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• “Every enterprise must cope with factors that create uncertainty. ERM is a comprehensive, systematic approach for helping all organization. Regardless size or mission, to identify events, and measure, prioritize and respond to the risk challenging the projects and initiative they undertake. ERM enable an organization to determine what level of risk it can – or want to accept as it seek to build shareholder value.”
• ERM provides the opportunity for organizational leaders to achieve a robust and holistic enterprise‐wide view of potential events that may affect the achievement of the organization’s objectives.
Developing Effective Key Risk Indicators
Mapping key risks to core strategic initiatives puts management in a position to begin identifying the most critical metrics that can serve as leading key risk indicators to help them oversee the execution of core strategic initiatives.
Enterprise-Wide Risk Management
• “A structured and disciplined approach that aligns strategy, processes, people, technology, knowledge with the purpose of evaluating and managing the uncertainties that enterprise faces as it creates value”
People Process
Technology Knowledge
Strategy
Prepared by Jessada Ch. 14All Rights Reserved.
Business Risk Management ProcessEstablish BRMP
‐Common Language‐ Goals and Objectives‐‐ Oversight Structure
Assess Business Risks‐Identify‐Source
‐‐Measure
Develop Business RM Stg.
‐ Avoid, Reduce, Retain, Exploit, Transfer
Design / Implement RM Capabilities
Information for Decision Making
Monitor RM Performance
Continuously Improve RM Capabilities
Prepared by Jessada Ch. 15All Rights Reserved.
EWRM: Along the Journey
CommonLanguage
EstablishGoals,
Objectives and Oversight
Assess Risk and Develop
Strategies
Design / Implement Capabilities
Continuously Improve
Strategies, Processes and
Measures
Improve Enterprise
Performance
Integrated Risk
Strategy
Do you have a common language(risk policy, process, procedures & limits) for business risksand processes?
Do you establish overallrisk management goals andobjectives and have in place
an effective oversight structure?
Do you have a uniformprocess for assessingbusiness risks anddeveloping risk management strategies?
Do you address all componentsof infrastructure whendesigning / implementingrisk management capabilities?
Do you continuously assessrisk management capabilitiesand improve strategies, processes and measure?
Do you use risk management to developeffective ways to improveenterprise performance?
Do you formulate risk strategy enterprise-wideas a source of competitiveadvantage?
Prepared by Jessada Ch. 16All Rights Reserved.
Warning Signs of Ineffective Risk Management
• No linkage of risk to value• No effort to anticipate• No business risk policy• No risk management “owners”• Poor segregation of incompatible duties• No common risk language• No integrated risk assessment framework
Prepared by Jessada Ch. 17All Rights Reserved.
• Unmanaged “trust positions”• Too little, too late• Poor risk communications• More from less• Narrow focus• Fragmentation• Not a priority
Key Challenges To Implementing Risk Management
• Oversight structure• Common language• Risk management infrastructure• Linked to corporate strategy• Resources and knowledge• Technology• Risk management culture
Prepared by Jessada Ch. 18All Rights Reserved.
Organizational Oversight StructureBoard of Directors
C.E.O.
Risk Management Executive Committee
C.F.O. C.R.O. C.O.O.
Business Risk Management Function
B.U. Division
Division
Division
B.U.
B.U.
Functional Support, and
Shared Service
Internal Audit Risk Management Compliance
Corporate GovernanceComprehensive Risk Executive
Coordinate decision-making
Enable, collect, analyzeSynthesize and Report
Operations and SupportManage and Report
“Manage Risk at the Source”
Independent ValidationfunctionPrepared by Jessada Ch. 19All Rights Reserved.
The Three Lines of Defense Model
Prepared by JC 21All rights reserved. for study only
Prepared by JC 22All rights reserved. for study only