EasyGroup

The risk management departments are sometimes perceived in negative light due to their role in the organization. The business operation teams view the risk management departments as office police, watch dogs, critics and messengers of bad news. The basic job function of the risk management departments is to:

1. Conduct audits and reviews of business operations and

Despite recent news reports that the Basel III liquidity requirements are to be pared back, financial institutions are still facing vast regulatory challenges. They already have to hold more capital and liquidity, as well as report on this daily. Going forward, institutions will also have to demonstrate the processes and controls used to put together reliable information. Never before have risk and data management been so interwoven.

The real challenges facing institutions looking to showcase the

Why should organizations be concerned about Reputation Risk?

As the world become more and more networked, more and more companies are exposed to a changing set of vulnerabilities. The landscape of risk has changed. No longer can any country or organization ignore the
happenings of 911, Bali and London.

In this new world, incidents can damage a good reputation purely because an organization can take too long to act decisively with problems. For instance a reputation damaging incident can become inte

Many companies navigate the routine complexity of business with adequate or acceptable managem

Team Sport

ent, however it is the truly stellar company/s that excel not only on a routine basis but especially in times of crisis. It is select skills, experience and traits that are able to applied during times of critical decision-making that separate them from the herd. Specific skills and attributes are not something that can be learnt in the minutes and seconds required in order to apply to a criti