|Statement||edited by Diego A. Vázquez-Brust, José A. Plaza-Úbeda, Jerónimo de Burgos-Jiménez, Claudia E. Natenzon|
|Contributions||Plaza-Úbeda, José A., de Burgos-Jiménez, Jerónimo, Natenzon, Claudia E., SpringerLink (Online service)|
|The Physical Object|
|Format||[electronic resource] :|
|ISBN 10||9789400727410, 9789400727427|
This timely publication considers recent developments in environmental risk management as they relate to commercial organizations, including risk transfer through insurance. It starts by looking at characterization of risks based on the hazard-pathway-receptor principles, emphasizing the importance of site specific factors. Environmental risks are increasingly considered as a part of strategic. Environmental Risks and the Media explores the ways in which environmental risks, threats and hazards are represented, transformed and contested by the by: Environmental factors can have an impact on project management even in environments that are relatively stable. From access to capital, to access to technology, to access to people, projects will succeed or fail based on the project leaders ability. and to cover all environmental risks (although the process has started in Sweden). This is the development of a national profile of environmental risks which can enable hazards to be ranked into priorities for different types of action. Once this national risk profile is known, the task of matching risk.
Environmental risks should be a critical part of both a business’s strategy and its risk management program. On the strategy side, business leaders should take a look at their use of natural resources, their supply chain’s use of natural resources, and other business decisions that might affect the environment in a negative way. If you haven’t done so already, elevate environmental risk into the critical tier of business strategy and implement a sound environmental risk management program. This program should systematically identify, assess, quantify, and prioritize the respective environmental risks to the business. The environmental factors affecting business growth and survival cannot be fully controlled. The only thing you can do is to take preventive measures in order to mitigate the risks. Organizations often use the PESTLE analysis to better understand and identify environmental threats and opportunities. One reason for this is that most environmental risks exist in a company’s external environment, where the business has little ability to directly impact them. Second, there are many environ- mental risks, including those related to climate change, water, energy use, waste and biodiversity and these are often inter- connected.
Written by experts in the field, this important book provides anintroduction to current risk assessment practices and proceduresand explores the intrinsic complexities, challenges, andcontroversies. Sustainability risk is a newly emerging risk area and one of the critical risk areas of the twenty-first century. In dealing with sustainability risk, sustainability risk management (SRM) is emerging as a business strategy that aligns profit goals with internal green strategies and policies. This external business environment is composed of numerous outside organizations and forces that we can group into seven key subenvironments, as illustrates: economic, political and legal, demographic, social, competitive, global, and technological. Each of these sectors creates a unique set of challenges and opportunities for businesses. Guide An environmental risk assessment allows you to assess the likelihood of your business causing harm to the environment. This includes describing potential hazards and impacts before taking precautions to reduce the risks. It uses similar techniques to the health and safety risk assessment your business already has to perform.