UNIT 5 EXPERIMENT ANSWER SHEET Please submit to the UNIT 5 Exper.docx

UNIT 5 EXPERIMENT ANSWER SHEET
Please submit to the UNIT 5 Experiment SUBMISSION LINK
no later than Sunday midnight.
SUMMARY OF ACTIVITIES FOR UNIT 1 EXPERIMENT
ASSIGNMENT
· Experiment 5 Exercise 1 – Transcription and Translation
· Experiment 5Exercise 2 – Translation and Mutations
· Experiment 5 Exercise 3 – Mutation Rates
Experiment 5 Exercise 1: Transcription and Translation
This exercise will ensure that you have a good understanding of
the processes of transcription and translation. To get started, go
to the following website:
University of Utah. No date. Transcription and Translation
http://learn.genetics.utah.edu/content/molecules/transcribe/
Procedure
A. Read over the information on the first screen and click on the
click here to begin to proceed.
B. On the next screen transcribe the give DNA strand.
Table 1. Transcription of the DNA sequence (1.5 pts).
RNA

C. Once you have finished transcribing the DNA, you will then
translate the RNA sequence. Follow the instructions on the
screen.
Table 2. Translation (1.5 pts)
Codon
Amino Acid
Codon 1
Codon 2
Codon 3
Codon 4
Codon 5
Codon 6

Experiment 5 Exercise 2: Translation and Mutations
Now that you know how to transcribe DNA and translate the
mRNA message, let’s take a look at the different types of
mutations that might disrupt this process. Review pp 186-187 in
your book before beginning. In this exercise you will need to
use the following website:
McGraw Hill. No date. Virtual Lab: DNA and Genes
http://www.glencoe.com/sites/common_assets/advanced_placem
ent/mader10e/virtual_labs_2K8/labs/BL_04/index.html
Read over the information in the Mutation Guide and close it
when you are done. Note that there are several pages; you will
need to click on Next to proceed through the Guide. If you want
to review this material, you can click on the Mutation Guide
button. You are going to run a series of simulations in which an
mRNA sequence and its corresponding amino acid sequence is
provided. You will be told what type of mutation you will you
apply (= Mutation Rule) and you will have to determine the
new, mutated mRNA and the resulting protein sequence.
Procedure
A. Click on the Mutate button to get started.
B. Find the Mutation Rule (lower left corner) and enter it into
Table 3 below (see the Example provided).
C. Drag the appropriate nucleotides to build the new, Mutated
mRNA sequence. If you make a mistake building the new
mRNA sequence, drag the correct nucleotide and place it on top
of the incorrect one (you cannot actually remove a nucleotide).
D. Once you have generated your Mutated mRNA sequence, you
now need to build your Mutated amino acid sequence by
matching the appropriate amino acid with each codon. Click on
Genetic Code Chart to see the code or you can use Figure 10.11
on p 160 in your book.
NOTE: If you add a STOP codon, do NOT add any more amino
acids after it!

E. Once you have finished, click on the Check button. If you are
correct, then continue with Step F. If you had errors, you will
have to Reset the simulation and start over with Step A. Here is
what the results look like for the example provided:
F. When you have been successful, enter the Original mRNA
sequence and the Original amino acid sequence in the Table
below. Then enter the Mutated mRNA and Mutated protein
sequence.
G. Click on Reset and repeat Steps A through F four more times
so that you end up with FIVE replicates. Do not reuse the same
Mutation Rule and do not use the rule used in the example (“the
4th A becomes a C”). If you get the same Mutation rule twice,
Reset the simulation and run again.
Do NOT use the same Mutation rule as shown in the example
and do NOT use the same Mutation Rule twice!
Table 3. Mutation rules, mRNA sequences and amino acid
sequences (10 pts).
Rep
Mutation Rule and Sequences
E
X
A
M
P
L
E
Mutation rule: The 4th A becomes a C
Original mRNA sequence
AUG CAC ACG GUG CGA GGG AGU CUG
Original amino acid sequence
Met (Start) - His - Thr - Val - Arg - Gly - Ser - Leu

Mutated mRNA sequence
AUG CAC ACG GUG CGC GGG AGU CUG
Mutated amino acid sequence
Met (Start) - His - Thr - Val - Arg - Gly - Ser - Leu
Consequence
Substitution appears to have had no effect; Arg Arg
1
Mutation rule:
Consequence
2
Mutation rule:

Consequence
3
Mutation rule:
Consequence
4
Mutation rule:

Consequence
5
Mutation rule:
Consequence
Questions
1. What is a silent mutation? Did you see any examples of this
in your mutations above? If so, which mutation rule(s)
generated it? Cite your sources (2 pts).
2. What is a missense mutation and how does it differ from a
nonsense mutation? Did you see examples of either of these
types of mutation and if so, which mutation rule(s) generated it?
Cite your sources (2 pts).
3. What is a frame-shift mutation and why are they so
damaging? Did you see any examples of this in your mutations

above? If so, which mutation rule(s) generated it? Cite your
sources (2 pts).
4. Find a genetic disorder that develops as a result of one of the
types of genetic mutations we have examined in this exercise.
Identify the disorder and briefly describe the mutation
responsible. Cite your sources (3 pts).
Experiment 5 Exercise 3: Mutation Rates
We learned in our second exercise that not all mutations have an
observable effect. Yet the risk of a mutation being damaging is
fairly significant, so it is important to understand the
probability of them occurring. In this exercise, we are going to
calculate the probability of a mutational event within a gene.
You are given the necessary information below to complete the
calculations. Do not let them overwhelm you; this is simple
math, so think things through.
Assume that:
· there are approximately 3,000,000,000 base pairs in the
mammalian genome (genes constitute only a small portion of
this total)
· there are approximately 10,000 genes in the mammalian
genome
· a single gene averages about 10,000 base pairs in size
Questions
1. Based on the assumptions above, in the mammalian genome,
how many total base pairs are in all the mammalian genes?
Show your math (2 pts).
2. What percentage (%) of the total genome does this represent?
Show your math (2 pts).
3. What is the chance (%) that a random mutation will occur in

any given gene? Show your math (2 pts).
4. Only 1 out of 3 mutations that occur in a gene result in a
change to the protein structure. What is the probability that a
random mutation will change the structure of a protein? Show
your math (2 pts).
UNIT 1 Experiment Grading Rubric
Component
Expectation
Points
Experiment 5 Exercise 1
Demonstrates an understanding of the process of transcription
and translation (Table 1 and 2).
3 pts
Correctly implements the proper mutation and transcribes the
mRNA correctly (Table 3).
10 pts
Demonstrates an understanding of the different types of
mutations and their consequences (Questions 1-4).
9 pts
Correctly calculates the necessary information (Questions 1-4).
8 pts
TOTAL
30 pts
Updated April 2015

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“The authors—Fraser, Simkins, and Narvaez—have done an
invaluable service to
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an extensive num-
ber of wonderful case studies that describe innovative risk
management practices
in a diverse set of companies around the world. This book
should be an extremely
valuable source of knowledge for anyone interested in the
emerging and evolving
field of risk management.”
—Robert S. Kaplan, senior fellow, Marvin Bower Professor of
Leadership
Development, emeritus, Harvard University
“Lessons learned from case studies and best practices represent
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Implementing Enterprise
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I highly recommend this book for use by executives, line
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—Douglas F. Prawitt, professor of Accounting at Brigham
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and Committee of Sponsoring Organizations (COSO)
Executive Board member
“The real beauty of and value in this book is its case study
focus and the wide
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ERM journey of their
own that is more likely to fit the specific and typically
customized ERM needs of
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—Chris Mandel, senior vice president, Strategic
Solution

s for Sedgwick;
former president of the Risk Management Society
and the 2004 Risk Manager of the Year
“Implementing Enterprise Risk Management looks at many
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lent case studies, providing a real-world base for its
recommendations and an
important reminder that ERM is valuable in many industries. I
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—Russell Walker, Clinical associate professor, Kellogg School
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author of Winning with Risk Management
“The body of knowledge in Implementing Enterprise Risk
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—Mark L. Frigo, director, Strategic Risk Management Lab,
Kellstadt Graduate School of Business, DePaul University
“The management of enterprise risk is one of the most vexatious
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Simkins, and Narvaez is a much needed and highly refreshing
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through a series of fascinating real-life case studies, adroitly
help educate readers
to better understand and deal with the myriad of risks that can
assault, seriously
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written with the ‘risk
management problem solver’ in mind. It provides the link that
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—Dr. Chris Bart, FCPA, founder and lead faculty,

The Directors College of Canada
“The Institute of Risk Management welcomes the publication of
this highly practi-
cal text which should be of great interest to our students and
members around the
world. Implementing Enterprise Risk Management brings
together a fine collection of
detailed case studies from organizations of varying sizes and
working in differ-
ent sectors, all seeking to enhance their business performance
by managing their
risks more effectively, from the boardroom to the shop floor.
This book makes a
valuable contribution to the body of knowledge of what works
that will benefit the
development of the risk profession.”
—Carolyn Williams, technical director, Institute of Risk
Management
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IMPLEMENTING
ENTERPRISE RISK
MANAGEMENT
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The Robert W. Kolb Series in Finance provides a
comprehensive view of the field
of finance in all of its variety and complexity. The series is
projected to include
approximately 65 volumes covering all major topics and
specializations in finance,
ranging from investments, to corporate finance, to financial
institutions. Each vol-
ume in the Kolb Series in Finance consists of new articles
especially written for
the volume.
Each volume is edited by a specialist in a particular area of
finance, who develops
the volume outline and commissions articles by the world’s

experts in that partic-
ular field of finance. Each volume includes an editor’s
introduction and approx-
imately thirty articles to fully describe the current state of
financial research and
practice in a particular area of finance.
The essays in each volume are intended for practicing finance
professionals, grad-
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each volume is
to encapsulate the current state of knowledge in a particular
area of finance so that
the reader can quickly achieve a mastery of that special area of
finance.
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IMPLEMENTING
ENTERPRISE RISK
MANAGEMENT

Case Studies and Best Practices
Editors
John R.S. Fraser
Betty J. Simkins
Kristina Narvaez
The Robert W. Kolb Series in Finance
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Cover Design: Wiley
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Copyright © 2015 by John R.S. Fraser, Betty J. Simkins,
Kristina Narvaev. All rights
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Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.

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To Wendy, my wonderful wife and my inspiration, and to my

parents who instilled in me a lifelong thirst for learning.
—John Fraser
To my husband (Russell) and our family: sons and daughters-
in-law (Luke & Stephanie and Walt & Lauren), daughter and
son-in-law (Susan & Jason), and our youngest daughter (April).
Thank you for your love, support, and encouragement!
—Betty Simkins
I would like to thank my husband and four children for support-
ing me on my journey of writing two chapters and co-editing
this
book. I would also like to thank the Risk and Insurance Manage-
ment Society for supporting me during my educational years
and providing great workshops and conferences on enterprise
risk management.
—Kristina Narvaez
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Contents
Foreword xiii
1 Enterprise Risk Management Case Studies:
An Introduction and Overview 1
John R.S. Fraser, Betty J. Simkins, and Kristina Narvaez
PART I Overview and Insights for Teaching ERM 17
2 An Innovative Method to Teaching Enterprise Risk
Management: A Learner-Centered Teaching Approach 19
David R. Lange and Betty J. Simkins
PART II ERM Implementation at Leading Organizations 37
3 ERM at Mars, Incorporated: ERM for Strategy
and Operations 39
Larry Warner

4 Value and Risk: Enterprise Risk Management at Statoil 59
Alf Alviniussen and Håkan Jankensgård
5 ERM in Practice at the University of California
Health System 75
Grace Crickette
6 Strategic Risk Management at the LEGO Group:
Integrating Strategy and Risk Management 93
Mark L. Frigo and Hans Læssøe
7 Turning the Organizational Pyramid Upside Down:
Ten Years of Evolution in Enterprise Risk Management
at United Grain Growers 107
John Bugalla
ix
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x Contents

8 Housing Association Case Study of ERM in a
Changing Marketplace 119
John Hargreaves
9 Lessons from the Academy: ERM Implementation in
the University Setting 143
Anne E. Lundquist
10 Developing Accountability in Risk Management: The
British Columbia Lottery Corporation Case Study 179
Jacquetta C. M. Goy
11 Starting from Scratch: The Evolution of ERM at the
Workers’ Compensation Fund 207
Dan M. Hair
12 Measuring Performance at Intuit: A Value-Added
Component in ERM Programs 227
Janet Nasburg
13 TD Bank’s Approach to an Enterprise Risk
Management Program 241
Paul Cunha and Kristina Narvaez

PART III Linking ERM to Strategy and Strategic
Risk Management 251
14 A Strategic Approach to Enterprise Risk Management
at Zurich Insurance Group 253
Linda Conrad and Kristina Narvaez
15 Embedding ERM into Strategic Planning at the City
of Edmonton 281
Ken Baker
16 Leveraging ERM to Practice Strategic Risk Management 305
John Bugalla and James Kallman
PART IV Specialized Aspects of Risk Management 319
17 Developing a Strategic Risk Plan for the Hope City
Police Service 321
Andrew Graham
18 Blue Wood Chocolates 335
Stephen McPhie and Rick Nason
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CONTENTS xi
19 Kilgore Custom Milling 363
Rick Nason and Stephen McPhie
20 Implementing Risk Management within Middle
Eastern Oil and Gas Companies 377
Alexander Larsen
21 The Role of Root Cause Analysis in Public Safety
ERM Programs 397
Andrew Bent
22 JAA Inc.—A Case Study in Creating Value from
Uncertainty: Best Practices in Managing Risk 427
Julian du Plessis, Arnold Schanfield, and Alpaslan Menevse
23 Control Complacency: Rogue Trading
at Société Générale 461
Steve Lindo
24 The Role of VaR in Enterprise Risk Management:

Calculating Value at Risk for Portfolios Held by the
Vane Mallory Investment Bank 489
Allissa A. Lee and Betty J. Simkins
25 Uses of Efficient Frontier Analysis in Strategic Risk
Management: A Technical Examination 501
Ward Ching and Loren Nickel
PART V Mini-Cases on ERM and Risk 523
26 Bim Consultants Inc. 525
John R.S. Fraser
27 Nerds Galore 529
Rob Quail
28 The Reluctant General Counsel 535
Norman D. Marks
29 Transforming Risk Management at Akawini Copper 539
Grant Purdy
30 Alleged Corruption at Chessfield: Corporate
Governance and the Risk Oversight Role of the Board
of Directors 547

Richard Leblanc
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xii Contents
31 Operational Risk Management Case Study:
Bon Boulangerie 555
Diana Del Bel Belluz
PART VI Other Case Studies 559
32 Constructive Dialogue and ERM: Lessons from the
Financial Crisis 561
Thomas H. Stanton
33 Challenges and Obstacles of ERM Implementation
in Poland 577
Zbigniew Krysiak and Sl̄ awomir Pijanowski
34 Turning Crisis into Opportunity: Building an ERM
Program at General Motors 607

Marc S. Robinson, Lisa M. Smith, and Brian D. Thelen
35 ERM at Malaysia’s Media Company Astro: Quickly
Implementing ERM and Using It to Assess the
Risk-Adjusted Performance of a Portfolio of Acquired
Foreign Companies 623
Patrick Adam K. Abdullah and Ghislain Giroux Dufort
About the Editors 649
Index 651
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Foreword
E
nterprise Risk Management is an evolving discipline focused on
a com-
plex and still imperfectly-understood subject. In such a
situation, science is
advanced best by collecting data from multiple, independent

sites. A rich
set of observations educates the field’s scholars and
practitioners and provides the
foundation for them to develop descriptive and normative
theories as well as cod-
ified best practices about the subject.
The authors—Fraser, Simkins, and Narvaez—have done an
invaluable service
to advance the science of enterprise risk management by
collecting an extensive
number of wonderful case studies that describe innovative risk
management prac-
tices in a diverse set of companies around the world. This book
should be an
extremely valuable source of knowledge for anyone interested
in the emerging
and evolving field of risk management. We should be grateful to
the editors and
to each chapter author for expanding the body of knowledge for
risk management
professionals and academics.
Robert S. Kaplan

Senior Fellow, Marvin Bower Professor
of Leadership Development, Emeritus
Harvard University
xiii
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CHAPTER 1
Enterprise Risk Management
Case Studies
An Introduction and Overview
JOHN R.S. FRASER
Senior Vice President, Internal Audit, and former Chief Risk

Officer, Hydro One
Networks Inc.
BETTY J. SIMKINS
Williams Companies Chair of Business and Professor of
Finance, Oklahoma State
University
KRISTINA NARVAEZ
President and Owner of ERM Strategies, LLC
Businesses, business schools, regulators, and the public are now
scrambling to
catch up with the emerging field of enterprise risk management.
—Robert Kaplan (quote from Foreword in Fraser and Simkins,
2010)
Most executives with MBA degrees were not taught ERM. In
fact, there are only
a few universities that teach ERM. So some business school
graduates are strong
in finance, marketing, and management theory, but they are
limited in terms of
critical thinking, business acumen, and risk analysis skills.

—Paul Walker1
THE EVOLUTION OF ENTERPRISE
RISK MANAGEMENT
Over the past two decades enterprise risk management (ERM)
has evolved
from concepts and visions of how risks should be addressed to a
method-
ology that is becoming entrenched in modern management and
is now
increasingly expected by those in oversight roles (e.g.,
governing bodies and
regulators). As Felix Kloman describes in his chapter “A Brief
History of Risk Man-
agement,” published in Fraser and Simkins (2010), many of the
concepts go back
a very long time and many of the so-called newly discovered
techniques can be
1
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2 Implementing Enterprise Risk Management
referenced to the earlier writings and practices described by
Kloman. However,
it is only from around the mid-1990s that the concept of giving
a name to manag-
ing risks in a holistic way across the many operating silos of an
enterprise started
to take hold. In the 1990s, terms such as integrated risk
management and enterprise-
wide risk management were also used. Many thought leaders,
for example, those
who created ISO 31000,2 believe that the term risk management
is all that is needed
to describe good risk management; however, many others
believe that the latter
term is often used to describe risk management at the lower
levels of the organiza-
tion and does not necessarily capture the concepts of enterprise-
level approaches
to risk. As a result, the term ERM is used throughout this book.
As ERM continues to evolve there is still much discussion and

confusion over
exactly what it is and how it should be achieved. It is important
to realize that
it is still evolving and may take many more years before it is
fully codified and
practiced in a consistent way. In fact, there is a grave danger
now of believing
that there is only one way of doing ERM. This is probably a
mistake by regula-
tors who have too eagerly seized some of these concepts and are
trying to impose
them when the methods are not fully understood, and in some
cases the require-
ments are unlikely to produce the desired results. As Fraser and
Simkins (2010)
noted in their first book on ERM: “While regulatory interest can
force ERM into
companies, if not done well, it can become another box-ticking
exercise that adds
little value.”3
The leading and most commonly agreed4 guideline to holistic
risk manage-
ment is ISO 31000. However, it should be mentioned that in the
United States

the COSO 2004 Enterprise Risk Management–Integrated
Framework has been the
dominant framework used to date. Many organizations are
currently adopting
one or the other of these frameworks and then customizing them
to their own
context.
WHY THE NEED FOR A BOOK WITH ERM
CASE STUDIES?
Following the success of the earlier Enterprise Risk
Management: Today’s Leading
Research and Best Practices for Tomorrow’s Executives by
Fraser and Simkins (2010),
we found through our own teaching experiences, and by talking
to others, that
there was an urgent need for a university-level textbook of ERM
case studies to
help educate executives, risk practitioners, academics, and
students alike about
the evolving methodology. As a result, Fraser and Simkins,
together with Kristina
Narvaez, approached many of the leading ERM specialists to
write case studies for
this book.

Surveys have also shown that there is a dire need for more case
studies on ERM
(see Fraser, Schoening-Thiessen, and Simkins 2008).
Additionally, surveys of risk
executives report that business risk is increasing due to new
technologies, faster
rate of change, increases in regulatory risk, and more (PWC
2014). As Paul Walker
of St. John’s University points out in the opening quote of the
2014 American Pro-
ductivity & Quality Center (APQC) report on ERM, “Most
executives with MBA
degrees were not taught ERM. In fact, there are only a few
universities that teach
ERM. So some business school graduates are strong in finance,
marketing, and
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ENTERPRISE RISK MANAGEMENT CASE STUDIES 3

management theory, but they are limited in terms of critical
thinking, business acu-
men, and risk analysis skills.” Learning Centered Teaching
(LCT), as discussed in
Chapter 2, is an ideal way to achieve this. Using LCT and the
case study approach,
students actively participate in the learning process through
constructive reflective
reasoning, critical thinking and analysis, and discussion of key
issues. This is the
first book to provide such a broad coverage of case studies on
ERM.
The case studies that follow are from some of the leading
academics and prac-
titioners of enterprise risk management. While many of the
cases are about real-life
situations, there are also those that, while based on real-life
experiences, have had
names changed to maintain confidentiality or are composites of
several situations.
We are deeply indebted to the authors and to the organizations
that agreed so
kindly to share their stories to help benefit future generations of
ERM practition-

ers. In addition, we have added several chapters where we feel
the fundamentals
of these specialized techniques (e.g., VaR) deserve to be
understood by ERM stu-
dents and practitioners. Each case study provides opportunities
for executives, risk
practitioners, and students to explore what went well, what
could have been done
differently, and what lessons are to be learned.
Teachers of ERM will find a wealth of material to use in
demonstrating ERM
principles to students. These can be used for term papers or
class discussions, and
the approaches can be contrasted to emphasize different
contexts that may require
customized approaches. This book introduces the reader to a
wide range of con-
cepts and techniques for managing risks in a holistic way, by
correctly identifying
risks and prioritizing the appropriate responses. It offers a
broad overview of the
various types of ERM techniques, the role of the board of
directors, risk tolerances,
profiles, workshops, and allocation of resources, while focusing

on the principles
that determine business success.
Practitioners interested in implementing ERM, enhancing their
knowledge on
the subject, or wishing to mature their ERM program, will find
this book an abso-
lute must resource to have. Case studies are one of the best
ways to learn more on
this topic.
This book is a companion to Enterprise Risk Management:
Today’s Leading
Research and Best Practices for Tomorrow’s Executives (Fraser
and Simkins 2010).
Together, these two books can create a curriculum of study for
business students
and risk practitioners who desire to have a better understanding
of the world of
enterprise risk management and where it is heading in the
future. Boards and
senior leadership teams in progressive organizations are now
engaging in building
ERM into their scenario-planning and decision-making
processes. These forward-

looking organizations are also integrating ERM into the
business-planning pro-
cess with resource allocation and investment decisions. At the
business unit
level, ERM is being used to measure the performance of risk-
taking activities of
employees.
As these case studies demonstrate, ERM is a continuous
improvement process
and takes time to evolve. As can be gleaned from these case
studies, most firms that
have taken the ERM journey started with a basic ERM language,
risk identification,
and risk-assessment process and then moved down the road to
broaden their pro-
grams to include risk treatments, monitoring, and reporting
processes. The ulti-
mate goal of ERM is to have it embedded into the risk culture of
the organization
and drive the decision-making process to make more sound
business decisions.
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SUMMARY OF THE BOOK CHAPTERS
As mentioned earlier, the purpose of this book is to provide
case studies on ERM
in order to educate executives, risk practitioners, academics,
and students alike
about this evolving methodology. To achieve this goal, the book
is organized into
the following sections:
Part I: Overview and Insights for Teaching ERM
Part II: ERM Implementation at Leading Organizations
Part III: Linking ERM to Strategy and Strategic Risk
Management
Part IV: Specialized Aspects of Risk Management
Part V: Mini-Cases on ERM and Risk
Part VI: Other Case Studies
Brief descriptions of the contributors and the chapters are
provided next.

PART I: OVERVIEW AND INSIGHTS FOR
TEACHING ERM
The first two chapters provide an overview of ERM and
guidance on ERM educa-
tion. As we have pointed out, education on ERM is crucial and
more universities
need to offer courses in this area. Our conversations with many
ERM educators
and consultants highlight how extremely challenging it is to
achieve excellence in
ERM education.
Chapter 2, “An Innovative Method to Teaching Enterprise Risk
Manage-
ment: A Learner-Centered Teaching Approach,” offers insights
and suggestions
on teaching ERM. This chapter covers the concept of flipping
the classroom with
learner-centered teaching (LCT), distinguishes it from
traditional lectures, and
describes how it can be used in teaching ERM. The LCT
approach emphasizes
active student participation and collaboration on in-class
activities such as case
studies versus the traditional lecture approach. This chapter

provides several
examples as to how LCT can be applied in teaching ERM,
utilizing Fraser and
Simkins’ (2010) book. David R. Lange and Betty J. Simkins,
both experienced ERM
educators, team together to write this chapter. David Lange,
DBA, is an Auburn
University Montgomery (AUM) Distinguished Research and
Teaching Professor of
Finance. He has received many prestigious awards for both
research and teaching
from the University and from several academic associations. He
has taught many
courses in the area of risk management and has consulted in a
significant num-
ber of individual and class insurance–related cases in both state
and federal court.
Betty Simkins, PhD, the Williams Companies Chair of Business
and Professor of
Finance at Oklahoma State University, is coeditor of this book.
PART II: ERM IMPLEMENTATION AT
LEADING ORGANIZATIONS
Part II is a collection of ERM case studies that give examples of
how ERM was

developed and applied in major organizations around the world.
Note that there
is no perfect ERM case study and the objective is for readers to
assess what they
believe was successful or not so successful about these ERM
programs.
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The first case study in this book describes ERM at Mars, Inc.
Larry Warner, who
is the former corporate risk manager at Mars, Inc. and now is
president of Warner
Risk Group, describes the ERM program at the company in
Chapter 3. Mars is
a global food company and one of the largest privately held
corporations in the
United States. It has more than 72,000 associates and annual net
sales in excess
of $33 billion across six business segments—Petcare,

Chocolate, Wrigley, Food,
Drinks, and Symbioscience. Its brands include Pedigree, Royal
Canin, M&M’s,
Snickers, Extra, Skittles, Uncle Ben’s, and Flavia. With such
complex business oper-
ations, Mars recognized the importance of providing its
managers with a tool to
knowledgably and comfortably take risk in order to achieve its
long-term goals.
Mars business units use its award-winning process to test their
annual operating
plan and thereby increase the probability of achieving these
objectives.
The case study in Chapter 4 entitled “Value and Risk: ERM in
Statoil” was writ-
ten by Alf Alviniussen, who is the former Group Treasurer and
Senior Vice Pres-
ident of Norsk Hydro ASA, Oslo, Norway, and Håkan
Jankensgård who holds
a PhD in risk management from Lund University, Sweden.
Håkan is also a for-
mer risk manager of Norsk Hydro. In this case study, the
authors discuss ERM at
Statoil, one of the top oil and gas companies in the world,

located in Norway. In
Statoil, understanding and managing risk is today considered a
core value of the
company, which is written into the corporate directives and
widely communicated
to employees. ERM is thoroughly embedded in the
organization’s work processes,
and its risk committee has managed the transition from a “silo”-
mentality to pro-
moting Statoil’s best interests in areas where risk needs to be
considered.
Chapter 5, called “ERM in Practice at University of California
Health Systems,”
is written by their former Chief Risk Officer (CRO), Grace
Crickette, who is now
the Senior Vice President and Chief Risk and Compliance
Officer of AAA Northern
California, Nevada, and Utah. The University of California’s
(UC) Health System
is comprised of numerous clinical operations, including five
medical centers that
support the clinical teaching programs for the university’s
medical and health sci-
ence school and handle more than three million patient visits

each year. ERM plays
an important role at the UC Health System and assists the
organization in assess-
ing and responding to all risks (operational, clinical, business,
accreditation, and
regulatory) that affect the achievement of the strategic and
financial objectives of
the UC Health System.
The descriptive case study in Chapter 6, written by Dr. Mark
Frigo from
DePaul University and Hans Læssøe, the Strategic Risk
Manager of the LEGO
Group, provides a great example of integrating risk management
in strategy devel-
opment and strategy execution at the LEGO Group, which is
based on an initiative
started in late 2006 and led by co-author Hans Læssøe. The
LEGO methodology is
also part of the continuing work of the Strategic Risk
Management Lab at DePaul
University, which is identifying and developing leading
practices in integrating
risk management with strategy development and execution.

United Grain Growers (UGG), a conservative 100-year-old
Winnipeg, Canada-
based grain handler and distributor of farm supplies, was an
ERM pioneer. Chap-
ter 7 called “Turning the Organizational Pyramid Upside Down:
Ten Years of Evo-
lution in Enterprise Risk Management at United Grain Growers”
analyzes the ERM
program at United Grain Growers 15 years later. When UGG
announced that it
had implemented a new integrated risk-financing program in
1999, it received
a great deal of attention in the financial press. CFO magazine
hailed the UGG
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program as “the deal of the decade.” The Economist
characterized it as a “revo-
lutionary advance in corporate finance,” and Harvard University

created a UGG
case study. While most outside attention focused on the direct
financial benefits
of implementing the program (protection of cash flow, the
reduced risk-capital
required, and a 20 percent increase in stock price), scant
attention was given to the
less tangible and therefore less measurable issues of
governance, leadership, and
corporate culture—the conditions that enabled such innovation.
It was a combi-
nation of a collaborative leadership open to new ideas, a culture
of controlled risk
taking, and active risk oversight by the board that produced a
strategic approach
to UGG’s risk management process. This chapter is written by
John Bugalla, who
is the principal of ermINSIGHTS.
John Hargreaves has written Chapter 8 titled “Housing
Association Case
Study of ERM in a Changing Marketplace.” He has a
mathematics degree from
Cambridge University and six years strategy consultancy
experience at KPMG.

This case study features four real-life charitable housing
associations in England
and Wales, each with a different strategy and risk environment.
Simple yet prac-
tical tools to assist in risk identification and prioritization are
also presented. This
case study has two main aims. The first is to help develop an
understanding of
the importance of ERM in a charitable context, showing that
modern charities are
often very active organizations that face significant risks.
Second, the case aims to
illustrate the need for a close relationship between risk
assessment and strategy
development, particularly in sectors where objectives are
defined in social as well
as economic terms. Each of the four cases has a different
perspective and challenges
the student or practitioner to identify and assess the risk and
develop possible risk
treatments for each.
Chapter 9, “Lessons from the Academy: ERM Implementation in
the Univer-
sity Setting,” was written by Anne E. Lundquist. She is

pursuing a PhD in the
Educational Leadership program at Western Michigan
University with a concen-
tration in Higher Education Administration. This chapter
explores the unique
aspects of the University of Washington’s (UW) risk
environment, including how
leadership, goal-setting, planning, and decision-making differ
from the for-profit
sector. The lack of risk management regulatory requirements,
combined with cul-
tural and environmental differences, helps explain why there are
a limited number
of fully evolved ERM programs at colleges and universities.
The second half of the
chapter explores the decision to adopt and implement ERM at
UW, including a
description of early decisions, a timeline of how the program
evolved, a discus-
sion of the ERM framework, and examples of some of the tools
used in the risk
management process. It traces the evolution of the UW program
as well as demon-
strates decisions that administrators made to tailor ERM to fit
the decentralized

culture of a university.
The case study in Chapter 10, “Developing Accountability in
Risk Manage-
ment: The British Columbia Lottery Corporation Case Study,”
demonstrates how
ERM was successfully implemented in a Canadian public sector
organization over
a 10-year period. Jacquetta Goy, author of this chapter, was the
Senior Manager,
Risk Advisory Services at British Columbia Lottery Corporation
and was respon-
sible for establishing and developing the ERM program.
Currently, Jacquetta is
the Director of Risk Management at Thompson Rivers
University, Canada. This
case study focuses on initiation, early development, and
sustainment of the ERM
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program, highlighting some of the barriers and enablers that
affected implemen-
tation. This case study includes a focus on developing risk
profiles; the role of
risk managers, champions, and committees; and the
development of effective risk
evaluation tools. The approach to ERM has evolved from
informal conversations
supported by an external assessment, through a period of high-
level corporate
focus supported by a dedicated group of champions using voting
technology to
an embedded approach, where risk assessment is incorporated
into both opera-
tional practice and planning.
Chapter 11, “Starting from Scratch: The Evolution of ERM at
the Workers Com-
pensation Fund,” describes the evolution of a formal ERM
program at a midsize
property casualty insurance carrier. This chapter is authored by
Dan Hair, the CRO
of the Workers Compensation Fund. In this chapter, the
motivations of executive

management and the board of directors in taking existing
strategic risk manage-
ment discussions to a higher level are reviewed. The step-by-
step actions taken by
the company to develop the ERM program are explained in
chronological order.
External resources used are also commented upon. The chapter
concludes with a
discussion of striking an ongoing balance between program
rigor, documentation,
and business needs.
Chapter 12, “Measuring Performance at Intuit: A Value-Added
Component
in ERM Programs,” shows how Intuit, maker of Quicken,
QuickBooks, and Turbo-
Tax, is committed to creating new and easier ways for
consumers and businesses to
tackle life’s financial chores, giving them more time to live
their lives and
run their businesses. This case study shows how Intuit, a global
company, is
exposed to a wide range of customer-related and operational
risks. Understand-
ing the risk landscape enables Intuit to formulate and execute

strategies to address
potential pitfalls and opportunities. The author, Janet Nasburg,
is Chief Risk Offi-
cer at Intuit. Janet is responsible for driving Intuit’s ERM
capability, ensuring that
the company appropriately balances opportunities and risks to
achieve optimal
business results. Before Intuit, Janet spent 16 years in various
finance roles at Visa,
and has more than 30 years of risk management and finance
experience.
Chapter 13 describes TD Bank’s ERM program and how it has
been developed
to reinforce the risk culture and ensure that all stakeholders
have a common under-
standing of how risks are addressed within the organization.
This is achieved by
identifying the risks to TD Bank’s business strategy and
operations, determining
the types of risk it is prepared to take, establishing policies and
practices to gov-
ern risks, and following an ERM framework to manage those
risks. This chapter is
co-authored by Paul Cunha and Kristina Narvaez. Paul Cunha is

Vice President,
Enterprise Risk Management at TD Bank. During his career at
TD Bank, he has
spent time in risk management, internal audit, retail banking,
commercial bank-
ing, and corporate and investment banking. Kristina Narvaez is
the president and
owner of ERM Strategies, LLC, and is co-editor of this book.
PART III: LINKING ERM TO STRATEGY AND
STRATEGIC RISK MANAGEMENT
Part III of this book demonstrates the link between ERM and
strategy in what is
now being called strategic risk management (SRM). SRM
represents an important
evolution in enterprise risk management, shifting from a
reactive approach to a
www.it-ebooks.info

proactive approach in dealing with the large spectrum of risks
across the organi-
zation. These case studies view their risk-taking activities in a
strategic way, not
only to protect the organization’s value and assets, but also to
be able to capture
new value that is in alignment with the strategic goals of the
organization.
Zurich Insurance Group, the case study in Chapter 14,
demonstrates the link
between ERM and strategy. Zurich is a global insurance carrier
and is exposed to
a wide range of risks. Zurich recognizes that taking the right
risks is a necessary
part of growing and protecting shareholder value. It is careful
not to miss valu-
able market opportunities that could attract the best talent and
investor capital, but
must also balance the growth opportunities with the reality that
it is operating in
a complex world economy. This chapter is co-authored by Linda
Conrad, Director
of Strategic Business Risk Management at Zurich and Kristina
Narvaez, president

and owner of ERM Strategies, LLC and co-editor of this book.
Linda leads a global
team responsible for delivering tactical solutions to Zurich and
to its customers on
strategic issues such as business resilience, supply chain risk,
ERM, risk culture,
and total risk profiling.
Chapter 15, “Embedding ERM into Strategic Planning at the
City of Edmon-
ton,” is written by Ken Baker, who is their ERM Program
Manager. This study
examines the process used by the City of Edmonton in Alberta,
Canada, to estab-
lish its strategic ERM model. After examining several existing
frameworks, the
City decided on a framework based on the ISO 31000 risk
management standard,
but customized to suit the City’s needs. During the process,
administration had
to weigh factors common to any large organization, as well as
those specific to
governments in general and municipalities in particular. The
chronicling of this
process may assist those in similar organizations to more

successfully implement
their own ERM and SRM programs.
Chapter 16 describes a brief history of the evolution of
enterprise risk
management and describes a new and innovative approach
(value mapping) to
measuring the potential value by taking risks. This chapter also
provides a model
for incorporating the ERM process into strategic planning. John
Bugalla, Principal
of ermINSIGHTS and author of Chapter 7, and James Kallman,
a finance professor
at St. Edward’s University, co-author this chapter. John’s
experience includes
30 years in the risk management profession serving as
Managing Director of
Marsh & McLennan, Inc., Willis Group, Plc., and Aon Corp.,
before founding
ermINSIGHTS. James teaches courses in finance, statistics, and
risk management.
PART IV: SPECIALIZED ASPECTS OF
RISK MANAGEMENT
Part IV of the book captures unique aspects of ERM so that the

reader can learn
about the many broad applications, including insights into
managing specific
types of risk. This part starts with a case study in Chapter 17 of
the challenges
of risk management within a typical police department. This
case is followed by
eight additional chapters addressing other intriguing aspects of
risk management.
Andrew Graham reveals the complex and challenging aspects of
risk manage-
ment in Chapter 17, “Developing a Strategic Risk Plan for the
Hope City Police Ser-
vice.” This fictional case study was developed based on many
years of teaching risk
management to police forces. The setting is a medium-sized but
growing city that
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is facing many issues, including changes in demographics,
traffic issues, budgetary
challenges, and so on. The student is required to act as a
consultant who has been
hired by the chief of police to assist him in briefing the Police
Services Board and the
mayor in understanding the most critical risks to their objective
of having a best-
in-class police service for their citizens. Andrew Graham
researches, teaches, and
writes on public-sector management, financial management,
integrated risk man-
agement, and governance at Queen’s University School of
Policy Studies, Canada,
as well as a variety of international and Canadian venues.
Andrew had an exten-
sive career in Canada’s criminal justice system and has taught
and worked with
police services and police boards and commissioners in a
variety of ways for the
past 10 years.
Chapter 18, “Blue Wood Chocolates,” is designed to facilitate
discussion of the

implementation of an ERM framework, corporate governance
issues, and com-
modity risk management. The situation that this fictional
company faces is typi-
cal of many midsize companies that have performed
satisfactorily in the past but
are exposed, often unknowingly, to major potential risks and do
not have the
internal governance and risk management structures to identify,
quantify, and
manage such risks adequately. In particular, this case illustrates
commodity and
foreign currency exposures, and challenges the student to
investigate the specifics
of hedging such positions. Rick Nason, PhD, CFA, and Stephen
McPhie, CA, coau-
thored this chapter. Rick is an associate professor of finance at
Dalhousie Univer-
sity, Canada, and is also a founding partner of RSD

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