Index
Jean-Paul Louisot
(JPLA Consultants LLC, France)
ISBN: 978-1-83608-393-1, eISBN: 978-1-83608-392-4
Publication date: 28 October 2024
This content is currently only available as a PDF
Citation
Louisot, J.-P. (2024), "Index", Grima, S. (Ed.) Enterprise Risk Management in Today's World: A Current and Futuristic View of the Complexity, Resilience, Responsibility and Tools in ERM, Part B (Emerald Studies in Finance, Insurance, and Risk Management), Emerald Publishing Limited, Leeds, pp. 315-327. https://doi.org/10.1108/978-1-83608-392-420241027
Publisher
:Emerald Publishing Limited
Copyright © 2024 Jean-Paul Louisot and Simon Grima
INDEX
Action Reports (AR)
, 230
Adaptability
, 46
Advanced analytics (AA)
, 137
Adverse events
, 138
African Risk Capacity (ARC)
, 235
African Vaccine Acquisition Trust (AVAT)
, 239
After-action reviews
, 232
Age-old accounting approaches
, 112
Aggravating risks
, 197
Agile management of legal risks
, 251
Agile measures
, 203
AMRAE
, 121
Analytical tools
, 273
Antitrust litigation
, 246
Applied Information Economics (AIE)
, 54
Artificial intelligence (AI)
, 61, 137, 155, 177, 283
Assets
, 244
Augmented reality glasses (AR glasses)
, 173
Automotive Pilot Program
, 159
AXA France
, 182–183
Bait marketing
, 277
Bankruptcy risk
, 163
Basic risk appetite
, 127
Bayesian networks for risk modelling
, 59–61
Behavioural economics
, 16
Bioinformatics
, 177
Biological threats
, 234
Black Swan event
, 123, 197
Board
, 142–144, 147–149
accountability
, 155
COVID-19 generated on
, 160–161
efficient partnership between board chair
, 149–150
expectations on ERM Programmes
, 145–147
involvement in risk management
, 162
risk committee’s missions
, 139–140
Board members
, 155–158
relationship between CEO and board and between
, 142
role of
, 164–165
Board of Directors
, 143
Bowtie model
, 7
Brand-building campaigns in ‘new’ world
, 279–280
British extortion laws
, 300
Build Back Better strategy
, 30
Business continuity
, 203
integration of risk management and
, 102–103
specialists
, 103
Business Continuity Management (BCM)
, 100, 103, 262
Business Continuity Plans (BCP)
, 102, 132
Business disruptions
, 123
formalise IT service provider risk management to reduce
, 261–264
Business impact analysis (BIA)
, 102
Business(es)
, 200, 208
leaders
, 192
resilience
, 159, 185
Cannabis
, 206
Captive domiciles
, 120
Captive management centres (CMCs)
, 123
Captives
, 117
captive arrangements to cover new and emerging risks
, 119–120
European captives cope with reinsurance market and transition risks
, 118–119
impact of pandemic on integrated management centres
, 123–126
parametric cover in captive
, 126–128
PCC
, 122
solvency II evolution as applies to
, 120–122
Carbon neutrality campaigns
, 79
Carbon storage
, 196
Cash volatility
, 132
Cassandra
, 271
CEOs
, 149
relationship between CEO and board, and between board members
, 142
Certainty effect
, 17
CertiAI
, 190
CFOs
, 240
Change management plan
, 102
Chief Risk Officer (CRO)
, 7–8, 195
Child sexual exploitation material (CSAM)
, 181
Cindynics
, 8, 12–13
analysis
, 9
approach
, 10
concepts to COVID-19 pandemic
, 11–12
situation
, 10
Circular economy (CE)
, 27, 30–33
definitions, advantages, and solutions within European Union
, 28–29
interaction between sustainability
, 32
Circularity
, 38
Climate change
, 107, 200, 211, 214, 218
litigation
, 268
Climate engineering
, 196
Climate risk
, 198
disclosure
, 79
impact on insurers, reinsurers, and insured
, 214–215
Climate-induced risks
, 211
Climate-Related Financial Information (CRFI)
, 213
Climate-related risks
, 213–214
Cloud computing
, 283
Cloud security threats
, 222–223
Coalition for Epidemic Preparedness Innovations (CEPI) initiatives
, 161, 239
Code-free platform
, 134
Cognitive psychology
, 24
Colonial pipeline
, 301
Commercial insurance market
, 119
Communication
, 82
in ‘new’ world
, 279–280
process
, 86
Companies
, 257
Compensation
, 213
committees
, 159
Complex systems
, 41–43, 46
Complexity
different levels of
, 44
risk
, 42–46
and system design
, 46–47
Compliance
, 266
function
, 252
Comprehensive community approach
, 232
Constant communication
, 285
Context
, 35
Contingency funds
, 99
Continuity management
, 101, 103
in future, combining of risk, crisis
, 103–104
integrating
, 100–102
Contractual risk
, 244–245
Corporate functions approach
, 3
Corporate governance
, 213
principles
, 158
Corporate Planner (CP)
, 8
Corporate resilience
, 153
Corporate Social Responsibility (CSR) risks
, 27, 67
motivates managers’ interest in
, 68
Cost analysis
, 266
Counter-marketing
, 278–279
Counterparty risk
, 133
COVAX
, 239
COVID-19
, 159, 193, 224, 229, 235
cindynic concepts to
, 11–12
crisis
, 34
disruptions
, 41
generated on boards and governance
, 160–161
pandemic
, 136, 296
tropism
, 12
Credit risk
, 136
Criminals
, 297
activity, insurers funding
, 298–299
Crisis & continuity management in future, combining of risk
, 103–104
Crisis and continuity management, integrating
, 100–102
Crisis management (CM)
, 95, 101
as building block of resilience
, 70–72
complementarities and differences between risk and
, 98–100
Criticism
, 19
Crowd-funding
, 111
Cryptocurrencies
, 181, 208
Cryptojacking
, 223
CryptoLocker
, 296
Crystallising risks
, 197
Cultural barriers in workplace, specific issues & approaches to overcome
, 84–86
Cultural differences
, 93
Culture
, 81, 144–145
integrate ESG into
, 76–78
Cyber complexity
, 206
Cyber threats for current decade
, 221–223
Cyber-espionage
, 223
Cyber-risks
, 104, 262, 293
blackmail not set dangerous precedent
, 297–298
governments ever ban ransom payments
, 299–300
insurers funding criminal activity
, 298–299
management
, 185, 189–190, 295
pandemic events
, 300–302
ransomware and victims
, 302–303
steps of ransomware attack
, 296–297
Cyber-security
, 111, 154
market
, 222
ventures
, 296
Cybercriminals
, 222, 299
DarkSide
, 302
Data
, 111
analysis
, 52
analytics contribute to RM
, 51–53
integration system
, 77
protection
, 177
security risks
, 289
Data flow diagrams (DFDs)
, 56
Day-to-day risk management
, 144
Debt
, 133
Decentralised Autonomous Organisations (DAOs)
, 175
Decision makers
, 72, 35
Decision-making process
, 283
Deepfake technology
, 222
Demarketing
, 271
in ‘new’ world
, 279–280
strategies
, 276–278
Digital ‘extortion pandemic’
, 302
Digital revolution
, 200
Digital security in metaverse
, 180–182
Digitalisation
, 266
Director of Environment, The
, 11
Directors
, 139
Disasters
, 159
Disruptions
, 194
of raw materials
, 269
Dominant economic thinking
, 16
Dynamic risk management addresses future uncertainties
, 200–203
Ecology
, 47
Economic crises
, 29
Economic discipline
, 16
Economic field
, 279
Economic volatility
, 110
Effective ERM strategy
, 109
Effective risk oversight
, 147
EIOPA’s 2020 Solvency II review opinion
, 121
Embezzlement
, 289
Emergent behaviour
, 43
Emerging risks
, 198–200
captive arrangements to cover new and
, 119–120
in complex and volatile world
, 209–210
Emerging threats
, 222
Empiricists
, 16
Employees
, 187
benefits programmes
, 289
negotiation methods
, 85
training
, 294
Employment-related legal proceedings
, 288
Encryption
, 296–297
Endocrine disruptors (EP)
, 200
Enhanced due diligence (EDD)
, 111
Enterprise Resilience Plans (ERP)
, 189
Enterprise-wide Risk Management (ERM)
, 7, 10, 25, 131, 140–142, 150
approach
, 11
board, and risk appetite
, 142–144
board’s expectations on ERM programmes
, 145–147
gaps in
, 165–169
governance, & culture
, 144–145
governance, risk management, and strengthening resilience
, 188–189
implementation
, 97, 187
innovations for
, 192–193
in new risk universe
, 195–196
processes
, 188
programme
, 95, 113–115, 164
resilient, dynamic, and relevant
, 195–196
rethinking disturbance impact on risk management tools and processes
, 193–195
rethinking ERM implementation as socio-technical challenge
, 186–188
risk management and strategy
, 190–191
strengthening cyber-risk management
, 189–190
value creation
, 193
Entrepreneurship
, 225
Environmental, social, and governance (ESG)
, 76, 207
comprehensive and integrated management of
, 73–75
factors
, 154
future of procurement networks and importance of
, 268–269
issues
, 268
into organisation’s strategy and culture
, 76–78
performance
, 150
practices
, 78
programme
, 280
reporting regulation
, 153
risk approach based on ESG strategy
, 74
risk considerations
, 162
Environmental coverage contracts
, 120
Environmental crimes
, 110–111
Environmental crises
, 29
Environmental demarketing
, 281
Environmental health
, 237
Epidemic Preparedness Index (EPI)
, 236
Ethical conduct
, 114
European captives cope with reinsurance market and transition risks
, 118–119
European Commission (EC)
, 120
European Union (EU)
, 217
challenges and opportunities to address with focus on
, 226–227
circular economy definitions, advantages, and solutions within
, 28–29
Exchange rates
, 133
Expense data analysis
, 266
Exposures portfolio
, 5
Extended reality headset (XR headset)
, 175
Federal Bureau of Investigation (FBI)
, 300
Federal Cyber-Security and Infrastructure Security Agency (CISA)
, 300
Federal Deposit Insurance Corporation, the
, 208
Federal Reserve, The
, 208
Feedback loop
, 47
FERMA
, 121
Financial crisis (2008–2010)
, 164–165
Financial risks
, 261
Financial services
, 97, 261
Financial Stability Board (FSB) Working Group
, 213
Flexibility
, 135
Floods
, 239
Food network
, 207
Food product recalls
, 267
Food supply system
, 207
Ford
, 92
Foreign Asset Control Office (OCFA)
, 300
Fourth Industrial Revolution
, 199, 224, 261
Framework for risk appetite (FRA)
, 143
Franchises
, 273
Fraud
, 133
French National Agency for Security of Information Systems (ANSSI)
, 301
Fundamental Principles of Assurance (FPA)
, 212
Funding medical countermeasures
, 239
Future risk management, role of intercultural risk in
, 93–94
Garbage in–garbage out (GIGO)
, 51
General Data Protection Regulation (GDPR)
, 55
Geoengineering (see Climate engineering)
Geographic risks
, 262
Geopolitical instability
, 202
Global financing
, 239
Global Happiness Index (GHI)
, 279
Global hiring
, 90
Global pandemic
, 123
Global Preparedness Monitoring Board (GPMB)
, 160
Global procurement landscape
, 258
Global Reporting Initiative model (GRI model)
, 37, 79
Global risks
, 217
for decade
, 218–220
management
, 271
Global value chains, risk, resilience, and rebalancing in
, 264–265
Globalisation
, 47
Governance
, 144–145, 185, 188–189
COVID-19 generated on
, 160–161
in metaverse
, 175
Governing Body, The
, 140
Governments ever ban ransom payments
, 299–300
Green economy
, 29
Greenhouse gas (GHG) emissions
, 211
Grey rhinoceros
, 197
Gross Domestic Product (GDP)
, 68, 279
Gross Individual Happiness (GIH)
, 68
Hackers
, 289, 300, 302
Health risk governance, long-term effects of pandemic on
, 158–160
Healthcare institution
, 11
Healthcare sector
, 208
Health–Home care
, 208
Heterodox
, 271
Hierarchical cultures
, 85
High-risk sectors
, 258
Highly enriched uranium (HEU)
, 218
Hiring process
, 286
Hubbard Decision Research
, 53–54
Human beings
, 16
Human capital for resilience
, 156–158
Human capital management (HCM)
, 156
Human resources (HR)
, 77
constraints for decade
, 224–226
main sources of risk in
, 286–291
management
, 283–284
professionals
, 82
risk analysis for
, 284–285
risk issues
, 283
and risk management
, 290–291, 293
risks in new ‘normal’ world
, 292–294
talents at heart of
, 285–286
Hybrid work, new challenges for
, 203–206
Hyperspace of danger
, 9
IAIS
climate risk impact on insurers, reinsurers, and insured
, 214–215
corporate governance
, 213
information communication
, 213–214
IBM Security X-Force
, 297
Identity
, 177
IKEA
, 93
Implementation process
, 73
Index monitoring process
, 115
Individual resilience
, 238
Ineffective integration strategies
, 293–294
Infectious disease
, 237
outbreaks
, 239
Inflation
, 209
Information communication
, 213–214
Information security rules
, 55
Information systems (ISS)
, 55
Instagram
, 238
Institute of Internal Auditors (IIA)
, 164
Insurance
companies
, 299
industry
, 122
markets
, 68, 118
sector
, 214
Insurers
, 72, 197, 213–214
climate risk impact on
, 214–215
funding criminal activity
, 298–299
Intangible asset
, 111–112
Integrated management centres, impact of pandemic on
, 123–126
Integrated risk management
, 206, 271
Integration
, 102, 136
of risk management and business continuity
, 102–103
Intercultural awareness programmes
, 83
Intercultural communication
, 86
Intercultural education programme
, 86
Intercultural management
, 81
challenges and solutions for
, 82–84
Intercultural risk
challenges and solutions for intercultural management
, 82–84
intercultural risk management strategic challenge for companies
, 91–93
management strategic challenge for companies
, 91–93
role of intercultural risk in future risk management
, 93–94
specific cultural barriers in workplace
, 86
specific issues & approaches to overcome cultural barriers in workplace
, 84–86
Specific issues & approaches to overcome linguistic barriers in workplace
, 86–88
ten myths about hiring international employees
, 88–90
Interest rates
, 133
Internal rate of return (IRR)
, 72
Internal threats
, 104
International Bank for Reconstruction and Development (BIRD)
, 238
International Development Association (DA)
, 238
International employees, ten myths about hiring
, 88–90
International Health Regulations (IHR)
, 161
International interactions
, 93
International Network for Government Science Advice (INGSA)
, 69
International Research Society for Sustainable Development 2020 Conference (ISDRS), position of
, 34
Internet experience
, 173
Internet of Things (IoT)
, 222–223, 283
Internet Protocol Address (IP)
, 178
Internet-connected devices
, 104
Interoperable metaverse
, 174
Inventory level
, 266
Investments
, 70
Investors
, 122
ISO 31000 risk definition
, 246
ISO 31022 risk definition
, 246
Isolation effect
, 17
IT service provider risk management to reduce business disruptions
, 261–264
IT Supplier Risk Management (ITRM)
, 261, 263
Just-in-time inventory management
, 266
JV
, 31
Key performance indicators (KPIs)
, 260
Key risk indicators (KRIs)
, 148, 194
Know Your Customer (KYC)
, 111
Knowledge
, 20
Korean market
, 93
Leadership
, 202
Legal analysis
, 251–252
Legal departments
, 245
Legal function
, 255
Legal risk
, 240, 262
analysis
, 250
evaluation and reduction
, 250
identification
, 249
legal department’s role in managing
, 254–255
managing legal risk in time of crisis
, 251–254
mapping
, 247
measuring and managing
, 245–248
six steps for managing
, 248–250
in strategic and tactical thinking
, 255
taxonomy
, 240–245
tolerance policy
, 247
Linear ‘take-do-eliminate’ management model
, 40
Linear committee-based governance processes
, 202
Linear economies
, 38
Linguistic barriers in workplace, specific issues & approaches to overcome
, 86–88
Litigation
, 245
Locky
, 296
Loss aversion
, 18
Lower Earth Orbit (LEO)
, 196
Machine learning
, 283
attacks
, 223
Macro-economists
, 16
Macroeconomics
, 47
Manufacturing channels
, 258
Marginalism
, 15
Marginalist revolution
, 15
Marine industry
, 50
Market risks, ten critical emerging and
, 206–209
Marketing departments
, 275
Marketing emerging risks in complex and volatile world
, 280–281
Marketing risks
, 274
management
, 114, 274
for organisation
, 272–273
Marketing strategies, risk management enhance
, 274–276
Massively multiplayer online role-playing game (MMORPG)
, 179
Materiality assessments
, 36
Mature ERM, organisations need
, 96–98
Mental disorders
, 178
Mental health services
, 208
Mental wellness market
, 208
Mercantilism
, 15
MERS-CoV
, 161
Meta
, 183
Meta-systems
, 47
Metabiota approach
, 235
MetaRoam
, 183
Metaverse
, 173, 183
digital security in
, 180–182
manage risks in
, 177–180
revolutionise life
, 183–184
risks of recreating reality in metaverse
, 176–177
strategic importance of
, 182–183
trust in
, 174–176
Micro-economists
, 16
Microsoft
, 183
threat modeling
, 56
Mid-century Horizon
, 226–227
Middle management
, 138, 292
Middle managers
, 292
Military power
, 233
Minimal marketing strategy
, 272
Mitigation measures
, 263
Mixed reality (MR)
, 180
Model Risk Management (MRM)
, 58, 62, 137
functions
, 136
strategic vision for
, 136–137
Modelling risk
, 57–59
Models critical to managing tomorrow’s risks
, 61–63
Money laundering, five risk to reputation considerations linked with
, 110–111
Montreal–Labour unrest
, 267
Multi-crisis loop
, 218
Multicultural context
, 84
Multiculturalism
, 91
Multifaceted approach to risks/exposures
, 10–11
Multinational companies
, 258
Multinational organizations
, 257
Multiple scales
, 42
Nano-materials
, 200
Nano-particles
, 200
NART website
, 209
National Health Service (NHS)
, 295, 298
Natural capital
, 27
Natural disasters
, 257
risks
, 126
Negotiation
, 91
Nested systems concept
, 43–44
Network
, 289
New York Stock Exchange
, 139
Next pandemic
, 234–236, 239–240
cost to prepare world for next pandemic
, 238–239
five strategies to prepare now for next pandemic, US Experience
, 231–233
Infectious Disease Experts
, 236–238
lessons learned from pandemic in universities
, 230–231
necessary to prepare now for
, 233–234
Next-generation communications technologies
, 283
Non-compliant record keeping with data regulations
, 294
Non-existent integration strategies
, 293–294
Non-scientific methods
, 53
Normative framework
, 199
Northern Rock’s reputation
, 106
Office of the Comptroller of Money (OCC), the
, 208
Operational employees
, 187
Operational resilience
, 96, 189
Operational risks
, 45, 261
Optimal nutrition theory
, 19
Organisational culture
, 94, 144
Organisational governance
, 140
Organisations
, 38, 55, 73, 75, 77, 95, 196, 203, 276
five major marketing risks for
, 272–273
integrate ESG into organisation’s strategy
, 76–78
major threats on organisation for decade
, 220–221
need mature ERM
, 96–98
supply network interruption
, 269
Outbreak preparedness index
, 236
Own Risk and Solvency Assessment (ORSA)
, 121
Pandemic businesses
, 269
Pandemic emergency mechanism
, 161
Pandemic events
, 300–302
Pandemic in universities, lessons learned from
, 230–231
Pandemic on health risk governance, long-term effects of
, 158–160
Pandemic on integrated management centres, impact of
, 123–126
Pandemic risk
, 234
Panic-neglect cycle
, 236
Parametric cover in captive
, 126–128
Parametric insurance
, 126–127
Partnerships
, 273
PASTA
, 55
Perception
, 24
Performance optimization
, 84
Persistent metaverse
, 176
Pet services
, 208
Phishing
, 104
Physiocracy
, 15
Platforms’ systems
, 194
Political, economic, sociological, technological, legal, and environmental analyses (PESTLE)
, 45
Political risk
, 208–209
Portfolio, programme, or project (PPP) governance
, 140
Positive risks
, 246
Post-COVID era, risk from perspective of top management in
, 137–138
Potential risk reduction strategies
, 59
Predictive analytics to reduce event damage costs
, 155
Predictive modelling for risk management
, 50–51
Prejudices elimination
, 286
Pricing strategy
, 273
Private sector
, 71
Process flow diagrams (PFDs)
, 56
Process-based activities
, 225
Procurement network
embed resilience in supply network security design
, 257–260
formalise IT service provider risk management to reduce business disruptions
, 261–264
future of procurement networks and importance of ESG
, 268–269
risk, resilience, and rebalancing in global value chains
, 264–265
security of supply networks at heart of resilience
, 269
strategies to strengthen resilience of supply networks
, 265–268
Procurement professionals
, 265
Procurement risk management
, 114
Product, price, place, and promotion (four P’s of marketing)
, 277
Product recalls
, 267
Production disruption
, 269
Project Leader Network (PLN)
, 9
Project risk
, 45
Promotional risk
, 275
Prospect theory
, 16–18
contribution to evolution of risk management
, 24–25
and risk management
, 21–23
works and implementations
, 18–21
Protected cell captives (PCC)
, 117–118, 122
Protected cell companies (PCC)
, 119
Public health communication
, 237
Public relations (PR) department
, 107
Qualitative approach
, 249
Quantum computers
, 223
Quantum theory
, 10
Radical transformations
, 69
Ransom payments, governments ever ban
, 299–300
Ransomware
, 110, 295, 297, 299
attacks
, 178–179, 296
blackmail not set dangerous precedent
, 297–298
criminals
, 298
governments ever ban ransom payments
, 299–300
insurers funding criminal activity
, 298–299
pandemic events
, 300–302
steps of ransomware attack
, 296–297
and victims
, 302–303
Ransomware-as-a-service (RaaS)
, 223
Rebalancing in global value chains
, 264–265
Reboot program
, 102
Reference point
, 18
Regulators
, 174
Regulatory risk
, 244
Reinsurance market, European captives cope with
, 118–119
Reinsurers
, 197, 213
climate risk impact on
, 214–215
Renewable energies
, 207
Reproductive rate (RT)
, 12
Reputation
, 106–109
index
, 114
managing risk to
, 113–115
risks accelerate and amplify
, 113
Reputational risk
, 107, 272
Resilience
, 150–151, 188–189
crisis management as building block of
, 70–72
definition and measure of
, 259
in global value chains
, 264–265
plans
, 189
security at heart of
, 38–40
security of supply networks at heart of
, 269
of supply networks
, 94, 265
Resilient culture
, 195–196, 227
Resources
, 5
allocation
, 74
classes approach
, 4–13
Respiratory infections
, 239
Retention
, 117
Return-on-investment (ROI) analyses
, 148
Revision process
, 121
Risk Acceptance Authorisations
, 263
Risk analysis
, 250
approach
, 24
and evaluation
, 275
evaluation, and prioritization
, 52
for HR
, 284–285
Risk assessment
, 24
and prioritization
, 62
Risk governance
, 140–142, 157, 188
objectives
, 165
Risk identification
, 52, 275
and assessment
, 247
Risk intelligence
, 97
transforming risk management into
, 134–136
Risk management (RM)
, 36, 41, 49, 67, 99, 167, 177, 185, 188–189, 246
(see also Enterprise-wide Risk Management (ERM))
approach
, 202
Bayesian networks for risk modelling
, 59–61
boards’ involvement in
, 162
critical elements of risk
, 53–54
culture
, 145, 287
data analytics contribute to
, 51–53
framework for AI RM
, 61
functions
, 45
integration of business continuity and
, 102–103
interactions between sustainability and
, 34–40
key trends and issues in
, 154–155
marketing strategies
, 274–276
maturity
, 97–98
modelling risk
, 57–59
models critical to managing tomorrow’s risks
, 61–63
policies
, 253
predictive modelling for
, 50–51
process
, 44
professionals
, 188, 212, 214
prospect theory and
, 21–23
prospect theory contribution to evolution of
, 24–25
rethinking disturbance impact on
, 193–195
risk from perspective of top management in post-COVID era
, 137–138
strategic vision for modelled risk management
, 136–137
strategy
, 155
and strategy
, 190–191
threat modelling in
, 54–57
and top management’s expectations in time of crisis
, 131–134
transforming risk management into risk intelligence
, 134–136
Risk Management Framework model (RMF model)
, 58, 261
Risk managers
, 67, 195, 281
efficient partnership between
, 149–150
Risk modeling
, 49, 62
Bayesian networks for
, 59–61
Risk Return on Investment (RROI)
, 72
Risk to reputation
five risk to reputation considerations linked with money laundering
, 110–111
intangible asset but tangible threat
, 111–112
managing risk to reputation
, 113–115
managing tune in middle
, 109–110
reputation
, 106–109
reputation risks accelerate and amplify
, 113
Risk-based performance management (RBPM)
, 51
Risks
, 255, 272
acumen
, 74
appetite
, 142–144, 164–165, 201
awareness
, 74
centres
, 8
complementarities and differences between CM and
, 98–100
crisis, & continuity management in future
, 103–104
culture
, 74
diagnosis
, 4
formalization
, 62
in global value chains
, 264–265
intangible asset at
, 106–109
integration
, 74
main sources of risk in HR
, 286–291
in metaverse
, 177–180
monitoring and review
, 52–53
multifaceted approach to risks/exposures
, 10–11
perception
, 21–22
postures
, 174
professionals
, 45, 74
of recreating reality in metaverse
, 176–177
reporting
, 53
risk-adjusted decision-making
, 148
risk-based sustainability approach
, 36
risk-conscious culture
, 147
tolerance
, 164
treatment modeling
, 52, 59
Roam, The
, 183
Sarbanes Oxley Act (SOX)
, 136, 139
Scenario-based technology planning
, 160
Scientific process
, 16
Second-hand market
, 209
Security and risk management culture
, 287
Security of supply networks at heart of resilience
, 269
Self-organisation
, 46
Semi-quantitative approach
, 249
Skills development
, 286
Small organisations
, 77
Social cohesion
, 69
Social engineering attacks
, 179, 223
Social media apps
, 238
Social psychology
, 47
Social subsystem
, 187
Societal resilience
, 68–70
Societal resilience concept
, 69
Socio-technical system
, 187
Software-as-a-service solutions (SaaS solutions)
, 132
Solar Industries Association
, 207
Solar power
, 207
Solvency II Directive
, 120
Solvency II evolution as applies to captives
, 120–122
Solvency problems
, 219
Sound risk management
, 286
Spanish Flu pandemic (1918)
, 233
Spreadsheets limitations
, 268
Staff turnover
, 290
Staff’s technological competence
, 293
Stakeholder expectations
, 106
Statistical analysis
, 168
Statistical measurement approach
, 60
STORM
, 127
Strategic analysis
, 191
Strategic process
, 3
Strategic thinking, legal risk in
, 255
Strategy ‘model’
, 49
Strategy risks
, 262
Stress tests
, 143
STRIDE
, 55
Structural legal risk
, 246
Succession plans
, 286
Suppliers relationships
, 266–267
Supply chain risk
, 259
Supply networks
, 38–40, 156, 258
attacks
, 223
embed resilience in design
, 257–260
risk
, 45, 104
risk management
, 269
security of supply networks at heart of resilience
, 269
strategies to strengthen resilience of
, 265–268
Sustainability
, 27, 30–33, 150–151, 280
in decision-making
, 37
interaction between CE and
, 32
interactions between risk management and
, 34–40
principles
, 33
risk perspective
, 36–38
Sustainability Accounting Standards Board
, 79
Sustainable companies
, 280
Sustainable competitive advantage
, 131
Sustainable development
, 11
risk management
, 114
Sustainable economy
, 30
Sustainable risk management in hybrid work environment
, 206
Sustainable supply networks
, 268
Suzuki
, 92
System design, complexity and
, 46–47
Systematic integration of ESG risks
, 151
Systemic risk
, 206
Systemic strategic plan
, 7
Tactical thinking, legal risk in
, 255
Talent acquisition
, 285
Talent gap analysis
, 285
Tangible threat, intangible asset but
, 111–112
Team culture
, 286
Technical subsystem
, 187
Technological developments
, 190
Technological innovations
, 70
Technological risks
, 197
Texas public health researchers
, 231
Theft
, 289
Thought concept
, 19
Threat materialization
, 138
Threat modeling
in RM
, 54–57
tools
, 56
TikTok
, 238
Time of crisis
managing legal risk in
, 251–254
risk management and top management’s expectations in
, 131–134
Tokens nonfungible assets (TNT)
, 174
Toronto–Labour unrest
, 267
Toyota
, 92
Traditional just-in-time model
, 266
Traditional linear economy
, 31
Traditional risk identification approaches
, 201
Traditional risk management (TRM) approaches
, 186
Training and competencies
, 289–290
Transition risk–financial exposure
, 119
Transition risks, European captives cope with
, 118–119
Transparency
, 266
Transparent procurement policy
, 266
Transportation disruption
, 269
TRIKE
, 55–56
Trojan Horse AIDS
, 295
Trust
, 114, 163
in metaverse
, 174–176
Turnover rate
, 290
Turnover volatility
, 133
UK Insurance Linked Security (ILS) legislation
, 122
Ukraine
, 233
Uncertainty
, 54
Underprivileged communities
, 72
United Nations, The
, 30
United Nations Development Programme (UNDP)
, 219, 224
United Nations Forum on Sustainable Insurance (FIS)
, 212
Universities, lessons learned from pandemic in
, 230–231
University of British Columbia (UBC)
, 301
US ESG taxonomy
, 78
US Experience, five strategies to prepare now for next pandemic
, 231–233
US Federal Reserve’s Supervisory Guidance on Model Risk Management
, 58
US Treasury
, 300
Valuable resource
, 292
Value chains
, 265
Value creation
, 147–149
Value function
, 24
Vectors
, 200
Vertical integration
, 267
Victims, ransomware and
, 302–303
Virtual captives
, 117
Virtual currencies
, 181
Virtual reality (VR)
, 173
Visual, agile, and simple threat modelling (VAST modelling)
, 56–57
Volatility, uncertainty, complexity, and ambiguity (VUCA)
, 45
Vulnerability space
, 4
Waste hierarchy
, 33
Waste management
, 30–33
Web 3.0
, 173
Weight function
, 24
Wind power
, 207
Work etiquette
, 84
Workplace
accidents, medical expenses, and loss of productivity
, 288
specific cultural barriers in
, 86
specific issues & approaches to overcome cultural barriers in
, 84–86
specific issues & approaches to overcome linguistic barriers in
, 86–88
Worksite culture
, 286
World Bank, The
, 161, 238
World Food Programme (WFP)
, 218
World Health Assembly
, 224
World Health Organisation (WHO)
, 160
- Prelims
- Part 1. Theoretical Contributions to Risk Management
- Chapter 1: Enterprise Risk Management: Cindynics Contribution
- Chapter 2: Prospect Theory and Its Contribution to ERM
- Chapter 3: Circular Economy and Sustainability
- Chapter 4: Complexity, Systems and Risk
- Chapter 5: Risk Management and Modelling
- Part 2. ERM & Resilience
- Chapter 6: ERM and ESG: Risk Management as the Cornerstone of Resilience
- Chapter 7: Managing Intercultural Risk
- Chapter 8: ERM, Crisis and Continuity
- Chapter 9: Managing Risk to Reputation
- Chapter 10: How to Use Captives in the Post-COVID World?
- Part 3. ERM, Governance & ESG
- Chapter 11: Risk Management from the Top: An Executive Approach to Risk
- Chapter 12: ERM and the Board of Directors
- Chapter 13: Board and ERM, Leading in the Future
- Chapter 14: ERM and Companies' Failure
- Part 4. ERM for Tomorrow
- Chapter 15: Managing Risk in the Metaverse
- Chapter 16: Rethinking the ERM for a New World
- Chapter 17: Managing Emerging Risk: An Ardent Obligation in a Complex and Volatile World
- Chapter 18: IAIS Provides Tools for Insurance Supervisors to Address Climate-Related Risks
- Chapter 19: Key Risks for the Decade and Beyond
- Chapter 20: How to Prepare for the Next Pandemic
- Part 5. ERM Specific Domains & Tools
- Chapter 21: Managing Legal Risk
- Chapter 22: Managing Risk in Procurement Network
- Chapter 23: Marketing, Demarketing, and Risk Management
- Chapter 24: Human Resources Risk Management
- Chapter 25: Cyber-risk and Ransomware
- References
- Bibliography
- Index