Governance, Risk Management, and Compliance: It Can't Happen by Richard M. Steinberg

By Richard M. Steinberg

Content material:
Chapter 1 what's GRC, and Why Does It subject? (pages 1–4):
Chapter 2 tradition, the serious driving force (pages 5–20):
Chapter three Cost?Effective Compliance courses (pages 21–40):
Chapter four Ethics courses: one other Foundational Block (pages 41–57):
Chapter five threat administration and the monetary System's close to Meltdown (pages 59–73):
Chapter 6 what's probability administration approximately? (pages 75–98):
Chapter 7 enforcing ERM (pages 99–117):
Chapter eight Does inner keep watch over actually matter? (pages 119–132):
Chapter nine keep an eye on over Operational functionality (pages 133–152):
Chapter 10 forums of administrators' concentration (pages 153–167):
Chapter eleven Overseeing method and chance administration (pages 169–183):
Chapter 12 CEO reimbursement, Succession making plans, and administration (pages 185–200):
Chapter thirteen functionality dimension and Reporting (pages 201–218):
Chapter 14 development a good Board (pages 219–230):
Chapter 15 heading off Board Pitfalls (pages 231–250):
Chapter sixteen the place the facility Lies (pages 251–264):
Chapter 17 Structural concerns on the Board (pages 265–280):
Chapter 18 trying to the long run (pages 281–298):

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Additional resources for Governance, Risk Management, and Compliance: It Can't Happen to Us - Avoiding Corporate Disaster While Driving Success

Example text

Asked by a reporter whether the CEO should have informed Culture, the Critical Driver & 13 the board, my response was “absolutely ‘yes,’” adding that there’s no question the board needed to be immediately apprised at the very least of the charges and the possibility that he would not be available for work, and also to enable the board to deal with the potential surrounding publicity. Paul Hodgson, a well-known governance guru of the Corporate Library, is quoted as saying about this incident, “The board should have been notified immediately and it is completely unacceptable that such a delay was allowed to happen.

Greenberg is paying $15 million, where restatements of $2 billion Culture, the Critical Driver & 15 were reportedly called for. ” Media reports went on, noting that despite Greenberg’s frequent past statements that AIG never had an underwriting loss, the SEC contends that AIG actually did have those losses but Greenberg decided to keep them secret. 5 million), allegedly devised a scheme to mask the underwriting loss as an investment loss by using an offshore shell company and lending investors money to hide a related loan.

Beyond complying with the law and being ethical, honest, and candid, we want and expect those we deal with to be forthcoming. Those who are gain the trust and respect that builds meaningful, long-lasting, supportive alliances. Looking further at the scenario of communication between a CEO and board, let’s say a CEO presents a new strategy. The facts in the presentation are accurate—the marketplace and competitive conditions are accurately portrayed, the positive effect on earnings and returns is properly calculated, and the supporting rationale is outlined with depth and precision.

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