About Emily Holbrook

Emily Holbrook is a former editor of the Risk Management Monitor and Risk Management magazine. You can read more of her writing at EmilyHolbrook.com.
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Banks’ Inability to Protect Info “Almost Shocking”

Does the financial industry think it’s invincible? Or is the industry as a whole innocently ignorant as to how to keep up with certain emerging risks?

For example, Citigroup became the victim of a cyber thieves recently when banking giant realized hackers infiltrated their computer system and stole personal information from more than 200,000 credit card holders, making it one of the largest direct attacks on a major bank. As the New York Times points out:

Even more striking is that similar data breaches have been occurring for years — and the financial industry has failed to prevent them. Details remain scarce, but the disclosure of the Citigroup breach on Thursday quickly turned into a debate on whether the banks and major credit card companies had invested enough money to safeguard the personal information of their customers. “They’re not at all on top of it,” said Avivah Litan, a financial security analyst at Gartner Inc. “It’s almost shocking.”

Shocking indeed.

How, in 2011, are some of the world’s largest financial institutions unaware of the omnipresent threat of hackers? Though recent data breaches involving Sony, Amazon and Google have rightfully raised concerns regarding internet “security,” the Citigroup situation raises some serious red flags.

It raises a question as to whether flames of the ongoing cyber-war are leaping to financial banks. If so, prompt actions to combat the cyber-crime must be taken by both governments and private companies.

Writing about the overconfidence that banks exhibit reminds me of my post from yesterday in which I reference the Economist Intelligence Unit’s report that stated one of the many failings within the discipline of risk management is:

2. Finance executives remain unaware of risks

According to the survey, “Compared to colleagues in legal, risk and compliance functions, finance professionals are far more likely to say that their organizations haven’t suffered from significant risk or compliance failures.” This is yet another surprising finding since the financial department is considered one of, if not the, most important department in an organization, considered the oxygen to the life of a company. If they are operating with the mindset that their company is perfect, either they’re not being true to themselves or they honestly cannot see failures. Both scenarios are scary.

Though the above refers to finance executives in any industry and the Citigroup data breach involves one company within the banking industry, the idea remains the same: the severity of data breach risks is not being acknowledged among most companies — most of all, among those companies and executives dealing with money.

A Surprising Study from the Economist Intelligence Unit

Just when you think the discipline of risk management is making headway in the boardrooms of large corporations across numerous industries, a report surfaces that makes you think otherwise.

I’m referring to a research report by the Economist Intelligence Unit (EIU) titled Ascending the Maturity Curve: Effective Management of Enterprise Risk and Compliance.

The report compares perception with reality, exposing the discrepancies between how executives view their risk mitigation capabilities and what they are actually doing.

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The research is based on a worldwide survey of 385 senior executives from the finance, risk, compliance and legal functions, and a series of in-depth interviews with executives familiar with risk and compliance within their organizations.

Some of the key findings from the report:

1. Chief risk officers are not earning the respect they should

The appointment of a CRO has become more common in companies after the Basel Accord and Sarbanes-Oxley, and even more so after this latest recession. Though the awareness of CROs and their functions has been on the rise, their contributions are not recognized as they should be. Surprisingly, the EIU research finds that just 26% of those surveyed felt the CRO was “essential in terms of achieving business goals.”

2. Finance executives remain unaware of risks

According to the survey, “Compared to colleagues in legal, risk and compliance functions, finance professionals are far more likely to say that their organizations haven’t suffered from significant risk or compliance failures.” This is yet another surprising finding since the financial department is considered one of, if not the, most important department in an organization, considered the oxygen to the life of a company. If they are operating with the mindset that their company is perfect, either they’re not being true to themselves or they honestly cannot see failures. Both scenarios are scary.

3. Most executives wrongly assume they’re earning an “A”

It could be seen as confidence overload among top executives — almost half of those surveyed said their company’s practices are consistent with the best in the industry. The EIU references the Lake Woebegone effect — or when the vast majority of people think they’re above average.

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This is never a good attitude to have when practicing risk management, a discipline which, among other things, means thinking of everything that could go wrong, will, and working on a plan to mitigate such risks. Over-confidence is never a good attribute for risk management.

The report also covers the lack of consistent policies on business practices, learning from failures, knowing a company’s risk appetite and which two functions are most averse to risk.

Though not a very optimistic report, we must not let such research bring us down. Rather, we should use them for insight, instruction and inspiration.

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More Springtime Disaster with Arizona Fires

As if record-setting floods in the Midwest and deadly tornadoes throughout the South and Midwest were not enough disaster for this country in the last couple of months, Arizona is now battling the second-largest blaze in the state’s history.

The blaze has burned 486 square miles of ponderosa pine forest, driven by wind gusts of more than 60 mph, since it was sparked May 29 by what authorities believe was an unattended campfire. Now more than twice the size of Chicago, the fire became the second-largest in Arizona history Tuesday. No serious injuries have been reported, but the fire has destroyed 10 structures so far. It has cast smoke as far east as Iowa and forced some planes to divert from Albuquerque, N.M., some 200 miles away.

Firefighters from as far away as New York are working day and night in attempt to slow the spread of flames. But residents and firefighters alike are understandably worried since a blaze of this size accompanied by winds of such a high speed could move the Wallow Fire to the number one spot in Arizona’s list of largest fires.

So what’s the deal with all of these wild, weather-related disasters?

According to Bill Patzert, a research scientist at NASA’s Jet Propulsion Laboratory in California, the cause it not solely global warming, but more “global weirding.”

“Sometimes it gets wild and weird,” says Patzert. In more technical terms, weather forecasters searching for a unifying explanation point to the La Niña climate pattern, a phenomenon born far out in the Pacific Ocean that shapes weather across the globe, in combination with other atmospheric anomalies that have altered the jet stream flow of air across North America. Less famous than its warm-water climate sibling El Niño, this year’s La Niña has been “near record-breaking” in its intensity, says climate scientist Michelle L’Heureux of the Climate Prediction Center in Camp Springs, Md.

La Niña conditions occur every few years and can persist as long as two years. With the tornadoes, flooding and fires that have already ravaged parts of the U.S., and hurricane season upon us, it is unfortunately shaping up to be an active, expensive and deadly La Niña season.

June Issue of Risk Management Now Online

Faithful readers: the June issue of Risk Management magazine is now online. The cover story focuses on event risk management — more specifically, how music festival promoters and organizers juggle the dizzying array of risks to crowd, performers and employees during multi-day festivals. Other features explore the risks of hydrofracking and how to insure against them, how to deal with employee evacuations during political uprisings abroad and the intrinsic beauty of risk management.

Our columns explore topics such as data security in the age of WikiLeaks, the risks of China’s clean tech revolutionsignificant moments in workplace safety and the 10 worst locations for storm surge.

If you enjoy what you seen online, you can subscribe to the print edition to enjoy even more content.

Please let us know what you think in the comments below. And stay tuned to the blog for even more coverage in the future. Lastly, you can follow the magazine on Twitter“like” us on Facebook and join our LinkedIn group.