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Enterprise Risk Management (ERM): What Is It and How It Works

Adam Hayes, Ph.D., CFA, is a financial writer with 15+ years Wall Street experience as a derivatives trader. Besides his extensive derivative trading expertise, Adam is an expert in economics and behavioral finance. Adam received his master's in economics from The New School for Social Research and his Ph.D. from the University of Wisconsin-Madison in sociology. He is a CFA charterholder as well as holding FINRA Series 7, 55 & 63 licenses. He currently researches and teaches economic sociology and the social studies of finance at the Hebrew University in Jerusalem.

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Investopedia / Michela Buttignol

What Is Enterprise Risk Management (ERM)?

Enterprise risk management (ERM) is a methodology that looks at risk management strategically from the perspective of the entire firm or organization. It is a top-down strategy that aims to identify, assess, and prepare for potential losses, dangers, hazards, and other potentials for harm that may interfere with an organization's operations and objectives and/or lead to losses.

Key Takeaways

  • Enterprise risk management (ERM) is a firm-wide strategy to identify and prepare for hazards with a company's finances, operations, and objectives.
  • ERM allows managers to shape the firm's overall risk position by mandating certain business segments engage with or disengage from particular activities.
  • Traditional risk management, which leaves decision-making in the hands of division heads, can lead to siloed evaluations that do not account for other divisions.
  • The COSO framework for enterprise risk management identifies eight core components of developing ERM practices.
  • Successful ERM strategies can mitigate operational, financial, security, compliance, legal, and many other types of risks.

Understanding Enterprise Risk Management (ERM)

Enterprise risk management takes a holistic approach and calls for management-level decision-making that may not necessarily make sense for an individual business unit or segment. Thus, instead of each business unit being responsible for its own risk management, firm-wide surveillance is given precedence.

It also often involves making the risk plan of action available to all stakeholders as part of an annual report. Industries as varied as aviation, construction, public health, international development, energy, finance, and insurance all have shifted to utilize ERM.

ERM, therefore, can work to minimize firmwide risk as well as identify unique firmwide opportunities. Communicating and coordinating between different business units is key for ERM to be successful, since the risk decision coming from top management may seem at odds with local assessments on the ground. Firms that utilize ERM will typically have a dedicated enterprise risk management team that oversees the workings of the firm.

While ERM best practices and standards are still evolving, they have been formalized through COSO , an industry group that maintains and updates such guidance for companies and ERM professionals.

ERM-friendly firms may be attractive to investors because they signal more stable investments.

A Holistic Approach to Risk Management

Modern businesses face a diverse set of risks and potential dangers. In the past, companies traditionally handled their risk exposures via each division managing its own business. Enterprise risk management calls for corporations to identify all the risks they face. It also makes management decide which risks to manage actively. As opposed to risks being siloed across a company, a company sees the bigger picture when using ERM.

ERM looks at each business unit as a "portfolio" within the firm and tries to understand how risks to individual business units interact and overlap. It is also able to identify potential risk factors that are unseen by any individual unit.

Companies have been managing risk for years. Traditional risk management has relied on each business unit evaluating and handling their own risk and then reporting back to the CEO at a later date. More recently, companies have started to recognize the need for a more holistic approach.

A chief risk officer (CRO), for instance, is a corporate executive position that is required from an ERM standpoint. The CRO is responsible for identifying, analyzing, and mitigating internal and external risks that impact the entire corporation. The CRO also works to ensure that the company complies with government regulations, such as Sarbanes-Oxley (SOX), and reviews factors that could hurt  investments or a company's business units. The CRO's mandate will be specified in conjunction with other top management along with the board of directors and other stakeholders.

A good indication that a company is working at effective ERM is the presence of a chief risk officer (CRO) or a dedicator manager who coordinates ERM efforts.

Components of Enterprise Risk Management

The COSO enterprise risk management framework identifies eight core components that define how a company should approach creating its ERM practices.

Internal Environment

A company's internal environment is the atmosphere and corporate culture within the company set by its employees. This sets the precedence of what the company's risk appetite is and what management's philosophy is regarding incurring risk. The internal environment may be set by upper management or the board and communicated throughout an organization, though it is often reflected through the actions of all employees.

Objective Setting

As a company determines its purpose, it must set objectives that support the mission and goals of a company. These objectives must then be aligned with a company's risk appetite. For example, an ambitious company that has set far-reaching strategic plans must be aware there may be internal risks or external risks associated with these lofty goals. In response, a company can align the measures to be taken with what it wants to accomplish such as hiring additional regulatory staff for expansion areas it is currently unfamiliar with.

Event Identification

Positive events may have a great impact on a company. On the other hand, negative events may have detrimental outcomes on a company's ability to continue to operate. ERM guidance recommends that companies identify important areas of the business and associated events that may have dire outcomes. These high risk events may pose risks to operations (i.e. natural disasters that force offices to temporarily close) or strategic (i.e. government regulation outlaws the company's primary product line).

Risk Assessment

In addition to being aware of what may happen, the ERM framework details the step of assessing risk by understanding the likelihood and financial impact of risks. This includes not only the direct risk (i.e. a natural disaster yields an office unusable) but residual risks (i.e. employees may not feel safe returning to the office). Though difficult, the ERM framework encourages companies to consider quantifying risks by assessing the percent change of occurrence as well as the dollar impact.

Risk Response

A company can respond to risk in the following four ways:

  • The company can avoid risk. This results in the company leaving the activity that causes the risk as the company would rather forgo the benefits of the activity than incur the risk. An example of risk avoidance is a company shutting down a product line and discontinuing selling a specific good.
  • The company can reduce risk. This results in the company staying engaged in the activity but putting forth effort in minimizing the likelihood or magnitude of the risk. An example of risk reduction is a company keeping the product line above open but investing more in quality control or consumer education on how to property use the product.
  • The company can share risk. This results in the company moving forward as-is with the current risk profile of the activity. However, the company leverages an independent third party to share in the potential loss in exchange for a fee. An example of risk sharing is purchasing an insurance policy.
  • The company can accept risk. This results in the company analyzing the potential outcomes and determining whether it is financially worth pursuing mitigating practices. An example of risk acceptance is the company keeping open the product line with no changes to operations and risk sharing.

Control Activities

Control activities are the actions taken by a company to create policies and procedures to ensure management carries out operations while mitigating risk. Control activities, often referred to as internal controls , are broken into two different types of processes:

  • Preventative control activities are in place to stop an activity from happening. These controls aim to mitigate risk by disallowing certain events from happening. An example of a preventative control is a keypad or physical lock preventing all employees from entering into a sensitive area.
  • Detective control activities are in place to recognize when a risky action has taken place. Although the event is allowed to happen (or was not supposed to happen but still did), detective controls may alert management to ensure appropriate follow-up steps occur. An example of a detective control is an alarm for the room or a l

Information and Communication

Information systems should be able to capture data useful to management to better understand a company's risk profile and management of risk. This means not granting exceptions for departments outperforming others; all aspects of a company should be continually monitored. By extension, some of this data should be analyzed and communicated to employees if it is relevant to mitigating risk. By communicating with employees, there is more likely to be greater buy-in for processes and protection over company assets.

A company can turn to an internal committee or an external auditor to review its policies and practices. This may include reviewing what is actually performed compared to what policy documents suggest. This may also entail getting feedback, analyzing company data, and informing management of unprotected risks. In an ever-changing environment, companies must also be ready to assess their ERM environment and pivot as needed.

The Committee of Sponsoring Organizations (COSO) board published the ERM framework in 2004, and the publication has been widely used since.

How to Implement Enterprise Risk Management Practices

ERM practices will vary based on a company's size, risk preferences, and business objectives. Below are best practices most companies can use to implement ERM strategies.

  • Define risk philosophy. Before implementing any practices, a company must identify how it feels about risk and what its strategy around risk will be. This should involve strategic discussions between management and an analysis of a company's entire risk profile.
  • Create action plans. With a company's risk philosophy in hand, it is time to create an action plan. This defines the steps a company must take to protect its assets and plans to protect the future of the organization after a risk assessment has been performed.
  • Be creative. When considering risks, ERM entails thinking broadly about the problems a company may face. Though far-fetched, it is in a company's best interest to think of as many challenges it may face and how it will respond (or decide to not respond) to should the event happen.
  • Communicate priorities. A company may determine several high-important risks are critical to mitigate for the continuation of the company. These priorities should be communicated and broadly understood as the risks that should not be incurred under any circumstance. Alternatively, a company may wish to communicate the plans if the event were to occur.
  • Assign responsibilities. When an action plan has been devised, specific employees should be identified to carry out specific parts of the plan. This may include delegating tasks to specific positions should employees leave the company. This not only allows for all action items to be worked on but will hold members responsible for their area(s) of risk.
  • Maintain flexibility. As companies and risks evolve, a company must design ERM practices to be adaptable. The risks a company faces one day may be different the next; the company must be able to carry its current plan while still making plans for new, future risks.
  • Leverage technology. ERM digital platforms may host, summarize, and track many of the risks of a company. Technology can also be used to implement internal controls or gather data on how performance is tracking to ERM practices.
  • Continually monitor. Once ERM practices are in place, a company must ensure the practices are adhered to. This means tracking progress towards goals, ensuring certain risks are being mitigated, and employees are performing tasks as expected.
  • Use metrics. As part of monitoring ERM practices, a company should develop a series of metrics to quantifiably gauge whether it is meeting targets. Often referred to as SMART goals, these metrics keep a company accountable on whether it met objectives or not.

As a company implements ERM practices, it is widely advised to continually gather feedback from all employees. Everyone will have a different perspective of what might not be working or what could be done better.

Advantages and Disadvantages of Enterprise Risk Management

Advantages of erm.

ERM sets the organizational-wide expectations around a company's culture. This includes communicating more openly about the risks a company faces and how to mitigate them. This leads to less unexpected risks and more guided direction on how to respond to certain events.

In addition, this may lead to greater employee satisfaction knowing plans are in place to protect company resources as well as greater customer service knowing how to respond to customers should certain risks actually occur.

ERM practices are often synthesized by a standardized risk report delivered to upper management. This report succinctly summaries the risks a company faces, the actions being taken, and information needed for decision-making. As a result, a company may be more efficient with its time, especially considering what is delivered to upper management

ERM may also have a company-wide positive impact on the resourcefulness of the business. ERM may eliminate redundant process, ensure efficient use of staff, reduce theft, or increase profitability by better understanding what markets to enter into.

Disadvantages of ERM

As a company builds out its ERM practices, it will likely consider familiar risks it has been exposed to in the past. Therefore, ERM is limited in identifying future risks that the organization is unaware that may have more detrimental impacts. In this manner, some may consider ERM as reactive as companies can only forecast risk based on what they have prior experience on.

ERM also relies very heavily on management estimates and inputs. This may be nearly impossible to accurately predict. For example, in the very low chance a company forecast the occurance of the COVID-19 pandemic, would a company be able to accurately calculate the fiscal impact of business closures or changes in consumer spending? ERM mitigation costs may also be difficult to assess.

ERM practices are time-intensive and therefore require resources of the company to be successful. Though the company will benefit from protecting its assets, a company must detract time of its staff and may make capital investments to implement ERM strategies. In addition, a company may find it difficult to quantify the success of ERM as financial risks that do not occur must simply be projected.

ERM Practices

May make a company more prepared for risks and uncertainties

May leave employees more satisfied with the future state of the company

May result in greater customer service as companies are prepared for certain situations

May result in efficient reporting to upper management that enhances decision-making

May lead to more efficient company-wide operations

May not accurately identify the risks a company is likely to experience

May not accurately assess the financial impact or likelihood of an outcome

Often requires time investment from a company in order to be successful

Often requires capital investment from a company in order to be successful

What Types of Risks Does Enterprise Risk Management Address?

ERM can help devise plans for almost any type of business risk. Business risk threatens a company's ability to survive, and these risks may be further classified into different risks discussed below. In general, ERM most commonly addresses the following types of risk:

  • Compliance risk threatens a company due to a violation of external law or requirement. An example of compliance risk is a company's inability to produce timely financial statements in accordance with applicable accounting rules such as GAAP.
  • Legal risk threatens a company should the company face lawsuit or penalty for contractual, dispute, or regulatory issues. An example of legal risk is a billing dispute with a major customer.
  • Strategic risk threatens a company's long-term plan. For example, new market participants in the future may supplant the company as the lowest-cost provider of a good.
  • Operational risk threatens the day-to-day activities required for the company to operate. An example of operational risk is a natural disaster that damages a company's warehouse where inventory is stored.
  • Security risk threatens the company's assets if physical or digital assets are misappropriated. An example of security risk is insufficient controls overseeing sensitive client information stored on network servers.
  • Financial risk threatens the debt or financial standing of a company. An example of financial risk is translation losses by holding foreign currency.

What Is ERM and Why Is It Important?

ERM is a company's approach to managing risk. It is the practices, policies, and framework for how a company handles a variety of risks its business faces. ERM is important because it helps prevent losses or unexpected negative outcomes. ERM is also important because it helps a company set the plans in place to strategically approach risk and garner employee buy-in.

What Are the 3 Types of Enterprise Risk?

ERM often summaries the risks a company faces into operational, financial, and strategic risks. Operational risks impact day-to-day operations, while strategic risks impact long-term plans. Financial risks impact the general financial standing and health of a company.

What Are the 8 Components of ERM?

The COSO framework for ERM identifies eight components: internal environment, objective setting, event identification, risk assessment, risk response, control activities, information & communication, and monitoring. These eight core components drive a company's ERM practices.

What Is the Difference Between Risk Management and Enterprise Risk Management?

Risk management has traditionally been used to describe the practices and policies surrounding a specific risk a company faces. More modern risk management has introduced ERM, a comprehensive, company-wide approach to view risk holistically for the entire company.

As a company makes, sells, and delivers goods to customers, it faces countless risks from numerous sources. To better plan for these risks, companies are turning to enterprise risk management, a company-wide, top-down approach of assessing risk and devising plans. The ultimate goal of ERM is to protect a company's assets and operations while have strategies in place should certain unfortunate events occur.

COSO. " Guidance on Enterprise Risk Management ."

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What is Enterprise Risk Management (ERM)?

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Leaders of organizations must manage risks in order for the entity to stay in business. In fact, most would say that managing risks is just a normal part of running a business. So, if risk management is already occurring in these organizations, what’s the point of “enterprise risk management” (also known as “ERM”)?

Let’s Start by Looking at Traditional Risk Management

Business leaders manage risks as part of their day-to-day tasks as they have done for decades. Calls for entities to embrace enterprise risk management aren’t suggesting that organizations haven’t been managing risks. Instead, proponents of ERM are suggesting that there may be benefits from thinking differently about how the enterprise manages risks affecting the business.

Traditionally, organizations manage risks by placing responsibilities on business unit leaders to manage risks within their areas of responsibility. For example, the Chief Technology Officer (CTO) is responsible for managing risks related to the organization’s information technology (IT) operations, the Treasurer is responsible for managing risks related to financing and cash flow, the Chief Operating Officer is responsible for managing production and distribution, and the Chief Marketing Officer is responsible for sales and customer relationships, and so on. Each of these functional leaders is charged with managing risks related to their key areas of responsibility. This traditional approach to risk management is often referred to as silo or stove-pipe risk management whereby each silo leader is responsible for managing risks within their silo as shown in Figure 1 below.

Figure 1 – Traditional Approach to Risk Management 

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Limitations with Traditional Approaches to Risk Management

While assigning functional subject matter experts responsibility for managing risks related to their business unit makes good sense, this traditional approach to risk management has limitations, which may mean there are significant risks on the horizon that may go undetected by management and that might affect the organization. Let’s explore a few of those limitations.

Limitation #1: There may be risks that “fall between the silos” that none of the silo leaders can see. Risks don’t follow management’s organizational chart and, as a result, they can emerge anywhere in the business. As a result, a risk may be on the horizon that does not capture the attention of any of the silo leaders causing that risk to go unnoticed until it triggers a catastrophic risk event. For example, none of the silo leaders may be paying attention to demographic shifts occurring in the marketplace whereby population shifts towards large urban areas are happening at a faster pace than anticipated. Unfortunately, this oversight may drastically impact the strategy of a retail organization that continues to look for real estate locations in outlying suburbs or more rural areas surrounding smaller cities.

Limitation #2: Some risks affect multiple silos in different ways. So, while a silo leader might recognize a potential risk, he or she may not realize the significance of that risk to other aspects of the business. A risk that seems relatively innocuous for one business unit, might actually have a significant cumulative effect on the organization if it were to occur and impact several business functions simultaneously. For example, the head of compliance may be aware of new proposed regulations that will apply to businesses operating in Brazil. Unfortunately, the head of compliance discounts these potential regulatory changes given the fact that the company currently only does business in North America and Europe. What the head of compliance doesn’t understand is that a key element of the strategic plan involves entering into joint venture partnerships with entities doing business in Brazil and Argentina, and the heads of strategic planning and operations are not aware of these proposed compliance regulations.

Limitation #3: Third, in a traditional approach to risk management, individual silo owners may not understand how an individual response to a particular risk might impact other aspects of a business. In that situation, a silo owner might rationally make a decision to respond in a particular manner to a certain risk affecting his or her silo, but in doing so that response may trigger a significant risk in another part of the business. For example, in response to growing concerns about cyber risks, the IT function may tighten IT security protocols but in doing so, employees and customers find the new protocols confusing and frustrating, which may lead to costly “work-arounds” or even the loss of business.

Limitation #4: So often the focus of traditional risk management has an internal lens to identifying and responding to risks. That is, management focuses on risks related to internal operations inside the walls of the organization with minimal focus on risks that might emerge externally from outside the business. For example, an entity may not be monitoring a competitor’s move to develop a new technology that has the potential to significantly disrupt how products are used by consumers.

Limitation #5: Despite the fact that most business leaders understand the fundamental connection of “risk and return”, business leaders sometimes struggle to connect their efforts in risk management to strategic planning. For example, the development and execution of the entity’s strategic plan may not give adequate consideration to risks because the leaders of traditional risk management functions within the organization have not been involved in the strategic planning process. New strategies may lead to new risks not considered by traditional silos of risk management.

What’s the impact of these limitations? There can be a wide array of risks on the horizon that management’s traditional approach to risk management fails to see, as illustrated by Figure 2. Unfortunately, some organizations fail to recognize these limitations in their approach to risk management before it is too late.

Figure 2 – Currently Unknown, But Knowable Risks Overlooked by Traditional Risk Management

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Effective Enterprise Risk Management (ERM) Should be a Valued Strategic Tool

Over the last decade or so, a number of business leaders have recognized these potential risk management shortcomings and have begun to embrace the concept of enterprise risk management as a way to strengthen their organization’s risk oversight. They have realized that waiting until the risk event occurs is too late for effectively addressing significant risks and they have proactively embraced ERM as a business process to enhance how they manage risks to the enterprise.

The objective of enterprise risk management is to develop a holistic, portfolio view of the most significant risks to the achievement of the entity’s most important objectives. The “e” in ERM signals that ERM seeks to create a top-down, enterprise view of all the significant risks that might impact the strategic objectives of the business. In other words, ERM attempts to create a basket of all types of risks that might have an impact – both positively and negatively – on the viability of the business.

An effective ERM process should be an important strategic tool for leaders of the business. Insights about risks emerging from the ERM process should be an important input to the organization’s strategic plan. As management and the board become more knowledgeable about potential risks on the horizon they can use that intelligence to design strategies to nimbly navigate risks that might emerge and derail their strategic success. Proactively thinking about risks should provide competitive advantage by reducing the likelihood that risks may emerge that might derail important strategic initiatives for the business and that kind of proactive thinking about risks should also increase the odds that the entity is better prepared to minimize the impact of a risk event should it occur. 

As illustrated by Figure 3, the ERM process should inform management about risks on the horizon that might impact the success of core business drivers and new strategic initiatives.

Figure 3 – ERM Should Inform Strategy of the Business

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Elements of an ERM Process

Because risks constantly emerge and evolve, it is important to understand that ERM is an ongoing process. Unfortunately, some view ERM as a project that has a beginning and an end. While the initial launch of an ERM process might require aspects of project management, the benefits of ERM are only realized when management thinks of ERM as a process that must be active and alive, with ongoing updates and improvements.

The diagram in Figure 4 illustrates the core elements of an ERM process. Before looking at the details, it is important to focus on the oval shape to the figure and the arrows that connect the individual components that comprise ERM. The circular, clockwise flow of the diagram reinforces the ongoing nature of ERM. Once management begins ERM, they are on a constant journey to regularly identify, assess, respond to, and monitor risks related to the organization’s core business model.

Figure 4 – Elements of an ERM Process

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ERM Starts with What Drives Value for the Entity

Because ERM seeks to provide information about risks affecting the organization’s achievement of its core objectives, it is important to apply a strategic lens to the identification, assessment, and management of risks on the horizon. An effective starting point of an ERM process begins with gaining an understanding of what currently drives value for the business and what’s in the strategic plan that represents new value drivers for the business. To ensure that the ERM process is helping management keep an eye on internal or external events that might trigger risk opportunities or threats to the business, a strategically integrated ERM process begins with a rich understanding of what’s most important for the business’ short-term and long-term success.

Let’s consider a public-traded company. A primary objective for most publically traded companies is to grow shareholder value. In that context, ERM should begin by considering what currently drives shareholder value for the business (e.g., what are the entity’s key products, what gives the entity a competitive advantage, what are the unique operations that allow the entity to deliver products and services, etc.). These core value drivers might be thought of as the entity’s current “crown jewels”. In addition to thinking about the entity’s crown jewels, ERM also begins with an understanding of the organization’s plans for growing value through new strategic initiatives outlined in the strategic plan (e.g., launch of a new product, pursuit of the acquisition of a competitor, or expansion of online offerings etc.). You might find our thought paper, Integration of ERM with Strategy , helpful given it contains three case study illustrations of how organizations have successfully integrated their ERM efforts with their value creating initiatives.

With this rich understanding of the current and future drivers of value for the enterprise, management is now in a position to move through the ERM process by next having management focus on identifying risks that might impact the continued success of each of the key value drivers. How might risks emerge that impact a “crown jewel” or how might risks emerge that impede the successful launch of a new strategic initiative? Using this strategic lens as the foundation for identifying risks helps keep management’s ERM focus on risks that are most important to the short-term and long-term viability of the enterprise. This is illustrated by Figure 5.

Figure 5 – Apply Strategic Lens to Identify Risks

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The Focus is on All Types of Risks

Sometimes the emphasis on identifying risks to the core value drives and new strategic initiatives causes some to erroneously conclude that ERM is only focused on “strategic risks” and not concerned with operational, compliance, or reporting risks. That’s not the case. Rather, when deploying a strategic lens as the point of focus to identify risks, the goal is to think about any kind of risk – strategic, operational, compliance, reporting, or whatever kind of risk – that might impact the strategic success of the enterprise. As a result, when ERM is focused on identifying, assessing, managing, and monitoring risks to the viability of the enterprise, the ERM process is positioned to be an important strategic tool where risk management and strategy leadership are integrated. It also helps remove management’s “silo-blinders” from the risk management process by encouraging management to individually and collectively think of any and all types of risks that might impact the entity’s strategic success.

Output of an ERM Process

The goal of an ERM process is to generate an understanding of the top risks that management collectively believes are the current most critical risks to the strategic success of the enterprise. Most organizations prioritize what management believes to be the top 10 (or so) risks to the enterprise (see our thought paper, Survey of Risk Assessment Practices , that highlights a number of different approaches organizations take to prioritize their most important risks on the horizon). Generally, the presentation of the top 10 risks to the board focuses on key risk themes, with more granular details monitored by management. For example, a key risk theme for a business might be the attraction and retention of key employees. That risk issue may be discussed by the board of directors at a high level, while management focuses on the unique challenges of attracting and retaining talent in specific areas of the organization (e.g., IT, sales, operations, etc.).

With knowledge of the most significant risks on the horizon for the entity, management then seeks to evaluate whether the current manner in which the entity is managing those risks is sufficient and effective. In some cases, management may determine that they and the board are willing to accept a risk while for other risks they seek to respond in ways to reduce or avoid the potential risk exposure. When thinking about responses to risks, it is important to think about both responses to prevent a risk from occurring and responses to minimize the impact should the risk event occur. An effective tool for helping frame thinking about responses to a risk is known as a “Bow-Tie Analysis”, which is illustrated by Figure 6. The left side of the “knot” (which is the risk event) helps management think about actions management might take to lower the probability of a risk occurring. The right side of the “knot” helps management think about actions that could be taken to lower the impact of a risk event should it not be prevented (take a look at our article, The Bow-Tie Analysis: A Multipurpose ERM Tool).

Figure 6 – Bow-Tie Tool for Developing Responses to Risks

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Monitoring and Communicating Top Risks with Key Risk Indicators (KRIs)

While the core output of an ERM process is the prioritization of an entity’s most important risks and how the entity is managing those risks, an ERM process also emphasizes the importance of keeping a close eye on those risks through the use of key risk indicators (KRIs). Organizations are increasingly enhancing their management dashboard systems through the inclusion of key risk indicators (KRIs) linked to each of the entity’s top risks identified through an ERM process. These KRI metrics help management and the board keep an eye on risk trends over time. Check out our thought paper, Developing Key Risk Indicators to Strengthen Enterprise Risk Management , issued in partnership with COSO for techniques to develop effective KRIs.

Leadership of ERM

Given the goal of ERM is to create a top-down, enterprise view of risks to the entity, responsibility for setting the tone and leadership for ERM resides with executive management and the board of directors. They are the ones who have the enterprise view of the organization and they are viewed as being ultimately responsible for understanding, managing, and monitoring the most significant risks affecting the enterprise.

Top management is responsible for designing and implementing the enterprise risk management process for the organization. They are the ones to determine what process should be in place and how it should function, and they are the ones tasked with keeping the process active and alive. The board of director’s role is to provide risk oversight by (1) understanding and approving management’s ERM process and (2) overseeing the risks identified by the ERM process to ensure management’s risk-taking actions are within the stakeholders’ appetite for risk taking. (Check out our thought paper, Strengthening Enterprise Risk Management for Strategic Advantage , issued in partnership with COSO, that focuses on areas where the board of directors and management can work together to improve the board’s risk oversight responsibilities and ultimately enhance the entity’s strategic value).

Given the speed of change in the global business environment, the volume and complexity of risks affecting an enterprise are increasing at a rapid pace. At the same time, expectations for more effective risk oversight by boards of directors and senior executives are growing. Together these suggest that organizations may need to take a serious look at whether the risk management approach being used is capable of proactively versus reactively managing the risks affecting their overall strategic success. Enterprise risk management (ERM) is becoming a widely embraced business paradigm for accomplishing more effective risk oversight.

Interested in Learning More About ERM?

As business leaders realize the objectives of ERM and seek to enhance their risk management processes to achieve these objectives, they often are seeking additional information about tactical approaches for effectively doing so in a cost-effective manner. The ERM Initiative in the Poole College of Management at North Carolina State University may be a helpful resource through the articles, thought papers, and other resources archived on its website or through its ERM Roundtable and Executive Education offerings . Each year, we survey organizations about the current state of their ERM related practices. Check out our most recent report, The State of Risk Oversight Report: An Overview of Enterprise Risk Management Practices.

Original Article Source:  “What is Enterprise Risk Management?”

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Just released is the Compendium of Examples, a companion document to the 2017 COSO ERM Framework .

Developed by identifying industry practices through interviews and research, the Compendium of Examples is our response to your feedback requesting illustrations of the Framework in practice.

The document features nine examples illustrating how organisations across industries and of different types and sizes might choose to apply the principles and concepts of ERM.  Listen to our podcast to find out more .

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What is the COSO ERM – Integrated Framework?

Originally developed in 2004 by COSO, the COSO ERM – Integrated Framework is one of the most widely recognized and applied risk management frameworks in the world. 

Over the past decade the complexity of risk has changed and new risks have emerged.  A call from stakeholders for greater transparency and accountability as well as the prominence of risk discussions at the board level prompted a review and refresh of the Framework to address the evolution of enterprise risk management and the need for organizations to improve their approach to managing risk.

In 2014, COSO engaged PwC as the principal author of the update. The project garnered global, cross-industry and both public and private sector interest. The new Framework, now titled Enterprise Risk Management-Integrating with Strategy and Performance , both preserves and builds upon the strengths of the original publication while clarifying and expanding on guidance where it was deemed helpful to do so.  

Steve Zawoyski

Enterprise Risk Management Solutions Leader, PwC US

Partner, Risk and Regulatory, PwC US

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How to Make Risk Management Presentations Engaging and Actionable Across Your Organization

How to Make Risk Management Presentations Engaging and Actionable Across Your Organization

Life is full of risk. We face risks from the moment we wake up in the morning until we fall asleep at night. Will the alarm fail to sound? Will I get into a car accident on my way to work? Will I catch a virus when I go to dinner? Heck, there’s a risk— no matter how small— that we will die in our sleep during each night.

Risk is simply an inherent element of everything we do, and business is no exception. Will a vital employee quit, or will there be a labor shortage? What will happen in the stock market, and how will it impact the economy? What if there is an accident or a lawsuit involving the company? What happens if a new product fails? What actions will be taken in the event of a security breach or equipment failure?

We might not be able to prevent risk, but we can manage it. Managing business risk requires identifying and understanding risks while seeking ways to reduce risk in a way that also supports other business goals.

Companies heavily invest every year in ways to mitigate and respond to risk. But how do they make sure everyone is on board? 

There might be a variety of ways to communicate a risk management plan to all the relevant players, but a visual presentation can be effective in not only presenting the risk management plan, but also ensuring that it is engaging and actionable across your organization.

What to include when you prepare a risk management plan:

A written risk management plan for business should not only include a listing of possible risks, but it also should feature plans to manage risk and respond to incidents.

  • Identify risks

Risk management refers to a variety of business aspects, both internal weaknesses, and external threats. Like much in life, knowing is half the battle, and therefore identifying risks is key in addressing them. 

Risk management should be considered before embarking on any new task or project, and everyone connected to a business should be encouraged to identify additional risks. Not only should the risk itself be considered, but companies also should identify possible consequences to better prepare to address each one.

  • Minimize risks

A variety of strategies are available to manage and minimize risks once they are identified. One popular method of mitigating risk involves the 4Ts:

  • Transfer risk by assigning a responsible team or party to each identified risk.
  • Tolerate risk by monitoring it before taking further action.
  • Treat risk by taking actions that reduce the likelihood that it will occur.
  • Terminate risk by adopting or amending processes that eliminate it.
  • Assign roles

Staff members should be assigned to each potential risk or risk category. These individuals will be responsible for mitigating their assigned risks, as well as reporting and responding to applicable incidents. A list of these roles should be included in the risk management plan.

  • Plan recovery

Each risk included in the management plan must be followed by a strategy for preventing and addressing issues. An effective risk management plan will include a compilation of business projects, the risk applicable to each and an operational plan to respond and recover from incidents. Part of that plan also should include updating mitigation efforts following an incident to prevent it from repeating.

  • Communicate plan

A risk management plan can’t be effective unless everyone within a company is on board. In addition to presenting the plan to principle players, be sure that it is also published somewhere that the full risk management plan can be accessed and understood by anyone within the company at any time.

  • Rinse and repeat

The most effective risk management plans are living documents, continually updated with new or changed risks and new strategies to address them. Each risk outlined in the plan should be periodically reevaluated and new risks identified. The plan also should be monitored along with staff turnover to ensure no tasks fall through the cracks.

Tips to make risk management presentations engaging and actionable across your organization:

Audience engagement is vital to a successful risk management training presentation. After all, if staff and executives are asleep they will hardly become familiar with the plan and their assigned roles.

  • Include visual assets

About 90 percent of human thought is visually-based. Therefore, it’s no shocker that including visual assets within a presentation is one of the most effective strategies for engaging all types of audiences . 

Releasing the risk management plan through a visual presentation is a great start, but the content within the slide deck is just as important. After all, the average PowerPoint slide includes 40 words , which is entirely too many. Instead, include more images, videos and animations within a financial risk management presentation or any other risk management training presentations.

  • Illustrate data

Data is one of the most convincing sorts of content that can be presented to an audience. As anyone can attest— at least in most cases— numbers don’t lie. In fact, they can tell their own stories. A crowded slide full of stats and figures is a quick way to send your audience off to Dreamland. 

Instead, illustrate your data through infographics. Beautiful.ai offers a host of various infographics through our smart slide templates. Just input your data and watch our artificial intelligence-powered presentation software design the infographic accordingly. Choose from infographics like scattergraphs , process diagrams , pie charts and bar graphs to tell the story of different risks and strategies to address them.

  • Tell a story

According to the 2018 State of Attention survey, almost 90 percent of respondents said a strong narrative or story backing a presentation is critical in maintaining audience engagement. Sure, facts and data can persuade audiences and get them on board, but only if people are paying attention. 

Stories have kept audiences engaged since before recorded history. Tell the story of your risk management plan by including real-life examples or by creating a character for hypothetical scenarios. Those unsure how to incorporate a story into the structure of their presentation can look to Beautiful.ai’s various presentation templates for inspiration.

  • Include your audience

If you really want to keep your audience engaged with your risk management presentation slides, be sure you talk with people, not at them. Include your audience in your presentation by asking questions, taking surveys or presenting group activities. Of course, the first step is identifying who makes up that audience. You won’t necessarily present the same content to an executive board as to a room full of new hires.

One effective way to engage an audience with a risk management plan presentation from the very start is through a pre-presentation quiz or survey that gauges how much participants already know about risk management, like this example from the U.S. Small Business Association. Not only will the activity engage the audience, but it will alert participants to what they don’t know from the very start. Other engagement tools include Q&A sessions, humor and gamification.

As mentioned, the average PowerPoint slide consists of 40 words… way too many to keep audiences engaged. Remember, your presentation should be based on an outline of your plan, not a verbatim recitation of it. 

Not only are uncluttered slides more effective, but shorter presentations also are more effective than longer ones, based on both audience attention and respect for time. Especially when delivering a risk management board presentation, it’s vital to respect your audience’s time. Beautiful.ai’s library of presentation templates can serve as a guideline to effective presentation lengths for a variety of topics.

Samantha Pratt Lile

Samantha Pratt Lile

Samantha is an independent journalist, editor, blogger and content manager. Examples of her published work can be found at sites including the Huffington Post, Thrive Global, and Buzzfeed.

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Enterprise Risk Management PowerPoint Presentation

presentation on enterprise risk management

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Navigate the complexities of risk management and safeguard your enterprise with our “Enterprise Risk Management PowerPoint Presentation” template. This comprehensive and visually engaging template is designed to help organizations identify, assess, and mitigate risks effectively.

Featuring professionally crafted slides and an intuitive layout, this template covers all aspects of enterprise risk management (ERM), including risk identification, risk assessment, risk treatment, and risk monitoring. Whether you’re presenting to executives, board members, or department heads, this template provides a structured framework to communicate the importance of risk management and the strategies for mitigating potential threats.

With fully customizable slides compatible with PowerPoint and Google Slides, you can tailor the presentation to your organization’s specific risk management processes, industry regulations, and strategic objectives. Add your company logo, adjust colors and fonts, and incorporate relevant data and examples to create a presentation that resonates with your audience and drives action.

Empower your organization with a proactive approach to risk management using our “Enterprise Risk Management PowerPoint Presentation” template. Enhance risk awareness, foster a culture of accountability, and strengthen resilience in the face of uncertainty with this versatile tool.

Key Features:

  • Professionally crafted slides covering all aspects of enterprise risk management.
  • Intuitive layout to guide your audience through risk identification, assessment, treatment, and monitoring.
  • Fully customizable slides compatible with PowerPoint and Google Slides for seamless integration into your presentation.
  • Dynamic design elements and multimedia compatibility to enhance engagement and understanding.

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Enterprise Risk Management PowerPoint Template

Principles of Enterprise Risk Management

The Enterprise Risk Management PowerPoint Template is an organizational framework for business planning and management. Because internal and external risk factors affect every organization or business. The PowerPoint template of enterprise risk management provides a visual illustration of balanced model. This is a diagram that provides interconnection of various business components including its purpose, strategies, and performance. Further, ERM diagram highlights the alignment of all internal controls and risk factors to improve overall work performance. Because it incorporates the concept of organization sustainability by reducing surprises and process vulnerabilities.

The Enterprise Risk Management is comprised of culture, capabilities, and practices, integrated with strategies of managing risks. This framework helps organizations to understand risks related its culture. It is a continual process framework that involves daily tasks like business planning, operations, and financial management. The collection of interrelated components to represent ERM system principles. These components include:

  • Risk Governance and Culture
  • Risk, Strategy, and Objective-Setting
  • Risk Execution
  • Risk Information, Communication, and Reporting
  • Monitoring Risk Management Performance

The Enterprise Risk Management PowerPoint Template shows a 2 steps chevron process flow diagram. This process diagram displays concentric circles of 5 ERM components and infographic clipart icons to represent them graphically. The risk management template contains 4 slide designs for ERM framework presentation. These are editable layouts with options to change designing properties in PowerPoint. The organizations can take advantage of these pre-design enterprise risk management PowerPoint for strategic analysis. Furthermore, academic professionals can also benefit from pre-define description of each component and process.

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The Enterprise Risk Management (ERM) Masterclass-Presentations

THE INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS OF KENYA (Established under the Accountant Act, Laws of Kenya)

The Enterprise Risk Management (ERM) Masterclass Theme: Demystifying the ERM implementation requirements for success Date: 19th -21st May 2021 Venue /Platform: Zoom

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Enterprise Risk Management Powerpoint Presentation Slides

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Risk Management Lifecycle Powerpoint Presentation Slides

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IT Risk Management Strategies Enterprise IT Risk Management Reporting Dashboard

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Enterprise Risk Management Enterprise IT Risk Management Reporting Dashboard

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Key Elements Of Enterprise Risk Management Enterprise Management Mitigation Plan

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Enterprise risk assessment powerpoint presentation slides

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Five phases of enterprise risk management implementation

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Unique Enterprise Risk Management Analysis Ppt Model

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Enterprise risk management ppt background

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Enterprise Operational Risk Management Framework

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Enterprise Cyber Risk Management Dashboard Enterprise Risk Mitigation Strategies

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Overview Of Enterprise Risk Management DK MD

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Enterprise Management Mitigation Plan Gap Analysis Representing Current Enterprise Risk Management

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Key Elements Of Enterprise Risk Management Overview Of Enterprise Risk Management

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Elegant Enterprise Risk Management PPT And Google Slides

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Amazing  Enterprise Risk Management

Discover the Enterprise Risk Management (ERM) emerges as a strategic imperative, seamlessly integrating risk identification, assessment, and mitigation into organizational strategy. Beyond mere procedural guidelines, ERM is a philosophy that empowers businesses to navigate uncertainties with foresight, ensuring a resilient and sustainable future. Now, introducing the PowerPoint template: an invaluable tool for executives, managers, and decision-makers seeking to communicate ERM strategies effectively. With fully editable slides, visually engaging graphics, and customizable layouts, this template simplifies complex concepts, making comprehensive presentations to diverse audiences a breeze. Benefit from streamlined communication, enhanced audience engagement, and a professional presentation that reinforces your expertise. Empower your narrative, showcase your enterprise's resilience, and download the template now to fortify your strategic communication – a vital asset for those navigating the complexities of risk management in the ever-evolving business landscape.

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ENTERPRISE RISK MANAGEMENT

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ENTERPRISE RISK MANAGEMENT

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enterprise risk management

ENTERPRISE RISK MANAGEMENT

Apr 05, 2019

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ENTERPRISE RISK MANAGEMENT. By CA. Rajkumar S Adukia B.Com(Hons.) FCA, ACS, MBA, AICWA, LLB , Dip IFRS(UK) DLL& LW [email protected] www.carajkumarradukia.c om 09820061049/09323061049. What is ERM?. ENTERPRISE (E). GOALS (ORGANIZATION). RISK (R). EVENTS (OUTCOME).

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ENTERPRISE RISK MANAGEMENT By CA. Rajkumar S Adukia B.Com(Hons.) FCA, ACS, MBA, AICWA, LLB ,Dip IFRS(UK) DLL& LW [email protected] www.carajkumarradukia.com 09820061049/09323061049

What is ERM? ENTERPRISE (E) GOALS (ORGANIZATION) RISK (R) EVENTS (OUTCOME) MANAGEMENT (M) ACTION (PRECAUTION) www.carajkumarradukia.com

ERM • Enterprise – “ Organization”, “Company”, “Institution”, “Business Set Up” • Risk – “Danger”, “Loss”, “Obstacle” • Management – “Handling”, “Getting what you want”, “Practical solution to the given circumstance”, “Avoiding a collapse” www.carajkumarradukia.com

RISK Risk, in traditional terms, is viewed as a ‘negative’. Webster’s dictionary, for instance, defines risk as “exposing to danger or hazard”. The Chinese give a much better description of risk • The first is the symbol for “danger”, while • the second is the symbol for “opportunity”, making risk a mix of danger and opportunity. www.carajkumarradukia.com

RISK MANAGEMENT Risk management is an attempt • to identify, • to measure, • to monitor and • to manage uncertainty. www.carajkumarradukia.com

Risk management… • Risk management is present in all aspects of life • It is about the everyday trade-off between an expected reward and a potential danger • It is universal, in the sense - it refers to human behavior in the decision making process www.carajkumarradukia.com

No Risk … No Gain! www.carajkumarradukia.com

Benefits of risk management increased certainty and fewer surprises Supports strategic And Business planning Better service delivery More efficient use of resources Quick grasp of new opportunities Potential benefits Promotes continual improvement Reassures stakeholders Helps focus internal audit programme www.carajkumarradukia.com

Definition of ERM “Enterprise risk management is a • process, • effected by an entity’s board of directors,management and other personnel, • applied in strategy setting and across the enterprise, • designed • to identify potential events that may affect the entity, and • manage risk to be within its risk appetite, • to provide reasonable assurance • regarding the achievement of entity objectives.” COSO (Committee of Sponsoring Organizations of the Treadway Commission) defines ERM www.carajkumarradukia.com

ERM • ERM is an ongoing process • ERM is an Integral part of how an organization operates • ERM applies to all organizations, not just financial organizations. • Risk applies broadly to all things threatening the achievement of organizational objectives • Risk is not limited to threats, but also refers to opportunities. • The goal of an organization is not “risk minimization”, but seeking an appropriate “risk-return position”. www.carajkumarradukia.com

Enterprise – Entity’s Objective Entity’s Objectives - 4 categories • Strategic – high-level goals, aligned with and supporting its mission • Operations – effective and efficient use of its resources • Reporting – reliability of reportin • Compliance – compliance with applicable laws and regulations www.carajkumarradukia.com

8 Components of ERM www.carajkumarradukia.com

8 Components of ERM • Internal Environment • Objective Setting • Event Identification • Risk Assessment • Risk Response • Control Activities • Information and Communication • Monitoring www.carajkumarradukia.com

Internal Environment www.carajkumarradukia.com Establishes a philosophy regarding risk management. It recognizes that unexpected as well as expected events may occur. Establishes the entity’s risk culture. Considers all other aspects of how the organization’s actions may affect its risk culture.

Objective Setting • Is applied when management considers risks strategy in the setting of objectives. • Forms the risk appetite of the entity — a high-level view of how much risk management and the board are willing to accept. • Risk tolerance, the acceptable level of variation around objectives, is aligned with risk appetite. www.carajkumarradukia.com

Event Identification • Differentiates risks and opportunities. • Events that may have a negative impact represent risks. • Events that may have a positive impact represent natural offsets (opportunities), which management channels back to strategy setting. www.carajkumarradukia.com

Event Identification • Involves identifying those incidents, occurring internally or externally, that could affect strategy and achievement of objectives. • Addresses how internal and external factors combine and interact to influence the risk profile. www.carajkumarradukia.com

Risk Assessment • Allows an entity to understand the extent to which potential events might impact objectives. • Assesses risks from two perspectives: • - Likelihood • - Impact • Is used to assess risks and is normally also used to measure the related objectives. www.carajkumarradukia.com

Risk Assessment • Employs a combination of both qualitative and quantitative risk assessment methodologies. • Relates time horizons to objective horizons. • Assesses risk on both an inherent and a residual basis. www.carajkumarradukia.com

Risk Response • Identifies and evaluates possible responses to risk. • Evaluates options in relation to entity’s risk appetite, cost vs. benefit of potential risk responses, and degree to which a response will reduce impact and/or likelihood. • Selects and executes response based on evaluation of the portfolio of risks and responses. www.carajkumarradukia.com

Control Activities • Policies and procedures that help ensure that the risk responses, as well as other entity directives, are carried out. • Occur throughout the organization, at all levels and in all functions. • Include application and general information technology controls. www.carajkumarradukia.com

Information & Communication www.carajkumarradukia.com Management identifies, captures, and communicates pertinent information in a form and timeframe that enables people to carry out their responsibilities. Communication occurs in a broader sense, flowing down, across, and up the organization.

Monitoring www.carajkumarradukia.com Effectiveness of the other ERM components is monitored through: • Ongoing monitoring activities. • Separate evaluations. • A combination of the two.

Scope of ERM • Aligning risk appetite and strategy • Enhancing risk response decisions • Reducing operational surprises and losses • Managing multiple and cross enterprise risks • Grabbing opportunities • Improving deployment of capital www.carajkumarradukia.com

Objectives of ERM • Improve risk-based decision making • More effective use of capital • Comply with regulatory changes • Improve shareholder value • Anticipating problems before they become a threat • Co-coordinating various risk management activities www.carajkumarradukia.com

ERM- History….. 1974- Basel Committee on Banking Supervision 1988 - Basel Capital Accord setting forth a new framework for minimum risk based Capital requirements 1985 - COSO formed an independent commission to undertake a private sector study of factors that caused fraudulent financial reporting 1992- Following a series of high profile corporate frauds and accounting scandals, the London Stock Exchange introduced new regulations covering various aspects of Corporate governance www.carajkumarradukia.com

1995- Development of national standards on Risk Management began with Aus/NZ Risk Similar standards in Canada (Dey Report 1997) and Japan, and in the UK (2000) 1996- NAIC (National Association of Insurance Commissioners in United States) introduced risk based capital requirement for insurance companies. 2002 - A string of corporate accounting scandals has profound implications in the US and worldwide and led to the passage of Sarbanes-Oxley Act 2004 – COSO Enterprise Risk Management Integrated Framework 2009 – ISO 31000 Risk Management Standard 2010 –COSO Strengthening Enterprise Risk Management for Strategic Advantage www.carajkumarradukia.com

ISO : 31000 • ISO 31000 was published in2009 as an internationally agreed standard for theimplementation of risk management principles • ISO also produced Guide73 ‘Risk management – Vocabulary – Guidelinesfor use in standards’. • The definition set out in ISO Guide73 is that risk is the “effect of uncertainty onobjectives”. www.carajkumarradukia.com

ISO : 31000 • Guide 73 also states that an effect may be positive, negative or a deviation from the expected, and that risk is often described by an event, a change in circumstances or a consequence. • Risk management is a central part of the Strategic Management of any a organization • Risk Architecture , Strategy and Protocols www.carajkumarradukia.com

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ISO:31000 • ISO 31000 does not recommend a specific riskclassification system and each organisation will need to develop the system most appropriate to the range of risks that it faces. • ISO 31000 describes a framework for implementing risk management, rather than a framework for supporting the risk management process. • Information on designing the framework that supports the risk management process is not set out in detail in ISO 31000. • Framework for managing risk as per ISO 31000 www.carajkumarradukia.com

ISO:31000 ISO 31000 recognizes the importance of feedback by way of two mechanisms. • Monitoring and review of performance and • Communication and consultation www.carajkumarradukia.com

RISKS vs. OPPORTUNITIES • Risk is a possibility that an event will occur and adversely affect the achievement of objectives • Opportunity is the possibility that an event will occur and positively affect the achievement of the organization’s objectives and creation of value www.carajkumarradukia.com

Types of Risks Top managment External pressure from: - Regulators - Shareholders- Trading - partners- Customers RISKS Market Inherent Credit Residual Static Systematic www.carajkumarradukia.com

Developments in Enterprise Risk Management Understanding risks is not new at all There has always been an inherent understanding of risk ; e.g. health and safety risk Risk management concept has been around in investment, banking, insurance, artificial intelligence, and public policy processes www.carajkumarradukia.com

Traditional risk management is more related to financial and hazard risks i.e. transferable risks Traditional risk management requires more accounting type skills ERM stresses the management of operational and strategic risks ERM requires skill in strategic planning, process re-engineering, and marketing Traditional risk management vs. ERM www.carajkumarradukia.com

Market risk It is the risk that the value of on and off-balance sheet positions of a financial institution will be adversely affected by movements in market rates or prices such as interest rates, foreign exchange rates, equity prices, credit spreads and/or commodity prices resulting in a loss to earnings and capital. www.carajkumarradukia.com

Inherent risk - A risk which it is impossible to managed or transferred away Static risk -Risk which is unique to an individual asset Credit risk -Failure to meet the obligated payments of counter parties on time Systematic risk -The risk of holding Market Portfolio Residual risk -That remains after the action to mitigate risk is taken www.carajkumarradukia.com

Are You Prepared? Too many businesses fail for the wrong reasons. • They don't fail because their products are inferior, because they are bad at marketing, or because they are bad at controlling costs. • They fail because they do not identify and manage risks. • When a disaster happens — an incident they should survive — they aren't prepared. They didn't anticipate what could happen, and they certainly didn't plan for it. • Unprepared businesses suffer badly or fail. www.carajkumarradukia.com

Risk Management and Business ContinuityRisk management is simply a practice of systematically selecting cost effective approaches for minimising the effect of threat realization to the organization.Business Continuity Planning (BCP) is a methodology used to create a plan for how an organization will resume partially or completely interrupted critical function (s) within a predetermined time after a disaster or disruption www.carajkumarradukia.com

Example: ERM Organization Vice President andChief Risk Officer Insurance Risk Manager ERM Director Corporate Credit Risk Manager FES Commodity Risk Mg. Director ERMManager ERMManager Staff Staff Staff www.carajkumarradukia.com

Challenges Data availability & integrity Data warehousing/ mining Building up processes & systems Developing Human Resources Strengthening skills Model validation – requires greater collaboration with regulator Cost - investment in risk analytics and risk technology – getting management buy-in Stress testing, scenario analysis – building capabilities www.carajkumarradukia.com

Balancing the Hard and Soft side of Risk Management Hard Side Soft Side • Measures and reporting • Risk oversight committees • Policies & procedures • Risk assessments • Risk limits • Audit processes • Systems • Risk awareness • People • Skills • Integrity • Incentives • Culture & values • Trust & communication www.carajkumarradukia.com

Implementation Of ERM The basic elements of an effective risk management program are: • Senior management and board level commitment • Risk management policies and procedures established in writing for the most prominent risks, with specific objectives and targets • Clearly defined responsibilities for managing and controlling risk • Ongoing employee training is essential • Testing and monitoring of all programs and procedures • Regular reports including independent audits prepared for review by senior management and board directors www.carajkumarradukia.com

Corporate Failures Fudging revenue and capital accounts Mismanagement and poor decision making Mismanagement and poor decision making Off Balance sheet entities, SPV’s, synthetic leases Accounting scandal, overstatement of revenues False and Misleading Financial Statements www.carajkumarradukia.com

Limitations Of ERM The inherent limitations include : • Realities that human judgment in decision making can be faulty www.carajkumarradukia.com

Breakdowns can occur because of human failures such as a simple error or mistake www.carajkumarradukia.com

Controls can be circumvented by the collusion of two or more people www.carajkumarradukia.com

The management has the ability to override the ERM process www.carajkumarradukia.com

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Enterprise risk management

Enterprise risk management

Enterprise risk management. Bobby Singh, Director, Information Security & Risk Management, Rogers Communications Inc. Moderator: Illena Armstrong, editor-in-chief, SC Magazine. Objectives of this session. Understand current risk challenges and roadblocks affecting risk management

621 views • 38 slides

Enterprise Risk Management

Enterprise Risk Management. ASSE Using Risk Principles March 24 th , 2005. James Lam President phone: 781.772.1961 Email: [email protected] Website: www.jameslam.com. Our president, James Lam, has spent 20 years in risk management. Professional President, James Lam & Associates

621 views • 34 slides

Enterprise Risk Management

Enterprise Risk Management. Risk Assessment & Goal Setting Matrix. Introduction to Speaker. Doug Spight Safety Officer, City of Longmont, Colorado. Today’s Agenda. City of Longmont History Review of ERM Launching ERM at City of Longmont Overview of Self Assessment Worksheet (attachment)

457 views • 27 slides

Enterprise Risk Management

Enterprise Risk Management. Catalyst Corporate Credit Union 2012 Economic Forum October 23, 2012. 1. Your Speaker. David A. Reed Attorney at Law [email protected] (703) 675-9578 Reed & Jolly, PLLC Fairfax, VA.

415 views • 28 slides

ENTERPRISE RISK MANAGEMENT

ENTERPRISE RISK MANAGEMENT. June 2008. ERM AT TD. TD as a regulated financial institution is a strong advocate and practitioner of ERM. Regulators, such as OSFI (Canada), FSA (UK), SEC (USA) demand financial institutions employ advanced risk management practices.

396 views • 10 slides

Enterprise Risk Management

Enterprise Risk Management. Board of Trustees Oversight Discussion September 17, 2014. Suggested goals for the board session. Review, provide feedback and oversight of the enterprise risk management strategy.

431 views • 28 slides

Enterprise Risk Management

Enterprise Risk Management. Wayne L. Brannan, CPHRM, CBCP, CHSP, ARM Director, Risk Management The Medical University of South Carolina. What is Enterprise Risk Management?. The COSO* Definition:

1.16k views • 23 slides

ENTERPRISE RISK MANAGEMENT

ENTERPRISE RISK MANAGEMENT. MCCI – BLOEMFONTEIN 29 OCTOBER 2013.

491 views • 29 slides

Enterprise Risk Management

Enterprise Risk Management. A.V. Vedpuriswar. June 12, 2014. Objectives. Understanding risk Getting the big picture Taking a holistic view Recognising human infallibilities Being clear about our priorities. Acknowledgements.

811 views • 64 slides

Enterprise Risk Management

Enterprise Risk Management. September, 2008 Michael E. Angelina, ACAS, MAAA Endurance Specialty Holdings Ltd. Initial Thoughts. Enterprise Risk Management New fad or a step into a new frontier ERM due to its name is thought to be defensive Manage risks to protect downside

144 views • 10 slides

Enterprise Risk Management

Enterprise Risk Management. Modeling Corporate Risk – An Opportunity Christopher (Kip) Bohn. The Present State of ERM. Most companies currently reside here on the continuum. Value/Risk Optimization. Stakeholder Value. Risk Specialization. Risk Management Integration. Enterprise Risk

460 views • 24 slides

Enterprise Risk Management

Enterprise Risk Management. Midwestern Actuarial Forum Chicago, IL March 26, 2002. André Lefebvre, FCAS, MAAA. Agenda. Description of Enterprise Risk Management Process CAS Activities Questions & Answers. Changes in the Business World.

228 views • 21 slides

ENTERPRISE RISK MANAGEMENT

597 views • 57 slides

Enterprise Risk Management

Enterprise Risk Management (ERM) systems identify and set controls over the multitude of risks your organisation faces each day. These risks include physical damage caused by environmental factors; cybercrime; system fails and blackouts; economic stressors; industry, sector and marketplace disruptions; compliance and governance challenges. https://parapet.com/Solutions/EnterpriseRiskManagement

252 views • 14 slides

IMAGES

  1. Enterprise Risk Management Powerpoint Presentation Slides

    presentation on enterprise risk management

  2. Enterprise Risk Management Framework

    presentation on enterprise risk management

  3. Editable Enterprise Risk Management Process PowerPoint Diagram

    presentation on enterprise risk management

  4. Enterprise Risk Management Framework With Evaluation

    presentation on enterprise risk management

  5. Enterprise Risk Management PowerPoint Template Slide Template

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  6. Enterprise Risk Management PowerPoint Template

    presentation on enterprise risk management

VIDEO

  1. ENTERPRISE RISK MANAGEMENT : MORE CRITICAL THAN EVER

  2. Enterprise Risk Management

  3. Enterprise Risk Assessments

  4. Enterprise Risk Management

  5. Enterprise Risk Management

  6. GROUP PRESENTATION: ENTERPRISE RESOURCE PLANNING SYSTEM (ERP)

COMMENTS

  1. PDF Enterprise risk management (ERM): The modern approach to managing risks

    modernize their risk management approaches. This dedicated series on ERM is meant to help prepare the leaders of private companies and family-owned enterprises as they seek to build or strengthen their risk management capabilities and supporting resources and infrastructure. Enterprise risk management (ERM): The modern approach to managing risks 2

  2. Enterprise Risk Management Powerpoint Presentation Slides

    This Enterprise Risk Management PPT template will also help you effectively approach threat management and assist your enterprise to establish uniform policy to manage threats. Covering business risk planning, this presentation template can be used as a structure to define risks, assign responsibility and ownership to the stakeholders, create ...

  3. A Board Perspective on Enterprise Risk Management

    aggregated into a company-level risk report, and management information flow and reporting are consistent with board reporting (Exhibit 2). Exhibit 2 An integrated system of risk reports (10-20 pages providing an overview of enterprise-wide risk) (15-20 pages per chapter) (10 -15 chapters) Reporting "cascade" includes: 1 Enterprise view ...

  4. PDF Enterprise risk management

    on enterprise risk management (ERM), and business leaders are seeking to either implement ERM for the first time, or to enhance and develop their ERM processes - embedding an approach that is tailored to their company's culture and structure, aligned with their business strategy, operationalised in their business processes, and focused on ...

  5. Enterprise Risk Management (ERM)

    Enterprise Risk Management is a vital strategic risk management tool for banks and other financial organizations that need an effective framework for managing risk. By adopting an appropriately managed and overarching ERM process, an enterprise's ability to identify, assess, and manage risks effectively is greatly enhanced, ensuring they are ...

  6. What is Enterprise Risk Management (ERM)?

    The objective of enterprise risk management is to develop a holistic, portfolio view of the most significant risks to the achievement of the entity's most important objectives. ... Generally, the presentation of the top 10 risks to the board focuses on key risk themes, with more granular details monitored by management. For example, a key ...

  7. Enterprise Risk Management (ERM): What Is It and How It Works

    Enterprise risk management (ERM) is a plan-based business strategy that aims to identify, assess and prepare for any dangers, hazards and other potentials for disaster - both physical and ...

  8. What is Enterprise Risk Management (ERM)?

    The objective of enterprise risk management is to develop a holistic, portfolio view of the most significant risks to the achievement of the entity's most important objectives. ... Generally, the presentation of the top 10 risks to the board focuses on key risk themes, with more granular details monitored by management. For example, a key ...

  9. Enterprise risk management: PwC

    Many companies see a simple enterprise risk assessment as the end product of the risk management process; however, it's only one aspect of ERM. One of the most important elements in the risk assessment process is the prioritization of risks and the analysis of capabilities in order to drive the development of risk-based strategies and ...

  10. COSO Enterprise Risk Management Framework: PwC

    The original COSO Enterprise Risk Management Framework is a widely accepted framework used by boards and management to enhance an organization's ability to manage uncertainty, consider how much risk to accept, and improve understanding of opportunities as it strives to increase and preserve.stakeholder value.

  11. Enterprise Risk Management Overview Powerpoint Presentation Slides

    Slide 1: This slide introduces Enterprise Risk Management Overview.State your Company Name and begin. Slide 2: This slide shows Risk Management- Introduction describing- Identification of Risks, Assessment of Risks, Prioritization of Risks. Slide 3: This slide shows Types of Risks describing External, Strategic, operational and enables risks. Slide 4: This is another slide on Types of Risks ...

  12. How to Make Risk Management Presentations Engaging and Actionable

    Instead, include more images, videos and animations within a financial risk management presentation or any other risk management training presentations. Illustrate data; Data is one of the most convincing sorts of content that can be presented to an audience. As anyone can attest— at least in most cases— numbers don't lie.

  13. PDF University System of Georgia Enterprise Risk Management (ERM)

    ERM is a process-driven tool that enables senior management to visualize, assess, and manage significant risks that may adversely impact the attainment of key organizational objectives. - USG Definition. ERM is: A logical, disciplined approach to "seeing" and categorizing risk. Time intensive at launch. A tool to positively change culture.

  14. Enterprise Risk Management PowerPoint Presentation

    Navigate the complexities of risk management and safeguard your enterprise with our "Enterprise Risk Management PowerPoint Presentation" template. This comprehensive and visually engaging template is designed to help organizations identify, assess, and mitigate risks effectively. ... Empower your organization with a proactive approach to ...

  15. Enterprise Risk Management PowerPoint Template

    The Enterprise Risk Management PowerPoint Template shows a 2 steps chevron process flow diagram. This process diagram displays concentric circles of 5 ERM components and infographic clipart icons to represent them graphically. The risk management template contains 4 slide designs for ERM framework presentation.

  16. Top 10 PPTs to Enlist the Best Risk Management Techniques

    Template 4: Enterprise Risk Management PowerPoint Presentation Slides. With this PPT Thematic, you can analyze the overall risk management system for your enterprise. Discuss its facets like management cycle, risk all-abouts, procedure for managing risks, and the tools involved in this process.

  17. Enterprise Risk Management (ERM)

    Source: Best Practices in Risk Management PowerPoint Slides: Enterprise Risk Management (ERM) - Guide PowerPoint (PPTX) Presentation, SB Consulting. $79.00. These templates are created by trained McKinsey, BCG, and Porsche Consulting consultants and are the same used by MBB, Big 4, and Fortune 100 companies when performing Enterprise Risk ...

  18. enterprise risk management

    This is a enterprise risk management report powerpoint slide presentation tips. This is a five stage process. The stages in this process are insignificant, minor, moderate, major, severe, almost certain, likely, possible, unlikely, rare, high, low, medium, critical. Slide 1 of 7.

  19. The Enterprise Risk Management (ERM) Masterclass-Presentations

    The Enterprise Risk Management (ERM) Masterclass-Presentations. THE INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS OF KENYA. (Established under the Accountant Act, Laws of Kenya) The Enterprise Risk Management (ERM) Masterclass. Theme: Demystifying the ERM implementation requirements for success. Date: 19th -21st May 2021. Venue /Platform: Zoom.

  20. Enterprise Risk Management PowerPoint Presentation Templates

    Introducing our premium set of slides with Five Phases Of Enterprise Risk Management Implementation. Ellicudate the five stages and present information using this PPT slide. This is a completely adaptable PowerPoint template design that can be used to interpret topics like Planning, Framework Design, Implementing ERM.

  21. Innovative Enterprise Risk Management PPT And Google Slides

    Empower your narrative, showcase your enterprise's resilience, and download the template now to fortify your strategic communication - a vital asset for those navigating the complexities of risk management in the ever-evolving business landscape. Features of the template. 100% customizable slides and easy to download.

  22. ENTERPRISE RISK MANAGEMENT

    Presentation on theme: "ENTERPRISE RISK MANAGEMENT"— Presentation transcript: 1 ENTERPRISE RISK MANAGEMENT. 2 Purpose Develop a conceptually sound framework. Provide integrated principles Common terminology Practical implementation guidance Develop or benchmark ERM process. 3 Relevance Every entity strives to add value in the face of uncertainty.

  23. PPT

    An Image/Link below is provided (as is) to download presentation Download Policy: ... Definition of ERM "Enterprise risk management is a • process, • effected by an entity's board of directors,management and other personnel, • applied in strategy setting and across the enterprise, • designed • to identify potential events that may ...