The 2023 Banking Turmoil and Liquidity Risk: a Progress Report (BCBS)
The banking turmoil of March-May 2023 was the most significant system-wide banking stress since the Great Financial Crisis in terms of scale and scope. Over the span of 11 days – from 8 to 19 March 2023 – four banks with total assets of about $900 billion were shut down, put into receivership or rescued. Subsequently, a bank with roughly $230 billion of assets was closed on 1 May 2023. The bank failures, while having largely distinct causes, triggered a broader crisis of confidence in the resilience of banks and banking systems across multiple jurisdictions.
Cybersecurity Risk Management in Agile development: Protecting Data and System
The rapid evolution of technology and the increasing complexity of systems have made cybersecurity a critical concern for organizations, particularly in the context of Agile development. Agile methodologies prioritize flexibility, collaboration, and iterative progress, which can inadvertently introduce unique cybersecurity risks. This paper explores the integration of cybersecurity risk management practices within Agile development frameworks, emphasizing the need for organizations to proactively address vulnerabilities while maintaining the agility of their development processes.
IRMSA Risk Report – South Africa Risks 2024/25
‘Managing the risks that attend to the pursuit of sustainable development.’
South Africans today may feel that they are living inside Charles Dickens’ Tale of Two Cities. In the One City, a smaller portion of society feels empowered and excited about the unfolding future, gathering pace on the wings of the ongoing technological revolution and new political possibilities. The unprecedented results of the 2024 elections require citizens, political parties, the State, and corporates to reinvent a political future that will serve the interests of our entire nation. Yet in Another City, a larger portion of our nation remains excluded from the benefits of democracy and a more equalitarian world. Being caught in this Tale of Two Cities is not unique or confined to South Africa. The explosion of communication technologies has brought us into each other’s living rooms locally and globally, so to speak. This has enabled the world to both share and tackle its interrelated challenges – polycrises and permacrises. Our collective effort to identify and resolve these challenges is guided by the agenda set by the UN Sustainable Development Goals.
Global risk & resilience outlook 2026
The report outlines an “expanding risk zone” in 2026, where frequent, fast-moving and interconnected threats overwhelm traditional business continuity and demand integrated organizational resilience. It highlights ten critical risks: cyberattacks and systemic cyber risk, AI’s dual edge, climate-driven natural disasters, geopolitical conflict, supply-chain shocks, misinformation, regulatory fragmentation, macro‑financial instability, talent shortages and overlapping polycrises. Survey data show half of organisations lack a formal critical event management strategy and many never test plans, revealing major gaps in training, technology and crisis communications. The report proposes a five‑stage resilience strategy and high‑velocity critical event management to move from reaction to anticipation
Navigating Risk in the Modern Business Landscape: Strategies and Insights for Enterprise Risk Management Implementation
As businesses actively seek ways to safeguard their valuable data and resources, efficient defense techniques are paramount. The surge in cyber threats, driven by malicious attacks and cybercrime fueled by internet technology and mobile apps, emphasizes the urgency for comprehensive risk management strategies. Effective risk management strategies have become indispensable for competitive businesses. ERM entangles determining, evaluating, and thwarting potential hazards that endanger business objectives.
Cyber Risk Survey – South Africa – 2023
The survey offers commentary on the future direction of cybersecurity given the rapidly evolving manner of the risk, it’s solutions and legislative policies, to provide forward looking guidance to organisations. With the changes to the velocity and severity of the risk drivers associated with cyber, organisations should consider the following:
1.Is there sufficient awareness of the risk, from a governance perspective?
2.Is there sufficient protection against it, from a business resilience perspective?
3.Is there sufficient balance sheet protection?
McKinsey on Risk & Resilience: Managing Risks to achieve Resilience
Welcome to the latest issue of McKinsey on Risk & Resilience, now a subscription-based, quarterly publication featuring the latest trends, research, insights, and best practices related to financial and nonfinancial risks, and how to build and strengthen business resilience in an ever-evolving world.
Overview of Fraud Risk Management
Does your organisation follow a specific risk management model? If so, which one? Do you think this model adequately addresses the risks your organisation faces? Why or why not?
Guidelines for Counterparty Credit Risk Management (BCBS)
These guidelines set out critical aspects of effective management of banks’ counterparty credit risk (CCR) and sound practices regarding what constitutes a robust CCR management framework. CCR is the risk that the counterparty to a transaction could default before the final settlement of a transaction’s cash flows. CCR is a multidimensional form of risk, affected by both the exposure to a counterparty as well as the credit quality of the counterparty, both of which can be sensitive to highly dynamic and fast-moving changes in financial markets.