State of Risk Oversight – Enterprise Risk Management Practices – 2024
Organizations operate in a global environment where myriad uncertainties can arise and trigger risks impacting an
organization’s strategic success. Organizations with a robust, enterprise-wide and strategically focused approach to managing risks increase the odds that these risks can be managed proactively so that key strategic initiatives stay on track.
Comeback or evolution? Examining Organizational Resilience Literature in pre and during COVID-19
Purpose – The ability of companies to develop organizational resilience before, during and after crises is crucial for their development and growth. The future forecasts increasingly more crises, thus this paper aims at identifying key topics around organizational resilience in COVID-19 times, differentiating them of pre-crisis literature and synthesizing them into a research framework.
Data Governance: A conceptual Framework, Structured Review, and Research Agenda
Data governance refers to the exercise of authority and control over the management of data. The purpose of data governance is to increase the value of data and minimize data-related cost and risk. Despite data governance gaining in importance in recent years, a holistic view on data governance, which could guide both practitioners and researchers, is missing. In this review paper, we aim to close this gap and develop a conceptual framework for data governance, synthesize the literature, and provide a research agenda.
Measuring community disaster resilience at local levels: An adaptable resilience framework
Decision makers, practitioners and community members need to assess the disaster resilience of their communities and to understand better the risks they face from natural hazards. There is a lack of consensus on what resilience means and how it can be measured as each stakeholder potentially brings a different perspective to understanding community disaster resilience. The paper will identify the key features and characteristics of Community Disaster Resilience (CDR) frameworks from the literature to develop a resilience framework that can be adapted and customised according to stakeholder needs.
IRMSA Risk Report – South Africa Risks 2016
The second edition of the IRMSA South Africa Risks Report is presented during a volatile period in the country’s development, highlighted by Fitch, Standard & Poor’s and Moody’s all lowering their outlook on South Africa’s credit rating to essentially one notch above junk status in December 2015, the rand trading at its worst-ever levels against the pound and the dollar in nominal terms in the same month, Pravin Gordhan being named the third finance minister in less than a week, and widespread public protests. These and other events are occurring as South Africa grapples with the worst drought to hit the country in decades.
KING V Code on Corporate Governance – Background, Objectives and Key Changes
The King V background paper explains that the review of King IV responds to a far more complex context, including climate change, social inequality, geopolitical instability, digital disruption and evolving sustainability reporting standards. The objectives were to align with new regulatory and reporting developments, simplify and clarify the Code, and standardise disclosure via a separate Disclosure Framework. Key changes include reducing the principles from 17 to 13, sharpening recommended practices, clarifying independence criteria and committee composition, strengthening the governance of data, information and technology (especially AI), and explicitly adopting double materiality for sustainability disclosures.
Integrated Strategy, Risk & Resilience (ISRR) Toolkit: Phase 4 Templates
Integrated Strategy, Risk & Resilience (ISRR) Toolkit: Phase 4 Templates Phase IV (Monitor, Review, Record and Report) contains specifications for an ISRR dashboard that combines strategy KPIs, risk and resilience metrics, integrated board and committee reporting templates, and an integrated reporting input template that links ISRR to value creation, preservation and erosion. It further includes……...
Strategic Management of the Organisation: The Essence and Main Components
This article determines the significance and application of the concepts of "control", "management", "strategic management", the quality of management, the important task of management, strategic management of higher education, the process of strategic management "Analysis and forecasting of the market environment."
Integrated Security Management Model: A Proposal applied to Organisational Resilience
The purpose of this article is to contribute scientifically to the thematic areas of
organisational resilience and security risk management by providing a model of a
flexible security management system that can be integrated with other management systems and be applied to the operational dimension of organisational resilience. To this end, the literature on security risk and operational resilience has been reviewed as well as on security governance models based on enterprise security risk management
and other international standards that allow integration with business processes.
During the study, an incipient production of specific models that determine
the maturity of different management systems was observed in the academic sphere, with a gap being detected in terms of security management system maturity models linked to organisational governance and enterprise risk management, which would facilitate their inclusion in the organisation’s integrated management system in a practical way. It is concluded that the proposed model provides scientific support to practitioners, and, to a greater extent, to companies and other organisations irrespective of their size, sector of activity or location.
Emerging stronger – The rise of Sustainable and Resilient Supply Chains
Business responsibility and social purpose is a key element of integrated business strategies, this is demonstrated by significant growth in the level of awareness and focus on ESG in the extended enterprise. However, many organisations don’t have the formal mechanisms to assess or prioritise ESG risks in their extended enterprise, and don’t trust internal/external data available to them.