Enterprise Risk Management

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Enterprise Risk Management

  1. 1. Gaurav Sharma 8800826254
  2. 2. The Strategic Implication ofEnterprise Risk Management(ERM): A Framework This study is carried-out using a case-study research design looking at two (2) cases; Infosys and Rolls Royce Corp. The research is aimed at developing an explanation on how ERM brings about the strategic implications or its “promise” as it is popularly known the ERM circle.
  3. 3. Findings Reported findings, herein, show that a simple linkage exists between the ERM processes and its benefits (the strategic implications), apparently influenced by numerous factors including the risk appetite, risk culture, management competence etc.
  4. 4.  The 2009 Risk Management survey5 carried-out by the Aon Corporation presents the top ten risks are :1. Economic slowdown2. Regulatory/legislative changes3. Business interruption4. Increasing competition (new addition to top ten since 2007 report)5. Commodity price risk (new addition to top ten since 2007 report)6. Damage to reputation7. Cash flow/liquidity risk8. Distribution or supply chain failure (new addition to top ten since 2007 report)9. Third party liability10. Failure to attract or retain top talent
  5. 5. WHY ERM In the 21st century, there are several checkpoints that have considerably driven the need for enterprise risk management, which today is referred to as drivers of ERM, this includes increase in the following6: Greater transparency (Corporate Governance) Financial disclosures with more strict reporting and control requirement Security and technology issues Business continuity and disaster preparedness Focus from rating agencies Regulatory compliance (laws and regulations) Globalization in a continuously competitive environment
  6. 6. Enterprise Risk Management atInfosys (Case 1) The risk management framework used by Infosys was comprehensive and integrated, an integral part of it was its prudential norms which were aimed at limiting exposures. Its timely availability of information was assured by the use of formal reporting and control mechanisms.
  7. 7. Components of the ERM Programat Infosys Internal Environment  Management Philosophy  Risk appetite  Oversight by Board of Directors  Integrity and ethical values  Assignment 0f responsibility and authority  Organizational structure Control Activities Information and Communication Monitoring Roles and Responsibilities
  8. 8. ERM at INFOSYS The company manages an array of risks with a mixture of its own management and standard risk management techniques. A risk managing culture is evident in its management philosophy. Infosys carefully selected its businesses to achieve its strategic goals.
  9. 9. Enterprise Risk Management atRolls Royce (Case 2)  The board established a structured approach to risk management and the risk committee of the board had accountability for the system of risk management employed, as well as reporting the key risks and the associated mitigation actions.
  10. 10. Components of the ERM Programat Rolls Royce Internal Environment  Management philosophy  Risk appetite  Oversight by Board of Directors Control Activities Information and Communication Monitoring Roles and Responsibilities
  11. 11. ERM at Rolls Royce The company manages an array of risks with a mixture of its own management style and standard risk management techniques. A risk managing culture is evident in its management philosophy. With Rolls Royce medium risk appetite, Rolls Royce continues to strive in a volatile business environment.
  12. 12. Benchmarking the ERM Program
  13. 13. Cross-Comparison of the ERMPrograms
  14. 14. LEARNINGS For Better Risk Management it is required to  Cultivate a risk managing culture that supports organizational objectives  Use of policies and regulations in describing managements position, and seminars, on the job training, coaching, mentoring, and workshops in developing and training staff to adopt ERM  Integration of ERM in daily business activities
  15. 15. Framework NO “one-size-fits all” framework or process for ERM A cost effective and less complex framework should be created for SME

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