1. Risk Strategy Components
Risk
Management
Risk Policy Risk
Risk Appetite
Principals Structure
Risk Reporting
Risk Analysis
Effective Risk Management can make an organization increase
profitability and stability
2. BI is Key to Effective Risk
Management
Provide global Preview all types Collect and
view into of risk at high Analyze Data on
enterprise risk level detailed level
and performance (different business
units, categories, geographi
es, etc.)
3. Risk Management Solution
Panorama
Necto
• Holistic and aggregated view of Risk
(include VaR – Value at Risk)
SQL Server Analysis
Services
• Aggregation of risk, including flexible modeling
using the conservative handling of correlations
Thompson Algorith-
QuIC Misys Infosys SunGard
Reuters mics
• Traditional Risk Engines
for Market Risk, Credit Risk, Operational Risk
4. Panorama NectoTM
BI 3.0: Build Your Corporate Intelligence
ADVANCED ANALYTICS
Easy-to-use analytics for
business users and
advanced analytical
SOCIAL BI
capabilities for power users
Engaging platform for
collaborative decision
making
Self
Service
CONTEXTUAL
DISCOVERY
Intelligent BI engine that
automatically pushes relevant
insights by understanding
user’s behavior
5. Leverage Existing IT Investment
Necto
Automated Dynamic Advanced
Social BI
Insight Workboards Analytics
Necto Server AIDEN
- Business Logic (Automated Insight Engine)
- Unified Data Security Model
6. Benefit with Business Intelligence 3.0
Faster move Faster and Find
from data to better additional
action decisions insights
through social locked within
decision your data
making
Improve Real time Increase BI
knowledge access to data User
retention anywhere you Adoption
go Rate
7. Effective Risk Reporting
• An enterprise view of risk with drill-
down options
• Empower organizational leaders to
make accurate risk-based decisions
(Supported by well defined processes)
• Adapt unified risk reporting
approaches across all business units
• Collaboration - risk reporting is not a
one-way street
8. Panorama Extends Microsoft BI Platform
The only BI tool specifically designed for MS
• Empowers SharePoint • Create and manage • Provides advanced
BI content with Social OLAP cubes analytical tools for the
BI automatically power users
• Integration to feeds, • Automatic analytics • Gives the ability to
profile and search capabilities and cause spread BI to the
• Connect BI data and & effect algorithms masses through
SharePoint • Expands the use of innovative interface &
Documents to allow Analysis Services with integration with Office
quantitative and relevancy and SharePoint
qualitative analysis, mechanisms
using Fast Search
9. Flexible user licensing and
Configurations
access
Named or SMB or Software as a
concurrent Enterprise On-premise Service
licensing
10. About Panorama
Leading the BI 3.0
Revolution
1,600 customers
worldwide
Ranked No. 1 in
search-based BI
Ranked No.1 in
OLAP Analytics
Chosen for
functionality, integr
ation to chosen
infrastructure, and
implementation
costs and effort
Editor's Notes
The bank need to have all of these in order to manage risk. During this presentation we will focus on Risk Reporting and Analysis
Risk management cannot effectively function without BI. The BI infrastructure within an organization is needed to collect and analyze data on a highly detailed level which is then input into risk-related decisions. BI also is needed to allow executive level decision-makers the ability to look across all categories of risk (in different business units, categories, geographies etc.), providing a more global view into business performance, and where certain risk-related issues need to be addressed.
All business units need to take an enterprise view of risk so that the potential impact one business unit’s actions may have on the total organisation is understood, assessed and communicated. The risk management functions within the business units work closely with the corporate risk unit using continual communication, participation in various management committees and a clearly defined matrix reporting structure.Key is to tailor risk reporting frameworks to the individual organization. With many organisations looking to maintain a central risk executive – the chief risk officer – while empowering business units to manage their own risk, adapting risk reporting approaches can be difficult, particularly in organisations with diverse and complex operations. Another key challenge is the integration of risk management processes to bring conformity to our reporting regime. The major challenge here is convincing and negotiating with the broad range of stakeholders that manage their own risk management processes and systems.It’s also crucial to ensure that risk reporting is not a one-way street. While, ostensibly risk reporting is designed to enable senior executives and the board of directors to make informed business decisions on the basis of accurate risk information, it should also be linked back to those ‘at the coalface’.
