Tagarchief: Corporate

Nørby Committee’s Report

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Copenhagen Stock Exchange | 2001

Following the release of the Cadbury Report in 1992, Denmark formulated their recommendations for good corporate governance. In 2001 The Nørby Committee’s Report on Corporate Governance in Denmark was published.

“Over the past 15-20 years, the international arena has witnessed a significant public debate about which major principles should be employed to govern companies. The general term for these principles is corporate governance, a concept that is difficult to translate into Danish. In our opinion the concept can be defined as:

“The goals, according to which a company is managed, and the major principles and frameworks which regulate the interaction between the company’s managerial bodies, the owners as well as other parties, who are directly influenced by the company’s dispositions and business (in this context jointly referred to as the company’s stakeholders). Stakeholders include employees, creditors, suppliers, customers and the local community.””

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Risk Culture

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Under the Microscope Guidance for Boards

The Institute of Risk Management | 2012

Richard Anderson, Chairman of The Institute of Risk Management: “For over 25 years, the Institute of Risk Management has provided leadership and guidance to the emerging risk management profession with a unique combination of academic excellence and practical relevance. The Institute’s profile continues to grow internationally with heightened interest in the management of risk across government, public, and business domains.“

This board guidance on risk culture is our latest contribution to thought leadership in the field. Although essential, the continuing parade of organisational catastrophes (and some notable successes) demonstrates that frameworks, processes and standards for risk management are insufficient to ensure that organisations reliably manage their risks and meet their strategic objectives. What is missing is the behavioural element: why do individuals, groups and organisations behave the way they do, and how does this affect all aspects of the management of risk?

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Risicomanagement in kleine gemeenten

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Implementatie hoeft geen belemmering te zijn

Frank Janse en A.H. Schreuders | 2006

Sinds de invoering van het Besluit Begroting en Verantwoording 2004 (BBV 2004) is risicomanagement bij gemeenten volop in beweging. De structurele verankering van risicomanagement vraagt echter om blijvende aandacht en omvat meer dan het uitvoeren van een eenmalig ‘kunstje’ of het opstellen van een weerstandsparagraaf.

De vraag is hoeveel inspanning het kost om risicomanagement in goede banen te leiden. Veel kleinere gemeenten vragen zich dan ook af waarom er, gelet op de eenvoudige structuur van de organisatie, een heel systeem moet worden ingericht, terwijl de risico’s in de weerstandsparagraaf zijn benoemd. In dit artikel zal worden beschreven hoe het proces van risicomanagement eruit ziet en waarom het belangrijk is om dit bij elke gemeente toe te passen.

Implementatie hoeft geen belemmering te zijn

Wat de schrijvers laten zien, is dat door het slim inzetten van een aantal instrumenten de totale inspanning, om risico’s beheersbaar te houden, beperkt kan blijven. Vervolgens zal met behulp van een concreet praktijkvoorbeeld worden beschreven op welke wijze risicomanagement binnen de gemeente Westvoorne wordt aangepakt.Elke gemeente moet invulling geven aan het BBV 2004. Zo dient beleid te worden vastgesteld hoe met risico’s en risicomanagement om wordt gegaan. Tevens dient men jaarlijks een weerstandsparagraaf op te stellen in de beleidsbegroting waarin de benodigde weerstandscapaciteit wordt onderbouwd. Door middel van de implementatie van risicomanagement kan blijvend aan deze eisen worden voldaan.

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The Power of Organizations

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A New Approach to Organizational Theory: How organizations developed in history, how they operate, and how research on them has evolved.

Heather A. Haveman | 2022

Organizations are all around us: government agencies, multinational corporations, social-movement organizations, religious congregations, scientific bodies, sports teams, and more. Immensely powerful, they shape all social, economic, political, and cultural life. They are critical for planning and coordinating every activity, from manufacturing cardboard boxes to synthesizing new drugs and reducing greenhouse gas emissions. To understand our world, we must understand organizations.

The Power of Organizations defines the features of organizations, examines how they operate, traces their rise throughout a millennium, and explains how research on organizations has evolved from the mid-nineteenth century to today.

Heather Haveman shows how almost all contemporary research on organizations fits into three general perspectives: demographic, relational, and cultural. She offers constructive criticism of existing research, showing how it can be remade to be both more interesting and influential. She examines how we can use existing theories to understand the changes wrought by digital technologies, and she argues that organizational scholars can and should alter the impact that organizations have on society, particularly societal and global inequality, formal politics, and environmental degradation.

The Power of Organizations demonstrates the benefits and dangers of these ubiquitous foundations of modern society.

Bibliography

Haveman, H. (2022). The Power of Organizations: A New Approach to Organizational Theory. Princeton University Press.

Is het einde van risicomanagement nabij?

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Tijd voor een collectieve herbezinning!

Marinus de Pooter | 2014

Voor wie zijn oor te luisteren legt in uiteenlopende sectoren doemt spoedig het beeld op dat risicomanagement in de praktijk maar beperkt aanslaat. En dat ondanks alle gedane investeringen en de energie die er in de afgelopen jaren in is gestoken. Als risicomanagement inderdaad zoveel goeds brengt (zoals gewoonlijk wordt beweerd), hoe kan het dan dat lijnmanagers niet massaal afkomen op trainingen en congressen? Waarom staan zij niet in de rij om meer te leren over al die prachtige concepten en instrumenten (inclusief de vele indrukwekkende software applicaties)? Is het als managementsysteem zo slecht verkocht of kan het gewoon niet waar maken wat er wordt beloofd? Wellicht is het een combinatie van beide. 

Marinus de Pooter

Het is tijd voor iets beters. Wat mij betreft is het einde van conventioneel risicomanagement nabij. Ik doel op de instrumentele benadering vanuit een aparte staffunctie. Het beperkte enthousiasme voor deze gebruikelijk opzet komt volgens mij door meerdere factoren. Ik noem een aantal observaties vanuit de adviespraktijk.

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The future of risk

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Ernst & Young | 2009

Protecting and enabling performance: albeit painful, progress ultimately results from crisis. The current downturn is causing companies to challenge their risk management processes and ask how they can further improve their risk management efforts.

Against this backdrop, we conducted a survey to provide a snapshot of the current risk environment and to understand organizational attitudes toward enterprise risk management. We were also interested in understanding how recent events have impacted approaches to risk management and organizations’ abilities to identify and manage different types of risk. Never has there been a more critical time to define a path forward for the “future of risk”. 

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COSO

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Committee of Sponsoring Organizations (COSO) | 1985

This Internal Control—Integrated Framework was developed by the Committee of Sponsoring Organizations (COSO) of the Treadway Commission.

The American Accounting Organization (AAA), American Institute of Certified Public Accountants (AICPA), Financial Executives International (FEI), Institute of Internal Auditors (IIA), and Institute of Management Accountants (IMA) Organizations seeking to scale find that this framework offered an approach to enterprise risk management (ERM) sensitive to variability from one organization to the next.

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