By Richard M. Steinberg
Chapter 1 what's GRC, and Why Does It topic? (pages 1–4):
Chapter 2 tradition, the severe motive force (pages 5–20):
Chapter three Cost?Effective Compliance courses (pages 21–40):
Chapter four Ethics courses: one other Foundational Block (pages 41–57):
Chapter five danger administration and the monetary System's close to Meltdown (pages 59–73):
Chapter 6 what's threat administration approximately? (pages 75–98):
Chapter 7 enforcing ERM (pages 99–117):
Chapter eight Does inner regulate actually matter? (pages 119–132):
Chapter nine regulate over Operational functionality (pages 133–152):
Chapter 10 forums of administrators' concentration (pages 153–167):
Chapter eleven Overseeing approach and hazard administration (pages 169–183):
Chapter 12 CEO reimbursement, Succession making plans, and administration (pages 185–200):
Chapter thirteen functionality dimension and Reporting (pages 201–218):
Chapter 14 construction an efficient Board (pages 219–230):
Chapter 15 heading off Board Pitfalls (pages 231–250):
Chapter sixteen the place the facility Lies (pages 251–264):
Chapter 17 Structural concerns on the Board (pages 265–280):
Chapter 18 seeking to the long run (pages 281–298):
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Additional info for Governance, Risk Management, and Compliance: It Can't Happen to Us - Avoiding Corporate Disaster While Driving Success
GE is committed to the highest standards of accounting and good corporate governance. ” American International Group On the same day in 2009 came reports of former AIG chief Maurice (Hank) Greenberg’s settlement of SEC charges that he oversaw accounting fraud at the company. Greenberg is paying $15 million, where restatements of $2 billion Culture, the Critical Driver & 15 were reportedly called for. ” Media reports went on, noting that despite Greenberg’s frequent past statements that AIG never had an underwriting loss, the SEC contends that AIG actually did have those losses but Greenberg decided to keep them secret.
Of those with another role in the company, 20 percent share responsibilities in the legal department. 9 Also indicative of the relative importance of the compliance ofﬁcer role are the reporting relationships.
We don’t want to have to pull teeth. We want the person to tell us the information that he or she knows and we need to know. We want them to identify clearly what’s fact and what’s opinion and the basis for and against their opinion. When we communicate with someone who’s forthcoming in providing appropriately complete, honest, and unbiased information, we 12 & Governance, Risk Management, and Compliance immediately trust not only that information, but also the individual or institution, with respect to information that we will need in the future.