There has been a deluge of press articles about various aspects and trends for ERM over the last several years. Very few of these articles have any new material or contain any substantive analysis or revelations regarding ERM. In this section, we are attempting to highlight the most interesting and most helpful articles about ERM for the practitioner
and not necessarily for the curious or mildly interested.
ERM will add value only as it becomes more integrated into the business. Therefore, we have tried to keep an up to date compendium of information that is compelling and contemporary for the reader.
email this page to a friend
print this pageWhile examining ERM programs S&P will be forming opinions:
- How management thinks about risks and what actions they take on these risks?
- Does management actually manage these risks?
- Is the Risk Management process centralized or de-centralized?
- Is the Risk management process formal or informal?
- Will the company be impaired financially or operationally by any of these risks?
- Does management have stakeholder trust about managing their risks?
- Is the Board of Directors talking about risks on a regular basis?
- Does management decision making reflect the use of an ERM type process?
- Does management understand Risk Tolerance?
- Do resources allocation reflect the risk reward process?
- Are the amount and quality of resources in place to manage an ERM process?
Summary notes from Standard and Poor conference call re: ERM for General Corporates. May 9, 2008
