Narayana Rao Mahankali Week 11 - DiscussionCOLLAPSETop of Fo.docx

Narayana Rao Mahankali
Week 11 - Discussion
COLLAPSE
Top of Form
Week 11 – Discussion:
ERM Measures & Mini case studies:
The organization's ERM goal ought to be to quantify and
express the normal result from accomplishing them. The result
ought to be based, to the degree conceivable, on the normal
helpful effect on the execution estimates that are utilized to run
the organization. This kind of rule suggests, obviously, that the
organization as of now has set up unmistakably verbalized and
surely knew execution proportions of this sort. The types of
risks that ERM to cover and the ERM measures that the
organization should implement to monitor risks include in the
following broad categories: Financial, Operational, Hazard,
Strategic plans.
The key measures I will recommend that Akawini uses in the
monitoring of both progress and performance is to follow in
characterizing the risk types a given organization should cover
in its ERM program and that organization supervisors need to
take care of and oversee in an incorporated manner is that the
risks matter most to the organization's strategic goals. Managers
need an unmistakable, normal comprehension of what the
organization implies by those risks and why they are vital to the
company’s performance.
In setting the extent of their ERM program, organization leaders
need to verify that the extent of risks and extent of processes
are aligned and that they are probably going to enable the
organization to achieve the ERM objectives they have officially
set. Also, in deciding the administration procedures to be
influenced, they should be sensible about the level of impact the
ERM work can apply on the officeholder owners of these
influenced procedures authoritative turf is ordinarily referred to

as a main leading obstacle to compelling ERM. The pragmatic
result is that the underlying scope is frequently less broad than
the long-term desired scope.
References:
· Fraser, J., Simkins, B. & Narvaez, K. (2014). Implementing
enterprise risk management: Case studies and best practices.
Wiley & Sons.
· https://www.logicmanager.com/erm-software/2018/09/05/how-
to-measure-your-enterprise-risk-management-effectiveness/
Bottom of Form
Srilekha Dasari
week 11
COLLAPSE
Top of Form
The Akawini copper company is a mining company with an
international concern for the minerals. The company uses
Enterprise Risk Management to ensure the effectiveness of its
operations. The risk management system for the Akawini
Company when shipping the concentrate to the port by the use
of the trucks. The ERM is also important for the managing of
the 1500 employees working in the suite and the port. The
implemented framework for the management of the risks in the
company is not effective because it is not likely to yield more
profits ("Implementing Enterprise Risk Management: Case
Studies and Best Practices", 2019).
The risk assessment should be done monthly or quarterly and
not on an annual basis. It is important to track the progress of
the system to ensure whether it is yielding positive results or
whether it has failed. This will help in improving the strategies
that are not much effective. It is also putting the risk registers
on personal computers because they can be easily hacked. This
could lead to the use of the company’s data to carry out the
cybercrimes affecting the reputation and performance of the
company.

It is therefore important to have Enterprise Risk Management to
control losses that could affect the operation of the company. I
could recommend the use of the SWOT analysis in monitoring
the progress and performance of the company. The SWOT
analysis will help in identifying the strengths, weaknesses,
opportunities, and threats of the company. When the SWOT
analysis is carried out effectively the company will be able to
identify the risk on time and be able to address it before its
operations are highly affected (Li, 2018).
The Business Software Corporation need to use Enterprise Risk
Management in its operations. The ERMS measure to be used by
the company is a qualitative and quantitative risk analysis by
the management. This will help in identifying the risks that may
affect the company. The analysis will also outline an integrative
system for the risk assessment where all the leaders in the
organization are involved in the risk analysis.
References:
Implementing Enterprise Risk Management: Case Studies and
Best Practices. (2019). Retrieved 3 November 2019, from
https://www.oreilly.com/library/view/implementing-enterprise-
risk/9781118746189/c29.xhtml
Bottom of Form
Sandeep Reddy Thumma
Discussion
COLLAPSE
Top of Form
There might be dangers that fall between the siloes that none of
the storehouse chiefs can see. Dangers don't pursue the board's
authoritative outline and, accordingly, they can develop
anyplace in the business. Subsequently, a hazard might be not
too far off that doesn't catch the consideration of any of the
storehouse chiefs making that hazard go unnoticed until it
triggers a calamitous hazard occasion. For instance, none of the
storehouse chiefs might be focusing on statistic movements

happening in the commercial center whereby populace shifts
towards huge urban territories is going on at a quicker pace than
foreseen. Sadly, this oversight may radically affect the
methodology of a retail association that keeps on searching for
land areas in distant rural areas or progressively rustic
territories encompassing littler urban communities. A few
dangers influence numerous siloes in various ways. Thus, while
a storehouse chief may perceive a potential hazard, the
individual in question probably won't understand the hugeness
of that hazard to different parts of the business. A hazard that
appears to be moderately harmless for one specialty unit, may
really have a critical total impact on the association if it
somehow happened to happen and affect a few business works
all the while. For instance, the head of consistence might know
about new proposed guidelines that will apply to organizations
working in Brazil. Shockingly, the head of consistence limits
these potential administrative changes given the way that the
organization as of now just works together in North America
and Europe. What the head of consistence doesn't comprehend is
that a key component of the vital arrangement includes going
into joint endeavor organizations with elements working
together in Brazil and Argentina, and the head of vital arranging
doesn't know about these proposed regulations. traditional way
to deal with chance administration, singular storehouse
proprietors may not see how an individual reaction to a specific
hazard may affect different parts of a business. In that
circumstance, a storehouse proprietor may objectively settle on
a choice to react in a specific way to a specific hazard
influencing their storehouse, yet in doing with the goal that
reaction may trigger a noteworthy hazard in another piece of the
business.
References:-
Beasley, M. (2016, July 15). What is Enterprise Risk
Management (ERM)? Retrieved
from https://erm.ncsu.edu/library/article/what-is-enterprise-risk-

management.
Bottom of Form
ITS 835 enterprise risk management
Chapter 26-29
Review of 4 Mini case studies on ERM and Risk
University of Cumberlands
1
overview
Collection of four mini-cases
Leaves open ended questions
Presents real life situations
And needs for ERM
Mini-Cases
BimConsultants Inc.
Nerds Galore
The Reluctant General Counsel
Transforming Risk Management at Akawini Copper
2
Bim Consultants Inc.
Consulting firm
10 offices in Canada
3,000 staff
30 partners
“Customers are number one”
But revenue is stagnant
Opportunity to buy out competitor
Purchase would double size and sales
Negotiations must be kept confidential

3
Nerds galore
Canadian IT service company
12 offices
1,000 employees
Grew from founder’s garage
Shift from small start-ups to medium size customers
High turnover of 20% is causing concern
Decreasing customer satisfaction
Steady revenue (for now)
Strategy from new HR VP
Attract the best talent
Retain good people
Manage talent
Optimize the use of people
Rely on outsourcers
Executive team workshop to explore HR risks
Inability to recruit people with needed skills
Loss of staff with key internal knowledge
Uncompetitive labor production
Increased departures of skilled technical staff
Loss of key business know-how
4
The Reluctant General Counsel
Business Software Corporation (BSC)
Silicon Valley, CA
Annual revenue over $1 billion
Board wants ERM
Upper management supports establishing ERM

EVP of development and general counsel
Doesn’t want to be involved in ERM
Risk discussions could be discoverable in lawsuits
U.S. Securities and Exchange Commission (SEC)
Requires disclosure of risks
Recommendation is to not formally pursue ERM
5
Transforming Risk Management at Akawini Copper
Akawini Copper
Mining company acquired by larger United Minerals
Single mine and plant • $774 million in revenue
1,500 employees
United Minerals implemented ISO 31000 framework
Substantially more sophisticated than Akawini’s RM
Launched project to transform Akawini RM to ERM
6
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Additional Praise for
Implementing Enterprise Risk Management

“Educators the world over seeking to make the management of
risk an integral part
of management degrees have had great difficulties in providing
their students with
a definitive ERM text for their course. The Standards and
associated Handbooks
helped, but until the arrival of Implementing Enterprise Risk
Management: Case Stud-
ies and Best Practices, there has been no text to enlighten
students on the application
of an effective program to manage risk across an enterprise so
that objectives are
maximized and threats minimized. Fraser, Simkins, and Narvaez
have combined
with a group of contributors that represent the cream of risk
practitioners, to pro-
vide the reader with a clear and concise journey through the
management of risk
within a wide range of organizations and industries. The
knowledge, skills, and
experience in the management of risk contained within the
covers of this book are
second to none. It will provide a much needed resource to
students and practition-
ers for many years to come and should become a well-used
reference on the desk
of every manager of risk.”
—Kevin W. Knight AM, chairman, ISO/TC 262—Risk
Management
“The authors—Fraser, Simkins, and Narvaez—have done an
invaluable service to
advance the science of enterprise risk management by collecting
an extensive num-

ber of wonderful case studies that describe innovative risk
management practices
in a diverse set of companies around the world. This book
should be an extremely
valuable source of knowledge for anyone interested in the
emerging and evolving
field of risk management.”
—Robert S. Kaplan, senior fellow, Marvin Bower Professor of
Leadership
Development, emeritus, Harvard University
“Lessons learned from case studies and best practices represent
an efficient way
to gain practical insights on the implementation of ERM.
Implementing Enterprise
Risk Management provides such insights from a robust
collection of ERM pro-
grams across public companies and private organizations. I
commend the editors
and contributors for making a significant contribution to ERM
by sharing their
experiences.”
—James Lam, president, James Lam & Associates; director and
Risk Oversight
Committee chairman, E∗ TRADE Financial Corporation;
author, Enterprise Risk Management—From Incentives to
Controls
“For those who still think that enterprise risk management is
just a fad, the varied
examples of practical value-generating uses contained in this
book should dispel
any doubt that the discipline is here to stay! The broad

collection of practices is
insightful for students, academics, and executives, as well as
seasoned risk man-
agement professionals.”
—Carol Fox, ARM, director of Strategic and Enterprise Risk
Practice, RIMS
“Managing risk across the enterprise is the new frontier of
business management.
Doing so effectively, in my view, will be the single most
important differentiating
factor for many enterprises in the twenty-first century.
Implementing Enterprise Risk
Management: Case Studies and Best Practices is an innovative
and important addition
to the literature and contains a wealth of insight in this critical
area. This book’s
integration of theory with hands-on, real-world lessons in
managing enterprise
risk provides an opportunity for its readers to gain insight and
understanding that
could otherwise be acquired only through many years of hard-
earned experience.
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I highly recommend this book for use by executives, line
managers, risk managers,
and business students alike.”
—Douglas F. Prawitt, professor of Accounting at Brigham
Young University,

and Committee of Sponsoring Organizations (COSO)
Executive Board member
“The real beauty of and value in this book is its case study
focus and the wide
variety of firms profiled and writers’ perspectives shared. This
will provide readers
with a wealth of details and views that will help them chart an
ERM journey of their
own that is more likely to fit the specific and typically
customized ERM needs of
the firms for whom they toil.”
—Chris Mandel, senior vice president, Strategic
Solution
s for Sedgwick;
former president of the Risk Management Society
and the 2004 Risk Manager of the Year
“Implementing Enterprise Risk Management looks at many
industries through excel-
lent case studies, providing a real-world base for its
recommendations and an
important reminder that ERM is valuable in many industries. I
highly recommend

this text.”
—Russell Walker, Clinical associate professor, Kellogg School
of Management;
author of Winning with Risk Management
“The body of knowledge in Implementing Enterprise Risk
Management continues to
develop as business educators and leaders confront a complex
and rapidly chang-
ing environment. This book provides a valuable resource for
academics and prac-
titioners in this dynamic area.”
—Mark L. Frigo, director, Strategic Risk Management Lab,
Kellstadt Graduate School of Business, DePaul University
“The management of enterprise risk is one of the most vexatious
problems con-
fronting boards and executives worldwide. This is why this
latest book by Fraser,
Simkins, and Narvaez is a much needed and highly refreshing
approach to the sub-
ject. The editors have managed to assemble an impressive list of
contributors who,

through a series of fascinating real-life case studies, adroitly
help educate readers
to better understand and deal with the myriad of risks that can
assault, seriously
maim, and/or kill an organization. This is a ‘how to’ book
written with the ‘risk
management problem solver’ in mind. It provides the link that
has been missing
for effectively teaching ERM at the university and executive
education levels and
it is an exceptional achievement by true risk management
advocates.”
—Dr. Chris Bart, FCPA, founder and lead faculty,
The Directors College of Canada
“The Institute of Risk Management welcomes the publication of
this highly practi-
cal text which should be of great interest to our students and
members around the
world. Implementing Enterprise Risk Management brings
together a fine collection of
detailed case studies from organizations of varying sizes and
working in differ-
ent sectors, all seeking to enhance their business performance

by managing their
risks more effectively, from the boardroom to the shop floor.
This book makes a
valuable contribution to the body of knowledge of what works
that will benefit the
development of the risk profession.”
—Carolyn Williams, technical director, Institute of Risk
Management
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IMPLEMENTING
ENTERPRISE RISK
MANAGEMENT
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The Robert W. Kolb Series in Finance provides a

comprehensive view of the field
of finance in all of its variety and complexity. The series is
projected to include
approximately 65 volumes covering all major topics and
specializations in finance,
ranging from investments, to corporate finance, to financial
institutions. Each vol-
ume in the Kolb Series in Finance consists of new articles
especially written for
the volume.
Each volume is edited by a specialist in a particular area of
finance, who develops
the volume outline and commissions articles by the world’s
experts in that partic-
ular field of finance. Each volume includes an editor’s
introduction and approx-
imately thirty articles to fully describe the current state of
financial research and
practice in a particular area of finance.
The essays in each volume are intended for practicing finance
professionals, grad-
uate students, and advanced undergraduate students. The goal of
each volume is

to encapsulate the current state of knowledge in a particular
area of finance so that
the reader can quickly achieve a mastery of that special area of
finance.
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IMPLEMENTING
ENTERPRISE RISK
MANAGEMENT
Case Studies and Best Practices
Editors
John R.S. Fraser
Betty J. Simkins
Kristina Narvaez
The Robert W. Kolb Series in Finance
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Cover Design: Wiley
Cover Image: © iStock.com/clauiad
Copyright © 2015 by John R.S. Fraser, Betty J. Simkins,
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To Wendy, my wonderful wife and my inspiration, and to my
parents who instilled in me a lifelong thirst for learning.
—John Fraser
To my husband (Russell) and our family: sons and daughters-
in-law (Luke & Stephanie and Walt & Lauren), daughter and
son-in-law (Susan & Jason), and our youngest daughter (April).
Thank you for your love, support, and encouragement!
—Betty Simkins

I would like to thank my husband and four children for support-
ing me on my journey of writing two chapters and co-editing
this
book. I would also like to thank the Risk and Insurance Manage-
ment Society for supporting me during my educational years
and providing great workshops and conferences on enterprise
risk management.
—Kristina Narvaez
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Contents
Foreword xiii
1 Enterprise Risk Management Case Studies:

An Introduction and Overview 1
John R.S. Fraser, Betty J. Simkins, and Kristina Narvaez
PART I Overview and Insights for Teaching ERM 17
2 An Innovative Method to Teaching Enterprise Risk
Management: A Learner-Centered Teaching Approach 19
David R. Lange and Betty J. Simkins
PART II ERM Implementation at Leading Organizations 37
3 ERM at Mars, Incorporated: ERM for Strategy
and Operations 39
Larry Warner
4 Value and Risk: Enterprise Risk Management at Statoil 59
Alf Alviniussen and Håkan Jankensgård
5 ERM in Practice at the University of California
Health System 75
Grace Crickette
6 Strategic Risk Management at the LEGO Group:
Integrating Strategy and Risk Management 93
Mark L. Frigo and Hans Læssøe

7 Turning the Organizational Pyramid Upside Down:
Ten Years of Evolution in Enterprise Risk Management
at United Grain Growers 107
John Bugalla
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x Contents
8 Housing Association Case Study of ERM in a
Changing Marketplace 119
John Hargreaves
9 Lessons from the Academy: ERM Implementation in
the University Setting 143
Anne E. Lundquist
10 Developing Accountability in Risk Management: The
British Columbia Lottery Corporation Case Study 179

Jacquetta C. M. Goy
11 Starting from Scratch: The Evolution of ERM at the
Workers’ Compensation Fund 207
Dan M. Hair
12 Measuring Performance at Intuit: A Value-Added
Component in ERM Programs 227
Janet Nasburg
13 TD Bank’s Approach to an Enterprise Risk
Management Program 241
Paul Cunha and Kristina Narvaez
PART III Linking ERM to Strategy and Strategic
Risk Management 251
14 A Strategic Approach to Enterprise Risk Management
at Zurich Insurance Group 253
Linda Conrad and Kristina Narvaez
15 Embedding ERM into Strategic Planning at the City
of Edmonton 281
Ken Baker

16 Leveraging ERM to Practice Strategic Risk Management 305
John Bugalla and James Kallman
PART IV Specialized Aspects of Risk Management 319
17 Developing a Strategic Risk Plan for the Hope City
Police Service 321
Andrew Graham
18 Blue Wood Chocolates 335
Stephen McPhie and Rick Nason
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CONTENTS xi
19 Kilgore Custom Milling 363
Rick Nason and Stephen McPhie
20 Implementing Risk Management within Middle
Eastern Oil and Gas Companies 377
Alexander Larsen

21 The Role of Root Cause Analysis in Public Safety
ERM Programs 397
Andrew Bent
22 JAA Inc.—A Case Study in Creating Value from
Uncertainty: Best Practices in Managing Risk 427
Julian du Plessis, Arnold Schanfield, and Alpaslan Menevse
23 Control Complacency: Rogue Trading
at Société Générale 461
Steve Lindo
24 The Role of VaR in Enterprise Risk Management:
Calculating Value at Risk for Portfolios Held by the
Vane Mallory Investment Bank 489
Allissa A. Lee and Betty J. Simkins
25 Uses of Efficient Frontier Analysis in Strategic Risk
Management: A Technical Examination 501
Ward Ching and Loren Nickel
PART V Mini-Cases on ERM and Risk 523
26 Bim Consultants Inc. 525

John R.S. Fraser
27 Nerds Galore 529
Rob Quail
28 The Reluctant General Counsel 535
Norman D. Marks
29 Transforming Risk Management at Akawini Copper 539
Grant Purdy
30 Alleged Corruption at Chessfield: Corporate
Governance and the Risk Oversight Role of the Board
of Directors 547
Richard Leblanc
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xii Contents
31 Operational Risk Management Case Study:
Bon Boulangerie 555

Diana Del Bel Belluz
PART VI Other Case Studies 559
32 Constructive Dialogue and ERM: Lessons from the
Financial Crisis 561
Thomas H. Stanton
33 Challenges and Obstacles of ERM Implementation
in Poland 577
Zbigniew Krysiak and Sl̄ awomir Pijanowski
34 Turning Crisis into Opportunity: Building an ERM
Program at General Motors 607
Marc S. Robinson, Lisa M. Smith, and Brian D. Thelen
35 ERM at Malaysia’s Media Company Astro: Quickly
Implementing ERM and Using It to Assess the
Risk-Adjusted Performance of a Portfolio of Acquired
Foreign Companies 623
Patrick Adam K. Abdullah and Ghislain Giroux Dufort
About the Editors 649
Index 651

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Foreword
Enterprise Risk Management is an evolving discipline focused
on a com-plex and still imperfectly-understood subject. In such
a situation, science isadvanced best by collecting data from
multiple, independent sites. A rich
set of observations educates the field’s scholars and
practitioners and provides the
foundation for them to develop descriptive and normative
theories as well as cod-
ified best practices about the subject.
The authors—Fraser, Simkins, and Narvaez—have done an
invaluable service
to advance the science of enterprise risk management by
collecting an extensive
number of wonderful case studies that describe innovative risk
management prac-
tices in a diverse set of companies around the world. This book

should be an
extremely valuable source of knowledge for anyone interested
in the emerging
and evolving field of risk management. We should be grateful to
the editors and
to each chapter author for expanding the body of knowledge for
risk management
professionals and academics.
Robert S. Kaplan
Senior Fellow, Marvin Bower Professor
of Leadership Development, Emeritus
Harvard University
xiii
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CHAPTER 1
Enterprise Risk Management
Case Studies
An Introduction and Overview
JOHN R.S. FRASER
Senior Vice President, Internal Audit, and former Chief Risk
Officer, Hydro One
Networks Inc.
BETTY J. SIMKINS
Williams Companies Chair of Business and Professor of
Finance, Oklahoma State
University
KRISTINA NARVAEZ
President and Owner of ERM Strategies, LLC
Businesses, business schools, regulators, and the public are now
scrambling to
catch up with the emerging field of enterprise risk management.

—Robert Kaplan (quote from Foreword in Fraser and Simkins,
2010)
Most executives with MBA degrees were not taught ERM. In
fact, there are only
a few universities that teach ERM. So some business school
graduates are strong
in finance, marketing, and management theory, but they are
limited in terms of
critical thinking, business acumen, and risk analysis skills.
—Paul Walker1
THE EVOLUTION OF ENTERPRISE
RISK MANAGEMENT
Over the past two decades enterprise risk management (ERM)
has evolved
from concepts and visions of how risks should be addressed to a
method-
ology that is becoming entrenched in modern management and
is now
increasingly expected by those in oversight roles (e.g.,
governing bodies and
regulators). As Felix Kloman describes in his chapter “A Brief
History of Risk Man-

agement,” published in Fraser and Simkins (2010), many of the
concepts go back
a very long time and many of the so-called newly discovered
techniques can be
1
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2 Implementing Enterprise Risk Management
referenced to the earlier writings and practices described by
Kloman. However,
it is only from around the mid-1990s that the concept of giving
a name to manag-
ing risks in a holistic way across the many operating silos of an
enterprise started
to take hold. In the 1990s, terms such as integrated risk
management and enterprise-
wide risk management were also used. Many thought leaders,
for example, those
who created ISO 31000,2 believe that the term risk management

is all that is needed
to describe good risk management; however, many others
believe that the latter
term is often used to describe risk management at the lower
levels of the organiza-
tion and does not necessarily capture the concepts of enterprise-
level approaches
to risk. As a result, the term ERM is used throughout this book.
As ERM continues to evolve there is still much discussion and
confusion over
exactly what it is and how it should be achieved. It is important
to realize that
it is still evolving and may take many more years before it is
fully codified and
practiced in a consistent way. In fact, there is a grave danger
now of believing
that there is only one way of doing ERM. This is probably a
mistake by regula-
tors who have too eagerly seized some of these concepts and are
trying to impose
them when the methods are not fully understood, and in some
cases the require-
ments are unlikely to produce the desired results. As Fraser and
Simkins (2010)

noted in their first book on ERM: “While regulatory interest can
force ERM into
companies, if not done well, it can become another box-ticking
exercise that adds
little value.”3
The leading and most commonly agreed4 guideline to holistic
risk manage-
ment is ISO 31000. However, it should be mentioned that in the
United States
the COSO 2004 Enterprise Risk Management–Integrated
Framework has been the
dominant framework used to date. Many organizations are
currently adopting
one or the other of these frameworks and then customizing them
to their own
context.
WHY THE NEED FOR A BOOK WITH ERM
CASE STUDIES?
Following the success of the earlier Enterprise Risk
Management: Today’s Leading
Research and Best Practices for Tomorrow’s Executives by
Fraser and Simkins (2010),
we found through our own teaching experiences, and by talking

to others, that
there was an urgent need for a university-level textbook of ERM
case studies to
help educate executives, risk practitioners, academics, and
students alike about
the evolving methodology. As a result, Fraser and Simkins,
together with Kristina
Narvaez, approached many of the leading ERM specialists to
write case studies for
this book.
Surveys have also shown that there is a dire need for more case
studies on ERM
(see Fraser, Schoening-Thiessen, and Simkins 2008).
Additionally, surveys of risk
executives report that business risk is increasing due to new
technologies, faster
rate of change, increases in regulatory risk, and more (PWC
2014). As Paul Walker
of St. John’s University points out in the opening quote of the
2014 American Pro-
ductivity & Quality Center (APQC) report on ERM, “Most
executives with MBA
degrees were not taught ERM. In fact, there are only a few
universities that teach

ERM. So some business school graduates are strong in finance,
marketing, and
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ENTERPRISE RISK MANAGEMENT CASE STUDIES 3
management theory, but they are limited in terms of critical
thinking, business acu-
men, and risk analysis skills.” Learning Centered Teaching
(LCT), as discussed in
Chapter 2, is an ideal way to achieve this. Using LCT and the
case study approach,
students actively participate in the learning process through
constructive reflective
reasoning, critical thinking and analysis, and discussion of key
issues. This is the
first book to provide such a broad coverage of case studies on
ERM.
The case studies that follow are from some of the leading
academics and prac-

titioners of enterprise risk management. While many of the
cases are about real-life
situations, there are also those that, while based on real-life
experiences, have had
names changed to maintain confidentiality or are composites of
several situations.
We are deeply indebted to the authors and to the organizations
that agreed so
kindly to share their stories to help benefit future generations of
ERM practition-
ers. In addition, we have added several chapters where we feel
the fundamentals
of these specialized techniques (e.g., VaR) deserve to be
understood by ERM stu-
dents and practitioners. Each case study provides opportunities
for executives, risk
practitioners, and students to explore what went well, what
could have been done
differently, and what lessons are to be learned.
Teachers of ERM will find a wealth of material to use in
demonstrating ERM
principles to students. These can be used for term papers or
class discussions, and
the approaches can be contrasted to emphasize different

contexts that may require
customized approaches. This book introduces the reader to a
wide range of con-
cepts and techniques for managing risks in a holistic way, by
correctly identifying
risks and prioritizing the appropriate responses. It offers a
broad overview of the
various types of ERM techniques, the role of the board of
directors, risk tolerances,
profiles, workshops, and allocation of resources, while focusing
on the principles
that determine business success.
Practitioners interested in implementing ERM, enhancing their
knowledge on
the subject, or wishing to mature their ERM program, will find
this book an abso-
lute must resource to have. Case studies are one of the best
ways to learn more on
this topic.
This book is a companion to Enterprise Risk Management:
Today’s Leading
Research and Best Practices for Tomorrow’s Executives (Fraser
and Simkins 2010).

Together, these two books can create a curriculum of study for
business students
and risk practitioners who desire to have a better understanding
of the world of
enterprise risk management and where it is heading in the
future. Boards and
senior leadership teams in progressive organizations are now
engaging in building
ERM into their scenario-planning and decision-making
processes. These forward-
looking organizations are also integrating ERM into the
business-planning pro-
cess with resource allocation and investment decisions. At the
business unit
level, ERM is being used to measure the performance of risk-
taking activities of
employees.
As these case studies demonstrate, ERM is a continuous
improvement process
and takes time to evolve. As can be gleaned from these case
studies, most firms that
have taken the ERM journey started with a basic ERM language,
risk identification,
and risk-assessment process and then moved down the road to

broaden their pro-
grams to include risk treatments, monitoring, and reporting
processes. The ulti-
mate goal of ERM is to have it embedded into the risk culture of
the organization
and drive the decision-making process to make more sound
business decisions.
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SUMMARY OF THE BOOK CHAPTERS
As mentioned earlier, the purpose of this book is to provide
case studies on ERM
in order to educate executives, risk practitioners, academics,
and students alike
about this evolving methodology. To achieve this goal, the book
is organized into
the following sections:
Part I: Overview and Insights for Teaching ERM

Part II: ERM Implementation at Leading Organizations
Part III: Linking ERM to Strategy and Strategic Risk
Management
Part IV: Specialized Aspects of Risk Management
Part V: Mini-Cases on ERM and Risk
Part VI: Other Case Studies
Brief descriptions of the contributors and the chapters are
provided next.
PART I: OVERVIEW AND INSIGHTS FOR
TEACHING ERM
The first two chapters provide an overview of ERM and
guidance on ERM educa-
tion. As we have pointed out, education on ERM is crucial and
more universities
need to offer courses in this area. Our conversations with many
ERM educators
and consultants highlight how extremely challenging it is to
achieve excellence in
ERM education.
Chapter 2, “An Innovative Method to Teaching Enterprise Risk
Manage-
ment: A Learner-Centered Teaching Approach,” offers insights

and suggestions
on teaching ERM. This chapter covers the concept of flipping
the classroom with
learner-centered teaching (LCT), distinguishes it from
traditional lectures, and
describes how it can be used in teaching ERM. The LCT
approach emphasizes
active student participation and collaboration on in-class
activities such as case
studies versus the traditional lecture approach. This chapter
provides several
examples as to how LCT can be applied in teaching ERM,
utilizing Fraser and
Simkins’ (2010) book. David R. Lange and Betty J. Simkins,
both experienced ERM
educators, team together to write this chapter. David Lange,
DBA, is an Auburn
University Montgomery (AUM) Distinguished Research and
Teaching Professor of
Finance. He has received many prestigious awards for both
research and teaching
from the University and from several academic associations. He
has taught many
courses in the area of risk management and has consulted in a
significant num-

ber of individual and class insurance–related cases in both state
and federal court.
Betty Simkins, PhD, the Williams Companies Chair of Business
and Professor of
Finance at Oklahoma State University, is coeditor of this book.
PART II: ERM IMPLEMENTATION AT
LEADING ORGANIZATIONS
Part II is a collection of ERM case studies that give examples of
how ERM was
developed and applied in major organizations around the world.
Note that there
is no perfect ERM case study and the objective is for readers to
assess what they
believe was successful or not so successful about these ERM
programs.
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The first case study in this book describes ERM at Mars, Inc.

Larry Warner, who
is the former corporate risk manager at Mars, Inc. and now is
president of Warner
Risk Group, describes the ERM program at the company in
Chapter 3. Mars is
a global food company and one of the largest privately held
corporations in the
United States. It has more than 72,000 associates and annual net
sales in excess
of $33 billion across six business segments—Petcare,
Chocolate, Wrigley, Food,
Drinks, and Symbioscience. Its brands include Pedigree, Royal
Canin, M&M’s,
Snickers, Extra, Skittles, Uncle Ben’s, and Flavia. With such
complex business oper-
ations, Mars recognized the importance of providing its
managers with a tool to
knowledgably and comfortably take risk in order to achieve its
long-term goals.
Mars business units use its award-winning process to test their
annual operating
plan and thereby increase the probability of achieving these
objectives.
The case study in Chapter 4 entitled “Value and Risk: ERM in

Statoil” was writ-
ten by Alf Alviniussen, who is the former Group Treasurer and
Senior Vice Pres-
ident of Norsk Hydro ASA, Oslo, Norway, and Håkan
Jankensgård who holds
a PhD in risk management from Lund University, Sweden.
Håkan is also a for-
mer risk manager of Norsk Hydro. In this case study, the
authors discuss ERM at
Statoil, one of the top oil and gas companies in the world,
located in Norway. In
Statoil, understanding and managing risk is today considered a
core value of the
company, which is written into the corporate directives and
widely communicated
to employees. ERM is thoroughly embedded in the
organization’s work processes,
and its risk committee has managed the transition from a “silo”-
mentality to pro-
moting Statoil’s best interests in areas where risk needs to be
considered.
Chapter 5, called “ERM in Practice at University of California
Health Systems,”
is written by their former Chief Risk Officer (CRO), Grace

Crickette, who is now
the Senior Vice President and Chief Risk and Compliance
Officer of AAA Northern
California, Nevada, and Utah. The University of California’s
(UC) Health System
is comprised of numerous clinical operations, including five
medical centers that
support the clinical teaching programs for the university’s
medical and health sci-
ence school and handle more than three million patient visits
each year. ERM plays
an important role at the UC Health System and assists the
organization in assess-
ing and responding to all risks (operational, clinical, business,
accreditation, and
regulatory) that affect the achievement of the strategic and
financial objectives of
the UC Health System.
The descriptive case study in Chapter 6, written by Dr. Mark
Frigo from
DePaul University and Hans Læssøe, the Strategic Risk
Manager of the LEGO
Group, provides a great example of integrating risk management
in strategy devel-

opment and strategy execution at the LEGO Group, which is
based on an initiative
started in late 2006 and led by co-author Hans Læssøe. The
LEGO methodology is
also part of the continuing work of the Strategic Risk
Management Lab at DePaul
University, which is identifying and developing leading
practices in integrating
risk management with strategy development and execution.
United Grain Growers (UGG), a conservative 100-year-old
Winnipeg, Canada-
based grain handler and distributor of farm supplies, was an
ERM pioneer. Chap-
ter 7 called “Turning the Organizational Pyramid Upside Down:
Ten Years of Evo-
lution in Enterprise Risk Management at United Grain Growers”
analyzes the ERM
program at United Grain Growers 15 years later. When UGG
announced that it
had implemented a new integrated risk-financing program in
1999, it received
a great deal of attention in the financial press. CFO magazine
hailed the UGG

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program as “the deal of the decade.” The Economist
characterized it as a “revo-
lutionary advance in corporate finance,” and Harvard University
created a UGG
case study. While most outside attention focused on the direct
financial benefits
of implementing the program (protection of cash flow, the
reduced risk-capital
required, and a 20 percent increase in stock price), scant
attention was given to the
less tangible and therefore less measurable issues of
governance, leadership, and
corporate culture—the conditions that enabled such innovation.
It was a combi-
nation of a collaborative leadership open to new ideas, a culture
of controlled risk
taking, and active risk oversight by the board that produced a
strategic approach

to UGG’s risk management process. This chapter is written by
John Bugalla, who
is the principal of ermINSIGHTS.
John Hargreaves has written Chapter 8 titled “Housing
Association Case
Study of ERM in a Changing Marketplace.” He has a
mathematics degree from
Cambridge University and six years strategy consultancy
experience at KPMG.
This case study features four real-life charitable housing
associations in England
and Wales, each with a different strategy and risk environment.
Simple yet prac-
tical tools to assist in risk identification and prioritization are
also presented. This
case study has two main aims. The first is to help develop an
understanding of
the importance of ERM in a charitable context, showing that
modern charities are
often very active organizations that face significant risks.
Second, the case aims to
illustrate the need for a close relationship between risk
assessment and strategy
development, particularly in sectors where objectives are

defined in social as well
as economic terms. Each of the four cases has a different
perspective and challenges
the student or practitioner to identify and assess the risk and
develop possible risk
treatments for each.
Chapter 9, “Lessons from the Academy: ERM Implementation in
the Univer-
sity Setting,” was written by Anne E. Lundquist. She is
pursuing a PhD in the
Educational Leadership program at Western Michigan
University with a concen-
tration in Higher Education Administration. This chapter
explores the unique
aspects of the University of Washington’s (UW) risk
environment, including how
leadership, goal-setting, planning, and decision-making differ
from the for-profit
sector. The lack of risk management regulatory requirements,
combined with cul-
tural and environmental differences, helps explain why there are
a limited number
of fully evolved ERM programs at colleges and universities.
The second half of the

chapter explores the decision to adopt and implement ERM at
UW, including a
description of early decisions, a timeline of how the program
evolved, a discus-
sion of the ERM framework, and examples of some of the tools
used in the risk
management process. It traces the evolution of the UW program
as well as demon-
strates decisions that administrators made to tailor ERM to fit
the decentralized
culture of a university.
The case study in Chapter 10, “Developing Accountability in
Risk Manage-
ment: The British Columbia Lottery Corporation Case Study,”
demonstrates how
ERM was successfully implemented in a Canadian public sector
organization over
a 10-year period. Jacquetta Goy, author of this chapter, was the
Senior Manager,
Risk Advisory Services at British Columbia Lottery Corporation
and was respon-
sible for establishing and developing the ERM program.
Currently, Jacquetta is
the Director of Risk Management at Thompson Rivers

University, Canada. This
case study focuses on initiation, early development, and
sustainment of the ERM
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program, highlighting some of the barriers and enablers that
affected implemen-
tation. This case study includes a focus on developing risk
profiles; the role of
risk managers, champions, and committees; and the
development of effective risk
evaluation tools. The approach to ERM has evolved from
informal conversations
supported by an external assessment, through a period of high-
level corporate
focus supported by a dedicated group of champions using voting
technology to
an embedded approach, where risk assessment is incorporated
into both opera-

tional practice and planning.
Chapter 11, “Starting from Scratch: The Evolution of ERM at
the Workers Com-
pensation Fund,” describes the evolution of a formal ERM
program at a midsize
property casualty insurance carrier. This chapter is authored by
Dan Hair, the CRO
of the Workers Compensation Fund. In this chapter, the
motivations of executive
management and the board of directors in taking existing
strategic risk manage-
ment discussions to a higher level are reviewed. The step-by-
step actions taken by
the company to develop the ERM program are explained in
chronological order.
External resources used are also commented upon. The chapter
concludes with a
discussion of striking an ongoing balance between program
rigor, documentation,
and business needs.
Chapter 12, “Measuring Performance at Intuit: A Value-Added
Component
in ERM Programs,” shows how Intuit, maker of Quicken,

QuickBooks, and Turbo-
Tax, is committed to creating new and easier ways for
consumers and businesses to
tackle life’s financial chores, giving them more time to live
their lives and
run their businesses. This case study shows how Intuit, a global
company, is
exposed to a wide range of customer-related and operational
risks. Understand-
ing the risk landscape enables Intuit to formulate and execute
strategies to address
potential pitfalls and opportunities. The author, Janet Nasburg,
is Chief Risk Offi-
cer at Intuit. Janet is responsible for driving Intuit’s ERM
capability, ensuring that
the company appropriately balances opportunities and risks to
achieve optimal
business results. Before Intuit, Janet spent 16 years in various
finance roles at Visa,
and has more than 30 years of risk management and finance
experience.
Chapter 13 describes TD Bank’s ERM program and how it has
been developed
to reinforce the risk culture and ensure that all stakeholders

have a common under-
standing of how risks are addressed within the organization.
This is achieved by
identifying the risks to TD Bank’s business strategy and
operations, determining
the types of risk it is prepared to take, establishing policies and
practices to gov-
ern risks, and following an ERM framework to manage those
risks. This chapter is
co-authored by Paul Cunha and Kristina Narvaez. Paul Cunha is
Vice President,
Enterprise Risk Management at TD Bank. During his career at
TD Bank, he has
spent time in risk management, internal audit, retail banking,
commercial bank-
ing, and corporate and investment banking. Kristina Narvaez is
the president and
owner of ERM Strategies, LLC, and is co-editor of this book.
PART III: LINKING ERM TO STRATEGY AND
STRATEGIC RISK MANAGEMENT
Part III of this book demonstrates the link between ERM and
strategy in what is
now being called strategic risk management (SRM). SRM
represents an important

evolution in enterprise risk management, shifting from a
reactive approach to a
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proactive approach in dealing with the large spectrum of risks
across the organi-
zation. These case studies view their risk-taking activities in a
strategic way, not
only to protect the organization’s value and assets, but also to
be able to capture
new value that is in alignment with the strategic goals of the
organization.
Zurich Insurance Group, the case study in Chapter 14,
demonstrates the link
between ERM and strategy. Zurich is a global insurance carrier
and is exposed to
a wide range of risks. Zurich recognizes that taking the right
risks is a necessary

part of growing and protecting shareholder value. It is careful
not to miss valu-
able market opportunities that could attract the best talent and
investor capital, but
must also balance the growth opportunities with the reality that
it is operating in
a complex world economy. This chapter is co-authored by Linda
Conrad, Director
of Strategic Business Risk Management at Zurich and Kristina
Narvaez, president
and owner of ERM Strategies, LLC and co-editor of this book.
Linda leads a global
team responsible for delivering tactical solutions to Zurich and
to its customers on
strategic issues such as business resilience, supply chain risk,
ERM, risk culture,
and total risk profiling.
Chapter 15, “Embedding ERM into Strategic Planning at the
City of Edmon-
ton,” is written by Ken Baker, who is their ERM Program
Manager. This study
examines the process used by the City of Edmonton in Alberta,
Canada, to estab-
lish its strategic ERM model. After examining several existing

frameworks, the
City decided on a framework based on the ISO 31000 risk
management standard,
but customized to suit the City’s needs. During the process,
administration had
to weigh factors common to any large organization, as well as
those specific to
governments in general and municipalities in particular. The
chronicling of this
process may assist those in similar organizations to more
successfully implement
their own ERM and SRM programs.
Chapter 16 describes a brief history of the evolution of
enterprise risk
management and describes a new and innovative approach
(value mapping) to
measuring the potential value by taking risks. This chapter also
provides a model
for incorporating the ERM process into strategic planning. John
Bugalla, Principal
of ermINSIGHTS and author of Chapter 7, and James Kallman,
a finance professor
at St. Edward’s University, co-author this chapter. John’s
experience includes

30 years in the risk management profession serving as
Managing Director of
Marsh & McLennan, Inc., Willis Group, Plc., and Aon Corp.,
before founding
ermINSIGHTS. James teaches courses in finance, statistics, and
risk management.
PART IV: SPECIALIZED ASPECTS OF
RISK MANAGEMENT
Part IV of the book captures unique aspects of ERM so that the
reader can learn
about the many broad applications, including insights into
managing specific
types of risk. This part starts with a case study in Chapter 17 of
the challenges
of risk management within a typical police department. This
case is followed by
eight additional chapters addressing other intriguing aspects of
risk management.
Andrew Graham reveals the complex and challenging aspects of
risk manage-
ment in Chapter 17, “Developing a Strategic Risk Plan for the
Hope City Police Ser-
vice.” This fictional case study was developed based on many

years of teaching risk
management to police forces. The setting is a medium-sized but
growing city that
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is facing many issues, including changes in demographics,
traffic issues, budgetary
challenges, and so on. The student is required to act as a
consultant who has been
hired by the chief of police to assist him in briefing the Police
Services Board and the
mayor in understanding the most critical risks to their objective
of having a best-
in-class police service for their citizens. Andrew Graham
researches, teaches, and
writes on public-sector management, financial management,
integrated risk man-
agement, and governance at Queen’s University School of
Policy Studies, Canada,

as well as a variety of international and Canadian venues.
Andrew had an exten-
sive career in Canada’s criminal justice system and has taught
and worked with
police services and police boards and commissioners in a
variety of ways for the
past 10 years.
Chapter 18, “Blue Wood Chocolates,” is designed to facilitate
discussion of the
implementation of an ERM framework, corporate governance
issues, and com-
modity risk management. The situation that this fictional
company faces is typi-
cal of many midsize companies that have performed
satisfactorily in the past but
are exposed, often unknowingly, to major potential risks and do
not have the
internal governance and risk management structures to identify,
quantify, and
manage such risks adequately. In particular, this case illustrates
commodity and
foreign currency exposures, and challenges the student to
investigate the specifics
of hedging such positions. Rick Nason, PhD, CFA, and Stephen

McPhie, CA, coau-
thored this chapter. Rick is an associate professor of finance at
Dalhousie Univer-
sity, Canada, and is also a founding partner of RSD

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