Executive Summary - The Institute of Risk Management
Executive Summary - The Institute of Risk Management
Executive Summary - The Institute of Risk Management
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About IRM<strong>The</strong> <strong>Institute</strong> <strong>of</strong> <strong>Risk</strong> <strong>Management</strong> (IRM)is the world’s leading enterprise riskmanagement education <strong>Institute</strong>. We areindependent, well-respected advocates <strong>of</strong>the risk pr<strong>of</strong>ession, owned by practising riskpr<strong>of</strong>essionals. We provide qualifications,short courses and events at a range <strong>of</strong>levels from introductory to board leveland support risk pr<strong>of</strong>essionals by providingthe skills and tools needed to deal withthe demands <strong>of</strong> a constantly changing,sophisticated and challenging businessenvironment. We operate internationallywith members and students in over 90countries, drawn from a variety <strong>of</strong> riskrelateddisciplines and a wide range <strong>of</strong>industries in the private, third andpublic sectors.About the AuthorRichard Anderson, the principal author<strong>of</strong> this booklet, is Deputy Chairman <strong>of</strong>IRM. Richard is also Managing Director<strong>of</strong> Crowe Horwath Global <strong>Risk</strong> Consultingin the UK. A Chartered Accountant, andformerly a partner at a big-4 practice,Richard has also run his own GRC practicefor seven <strong>of</strong> the last ten years. Richardhas been pr<strong>of</strong>essionally involved with riskmanagement since the mid-ninetiesand has broad industry sector experience.He wrote a report for the OECD onCorporate <strong>Risk</strong> <strong>Management</strong> in the bankingsector in the UK, the USA and France.He is a regular speaker at conferencesand contributes to many journals on riskmanagement and governance issues.“It is interesting, but not surprising,that whilst a significant proportion<strong>of</strong> financial organisations who haveformally articulated a risk appetitestatement have been compelled to doso by regulatory requirements, nonfinancialorganisations have developedrisk appetites in order to assist in theachievement <strong>of</strong> strategic goals.”Source: Jill Douglas,Head <strong>of</strong> <strong>Risk</strong>,Charterhouse <strong>Risk</strong> <strong>Management</strong>6