|Employee engagement and Risk Management
The Economist, Market: Global, Year: 2015
Employees are often said to be a company’s biggest resource. It is equally true that they are its biggest liability. Scarcely a week goes by without a company falling victim to employees-turned-enemies-or-embarrassments… Read more
|CAN STRATEGIC PLANNING PAY OFF?
McKinsey Market: Global, Year: 2014
This article proposes four guidelines to help strategic planners make the crucial leap from plans to decisions.
|Sustainability’s Next Frontier
MIT Sloan Management Review and Boston Consulting Group GC. Market: Global, Year: 2013
This 2013 report looks at companies that “walk the talk” in addressing significant sustainability concerns. So-called “Walkers” focus heavily on five fronts: sustainability strategy, business case, measurement, business model innovation and leadership commitment. For them, addressing significant sustainability issues has become a core strategic imperative and a way to mitigate threats and identify new opportunities.
|Managing the people side of risk
Global McKinsey and Company. Market: Global, Year: 2013
Companies can create a powerful risk culture without turning the organization upside down. Yet processes and oversight structures, albeit essential, are only part of the story. Some organizations have found that crises can continue to emerge when they neglect to manage the frontline attitudes and behaviors that are their first line of defense against risk. Report can be viewed here
|Business Pulse. Exploring dual perspectives on the top 10 risks and opportunities in 2013 and beyond
Ernst & Young. Market: Global 2013
It’s not surprising the biggest opportunity between 2013 – 2015 is innovation in products, services and operations. Read the Full Report.
|Six Growing Trends in Corporate Sustainability.
Ernst and Young. Market: Global, Year: 2013
One key findings of this Ernst and Young report is how the sustainability focus in a growing number of companies is moving from eco-efficiency efforts to a discussion concerning risk reduction and mitigation. As with other sustainability and CSR issues, language is critical and sustainability executives need to learn how to translate the issues they are tracking into the language of enterprise risk management.
|A Sustainability SWOT
World Resource Institute Market: Global, Year 2012
The sustainability Strengths, Weaknesses, Opportunities, Threats analysis (sSWOT) is designed to help drive action and collaboration on environmental challenges, creating business risks and opportunities. sSWOT helps individuals engage and motivate colleagues-particularly those with limited knowledge of environmental issues or corporate sustainability.
|Into Unknown Territory: The limits to adaptation and reality of loss and damage from climate impacts
CARE, Germanwatch, ActionAid and WWF. Market: Global, Year: 2012
The report launched by the four organizations stresses the irreversibility of a changing climate. The four organizations equally warn that the fast pace of climate change is increasingly exacerbating natural disasters, food crises and even migration issues. Adaptation to climate change alone will no longer suffice. The report concludes with a series of recommendations to policy makers to prepare for and manage losses and damages caused by climate change
|What’s the risk? Employing young adults with criminal convictions.
Business in the Community. Market: UK, Year: 2012
Employers are constantly considering risk during recruitment – risk that a person may not fit with the culture of the organisation, risk that a person may not have the skills required to do their job, risk they may be unreliable and untrustworthy, etc.
When recruiting people with unspent criminal convictions, employers may perceive a risk of reoffending, risk of harm to self, others or society, negative reaction from existing workforce and risk of media or third parties uncovering the employment of an ex-offender and using this information to paint the company in a negative light. These risks are perceived to be significantly higher than when employing those without unspent criminal convictions although many of the above theoretically still apply (i.e. risk of harm to self, others or society and a negative reaction from colleagues to an individual).
The recommendations in this report, hope to inform the debate about the perceived risk that young adults with unspent criminal convictions pose to potential employers. It also hopes to start to mitigate some of that risk by informing employers and third party referral partners of current practice. It also hopes to add to the growing body of evidence that suggests it is possible and desirable to provide employment opportunities to young people with unspent criminal convictions.
|Liability for Climate Change?
Munich RE. Market: Germany, Year: 2010
The scientific evidence for human influence in specific damaging weather events is evolving in such a way that the issue of liability is almost certain to arise further in the near future. Munich_RE_Liability_for_Climate_Change.pdf
|Topics GEO Natural Catastrophes 2009 Analyses, Assessments, Positions
Munich RE. Market: U.S., Year: 2010
The report mainly contains two parts: a China survey examines natural hazards, their effects on the insurance industry and the consequences of climate change; information of global significance with an analysis of facts and figures relating specifically to natural catastrophe events in North America. Munlch_RE_Topics_GEO_Natural_catastrophes_2009_Analyses_assessments_positions.pdf
|Guidance on Responsible Business in Conflict-Affected & High-Risk Areas: A Resource for Companies & Investors
Market: Global, Year: 2010
The Guidance aims to assist companies in implementing responsible business practices in conflict-affected and high-risk areas consistent with the Global Compact Ten Principles. The focus is to provide a common reference point for constructive dialogue between companies and investors on what constitutes responsible business practices in difficult operating environments. This voluntary guidance is designed to stimulate learning and dialogue and to promote collective action and innovative partnerships through Global Compact Local Networks and other initiatives. Guidance_RB.pdf
|Climate Change Risks Study
Market: Europe, Year: 2010
New research from EIRIS, the London-based non-profit responsible investment research specialists, shows that leading European companies representing ?1.2 trillion by market capitalisation are failing to address the various climate change risks they are exposed to. The EIRIS 2010 European Climate Change Tracker Report focuses on the activities of 300 companies listed on the FTSE Eurofirst Index and analyses both the extent of their climate change impacts and also the quality of their responses to climate change. ClimateChangeTracker(Europe)2010.pdf
|Leaders in the crisis: McKinsey Global Survey Results
McKinsey and Company Market: Global, Year: 2009
Most executives are coping relatively well with the demands and effects of the economic crisis, but people problems loom on the horizon. In this survey a range of executives-from corporate directors and CEOs to middle managers-were asked if and in what way the crisis has led to changes in their professional roles and the ways in which they spend their time on and off the job.
|Shamed and Able. How Firms Respond to being Rated.
Market: US, Year: 2007
This report by Chatterji & Toffel (John F Kennedy School of Government, Harvard)examines how firms respond to third-party ratings of their corporate environmental activities. Using insights from institutional theory, the authors hypothesize that ratings are particualary likely to spur response from firms whose legitimacy is threatened – and thus are shamed – by these ratings. 2007_Shamed_and_able_response_to_disclosure1.pdf
|The Economist: Best Practice in Risk Management
Market: Australia, Year: 2007
In February 2007, The Economist Intelligence Unit surveyed 218 executives around the world about their approach to risk management and their preception of the key challenges and opportunities facing the function. 2007_The_Economist_best_practice_in_risk_management.pdf
|Cracking the complexity code
Market: Global, Year: 2007
When companies treat complexity as something they must overcome, they miss an opportunity. If complexity, in all its aspects, is seen as a challenge to be managed and potentially exploited, not as a problem to be eliminated, businesses can generate additional sources of profit and competitive advantage. Managed well, complexity can also increase the resilience of a company by enhancing its ability to adapt to a changing world. Cracking_the_Complexity_Report.pdf
|Climate Change and the Insurance Industry – no silver-bullet solution
Market: Australia, Year: 2008
This Zurich Report white paper is based on a climate change report From Risk to Advantage, General Insurers as Key Agents for Climate Change Adaptation, which Zurich Financial Services Australia (Zurich Australia) commissioned from the highly regarded climate change consulting organisation, Climate Risk. The global report looked at the impact of climate change on the general insurance industry, the issues it faces and what the industry is doing about it. Climate_change_and_the_insurance_industry.pdf
|Climate Change: Business Risks and Solutions
Market: Europe, Year: 2006
This report provides background on the science behind climate change, discusses the business risks and opportunities associated with climate change, addresses development of risk management strategies, outlines relevant insurance coverage issues, and looks at the risks involved with the rapidly developing renewable and alternative energy. climateChange200604.pdf
|Good boss, bad times
Robert Sutton, McKinsey and Company. Market: Global, Year: 2009
Management expert Robert Sutton shares lessons on handling layoffs and teams in crisis. Layoffs, pay cuts, and organizational reordering have become widespread realities in a downturn. In this interview, management professor and author Robert Sutton offers his advice on how to be a good boss in today’s difficult climate. . Listen to the podcast, watch the video or read the transcript.