Is This Flight Necessary? The Aviation Use Summary (AUS): A Framework for Strategic, Risk-Informed Aviation Decision Support

Across the globe, aircraft that apply water and suppressants during active wildfires play key roles in wildfire suppression, and these suppression resources can be highly effective. In the United States, US Department of Agriculture Forest Service (USFS) aircraft account for a substantial portion of firefighting expense and higher fatality rates compared to ground resources. Existing risk management practices that are fundamental to aviation safety (e.g., routinely asking, “Is this flight necessary?”) may not be appropriately scaled from a risk management perspective to ensure that the tactical use of aircraft is in clear alignment with a wildfire’s incident strategy and with broader agency and interagency fire management goals and objectives. To improve strategic risk management of aviation assets in wildfire suppression, we present a framework demonstrating a risk-informed strategic aviation decision support system, the Aviation Use Summary (AUS). This tool utilizes aircraft event tracking data, existing geospatial datasets, and emerging analytics to summarize incident-scale aircraft use and guide decision makers through a strategic risk management process. This information has the potential to enrich the decision space of the decision maker and supports programmatic transparency, enhanced learning, and a broader level of accountability.

Risk management in corporate governance

In this paper I want to present the place and role of risk management within an organization in corporate governance. Thus, the risk management of an organization consists of defining the risk, identifying and evaluating the impact and probability of materialization and, subsequently, establishing appropriate ways to manage the significant risks. According to some authors, the risk management of an organization is among the newcomers in the context of the concept of corporate governance, which brings a holistic perspective, as an integrating factor of the parts of a whole, which is the organization. At the same time, it can be emphasized that, according to the standards regarding strategic risk management, risk management should become an integrated part of the way any organization works; and in other ideas, being the basis of management approaches, it should not be separated from the daily activities of any organization. In corporate governance, in any entity, risk management is necessary because both in the company and in the environment in which it operates, there are uncertainties about the nature of the threats in achieving the objectives, or the nature of the opportunities. Any manager must pose the problem of managing the threats, because, otherwise, not reaching their objectives, they would be disqualified, or to take advantage of the opportunities for the benefit of the organization, proving their efficiency. If uncertainty is an everyday reality, then the reaction to uncertainty must become a permanent concern.

Strategic Risk Management in Design Companies (Based on LLC Giprosintez)

The article reviews the risks that affect design activities with reference to and critical analysis of existing publications on risk management efficiency. As a result of systematization of risks, the most common problems in the field of design are characterized and a program for managing strategic risks is compiled. Thestrategic risk management program describes the existing categories of strategic risks that design companies tend to face, the design company’s strategic risk analysis, the strategic risk protection policy, strategic risk management scenarios and the organizational breakdown structure for evaluating and managing strategic risks, and the strategic risk management program monitoring procedures. The risk systematization identifies some risk categories, such as operational strategic risks (production risks including personnel-, technology-, planning-, industry- and financerelated, and commercial risks) and strategy-inherent risks. The author suggests a method for risk assessment by expert evaluation. The strategic risk management scenarios presented herein outline the measures that, being properly implemented, decrease the probability of risk occurrence and thus enable to make the risks more controllable and promptly respond to external and internal challenges. The strategic risk management program suggested by the author helps configure the potential strategic approaches to ensure financial stability of a design company.