BILIF-IERP® Risk Forum: Living With The Pandemic
“Prepare to live with the pandemic,” said keynote speaker Dr Anthony Dass, Group Chief Economist, Head of AmBank Research and member of Malaysia’s Economic Action Council Secretariat. “Prepare to digitise.” He was speaking on the second day of the two-day Risk Forum organised by the IERP® and the Brunei Institute
Factors Influencing Accelerating Adoption Of ERM
More and more organisations are beginning to realise the effectiveness of Enterprise Risk Management (ERM) and are actively looking for ways of making it work for them. Many factors have come together to bring about this growing acceptance; education, internationally-accepted standards for risk management and best practices are just three
The Relationship Between BCM, DRP And Crisis Management
To determine the relationship between Business Continuity Management (BCM), Disaster Recovery Planning (DRP) and Crisis Management, these first need to be defined. BCM is the process of planning for disruptive incidents so that any damage and down time resulting from the incident, will not have extensive impact on the business.
Integrate Principles Into Processes: Integrating Risk Management Principles Into Business Processes
What should organisations be looking at, if they want to integrate risk management principles into their business processes? One of the main aims of integrating risk management into the organisation’s business processes is to enable it to identify and address the risks which confront it at all levels. Achieving this
Risk Culture: What It’s All About
Shaping the right risk culture is an internal activity which includes integrity, hard controls and the division of duties, internal controls, and soft controls to develop the kind of culture the organisation wants. There should be guidelines for ethics, and staff should be trained and aware of what their rights
What Do You Expect Us To Do in Times of Crisis?
There is no shortage of examples of what to do when a crisis hits. From stepping up to the plate and taking responsibility for a major product recall, to some spectacular instances of what not to do when your company is grappling with a major oil spill, there are any
The 4 C’s in Crisis Management: Look Back to Look Forward
What happens when an organisation realises it’s in a predicament? The usual response is to move to contain damage, assure shareholders that the incident is being appropriately managed, and (hopefully) recoup losses. In these situations, the first moves are to contain, command and control. The fourth C is communicate –
This Is How We Do Things
What exactly is corporate culture? While the term is generic, and usually refers to the major characteristics of a company, there is nothing generic about corporate culture when it comes to how it is practised within the various organisations. Each one has a bespoke culture, developed and perpetuated by the
There is more to corporate ethics than meets the eye
Every case of fraud, corruption, exploitation and oppression has at its root, a lack of ethics; perhaps not a complete absence of it but certainly enough to retard the perpetrators’ integrity. Ethics and integrity: you can’t have one without the other. These become even rarer commodities especially in the world