Crisis & Risk Management for Companies LECTURE 06

1. Crisis & Risk Management for CompaniesLECTURE 06

2. Crisis happens more than we imagine.They are not always easy to see unless they affect our own lives.

3. What is Crisis? What is Crisis? • A crisis is anything that has the potential to significantly impact an organization.

4. What is Crisis Management? • The overall coordination of an organization's response to a crisis, in an effective, timely manner, with the goal of avoiding or minimizing damage to the organization's profitability, reputation, or ability to operate. • Crisis management involves identifying a crisis, planning a response to the crisis and confronting and resolving the crisis.

5. Crisis management objectives Crisis management has four objectives: • Reducing tension during the incident; • Demonstrating corporate commitment and expertise • Controlling the flow and accuracy of information • Managing resources effectively

6. The Crisis Life Cycle • Stage one: The Storm Breaks • Stage two: The Storm Rages • Stage three: The Storm Passes

7. 1- The Breaking Crisis • Control seems to be slipping out of the company. • Lack of solid detail about the crisis. Hard-to-provide information demanded by the media, analysts and others. • Temptation to resort to a short-term focus, to panic and to speculate. • For a period of time, everyone loses perspective.

8. 2- Spread and Intensification of Crisis • Speculation and rumours develop in the absence of hard facts. • Third parties- regulators, scientists and other experts – add weight to the climate of opinion. • Corporate management comes under intense scrutiny from internal and external groups.

9. 3- Rebuilding Needs • To manage reputation. There are opportunities in a crisis to build positive perceptions of the company or product that last beyond the crisis period. • Company communication/ culture. The company embarks on a long-term programme to tackle management issues and communication problems that exacerbated the crisis.

10. Problems and Challenges in Crisis Decision-Making • Surprise and hesitation. The shock of a crisis can create a delay in response that allows your critics and the media to fill the gap with negative comment and speculation. • Pressure and stress must be channelled by the discipline of a crisis strategy. • Mistaking information distribution for communication. • Treating key audiences as “opponents”.

11. Good crisis management is essential, but never a substitute for daily risk management processes. • Risk management processes should apply to all customers, although depth and detail may depend on the transaction and customer. Transactions involving credit or other types of financial risk should incorporate a risk management process.

12. The transaction's risk management process A transaction's risk management process should focus on five areas: • Knowledge of your client company and product. • Knowledge of your customer/underwriting. • Structure and documentation. • External risk mitigation/portfolio management. • Crisis management.

13. 1- Know your product • It's important to know your company's risk philosophy. • What is the risk appetite for this product, geography, customer? • Does the company's success depend on this single transaction? • Companies and financial institutions usually know their products very well because they've developed them. However, selling a product in a new or changing market may create new product dynamics or risks, and these must always be addressed.

14. 2- Know your customer/underwriting • Every company should have a KYC (know your customer) and/or underwriting process for assuming financial risk. • Financial risk is not just providing financing to a customer; the potential for fines, duties or legal action or dependency on one customer for a substantial portion of sales are additional examples. • Operational and reputational risks can also have financial impacts. Clearly, greater financial risk requires better risk management and higher compensation. The underwriting process should focus on a customer's capacity and willingness to meet financial obligations.

15. 3- Structure and documentation • There is no single formula for determining an appropriate deal structure. The goal is to achieve a reasonable balance between positive and negative factors. • Elements of a good structure include: key risk identification and mitigants; proper identification of the legal entities involved; appropriate ties between cash flows and purpose; early warning signals; level of monitoring appropriate to the level of risk; remedies to act when mutual expectations are not met; and proper risk/reward balance and clear communication of expectations between all parties.

16. 4- External risk mitigation/portfolio management • External risk mitigation is an important risk management tool which can also support additional business generation through freeing capacity by distribution of risk. • Risk mitigation techniques include funded and unfunded risk participations (where one party sells a portion of a transaction's risk to one or more third parties); insurance (a third party insures the transaction for certain events); credit default swaps (one party purchases credit protection from another party, similar to insurance in many ways); and collateral.

17. 5- Crisis management • Despite a solid risk management process, there will be problems because we cannot predict all crisis events and protect against them. Be prepared to deal with a crisis event and take action immediately – identifying and assessing issues and options and obtaining expert advice as needed.

18. Crisis Communications • Good communication is the heart of any crisis management plan. Communication should reduce tension, demonstrate a corporate commitment to correct the problem and take control of the information flow. Crisis communications involves communicating with a variety of constitutes: the media, employees, neighbours, investors, regulators and lawmakers.

19. What is a strategy? • ‘determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals’’ • Chandler • ‘a commitment to undertake one set of actions rather than another’ • Oster

20. What is a Strategy? (2) • ‘...the “game plan” management has for positioning the company... entails choice among alternatives and signals organisational commitment to specific markets, competitive approaches, and ways of operating.’ • Thomson and Strickland

21. The strategy pyramid • Uniting the strategy-making effort through vertical and horizontal linkages. • Co-ordination through mutually reinforcing vision, objectives & strategies Corporate Influence Business Function Operating

22. Different Levels of Strategy • Corporate - what business? • Business - how to compete in each business • Functional - in support of business level

23. The Strategic Management Process Analyze Environment Identify opps / threats Identify current mission, objectives & strategies Formulate Strategies SWOT ANALYSIS Implement Strategies Identify strengths & weaknesses Analyze Resources Evaluate Results

24. SUMMARY • WHAT IS CRISIS? • WHAT IS CRISIS MANAGEMENT? • CRISIS MANAGEMENT OBJECTIVE • CRISIS LIFE CYCLE • THE BREAKING CYCLE • Spread and Intensification of Crisis • Rebuilding Needs • Problems and Challenges in Crisis Decision-Making • The transaction's risk management process • Know your product • Know your customer/underwriting

25. SUMMARY CONTINUED • Structure and documentation • External risk mitigation/portfolio management • Crisis management • Crisis Communications • What is a strategy? • The strategy pyramid • Different Levels of Strategy • The Strategic Management Process

26. THANK YOU