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Conduct Risk

By Richard Walker, Senior Consultant, AcademyGlobal Pty Ltd

You don’t have to work in financial markets to be aware of conduct risk. There are a multitude of very public examples that illustrate the fallout when conduct risk goes wrong. The media is awash with stories about foreign exchange and LIBOR benchmarks rigging, and the multi-billion dollar fines levied by regulators.

The Australian Securities and Investments Commission (ASIC) is currently looking into the behaviours of institutions who participate in the benchmark BBSW.  Again, with a domestic focus, allegations of insider trading and suspected front-running at a major financial planner have received publicity; on prime-time television the ABC aired an investigative report into yet another prominent financial planning group; and individuals have recently been found guilty of insider trading. Perhaps most worrisome is that these are not isolated events, and it appears their occurrence grows every day.

Given the focus that domestic and international regulators are placing on conduct risk, organisations that are either unwilling, or unable to demonstrate that they are actively taking steps to eradicate misconduct can expect attention from their regulator.

Your call to action

Are you confident in your organisations ability to manage conduct risk? Academy Global offer a number of interactive risk management courses to improve the effectiveness of your risk management process.

Using ISO31000 to Manage Supply Chain Risk

By Stuart Patch, Operations Director, Academy Global

 

ACE Groups Emerging risks barometer 2015 found that supply chain risks continue to be a major concern for organisations with some 31% of respondents highlighting this to be of greatest concern for their business. As businesses continue to pursue efficiencies, supply chains are becoming more complex and increasingly global. Whilst this helps the competitiveness of the organisation it also brings with it increased risk.

As supply chains increasingly become a fundamental part of the organisation any issue has the potential to paralyse the business. With this in mind what how can applying the ISO 31000 risk management principles and guidelines be used to help.

 

Integrate risk management with your Strategy

For risk management to be effective it needs to be integrated within an organisation from top to bottom. To achieve this it should be and integral part of your strategic planning process and major strategic risks should be highlighted. Highlighting risks at this level increases the likelihood of executive support and facilitates the integration of risk management procedures into business activities minimising duplication and increasing sustainability.

Given the increasing role of supply chains in organisations, this will often appear as a strategic risk.

 

Understand the context of your organisation

It is essential to make sure that the context that an organisation is operating in is fully understood and taken into account. Your organisation and your supply chain may be affected by many factors in you operating environment that are beyond your control. It is important to identify these so that appropriate plans can be established to deal with them.

It is also important to make sure that a regular process is established to monitor the context of your organisation with trigger points identified which, if reached would require a review.

 

Understand the criticality of each vendor in your supply chain

For each supplier you should understand how critical they are to your organisation. What would happen if they stopped supply, if they supplied defective products or if they were just late.

Identifying how you would overcome or treat these risks is essential. Do you have substitute suppliers available you can call upon? Would they have the capacity to meet your needs? How good are your inbound quality checks? Do you need to improve them? What would be the effect if you didn’t identify a bad product

 

Ensuring your supply chains risk management process’ are effective

It is common for contracting organisations to seek assurance by selecting suppliers who can demonstrate that they have established and or certified risk management practices. This can be an effective way of trying to control risks emanating from your supplier. However, it is important that there is regular communication with and monitoring of your supplier to make sure that these processes are sustained.

 

Utilising the Risk Assessment process:

As with any risk management process it is important to go through the process of Identifying, Analysing and Evaluating risks. As you move through the assessment process it is vital that you capture the compounding effect of any risks, as this is where the significant exposure lies. For example, the direct cost of a poor quality product may not be significant. However if it results in a product recall and potential damage to your reputation the compounding effect can make this incredibly significant.

 

Establish appropriate treatments, monitor and control

Once you have assessed your risks you can devise the appropriate treatments. An effective risk management process will add value to your organisation so you do not spend more treating a risk than the benefit you derive from the treatment.

It is also critical that risks and the effectiveness of treatments continue to be monitored. Risk management is a living, breathing activity and needs to be kept live to be effective.

 

Your call to action

Are you confident in your organisations ability to manage supply chain risk? Academy Global offer a number of interactive risk management courses ranging from the Fundamentals of Risk Management to an Advanced Diploma of Integrated Risk Management FNS60815 all targeted to improve the effectiveness of your risk management process.

 

References:

ACE Group – Emerging Risks Barometer 2015

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