IV. Business Model and Strategic Plan Part III: Assumptions, Risk and Change Management Plan; Summary of Strategic Objectives; Balanced Score Card and its impact on stakeholders; the Communication Plan…………………..…………..15
Usually, the most common risk management strategies can be subdivided into multi-stage approach in order to obtain a better impression of the underlying risks and thus to increase the probability of mitigating the firm’s risks properly and successfully. Also General Motors Corporation has developed various rules and guidelines to help manage minimize the risks associated with their business and investment operations.
Globe Telecommunications Incorporated believes that effective enterprise risk management practices are possible to the continuing growth and success of the company and also a crucial one. The company ensures that risk management remains a core capability in all the activities of the company. As stated in the company’s enterprise risk management, the company’s objectives makes sure to manage the risks in aligning and embedding risk and opportunity management into the culture and strategic decision making of the organization. The company is also engaging in anticipating and responding to changing social, environmental and regulatory conditions and emerging changes in technology. The company manages the risk in accordance with best practices and demonstrating due diligence in decision making, and protect governance and accountability. They also balance the cost of managing risk with the anticipated benefits.
Chesapeake Energy operates under the natural oil and gas industry. While government’s economic data may separate operations within this industry, the industry covers a broad range of activities and is separated into three segments: upstream, downstream, and midstream. Activities within this industry by oil and gas companies include exploring for crude oil or natural gas, drilling into wells, and such transportation of oil and natural gas. Just as any other industry, the gas and oil industry have major risks that companies take into consideration and extensively consider. These risks have the capability of drastically affecting operations, and ultimately the profitability and financial stability of a company. Three top risks related to oil and gas companies are volatile prices of oil and gas, regulatory changes, and finding new reserves or extending prior ones.
Because of rapid economic growth in XXX over the past years has increased the fear of major business failure, risk has become an overwhelmingly dominant business topic. As a result, top managers are now focusing on risk management in their companies. As each business entity struggles with its own set of needs and circumstances, the need and flexibility to address this continuously changing and volatile economic environment, would be extremely challenging and fulfilling to me.
A company's risk management strategy is largely governed by the degree to which company leadership emphasizes its importance.
World Investments and Economics Prime Minister Tony Blair launched Invest. UK on 5 July 2000, saying: " Today's inward investment figures are a clear vote of confidence in this country and the economic policies we are pursuing.
BP (British Petroleum) is one of the leading companies that are delivering energy products and services to the people around the world. In this report, we studied BP’s risk management plan for preventing oil spill. The main reason for choosing BP and its oil spill preparedness plan is that the oil companies have become increasingly vulnerable to unwillingly cause disasters and BP is one of them. An event that highlighted this vulnerability and subsequently drew attention to the need to investigate, is the BP oil spill in 2010 was one of the worst oil disasters that affected environment adversely. Issues such as these have been a serious concern for the oil companies around the world.
Risk Avoidance in Resources: Shielding a business from the threat of resource price shocks and shortages and switching to other less costly and available substitutes is a sustainable competitive advantage in the long-run. A key risk factor in supply chain and production cost control, crude oil is a scarce and costly resource used in manufacturing plastic water bottles. It includes the risk of price fluctuations due to the uncertainty that embraces developed countries that produce oil. As for its environmental risks, its production process, transportation, storage and the unconstrained level of pollution stimulate a major responsibility on the plant infrastructure and safety, employees, and suppliers. In addition, the energy consumption to produce plastic water bottles is extensively greater than the energy required to produce tap water.
The oil spill undermines the reputation and market position of British Petroleum, thus its stock prices decline dramatically. Even though BP took measures for resolving these problems, its way was not beneficial enough and therefore, it still requires more advantageous resolutions.
The image as well as the operational business reputation of a corporation is critical to the survivability of the corporation in today’s business world. Today we will put our focus on one of UK’s largest multinational oils company’s. In the case with British Petroleum (BP) as it actively explores oil in 26 countries around the world, due to BP’s lack of focus on the safety issues presented in the 2004 Telos Group report coupled with the oversight and control to correct safety hazards, the Texas plant experienced a disastrous fire and explosion killing 15 workers and injuring 180 other personnel as stated by Halbert and Ingulli (2012, pg. 185) An investigation by the Chemical Safety and Hazard Investigation Board released a report in 2007 that revealed process safety leadership issues starting with senior management as well as disregarding safety concerns throughout BP. This paper will attempt to look at various details of the Critical Success Factor of British Petroleum (BP). We will then determine how these factors impact the success of the firm through project benefits, risk culture and organizational readiness. In this paper we will also provide project risk recommendations that will allow companies to plan accordingly when dealing with risk management task this way they will focus more on responsibilities, safety activities and budget. Lastly, we will create and identify checklist based on the categories of risk.
This paper will examine the roles that investment and commercial banks play in creating and predicting systemic risk in the global economy. This topic is of particular relevance due to the events that unfolded in the economic sphere nearly a decade ago during the financial crisis of 2007-2008. Our study will provide a detailed rendering of the crisis, outlining each of the key factors that contributed to the crash in an attempt to gain a better understanding of what happened and how to avoid similar events from unfolding in the future. Much of our study hinges on the role of banks on the markets and their influence over global systemic risk. In order to establish a link between bank prices and economic trends, we will focus our analysis on one key metric, Value at Risk (VaR). A powerful statistical measurement, VaR is used to assess a firm’s potential loss over a certain period of time. To generate a diversified and complete quantitative analysis, our calculation will incorporate pricing data from January 1st, 2000 to November 30th, 2016 of eleven of the most prevalent banks in the US financial system: Bank of America Merrill Lynch, Barclays, Citi Bank, Credit Suisse, Deutsche Bank, Goldman Sachs, HSBC, JP Morgan, Royal Bank of Canada, UBS, and Wells Fargo. Our aim is to establish a predictive correlation between the historical performance of these banks and the markets in order to avoid downturns such as the financial crisis of 2007-08 from happening in the