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ENTERPRISE RISK MANAGEMENT

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Enterprise Risk Management PowerPoint Template

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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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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Introduction to Enterprise Risk Management (ERM)

Jul 10, 2014

920 likes | 1.75k Views

Introduction to Enterprise Risk Management (ERM). John P. Behringer McGladrey (Slides Provided by Rebecca Towne, Director, McGladrey). Traditional Risk Management vs. ERM. Traditional Risk Management Tactical, compliance focused Silo-based processes Business line or risk type view

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Introduction to Enterprise Risk Management (ERM) John P. Behringer McGladrey (Slides Provided by Rebecca Towne, Director, McGladrey)

Traditional Risk Management vs. ERM • Traditional Risk Management • Tactical, compliance focused • Silo-based processes • Business line or risk type view • Looks at risks individually • Business decisions not closely linked to risks • Driven by Risk Management and Internal Audit • Supported by rules • ERM • Strategic, performance focused • Consistent risk management approach across the enterprise • Holistic view of key risks • Considers risk interactions • Business decisions based on a clear understanding of risks • Driven by the board and owned by the business • Supported by a “risk culture”

A Holistic View of Risk • Risk types vary by institution and may include: • Operational risk • Liquidity risk • Strategic risk • Market risk • Compliance risk • Reputational risk • Legal risk • Environmental • Security What is a holistic view of risk? • Aggregated risk exposures across the enterprise • For example, concentrations by business line, product, customer segment, industry, or geography • Consideration of all types of risk, including interactions between risks • Consideration of alternative, forward-looking scenarios

Enterprise Risk Management Financial institution example of interactions between risks Economic shock

ERM Process Range of ERM Practices • Advanced ERM practices • Formally documented ERM framework • Decisions based on complex, data-driven analysis • ERM function and CRO • Active board and Risk Committee involvement • Highly automated aggregation and reporting processes • ERM training based on a common risk language • Basic ERM practices • Policies for each risk type • Decisions based primarily on management judgment • CFO or other executive responsible for risk oversight • Less board involvement / reliance on Audit Committee • Manual aggregation processes • Tactical risk management training

Roles and Responsibilities Three Lines of Defense 1st Business Lines and Functions • “Own” the risks associated with their activities and execute risk management processes 2nd Risk Management • Designs & coordinates the implementation of the ERM program 3rd Internal Audit • Validates the effectiveness of the ERM program

Internal Audit’s Role in ERM • Boards require objective assurance that risk management processes are working and key risks are being managed effectively. • Internal (or external) auditors respond to this need by giving assurance on: • The appropriateness of the company’s ERM framework • The accuracy of risk and control assessments • The effectiveness of risk management processes • The appropriateness of management’s actions to address risks • The accuracy of risk reports

Internal Audit’s Role in ERM • In smaller institutions, Internal Audit may play a larger role in developing and overseeing the ERM framework, with appropriate safeguards to protect their independence. • Audit should not be involved in actually managing risk, as this is the responsibility of the management team. • Audit’s responsibilities should be documented and approved by the Audit Committee. • Audit cannot give objective assurance on any part of the ERM framework for which it is responsible. • Audit should not undertake any ERM responsibilities in which the function does not have adequate expertise.

ERM Framework An ERM Framework should include: • Risk governance • Risk appetite setting • Enterprise-wide risk management processes • Identification of risks • Assessment / measurement of risks • Monitoring of risks and actions to address risks • Management of risk through controls/risk responses • Reporting of risks and the status of action plans • Integration with business decision-making • Establishment of a strong risk culture

Risk Governance • Reviews and approves risk strategies, frameworks, and policies • Reviews risk reports and recommends/monitors risk limits and action plans • Oversees the implementation of the ERM framework/controls

Risk Appetite • An effective ERM program relies on the establishment and communication of the company’s risk appetite • Helps employees to understand the specific risks that the company is willing and not willing to take. • Provides a means for ensuring that actual risk-taking is consistent with the company’s risk-taking capacity.

Risk Culture Development of a risk culture is critical to effective ERM Ways to establish a risk culture that is supportive of risk management: • “Tone at the top” • Reference the importance of risk management in the company’s objectives • Incorporate risk management into ongoing executive management communications • Exhibit the desired risk management behaviors • Code of Conduct or Ethics • Risk management factors included in incentive and performance evaluation plans • Clearly defined roles and responsibilities that are consistent with three lines of defense

Integrating ERM into decision-making • To be effective, risk management must be integrated into day-to-day business line activities and corporate decisions • Risk Managers must be involved at the onset of strategy setting processes • Risks associated with new products should be considered and communicated to the board • Analysis of emerging risks and stress tests should influence business decisions • Risk information should be shared across the company to avoid the same event recurring

Risk Management Processes • Risk management processes are grouped in different ways but generally include the following: • Ideally, each of these processes should be ongoing rather than, for example, annual.

Risk Identification • Risk identification processes should begin with appropriate planning: • Mapping of the company’s business lines and processes • Determination of the risk types to be included in the process (e.g., operational, legal, reputational) • Identification of resources responsible for the process in each area • Risks can be identified through various methods, such as interviews, surveys and/or facilitated workshops • Different levels of the organization may have different perspectives on risks • Include emerging risks • Be wary of risks that are really the absence of controls

Risk Assessment • Best practices in risk assessment include: • Identification of risks against key business objectives • Coordination of risk assessments through interviews, surveys or facilitated workshops to ensure consistency • Use of available information, such as Key Risk Indicators (KRIs), to ensure objectivity • Assessments of the adequacy of internal controls must also be objective • Oversight and use of information, such as the results of quality control reviews, are critical

Using Risk Assessments • Internal Audit assessments are generally used to: • Determine the scope and frequency of audits • Compare to business line assessments • Business Line assessments are used to: • Prioritize risks across the company • Identify the top risks to the company • Identify appropriate responses to risks, as well as areas where the adequacy of controls is too low for the level of risk • Drive risk-based monitoring processes • Avoid the “black hole” of risk assessment data!

Risk Management / Responses • Risk responses should be based on assessment of loss frequency and impact • Management actions should be specific to reducing likelihood or impact, depending on which one was assessed as high • The most common risk responses include: • Avoid (get out) • Accept/retain (monitor) • Reduce (institute controls) • Transfer or share (partner with someone) • Action plans with assigned owners should be • developed and monitored by a risk committee

Risk Reporting • Reporting should also follow from risk assessments, with higher risks reported in more depth • Emphasis of risk reporting should be on highlighting key risks and recommendations for and status of management action • Volumes of detail should be avoided, particularly for board reporting • Reports should include early indicators and emerging risks • Best practices include the development of ERM dashboards that provide a holistic view of risk and thoughtful analysis

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Enterprise Risk Management Framework

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Enterprise risk management 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 figurative that may interfere with an organization’s operations and objectives. The discipline not only calls for corporations to identify all the risks they face and to decide which risks to manage actively. But it also involves making that plan of action available to all stakeholders, shareholders and potential investors, as part of their annual reports. Industries, as varied as aviation, construction, public health, international development, energy, finance, and insurance all, utilize enterprise risk management. Companies have been managing risk for years. They have done this by buying insurance – property insurance for literal, detrimental losses due to fires, thefts, and natural disasters; and liability insurance and malpractice insurance to deal with lawsuits and claims of damage, loss, or injury. But another key element in enterprise risk management is a business risk. More recently, companies have managed such risks through the capital markets with derivative instruments that help them manage the ups and downs of moment-to-moment movements in currencies, interest rates, commodity prices, and equities. The risk management function must establish and educate the organization on common terminology regarding risk. Common terminology will facilitate communication across business units. It is important to establish a senior management level committee to provide oversight of the implementation of the enterprise risk management framework. In addition, the committee will help delineate the roles and responsibilities within the framework. Firms will generally run out of resources before they run out of risk therefore the High-risk items must be given priority. Target completion dates and responsible owners must be selected to facilitate the risk mitigation process. Enterprise risk management implementation is not considered an easy task. It requires organizational cooperation and a strong senior management team.

The Enterprise Risk Management Framework template consists of four slides that contain a huge number of different infographics. The first slide allows you to present your risk management system down to the smallest detail. You can describe the risks of a legal nature that may arise when legislation changes. You can also indicate the risks associated with changes in industry standards. This slide will primarily be useful to specialists from investment companies and financial institutions. Finance leaders can use this template to build financing models for a variety of investment options. Also, the slides of this template will be useful for startups in preparation for meeting with investors. Financial analysts can use the slides in this template when preparing a monthly stock forecast. The Enterprise Risk Management Framework template will be useful for insurance companies when preparing the calculation of the main coefficients for insurance benefits. All slide elements can be easily changed to suit your corporate requirements. Also, this template will be useful for crisis managers and development directors.

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• Preferences

Enterprise Risk Management (ERM) - PowerPoint PPT Presentation

Enterprise Risk Management (ERM)

Continuous risk assessment, evaluation and management ... traditional risk management efforts tend to focus on measurable risks while ill ... – powerpoint ppt presentation.

• Presented At
• Managing Risk Mission Possible
• Terri Sahli, Risk Manager
• State Of Oregon
• October 23, 2006
• ERM Definitions
• Traditional Risk Management v. ERM
• ERM Objectives Benefits
• ERM Framework Process
• ERM Risk Identification
• Interdependencies Systems Thinking
• ERM Tools, Techniques, Strategies
• ERM Implementation
• A disciplined approach aligning strategy, processes, people, technology and knowledge to manage uncertainties as the enterprise creates value. (KPMG)
• The identification and assessment of collective risks that affect value, and the formulation and implementation of a company wide strategy to maximize that value. (AON)
• The effort to find an integrated optimal way of managing risk by balancing financing techniques with organizational practices and processes. (Marsh)
• EWRM is a structured and disciplined approach it aligns strategy, processes, people, technology and knowledge with the purpose of evaluating and managing the uncertainties the enterprise faces as it creates value. (Arthur Andersen 2000)
• Enterprise risk management is a process, effected by an entitys 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)
• ERM is a disciplined and integrated approach that supports the alignment of strategy, process, people, and technology and allows corporations to identify, prioritize and effectively manage their critical risk. By understanding all risks in an integrated framework, companies can execute proper strategies to successfully achieve their objectives and to meet their performance goals. (Unidentified) (Sahlis favorite)
• Limited strategic scope or influence
• Narrowly focused
• No systematic understanding of correlation and interdependencies among risks
• Risk mitigation and risk financing siloed
• Inconsistent risk reporting
• Infrequent, ad hoc risk assessment
• Ambiguous ownership of some types of risk lack of role definition
• Closed communication
• Functionally driven
• Supports strategy and planning
• Broadly focused
• Correlation and interdependencies analyzed and understood
• Risk mitigation and risk financing coordinated
• Concise, consolidated reporting
• Continuous risk assessment, evaluation and management
• Assigned ownership with accountability defined roles and responsibilities
• Open communication
• Process driven
• Value based
• In a decentralized environment, responsibility for managing various risks may be assigned to the business or functional area with the perceived exposure.
• Insurable risk Risk Management
• Interest rate risk Treasurer
• Litigation management risk Department of Justice
• Traditional risk management efforts tend to focus on measurable risks while ill-defined or ambiguous strategic or operational risks, such as brand or reputation, may be acknowledged but ignored.
• How do you measure loss of reputation?
• ERM is an approach that requires the tearing down of walls between the management of strategic, operational, financial and hazard risks, and adoption of a single, comprehensive risk oversight structure.
• ERM is a holistic, integrated approach that requires systems thinking and an understanding of the interrelationship among component parts of a system.
• ERM helps break down the risk silos
• Within the state
• Within your agency
• Within your program
• Common language and common tools essential to begin the non-siloed discussion
• Perception that Enron, WorldCom, Global Crossing would not have happened had risks been more transparent.
• Need for risk transparency
• Performance pressures
• Better use of capital (taxpayer dollars)
• ERM tool development advancing rapidly
• Competitive advantage
• Better use of taxpayer dollars
• Competitive advantage preferred place to live and work
• Reduced budget volatility
• Lower cost of risk transfer
• Risks explicitly considered in decision making
• Avoid surprises and predictable failures
• Align risk exposures and mitigation programs
• Institute more rigorous risk measurement
• Integrate ERM into the strategic planning process
• Increased management confidence
• Improved risk transparency
• Risk appetite and risk tolerance are aligned with strategy
• Improved risk v. reward quantifications and performance measurements
• Risk priced transactions
• Improved resource and allocation
• Optimized costs and efficiencies
• Reduced earnings volatility
• Early notification of risk patterns
• Ability to anticipate and communicate uncertainties
• Mission Vision Statement
• Objectives Strategies
• Organizational Structure
• Roles Responsibilities
• Policies Procedures
• Tools Techniques
• Common language
• Overlays existing framework
• Integrated into, not isolated from, the organization
• Risk identification
• Risk analysis
• Formulation of risk management strategies and solutions
• Implementation of strategies and solutions
• Measure, monitor, and report
• Integration
• The process is the same. We are simply expanding the risks we identify and analyze.
• Will focus on insurable risks
• Third parties (general public)
• Will focus on systemic risks (systems thinking)
• Hazard/insurable risks
• Operational risks
• Financial risks
• Strategic risks
• What could go wrong
• Systems Thinking
• Operational risks arising out of your daily operations
• supply chain, human resource, IT security, culture, weather, regulation
• Financial risks arising around use of money
• credit risk, interest rate risk, cash-flow/budget management, economic up/down turns
• Strategic risks arising out of business/policy decisions
• reorganization decisions, customer/constituency base changes, changes in service offerings
• Your turn lets identify
• ERM is a holistic, integrated approach that requires systems thinking and an understanding of the interrelationship among component parts of a system
• Consider the interdependencies
• Upstream and downstream risks
• At the core of siloed risk management is the lack of correlation of risks (interdependencies and interrelationships) and concomitantly, a failure to effectively and efficiently integrate risk management strategies.
• Intense Focus on Single Objective or Risk
• Failure to Consider Corollary Risks
• Failure to Consider Interdependency Risks
• Unintended Consequences (the big oops)
• Hazard theft of laptop with unsecured confidential bank account information
• Operational employees not trained in information security practices password protection
• Financial bank accounts drained of millions of dollars before accounts can be identified and frozen
• Strategic loss of vendors cant pay bills
• Tools and techniques will vary by entity and must be compatible with the entitys risk
• Tools techniques
• Key risk indicators
• Individual self assessments or facilitated group assessments
• Scenario analysis
• Risk mapping using frequency and severity
• Statistical analysis/probabilistic modeling
• Acquire/exploit
• Barriers to successful implementation
• Lack of quantification of soft risks
• Lack of framework and strategic plan
• Just another audit or flavor of the day
• Lack of visibility and support from leadership
• Project v. process view
• Competing priorities
• Lack of needed processes and appropriate measurements
• Lack of consensus on benefits
• Insufficient resources (people and technology)
• Organizational resistance to change
• Factors for successful implementation
• Leadership and executive sponsorship
• Establishment of a vision
• Phased work plan with realistic goals and time frames
• Dedicated cross functional teams
• Managed expectations
• Quick early visible wins
• Integration into all planning
• Financial services sector
• Insurance and banking
• Energy sector
• Utilities, energy gas
• Public sector
• ERM is traditional risk management
• on steroids
• ERM can begin within a single agency
• not the entire entity
• ERM can be FUN
• as well as hard work
• ERM is Mission Possible

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