Managing Risk and Resolving Crisis

With the corporate environment changing at a rate that is unparalleled in the history of commerce it is essential that boards and their advisors profile their companies for risk and have in place effective mechanisms to deal with identified risks. They need to be aware of the parameters of the issues with which they may have to deal and the legal and public relations implications. This briefing look at crisis and risk from a strategic perspective, offering practical advice from industry experts on a wide range of topics, from the hostile takeover to the Internet. With contributions from experts in corporate risk modelling, major incident management, lawyers and public relations, the briefing provides an unparalleled multi-disciplinary guide to managing risk and resolving crisis. Contents include: *The hostile takeover *Business processes and suppliers *Capital projects/procurement *The Internet *Building a risk model *Risk crystallisation *Legal issues *Communicating with the constituents *Insolvency issues

Table of Contents:
Business risk management and risk modelling - survival of the fittest Hitesh N Patel *Introduction *The development of the corporate governance landscape *Elements of a sound system of internal control Modern-day risk management *Risk management models *Embedding the process *Achieving success Crisis - a business challenge Bill Waite *Introduction *What is a crisis? *Crisis management planning *Crisis management *Notification of external regulators and prosecutors *Crisis resolution *Conclusions The board's role in crisis management John Reynolds *Overview of relevant duties and powers *Crisis management tools *Reporting and control *Dealing with conflicts of interest Civil remedies in crisis situations Keith Oliver *Introduction *An historical perspective: the freezing injunction *The other nuclear weapon *The modern jurisdiction *The overriding objective *The proprietary order *The orders in practice *The Supervising Solicitor as umpire *Tactical considerations Investigative powers Monty Raphael *Introduction *The Department of Trade and Industry *The main investigative powers *What happens after the investigation? *The Serious Fraud Office *The Financial Services Authority *What to do if investigated Communicating with the constituents David Lloyd *Introduction *Developing an effective response strategy *Developing internal and external communications plans *Dealing with the media Conducting international business in interesting times *Introduction *The management of risks to business in cyberspace Bob Fletcher *Risk in Europe's emerging markets Philip Worman *The long arm of the law Bill Waite and Mark Anderson Insolvency Mike Hore *Introduction *The duties of directors to manage and monitor the business *Early warning signs that a problem exists *The company is heading for insolvency - what should the directors do? *Possible solutions The personal implications for directors as 'casualties' of insolvencies Appendices *The Turnbull Guidance Key provisions of the FCPA as amended