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

"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

Well, if you do not, pay attention. Here is a 6 step checklist for what to do:

1. Signal your Buddy.
2. Get close with your Buddy.
3. Link your arms through his/her straps.
4. Open his/her chute.
5. Let your Buddy steer the chute.
6. Suggest that he/she look for an extra soft place to land (water).

There now. Don’t you feel safer?

You say you do not parachute jump? So what good it this?

Well, you must see that this is really good advice that can be applied

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

For many risk managers, the recent financial meltdown has left them questioning the veryessence of risk modeling, used by many since the 1990s to measure their firm’sfinancial risk. Investment firms have traditionally relied on fantasticallycomplex mathematical models for measuring the associated risk in their variousportfolios, primarily to reassure investors that all is well. However, theworldwide events of the past 18 months have, arguably, left the reputation of riskmodeling in tatters. Here

Most of Europe's biggest banks comfortably passed the Committeeof European Banking Supervisors’ recentstress tests and the sector has breathed a visible sigh of relief. However,plenty of uncertainty remains over banks that either squeaked by with justenough capital or passed but did not fully disclose the data that went intotheir calculations. The spectre of counterparty risk, last seen in dramaticform in the wake of the Lehman collapse, is not far from regulators’ andinvestors’ minds amid the c

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

Bad weather or even natural calamities do not affect every city in the world nor every resident of the affected area. Accidents, an inevitable part of some environments, do not affect all your people or totally devalue all your assets. Terrorist do not consider everyone a viable target nor are their actions likely to impact everyone over the course of their lives. The facts remain that only a small percentage of events or incidents resulting in loss of value or productivity will affect your busi