Ever-increasing compliance requirements and business complexity have driven companies to establish or procure other risk management and assurance functions. They are charged with measuring and reporting risk, identifying control gaps, tracking remediation, and concluding whether control processes are operating effectively in specific areas. Examples of some internal assurance providers are identified as environmental compliance groups, quality management functions that focus on manufacturing activities, internal control teams that assess controls over financial reporting, and IT governance groups.

In 2011, Roland Berger Strategy Consultants once again carried out an extensive global study on trends and benchmarks in the purchasing of production and non-production-related materials and services - the fourth study since 1999.

Según se desprende el estudio, la mayoría entidades bancarias y demás instituciones financieras han seguido invirtiendo importantes recursos en abordar las cuestiones y riesgos de la prevención del blanqueo de capitales. Además, a pesar de que otras cuestiones urgentes han atraído la atención de la alta dirección (incluida en ocasiones la supervivencia de sus negocios), la prevención del blanqueo de capitales sigue teniendo repercusión a nivel directivo, aunque algo menos que antes de la crisis. En vista de ello, todo señala a que las entidades bancarias han intensificado sus esfuerzos para cumplir sus obligaciones.

More and more insurers are recognizing the need to migrate from their legacy policy administration systems to more modern, flexible systems, and interest is forecast to grow in the coming year. There are a number of business needs driving the interest in new policy administration systems, but foremost among them has been the lackluster economy. The past two years have been challenging ones for life and annuity carriers, who have experienced significant erosion of their investment returns. In light of this, insurers are taking a close look at systems that allow them to rapidly enter new markets, exit unprofitable ones, introduce uniquely differentiated products, and support diverse sale channels-all while improving operational efficiency and controlling costs.

El 25% de las compañías aseguradoras muestra un retraso "significativo" en el control y medición de riesgos exigido para cumplir con Solvencia II, más aún cuando deben alcanzar estos requisitos antes de 2014, según un informe elaborado por la consultora everis.

Extreme risks are potential events that are very unlikely to occur (therefore infrequent) but could have a significant impact on economic growth and asset returns, should they happen. In this edition of the research entitled Extreme Risks - the 2011 update TW has updated its likelihood and impact assessment to reflect the disappointing economic recovery in the developed world during the past two years which we believe increases the likelihood of further economic shocks.

Volatility in global equity markets reflects mounting uncertainty about the future direction of the world economy. BCG's thirteenth annual Value Creators report tells executives how to manage uncertainty and minimize risk at a time when more and more investors want companies to deliver low risk and consistent returns.

This book analyzes hedge accounting of interest rate risk according to IAS 39. It covers hedges with deterministic and stochastic cashflows explaining the corresponding financial economics. It is the first book discussing hedge accounting and its definitions in the context of financial economic modeling/pricing models.

Las siguientes conclusiones se han extraído de un informe más extenso elaborado por KPMG en el Reino Unido en colaboración con la Operational Riskdata eXchange Association (ORX). El informe ha sido elaborado para los miembros de la ORX, y es el resultado de 12 meses de investigación sobre escenarios de riesgo operacional, habiéndose evaluado tanto su origen como su posible evolución.

The Accenture 2011 Global Risk Management Study draws on the insights and experiences of executives at nearly 400 companies across 10 industries and all major geographies. The report explores current trends in how risk is being experienced and addressed, what challenges lie ahead and how Risk Masters differ from their peers in leveraging advanced risk management capabilities to help drive strategic advantage

As part of the search for an adequate response to systemic risk, policy makers seek to identify financial institutions whose viability is crucial for the smooth functioning of the financial system. Institutions are viewed as systemically important if they are large, highly interconnected and unable to exit the market without causing major disruptions.

The insurance industry needs to engage more actively with policymakers regarding the future regulatory framework for the industry as it inevitable that some insurers will be classified as systemically important financial institutions (SIFIs). In a new report, Systemic Risk and Resolution and Recovery Plans: The need for a broader debate, KPMG highlights that while the Financial Stability Board (FSB) has focused primarily to date on the banking sector, the insurance industry is very much on their radar with the International Association of Insurance Supervisors (IAIS) due to make recommendations on these issues to the FSB shortly.

Las nuevas exigencias regulatorias, impulsadas por las instituciones nacionales e internacionales, así como la disponibilidad de capital son las principales amenazas a las que deberá hacer frente la industria durante los próximos tres años. Así se desprende de la encuesta Insurance Banana Skin 2011, elaborada por PwC y The Centre for the Study of Financial Innovation, a casi 500 de los principales actores del sector seguros -seguros de vida y no vida-, empresas, brokers, reguladores, observadores (que incluye analistas académicos y profesionales que no forman parte del sector pero que sí tienen relación con el negocio de la industria)- , en 40 países distintos sobre cuáles son los principales riesgos para la industria.

Looking at the recent performance of the world economy, one might think that the worst is behind us. But unprecedented levels of debt in many developed economies are a drag on growth and risk creating the conditions for higher-than-expected inflation. Companies need to prepare for the consequences.

For many companies, when it comes to delivering measurable results, enterprise risk management (ERM) falls short of the mark. According to Towers Watson's 2011 Risk and Financial Managers Survey, fully 46% of respondents do not have an ERM program in place. The primary reason cited by respondents is that they cannot articulate the value of ERM. Of companies that have implemented ERM, only 42% regularly quantify their risks or use ERM-based metrics to make strategic business decisions, and only 43% have a formal process for determining and communicating risk appetite, risk tolerance or risk limits.