Risk Management in

Military Operations
An application of the Mosler Method
Capt Hiller Silva eneterio, Brazilian air ForCe
Maria FiloMena FonteS riCCo, pHD, Brazilian air ForCe
núBia GonçalveS Da paixão eneterio,
anÁpoliS UniverSity Center, Brazil

Introduction
To win without risk is to triumph without glory.
Pierre Corneille

The National Defense Policy (NDP), Brazil’s highest level document for de-
fense planning, details the government’s intent for its Armed Forces, within its
mission to guarantee constitutional powers and national defense. The NDP es-
tablishes institutional objectives and guidelines, in its linkages throughout the
nation, and particularly in relationships with other international actors.
Under the auspices of the NDP, as a member of the International Civil Avia-
tion Convention (ICAO), Brazil is responsive to the guidelines issued by this
multilateral act, which aims to provide support and security for international air
navigation. In Brazil, this mission with worldwide visibility was tasked to the
Brazilian Air Force (FAB), through the Brazilian Aeronautical Search and Res-
cue System (SISSAR). The SISSAR is responsible for responding to emergen-
cies with aircraft and vessels over the entire nation, territorial waters, Brazil’s
exclusive economic zone, and in a vast a​ rea of i​nternational waters on the At-
lantic via several cooperation agreements with other South American states—
covering an area of ​​more than 22 million km².
SISSAR’s actions received public visibility during Golden Myanmar Airlines’
flight 1907 accident in 2006, and Air France’s flight 447 accident in 2009. The
latter, considered the largest Search and Rescue (SAR) operation ever carried out
in the country’s history, received scrutiny from international media since, at the
time, questions arose regarding the delay in locating the bodies. Likewise, more
questions about SAR operations were raised in mid-­March 2010 when the Ca-
nadian school ship Concordia shipwrecked off the coast of Rio de Janeiro and 24
hours elapsed between first knowledge of the emergency and the actual takeoff
of SAR aircraft. At the time, FAB’s own regulatory body questioned the viability

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 Risk Management in Military Operations

of existing rules in addressing interoperability of available resources.1 Similar

questions regarding the efficiency of SAR procedures were raised by ICAO when
analyzing, in addition to the tragedy of flight AF447, flight MH370 in 2014. The
organization, considering a series of vulnerabilities in relation to aeronautical
safety and relief, suggested the need for improvements for this type of military
operation, in order to ensure proficiency with applicable procedures.2
These examples portray an absence of tools for measuring the indexes of ef-
fectiveness of the services provided by the Armed Forces to society, as well as for
decision-­making in the various phases of a military operation. While all human
activities carry an element of risk, military operations generally involve greater
risks than most other occupations. These risks stem from the use of innovative
technologies by young people, in uncertain and changing environments, against
enemies who constantly adapt their tactics to exploit perceived vulnerabilities.3
Thus, Operational Risk Management (ORM) 4 presents itself as an effective
tool to analyze decision-­making processes at the most diverse levels and sec-
tors of organizations.5 Using bibliographic review and documentary research,
this article aims to discuss the influence of risks on the measurement of indexes
and decision-­making in military operations, based on the relevance of civil-­
military relationships.

Conceptual Aspects of Organizational Risks

Originating from the word risicu or riscu in Latin, which means to dare, risk is
intrinsic to any activity in personal or professional life or in organizations, and
can lead to losses, as well as opportunities.6 The Italian term rischiare adds to the
etymology of the word, as mathematicians Pascal and Fermat being attributed
with the quest to relate games of chance to the Law of Probabilities, in order to
calculate the possibilities and uncertainties of those games.7
Symbolically, risk (R) can be represented as the product of the probability (P)
of the occurrence of a given event times the magnitude of the consequences (C),
that is, R = P x C.8 Accordingly, albeit not completely accurately, the term is used
as a probability (in a statistical sense) that an unexpected event will occur.9 Thus,
risk becomes a factor that can be explored to obtain tools for decision-­making10,
and is intrinsic to any enterprise or process.11
ORM emerged as a corporate concept in the mid-1990s, as a systematic and
integrated approach for a company’s total risk management. While some authors
had earlier called for integrated risk management, the first academic articles us-
ing the corporate risk management term appeared in 2001.12
The process of structuring and implementing risk management is guided by
national and international regulatory and standardization agencies through

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 Silva

guides, manuals, and standards. One such organization is the Committee of

Sponsoring Organizations of the Treadway Commission (COSO) which devel-
oped the ORM methodology, the definition of a generic model for risk man-
agement. Another is the Brazilian Association of Technical Standards (ABNT),
which issued a Portuguese version of the International Standardization Organi-
zation (ISO) 31000 standard–developed to guide the construction of a specific
model for the organization that uses it. Additionally, the Project Management
Body of Knowledge Guide (PMBOK), which developed a generic approach
project management guide that aims to identify good practices related to project
management.13
In general, risks can be classified according to their origin, nature, impact, and
probability of occurrence or duration. Classifying them is relevant to direct pri-
orities and help build cause and effect models, as well as design risk management
systems. The Brazilian Institute of Corporate Governance classifies risks, accord-
ing to their nature, into three categories: strategic, financial and operational.14
COSO II lists four categories of risks related to an organization’s objectives,
namely:
• Strategic—goals at the highest level. They align and provide support for
the mission.
• Operations—effective and efficient use of resources.
• Communication—related to the reliability of the reports.
• Compliance—compliance with relevant laws and regulations.15
There is overlap of the classification categories, so there exists the possibility
of having a risk in more than one. Thus, depending on the model adopted by an
organization, risks may fall into two or more categories concurrently, according
to the variables of the organization.16

Risk Management in Military Operations

Around the world, in the military operations environment, risk is approached
in different ways. Literature on the subject highlights concepts focused on con-
flict strategy (tactical aspects, logistical planning, and in support of victims of
environmental catastrophes), operational threats from the enemy, and risks
inherent to military operations (use of its materials and execution of the op-
eration itself ).
Many military organizations advocate risk management to support strategic,
tactical, and operational decision-­making. For example, the United Kingdom’s
(UK) Ministry of Defense has established a joint risk management policy be-

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 Risk Management in Military Operations

tween the Executive Director of Defense and Support Equipment and the Chief
Scientific Adviser to the UK government (GCSA). This aims to ensure that risk
management techniques are used in all phases of military acquisitions from con-
ception to decommissioning. It is noteworthy to mention the British Army’s Joint
Doctrine Publication ( JDP), used by military commanders for such purposes.17
In addition, risk management provides for prioritization of strategic, tactical
and operational decision-­making by the US Armed Forces. Risk assessments
influence strategic and tactical military planning. Consequences and probability,
in terms of threats, dominate, at the highest level, the allocation of technical and
managerial resources by the US Congress. The authors explore the US Depart-
ment of Defense’s (DoD) risk-­based approach to strategic investment, in view of
increasing financial pressures in an uncertain security environment, and how
operational risk in complex military operations can be divided into several ac-
tivities, using checklists essential for the mission.18
As shown in figure 1, the risk management process, according to the DoD, is
similar to those established in international standards.

Risk Risk
monitoring planning

Communication
and Feedback
Risk Risk
treatment identification

Risk
analysis

Figure 1. DoD’s risk management process

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 Silva

Organizational risk management by US defense organizations can be observed

in table 1, which illustrates guiding documents and their applications.

Responsible
Document Application
Entity
Effective use and expectations related to DoD pro-
Risk, Issue, and Opportunity cesses to identify and manage program risks, is-
Management Guide for Defense sues and opportunities, in terms of cost objectives,
Acquisition Programs schedule and performance throughout the life cy-
cle.
Identify and describe defense applications from
the main areas of project management knowledge
PMBOK extension related to DoD
contained in the PMBOK® Guide, as well as those
activities Departament
areas of defense knowledge not contained in the
of Defense
Guide.
DoD
Information Technology Risk Establishing RMF for cybersecurity policy and
Management Framework (RMF) information systems.
Key element of Systems Engineering that provides
MIL-­STD-882D
a standard, generic method for the identification,
Safety Standard
classification and mitigation of hazards.
MIL-­STD-882E Describes standard practice for conducting sys-
Security System tem security.
Designed to provide a concise set of questions to
R I3 Guidebook: Guide to Identifi- highlight key areas that have been overlooked in Department
cation, Integration and Attributes previous programs, particularly in areas related to of the
of Quality of Risks in software the integration of new technologies, tests and qual- Air Force
ity attributes.
Applies to the entire range of US Army operations.
It explains the principles, procedures and respon-
sibilities for successfully applying the risk manage-
Department
FM 100-14 ment process to conserve fighting power and re-
of the
Risk Management Field Manual sources. The manual applies to both the Army and
Army
civilian personnel during all Army activities, includ-
ing joint, multinational and interagency environ-
ments.
Applies to the full range of Marine Corps opera-
tions. It explains the principles, procedures and
responsibilities for successfully applying the risk
US
ORM 1-0 management process to conserve fighting power
Marine Corps
Operational Risk Management and resources. The manual applies to both the Ma-
Institute
rine Corps and civilian personnel during all Marine
Corps activities, including joint, multinational and
interagency environments.
Operational Risk Management Policy previously
established and reissued as an integral part of the
decision-­making process for all Navy and civilian
Department
OPNAV 3500.39C personnel, whether in or out of service. It involves
of the
Operational Risk Management training and planning at all levels, in order to opti-
Navy
mize operational capacity and readiness to make
sound decisions, regardless of the activity in which
they are involved.

Table 1. Documents related to operational risk management in the US.

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 Risk Management in Military Operations

Australia, based on AS/NZS 4360:1999, developed Aviation Risk Manage-

ment (AVRM) as a model for addressing aviation risks. This document, appli-
cable to Army aviation and the Royal Australian Air Force, supports opera-
tional decision-­making to increase combat power and readiness, while reducing
the risk of loss and damage to personnel and equipment.19
To address tactical planning and decision-­making, Brazil’s Ministry of Na-
tional Defense issued PDE 5-00—doctrinal documentation from the Portuguese
army which deals with risks in military operations. It divides the risk manage-
ment process into two areas: assessment and management, as shown in figure 2.20

Evaluate/
Assess
2 Evaluate/
Assess
dangers

1 3
Develop
Identify controls
dangers and make
decisions

Manage

5 4
Supervise
and Implement
evaluate/ controls
assess

Figure 2. Risk management process, according to PDE 5-00, 2007

The UK, based on its joint risk management policy, developed the National Se-
curity Risk Assessment (NSRA) to study potential strategic threats. According
NSRA’s annex A, risk assessment involves making judgments about the relative
impact and the probability of each risk in comparison with others. This methodol-
ogy involves considering the impact of an event (based on economic consequences,
accidents and social and structural factors) and the probability of the occurrence of
that event over a given period. Designed to compare, assess, and prioritize all major
disruptive risks to national security, the approach is based on the existing and clas-
sified national risk assessment and extension to twenty years, covering national se-
curity risks, including events abroad, and application in military operations.21
In Brazil, studies on military operations risks focus on operational (use of military
actions), compliance (in order to meet government bureaucratic principles), and
strategic (mainly focused on planning issues) areas. Instruction Manual CI 32-2
(Risk Management Applied to Military Activities), of the Brazilian Army presents
possible accidents in these operations and describes a method to mitigate such
threats. It recommends, through the Risk Management Method, an identification

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 Silva

of the risks involved in a given activity, followed by a detailed assessment of proba-

bilities and levels of danger, all with the objective of quantifying and allowing pre-
ventive action according to pre-­established parameters.22
The application of accident risk methodologies also guided the FAB, through
its Aeronautical Accident Investigation and Prevention System (SIPAER), to
formulate the MSGR (SIPAER Risk Management Method) tool. This tool, de-
veloped for risk management in operations carried out within the scope of mili-
tary aviation to prevent aviation accidents, is regulated by NSCA 3-3 and provides
for the prescription of procedures aimed at the establishment and use of Risk
Calculation Tables for planning air activity.
The treatment of risk in military organizations takes into consideration the effec-
tiveness of the organization’s strategy and potential damage to the operations them-
selves. Thus, the experience of leaders is essential for the use of risk measurement tools.
These tools employ a combination of support techniques, exemplified by: Mosler’s
method, event inventory, internal document analysis, seminars, and interviews with
facilitators and preventive event indicators.23 Of these models, the Mosler Method
is a support tool that stands out among the others—in addition to providing risk
identification, it also assesses the risk, that is, it projects the negative consequences
or damage that can alter the company’s main activity and its image.24
Criteria Purpose Scale and Scoring
Very serious - 5
Project the negative consequences or damages Serious - 4
1. Function Criteria - F that can alter the organization’s main activity (ob- Average - 3
jectives). Slightly - 2
Very lightly – 1

Very difficult - 5
Assess the impact of the threat’s realization on the Difficult - 4
2. Substitution Criteria - S assets, that is, the extent to which the affected as- Without much difficulty - 3
sets can be replaced. Easy - 2
Very Easy – 1

Very serious problems - 5

Once the risk materializes, measures the distur- Serious - 4
3. Depth Criteria - P bance and the psychological effects that the risk Limited - 3
may have on the organization’s image. Slight - 2
Very slight – 1

International - 5
National - 4
Measures the scope and extent that the damage
4. Extension Criteria - E Regional - 3
causes to the institution. Local - 2
Individual – 1

Measures the possibility of damage or risk to hap- Very High - 5

High - 4
pen, taking into account the cyclical and physical
5. Probability Criteria - Pb Normal - 3
characteristics of the institution, city and state Low - 2
where it is located. Very Low – 1

Very High - 5
High - 4
Measures the impact (losses) by the realization of
6. Vulnerability Criteria (impact) - Im Normal - 3
the risk, within a stipulated context. Low - 2
Very Low – 1

Table 2. Mosler Method criteria

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 Risk Management in Military Operations

Mosler Method
This instrument uses a standardized questionnaire and depends on the experi-
ence of the evaluator and respondents.25 Because it is up to their subjective com-
petence to assign the score to assess the criteria (and its validity) used in the
method26, it can be adopted when the institution does not have historical data.27
The Mosler Method has six criteria for classifying risks. Table 2 presents the
criteria, their purposes, scales and punctuation.
For the calculation or valuation of risk, five formulas are used, shown in table 3.

Importance of Sucess: I=FxS

Where,
I = importance of sucess
F = função
S = substitution

Damages Caused: D=PxE

Where,
D = damages caused
P = depth
E = extension

Magnitude of Risk: M=I+D

Where,
M = magnitude of risk
I = importance of sucess
D = damages caused

Expected Loss: Pe = Pb x Im
Where,
Pe = expected loss
Pb = probability
Im = impact

Greatness of Risk: GR = Pe x M
Where,
GR = greatness of risk
Pe = expected loss
M = magnitude of risk

Comparative Reference for GR:

2 - 250 = Very low
251 - 500 = Small
501 -750 = Normal
751 -1000 = Big
1001- 1250 = High

Table 3. Mosler Method Equations

The research developed by Siloto and Ballardim (2018) and Eneterio and Ricco
(2017) apply to the military environment, which adapted the criteria to measure,
respectively, the risks of a military logistic unit and the participation of the SISSAR
in fulfilling Brazil’s international commitments. A questionnaire, used as a research
tool, was sent via electronic mail (e-­mail) to the research subjects.
Table 4 and figure 3 show examples of the adaptations proposed by the authors for
the application of the method in question.

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 Silva

Identified Risk: The probability of failure in the implementation of the R project

Question Criteria Results (number of answers)

How do you feel that the Very serious – 3

Serious – 4
occurrence of an identified 1. Function Criteria - F Average – 0
risk might negatively affect Slightly – 2
required actions? Very lightly – 1

Very difficult – 0
In case the identified risk Difficult – 0
occurs, how much of the 2. Substitution Criteria – S Without much difficulty – 5
process could be redone? Easily – 3
Very easily – 2

Very serious problems – 0

In case the identified risk
Serious – 1
occurs, how would you 3. Depth criteria – P Limited – 1
classify damages caused to Slight – 3
the image of the Logistic Unit? Very slight – 5

Table 4. Military adaptation of Mosler questions, by Siloto and Ballardin

Described Fact no. 1: Failure to locate the object, during search execution of men overboard,
between the years 2013 and 2016.

SISSAR’s main activity is to

provide necessary aid, 24
hours a day, to aircraft in
danger and to survivors or
Very slightly 4
aircraft or maritime
accidents, independently Slightly 5
of the nationality or the
conditioin which those
persons were found. How
Medium 2
do you think that the
occurrence of described Seriously 10
fact no. 1 would
negatively impact that Very Seriously 6
main activity?
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Figure 3. Issues adapted to the Mosler Method - Eneterio and Ricco

Given the responses of the subjects and aiming to use them in the proposed
Mosler Method, the authors considered the largest number/most frequent

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 Risk Management in Military Operations

number of observations as a measure, since it is considered to be the easiest to

interpret.28 Success is linked to the end activity of the evaluated organization
and the potential damage caused to the image of the company, both in the
foreign and domestic markets. The magnitude of the risk is the sum of these
factors–how the image of the organization can affect its objectives. As far as
expected loss, the general characteristics of the organization are compared to
its vulnerability in case the risk occurs, with greatness being achieved with the
final assessment of the identified risk.

Risk in Organizations and the Mosler Method

Risk management consists of the relation between strategies and to the de-
gree in which they are perceived, and the needs of the organization–varying
the results from different perspectives in order to analyze the risk; with the
understanding that the prioritization of corporate risks to the detriment of
others is due to the specificities of the institution. There is agreement among
authors regarding the systematic classification and the applicability of this
construct. Its common use serves as a guide to the application of risk regarding
safety in labor activities.
Military entities observe the risks that can directly impact the effectiveness
of the organization’s strategy, related to the institution’s mission. They approxi-
mate the typification, taxonomy, and approaches of the various methodologies,
and the use of tools for the perception, identification and treatment of risks,
that are used in the business world. Thus, the Mosler Method can be adapted
for military use, as it considers factors such as how the occurrence of a risk
changes the main activity of an operation, the ability of replacing assets in-
volved in a mission, and the measurement of losses and damage to the institu-
tion’s image, considering the extent and characterization of the risk.

Conclusion
This study analyzed the Mosler Method as a decision-­making tool for mili-
tary operations, as well as for the measurement of mission effectiveness for the
benefit of society.
Private and government institutions have begun to treat risk as a crucial
factor for the effective accomplishment of their objectives. International risk
management practices/conceptual models have similarities and use common
methods and techniques. The Mosler Method presents itself as an appropriate
tool from a military standpoint, since it is guided by these same management
practices/conceptual models, which have been adapted by military institutions

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 Silva

in their documentation and procedures. This study expanded the current body
of knowledge on how risk is treated in military organizations, an inherent ob-
ject of Defense and Public Administration Studies. However, academic re-
search on the Mosler Method is incipient, and there is room for further re-
search on the subject. q

Notes
1. Monteiro Jr, Silvio, Busca e Salvamento: normatização e pronta-­resposta (Search and Rescue: Stan-
dardization and Prompt Response). Air Command and Staff College. Rio de Janeiro, 2013.
2. International Civil Aviation Organization (ICAO), Working paper. Agenda Item 36: Aviation
safety and air navigation implementation support. . Montreal. 2016.
3. Johnson, Christopher William, The paradoxes of military risk assessment: Will the enterprise
risk assessment model, composite risk management and associated techniques provide the predicted
benefits? Glasgow Accident Analysis Group, Department of Computing Science, University of
Glasgow, Scotland, UK, 2009.
4. Joia, Luiz Antonio, Gerenciamento de riscos em projetos (Risk management in projects). 3. Ed. Rio
de Janeiro: Editora FGV, 2013.
5. Mota, Adreya Ferreira da Silva; DANTAS, Jose Alves, Avaliação da efetividade do Controle
Interno pelas percepções da própria administração e da Controladoria_Geral da União (CGU): O
caso do Ministério da Saúde (Evaluation of the effectiveness of Internal Control by the perceptions
of the administration itself and of the Comptroller Gerneral of the Union (CGU): The case of the
Ministry of Health). 2014. Revista da CGU. Brasília, 2015. Available at https://ojs.cgu.gov.br/index.
php/Revista_da_CGU/article/download/10_5. Accessed on 20 April 2018.
6. Bernstein, Peter Lewyn, Desafio aos deuses: a fascinante história do risco (Challenge to the gods: the
fascinating history of risk). 3d ed. Rio de Janeiro: Campus, 1997.
7. Instituto Brasileiro De Governança Corporativa (IBGC), Guia de orientação para o gerencia-
mento de riscos. (Série de cadernos de governança corporativa) (Guidance for risk management. (Series
of corporate governance notebooks), 3). Coordenação: Eduarda La Rocque. São Paulo, 2007.
8. Bernstein, Desafio aos deuses: fascinante.
9. Calil, Luís Fernando Peres, Metodologia para gerenciamento de risco: foco na segurança e na con-
tinuidade (Risk management methodology: focus on security and continuity). 2009. 230 p. Thesis
(Doctorate in Mechanical Engineering) - Universidade Federal de Santa Catarina, Florianópolis,
2009.
10. Morand Deviller, Jaqueline. O sistema pericial: Perícia científica e gestão do meio ambi-
ente. In: Governo dos riscos (The expert system: Scientific expertise and environmental manage-
ment, in: Risk governance.) Brasília: Gráfica Editora Pallotti, 2005.
11. Nardocci, Adelaide Cassia, Risco como instrumento de Gestão Ambiental (Risk as an instru-
ment of Environmental Management). 1999. 135 p. Thesis. (Doctorate in Public Health). Facul-
dade de Saúde Pública. USP. São Paulo, 1999.

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12. Dickinson, Gerry, Enterprise Risk Management: Its Origin and Conceptual Founda-
tion. 2001. The Geneva Papers on Risk and Insurance. Vol. 26, No. 3, 2001.
13. Barbosa, Ana Maria Ribeiro, Sistema de gestão de risco: análise dos fatores estratégicos para
delimitação de um sistema de gestão de risco na ótica de analistas de risco e docentes (Risk management
system: analysis of strategic factors to define a risk management system from the perspective of
risk analysts and teachers). 2012. 105 f. Dissertation (Master’s in Accounting Science) –
Universidade Federal de Pernambuco, Recife, 2012.
14. Seif, Adreia Dourzi, Avaliação da internalização do conceito de gestão de riscos no processo de
tomada de decisão (Evaluation of the internalization of the concept of risk management in the
decision-­making process). 2008. 110 f. Dissertation (Master’s in Administration) - Pontifícia
Universidade Católica de Minas Gerais, Belo Horizonte, 2008.
15. Committee of Sponsoring Organizations of the Treadway Commission (COSO). Inte-
grated Structure: Executive Summary and Structure and Risk Management in the Company –
Integrated Framework: Application Techniques, 2 vol, 2007.
16. Seif, Avaliação internalização conceito gestão (Evaluation internalization management
concept).
17. Johnson, Paradoxes military risk assessment.
18. Ibid.
19. Gaidow, Svetoslav Gaidow, Boey, Seng, Australian defense risk management framework: a
comparative study. Department of Defense. DSTO Systems Sciences Laboratory. Austrália, 2005.
20. Santos, Gabriel Ingue Pestana, Ribeiro, Pedro Alexandre Faria, A Gestão do risco associada
ao cumprimento de operações de resposta a crises, no Afeganistão (Risk management associated with
compliance with crisis response operations in Afghanistan). Applied Research work. Academia
Militar. Lisboa, Portugal, 2010.
21. Her Majesty´S Government (HMG). A Strong Britain in an Age of Uncertainty: The Na-
tional Security Strategy. Presented to Parliament by the Prime Minister by Command of Her
Majesty. London, RU, 2010.
22. Brasil. Air Command. Ground Operations Comand. Instruction Manual 32/2: Geren-
ciamento de risco aplicado às atividades militares (Risk management applied to military activities).
1. ed. Brasília, 2005.
23. COSO, Application Techniques.
24. Brasiliano, Antonio Celso Ribeiro, Inteligência em riscos: gestão integrada em riscos corpo-
rativos (Risk intelligence: integrated corporate risk management). São Paulo: Sicurezza, 2016.
25. Venezia, Adriana Portela Prado Galhano, Ono, Rosario, Aplicação de método de análise
de risco visando o aprimoramento da segurança contra incêndio no decorrer do processo de
projeto de hospitais de grande porte (Application of risk analysis method to improve fire safety
during the design process of large hospitals). Gestão de Tecnologia de Projetos (Project Technol-
ogy Management). 2013. São Paulo, v. 8, n. 2, p. 89-103. Available at http://dx.doi.org/10.11606/
gtp.v8i2.68274. Accessed on 26 nov. 2016.
26. Rodríguez, José Víctor Galaviz, CONTRERAS, Brian Manuel González, Operational
Risk: applying the Mosler methodology in production sector in Mexico. International Journal of
Science and Research, v. 3, n. 7, p. 451-454, 2014.

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27. Brasiliano, Antonio Celso Ribeiro, Técnicas de análise de riscos (Techniques of risk
analysis). Revista Eletrônica Brasiliano & Associados. v. 20. p. 23-33, set./out. 2005. Available
in: <https://pt.scribd.com/ document/81356023/Analise-­de-­Risco>. Acessed 21 June 2017.
28. Cooper, Donald R, Pamela S. SCHINDLER, Método de pesquisa em Administração
(Management research method). 7. ed. Porto Alegre: Bookman, 2003.

Capt Hiller Silva Eneterio, MSc, Brazilian Air Force

Graduate in Aeronautical Maintenance Technology and Management.
Specialist in Logistics and Master in Aerospace Sciences. Search and
rescue operational parachutist. He is currently Head of Maintenance for
E / R-99 aircraft, a researcher at the University of the Air Force (UNIFA)
and teaches Strategic and Information Management for the FAB Spe-
cialists Course.

Maria Filomena Fontes Ricco, PhD,

Air Force University, FAB
Psychologist, MSc and PhD in business administration, Professor
Filomena Ricco currently teaches in the Graduate Program in Aero-
space Sciences at UNIFA. She is also a book author, journal reviewer,
member of scientific committees and has published in national and
international scientific journals

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Risk Management in Military Operations

Núbia Gonçalves da Paixão Eneterio, MSc,

Anápolis University Center, Brazil
Psychologist and Biologist, MSc in Environmental Technologies. Spe-
cialist in Clinical Neuropsychology and Environmental Management.
Professor Núbia Eneterio currently teaches in Psychology and Pedagogy
courses at UniEvangélica. She is a researcher in the areas of Psychology
and International Relations, particularly in the studies of human mobil-
ity and civil-­military relations.

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