RISK COMMUNICATION PLAN RIVM 2012/6/5 ICM 2 Yunting Huang 10028501 Qian Ma 09094377 Qian Cai 10005056 Table of content Background information 2 Situation analysis 4 Stakeholder analysis 6 Communication Strategies 8 Conclusion 12 References 13 Background information The risk communication team is consisting of three members working for RIVM in this case. We are Yunting Huang‚ Qian Ma and Qian Cai. First of all‚ RIVM‚ the organization which we work for is National
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Risk Management Week 10 discussion/case study Employee Liability issue Physician Harassment As risk manger it is brought to your attention that a Nurse Green in the OR is upset with her rotation schedule and what she feels is slander against her professional abilities. The OR supervisor when asked indicated Ms. Green‚ had complained to her that a physician‚ Dr. Ray‚ had made several passes at her‚ made suggestive remarks to her and asked her to go out with him repeatedly. Nurse Green indicated
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Unit 11‚ P6: The role of supportive relationships to reduce the risk of abuse and neglect In order for a vulnerable individual to feel confident and feel as his/her needs are met‚ a supportive relationship is essential. A supportive relationship is a relation based on empathy and encouragement and based on the individuals supporting each other in different ways‚ in order to maintain happy and healthy‚ physically and mentally. Without a supportive relationship‚ individuals might not feel confident
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Risk mitigation is a critical function of every project manager. A well-developed risk management process “attempts to recognize and manage potential and unforeseen trouble spots that may occur when the project is implemented” (Gray & Larson‚ 2006‚ p. 1). Risk mitigation begins with project planning. Based on previous experiences‚ lessons learned‚ schedule and budget constraints of the assigned project‚ the project team can identify all the risks‚ analyze each risk in terms of the severity of the
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Foreign Exchange Transaction risk & Techniques to Control By Z. Song Contents 1. Introduction………………………………………………………………………2 2. Main Body…………………………………………………………………… .2-9 3.1 Transaction exposure………………………………………………………2-3 3.2 Three Hedges………………………………………………………………3-9 3.3.1 Forwards……………………………………………………………4-6 3.3.2 Futures……………………………………………………………..6-8 3.3.3 Currency option……………………………………………………8-9 3. Conclusion…………………………………………………………………………………...…………
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Chapter 3: Risk and Uncertainty Add Your Company Slogan L/O/G/O Table of Contents 01. Risk vs. uncertainty Risk vs. uncertainty Sources of uncertainty 03. Click to add sub title - Description of - Description of - Description of - Description of the contents the contents the contents the contents 02. Click to add sub title - Description of - Description of - Description of - Description of the contents the contents the contents the contents 04. Click to add sub title
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RISK MANAGEMENT Clinical risk is an avoidable increase in the probability of harm occurring to a patient Clinical Risk Management (CRM) is an approach to improving the quality and safety of healthcare by: placing special emphasis on identifying circumstances that put patients at risk of harm acting to prevent or control those risks CRM helps the hospital: to maintain and improve quality of services improve patient safety reduce frequency of litigation help maintain trust in profession prevent
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Checklist for Evaluating Internal Controls ACC/544 April 29‚ 2013 Christine Errico Checklist for Evaluating Internal Controls Internal controls are methods a company implements to safeguard and protect the company in its day-to-day operations as well as its financial information. To ensure these controls are effective and performing properly a company must evaluate these controls. In performing this evaluation a company should use the three phases of the control evaluation. These phases
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Lecture 1: Risk and Risk Aversion • This should mostly be review given your Microeconomics courses • Readings: ▪ Ingersoll – Chapter 1 ▪ Leroy and Werner Chapters 8 & 9 ▪ Ross – “Stronger Measures of Risk Aversion” The most interesting aspect of Asset Pricing‚ the focus of this course‚ considers how securities markets price risk (the time dimension alone is largely mechanical although there are interesting interactions between the two). For this question to
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billion (Kuprianov‚ 1995). At beginning of 1992‚ MGRM engaged in selling 5-year and 10-year fixed-price oil supply contracts to a number of customers. Unlike the traditional forward contacts‚ the firm provided customers the option that allowed customers to call for cash settlement on the full volume of outstanding deliveries if market prices for oil rose above the contracted price. More specifically‚ the option clauses entailed that if the front-month New York Mercantile Exchange (NYMEX) futures
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