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  • Whitepaper

    February 7, 2025
    Mit der Einführung des Moduls AT 4.3.5 in die MaRisk müssen Banken ein effektives Modellrisikomanagement aufbauen. Besonders herausfordernd ist die Einhaltung der Vorgaben für KI- und ML-Modelle.
  • Newsletter

    January 10, 2024
    Conducted in partnership with the NC State ERM Initiative, our global survey of C-level executives and directors highlights the influence of economic headwinds, talent issues, emerging technologies, cyber threats and geopolitical events on the 2024 risk landscape. This issue of Board Perspectives discusses the 10 highest-rated risk themes noted in the survey to provide a context for understanding…
  • Newsletter

    February 7, 2024
    Capturing insights from over 1,100 C-level executives and directors across multiple industries with broad geographic representation, our global survey of C-level executives and directors survey offers insights for the top risks over the next 10 years out to 2034. The following table provides a context for understanding the most critical uncertainties companies face looking forward to 2034.TOP…
  • Whitepaper

    September 19, 2022
    Plan for the Unexpected. Build Resiliency.Instill your organisation with the advantage to endure company disruptions and consistently meet business goals with reduced financial, operational, cybersecurity, and efficiency losses. Assess your areas of risk and develop, enhance, as well as maintain plans to enable resilience, regardless of the circumstance. Flashing back to 2020, the world was…
  • Client Story

    May 26, 2023
    A leading global property and casualty insurance provider set out to transform its risk controls as part of an ongoing effort to promote a culture of excellence. Siloed knowledge of operational risk and controls made it difficult for the organisation to improve quality and compliance. Establishing awareness of vulnerabilities and mitigation protocols across the organisation would boost regulatory…
  • Client Story

    December 19, 2022
    Regierungsbehörden gelten als langsam beim Einführen neuer Prozesse. Im Zuge der COVID-19-Pandemie musste dieses ausländische Verteidigungsministerium schnell auf Remote Work für zivile und nicht-zivile Mitarbeiter umstellen und gleichzeitig ein hohes Maß an
  • Whitepaper

    October 16, 2023
    Can financial institutions manage effectively in a world where issues and breaches are known to regulators before the chief compliance officer or anyone else in the organisation even learns about them?
  • Newsletter

    December 1, 2024
    Die nächsten 12 Monate dürften für Prüfungsausschüsse erneut ein herausforderndes Jahr werden. Die 9 Themen, die wir für 2025 identifiziert haben, könnten einige Bereiche umfassen, die über den offiziellen Verantwortungsbereich hinausgehen.
  • Newsletter

    August 15, 2022
    The 2020s are well on their way to earning the ominous label of a troubling, disruptive decade, but there remain viable opportunities amid the challenges. What is the board’s role in preparing the organisation for “show-stopping” and potentially existential risks? The Story: A global board survey conducted by McKinsey of approximately 1,500 corporate directors found that directors “are not…
  • Newsletter

    November 8, 2023
    In these disruptive times, how should boards discharge their duty of care and duty of oversight with respect to risk when the models to follow aren’t clear? Is the board’s risk oversight process fit for purpose in today’s dynamic environment?Board engagement with risk and how it is managed has been a topic of interest for many years. While risk has always been present in every business, the…
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