By Michel Tison; et al
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Additional info for Perspectives in company law and financial regulation : essays in honour of Eddy Wymeersch
Within most firms risk management policies, corporate codes of conduct, and corporate procedures are already in place. However, these companies may well fall into the same trap. Just because these policies exist and have been established by the board or other top-level entities within the corporate hierarchy, does not mean they are understood fully. There is ample evidence in psychological literature that overconfidence that these policies are well understood is the norm. If there is incomplete communication, a board may have an unwarranted belief that its governance structure is effective.
Koenig through the CEO/president/general manager (7). Other routes found were through the investment committee (1), the chief counsel (1), the audit committee (1) and the executive committee (1). Another generally accepted tenet of governance is the preservation of open and uninterpreted communications channels for important auditing and control functions so as to insure the flow of independent facts and judgments to governance authorities. In recent times independent board reporting relationships for internal audit groups have been the most conspicuous form of this communications protection on the part of directors.
We compare their responses on a several significant survey findings to those of the large firms: ● ● ● ● 43 percent (vs. 31 percent for the larger organizations) have a single board member responsible for being familiar with the risk management organization. 60 percent (vs. 37 percent) of these companies have an RMO that reports directly to the board. 93 percent (vs. 82 percent) have a chief risk officer or enterprise-wide risk officer. 87 percent (vs. 90 percent) have a risk policy. M. Keehner and David R.
Perspectives in company law and financial regulation : essays in honour of Eddy Wymeersch by Michel Tison; et al