Risk Management in Elections: A Guide for Electoral Management Bodies

2021 ◽  
Author(s):  
Amy Vincent ◽  
Sead Alihodzic ◽  
Stephen Gale

When electoral risks are not understood and addressed, they can undermine the credibility of the process and the results it yields. Electoral management bodies (EMBs) encounter numerous risks across all phases of the electoral cycle. They operate in environments that are increasingly complex and volatile and where factors such as technology, demographics, insecurity, inaccurate or incomplete information and natural calamities, create increasing uncertainty. The experiences of EMBs show that when formal risk management processes are successfully implemented, the benefits are profound. Greater risk awareness helps organizations to focus their resources on where they are most needed, thus achieving cost-effectiveness. Over the last decade it has been observed that EMBs are increasingly moving from informal to formal risk management processes. The purpose of this Guide is to lay out a set of practical steps for EMBs on how to establish or advance their risk management framework. The Guide’s chapters reflect the breadth of key considerations in the implementation process and offer basic resources to assist in the process.

2017 ◽  
Vol 20 (s1) ◽  
pp. 25-39 ◽  
Author(s):  
Danijela Miloš Sprčić ◽  
Antonija Kožul ◽  
Ena Pecina

Abstract Severe consequences of the global fi nancial crisis resulted in re-thinking the risk management processes and approaches, highlighting the need for a comprehensive risk management framework. Consequently, more and more companies are moving away from the Traditional “silo-based” Risk Management (TRM) to a more holistic approach known as Enterprise Risk Management (ERM). This paper presents results of both exploratory and empirical research. First, we develop ERM Index that measures maturity of ERM process within the company. Then, we present empirical results on the level of maturity and determinants of risk management system development in listed Croatian companies. Research indicates low levels of ERM development: even 38 per cent of analysed companies have no elements of ERM system, from which 22 per cent do not manage corporate risks at all. Except the company’s size supported by the economies of scale argument, managers’ support is the most important determinant of ERM system maturity in Croatian companies.


2019 ◽  
Vol 11 (9) ◽  
pp. 195 ◽  
Author(s):  
Masky Mackita ◽  
Soo-Young Shin ◽  
Tae-Young Choe

Many companies are adapting cloud computing technology because moving to the cloud has an array of benefits. During decision-making, having processed for adopting cloud computing, the importance of risk management is progressively recognized. However, traditional risk management methods cannot be applied directly to cloud computing when data are transmitted and processed by external providers. When they are directly applied, risk management processes can fail by ignoring the distributed nature of cloud computing and leaving numerous risks unidentified. In order to fix this backdrop, this paper introduces a new risk management method, Enterprise Risk Management for Operationally Critical Threat, Asset, and Vulnerability Evaluation (ERMOCTAVE), which combines Enterprise Risk Management and Operationally Critical Threat, Asset, and Vulnerability Evaluation for mitigating risks that can arise with cloud computing. ERMOCTAVE is composed of two risk management methods by combining each component with another processes for comprehensive perception of risks. In order to explain ERMOCTAVE in detail, a case study scenario is presented where an Internet seller migrates some modules to Microsoft Azure cloud. The functionality comparison with ENISA and Microsoft cloud risk assessment shows that ERMOCTAVE has additional features, such as key objectives and strategies, critical assets, and risk measurement criteria.


2020 ◽  
Vol 17 (1) ◽  
pp. 68-77
Author(s):  
V. E. Zaikovsky ◽  
A. V. Karev

Project success depends on the ability to respond to risks and make correct decisions in a timely manner. The project approach provides a better framework for implementing a new management system into the company’s business processes. The risk management framework developed by the company comprises a risk management infrastructure, a set of standards, human resources, and a risk management information system. To improve staff compliance, it is necessary to provide training and to communicate the goals of the project effectively. It is also important to develop a motivation system because well trained and motivated staff are able to work more efficiently.


Ergonomics ◽  
2010 ◽  
Vol 53 (8) ◽  
pp. 927-939 ◽  
Author(s):  
P. Salmon ◽  
A. Williamson ◽  
M. Lenné ◽  
E. Mitsopoulos-Rubens ◽  
C.M. Rudin-Brown

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