Microsoft Risk Management
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Microsoft established its risk management group (RMG) in 1997 within the treasury department to develop a comprehensive approach to risk identification, measurement, and management across the enterprise. The RMG worked to bring non-financial risk management practices in line with the more mature financial risk management processes. Microsoft developed internal risk measurement systems and consulted third parties to ensure all risks were captured. The company encouraged a culture of transparency around risk through accessible internal reporting and education for all employees.
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Our presenter for this webinar is Larry Clinton, the president of the Internet Security Alliance (ISA), a multi-sector association focused on Cybersecurity thought leadership, policy advocacy, and best practices. Mr. Clinton advises both industry and governments around the world. He has twice been listed on the Corporate 100 list of the most influential people in corporate governance. He is the author of The Cyber Risk Handbook for Corporate Boards. PWC has found the use of this Handbook improves cyber budgeting, cyber risk management and helps create a culture of security. The Handbook has been published in the US, Germany, the UK and Latin America. He is currently working on a version for the European Conference of Directors Associations as well as versions for Japan and India. Mr. Clinton also leads ISA, public policy work built around their publication “The Cyber Security Social Contract” which the NATO Center of Cyber Excellence in Estonia asked for a briefing on.
Recorded Webinar: https://www.youtube.com/watch?v=8qVtoqi37X8
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Implementing an Enterprise Risk Management program (2022 updates).pdf
This presentation provides a comprehensive plan for implementing an enterprise risk management program. It covers the costs/benefits of an ERM program, the critical knowledge, skills and abilities of a Chief Risk Officer, a risk taxonomy for insurance firms, a hypothetical organizational structure for an electric utility, a sample risk register, and other useful information.
Enterprise risk management
This document provides an introduction to enterprise risk management (ERM). It discusses how ERM aims to protect and increase value for an organization by taking an integrated approach to managing risks across the entire enterprise. ERM calls for high-level oversight of all risks on a portfolio basis. The document provides background on the evolution of risk management and outlines some of the key risks organizations face today from globalization and other factors. It also notes that chief risk officers and risk committees are important for overseeing ERM.
Enterprise Risk Management for the Digital Transformation Age
Enterprise risk management has become a vital component to cyber security, logistics management, asset management and supply chain management. As organizations continue to rely on data to drive workforce automation, Industrial IoT and process automation, it is becoming necessary to analyze data to discover risk before it occurs and implement effective remediation practices and processes. Seminar participants will collaborate and explore the emerging new use cases for enterprise risk management that addresses the need to better understand how to leverage critical data to predict and understand how data analytics can support risk management and mitigation in an increasingly data-dependent workforce environment.
During this seminar, participants will:
a. Explore new innovations in enterprise risk management that will provide new career opportunities for STEM professionals
b. Examine the skills and experiences necessary to take advantage of risk management career opportunities
c. Discern the applicable areas for enterprise risk management
d. Determine the importance of addressing enterprise risk management in all digital transformation initiatives
e. Identify the market growth and consulting opportunities in enterprise risk management
ERM Presentation
The document discusses enterprise risk management (ERM) and its rising importance for information security practices. ERM aims to align security solutions with business priorities by analyzing overall IT risks, prioritizing risk mitigation actions, and taking a managed approach to enterprise investments. Key drivers of ERM adoption include changing regulations, expanding business threats, and interest in simplifying security management.
Enterprise Risk Management
This document is a term paper submitted by Anu Damodaran to her faculty guide, Mr. C.T. Sunil, in partial completion of her MBA program at Amity University in Dubai. The paper is titled "To study ERM - A competitive edge for the company and how it adds value to its shareholders". The introduction provides background on enterprise risk management (ERM) and its importance for businesses facing various strategic, market, operational and financial risks. The paper will review literature on ERM and explore how companies can implement ERM through risk mapping and maturity models. It will also discuss the advantages, suitability and limitations of ERM for businesses.
Sea risk-management-in-vuca-environment-noexp
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Building Risk Management into Enterprise Architecture
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Career options after risk management course
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Career options after risk management course converted
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Narayana Rao Mahankali Week 11 - DiscussionCOLLAPSETop of Fo.docx
Narayana Rao Mahankali
Week 11 - Discussion
COLLAPSE
Top of Form
Week 11 – Discussion:
ERM Measures & Mini case studies:
The organization's ERM goal ought to be to quantify and express the normal result from accomplishing them. The result ought to be based, to the degree conceivable, on the normal helpful effect on the execution estimates that are utilized to run the organization. This kind of rule suggests, obviously, that the organization as of now has set up unmistakably verbalized and surely knew execution proportions of this sort. The types of risks that ERM to cover and the ERM measures that the organization should implement to monitor risks include in the following broad categories: Financial, Operational, Hazard, Strategic plans.
The key measures I will recommend that Akawini uses in the monitoring of both progress and performance is to follow in characterizing the risk types a given organization should cover in its ERM program and that organization supervisors need to take care of and oversee in an incorporated manner is that the risks matter most to the organization's strategic goals. Managers need an unmistakable, normal comprehension of what the organization implies by those risks and why they are vital to the company’s performance.
In setting the extent of their ERM program, organization leaders need to verify that the extent of risks and extent of processes are aligned and that they are probably going to enable the organization to achieve the ERM objectives they have officially set. Also, in deciding the administration procedures to be influenced, they should be sensible about the level of impact the ERM work can apply on the officeholder owners of these influenced procedures authoritative turf is ordinarily referred to as a main leading obstacle to compelling ERM. The pragmatic result is that the underlying scope is frequently less broad than the long-term desired scope.
References:
· Fraser, J., Simkins, B. & Narvaez, K. (2014). Implementing enterprise risk management: Case studies and best practices. Wiley & Sons.
· https://www.logicmanager.com/erm-software/2018/09/05/how-to-measure-your-enterprise-risk-management-effectiveness/
Bottom of Form
Srilekha Dasari
week 11
COLLAPSE
Top of Form
The Akawini copper company is a mining company with an international concern for the minerals. The company uses Enterprise Risk Management to ensure the effectiveness of its operations. The risk management system for the Akawini Company when shipping the concentrate to the port by the use of the trucks. The ERM is also important for the managing of the 1500 employees working in the suite and the port. The implemented framework for the management of the risks in the company is not effective because it is not likely to yield more profits ("Implementing Enterprise Risk Management: Case Studies and Best Practices", 2019).
The risk assessment should be done monthly or quarterly and not on an annual basis. It is important to track the progres ...
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CHAPTER 34Turning Crisis into OpportunityBuilding an ERM.docx
CHAPTER 34
Turning Crisis into Opportunity
Building an ERM Program at General Motors
MARC S. ROBINSON
Assistant Director, Enterprise Risk Management, GM
LISA M. SMITH
Assistant Director, Enterprise Risk Management, GM
BRIAN D. THELEN
General Auditor, GM
This case study chronicles the ground-up implementation of enterprise riskmanagement (ERM) at General Motors Company (GM), starting in 2010through the first four years of implementation. Discussion topics include
lessons learned during implementation and some of the unique approaches, tools,
and techniques that GM has employed. Examples of senior management reporting
are also included.
I think risk management is an element of all good executive management teams
and boards. It will ensure viability in downturns and high-risk periods. I think if
that is done not only within the automotive industry, but on a global and specif-
ically on a national scale, economies will be in better shape because it is additive.
If everybody is doing their job in assessing and understanding risk, the ultimate
outcome will be much more positive for our national economy and society, and it
is incumbent that corporate leadership understands that responsibility.
—Daniel F. Akerson, Chairman and Chief Executive Officer,
General Motors, October 2012
BACKGROUND AND IMPLEMENTATION
The enterprise risk management (ERM) program at General Motors was founded
in late 2010 at the direction of GM’s then newly appointed chief executive officer
(CEO), Daniel F. Akerson, who sought to leverage the program as another means to
achieve a competitive advantage in the industry. Having gone through bankruptcy
in 2009 as a new board member, Akerson felt that a more robust risk management
program would help guide the organization around the drivers of killer risks1
going forward. His goal was to help the company ensure that it was prepared,
607
www.it-ebooks.info
608 Implementing Enterprise Risk Management
agile, and fast to respond in an ever-changing world. Perhaps most importantly,
Akerson wanted an ERM program that would focus not only on risks but on oppor-
tunities as well.
A chief risk officer (CRO) was selected and appointed from within, and the
Finance and Risk Policy Committee of the board of directors was chartered to over-
see risk management as well as financial strategies and policies. In support of the
program, a senior manager and director joined the team. Risk officers were also
identified and aligned to all direct reports of the CEO; this helped to ensure that
all aspects of the business were covered. The CEO is the ultimate chief risk officer,
and his direct reports are the ultimate risk owners. Members of the risk officer team
were carefully selected by senior leadership based on their strong business expe-
rience, financial acumen, and most of all their ability to lead in the identification
and discussion of risk in an objective and transparent manner. These representa-
tives were expected to actively p ...
Cyber Risk Management IRM India Affiliate
Digital technologies, devices and
media have brought us great
benefits and offer enormous
opportunities but their use also
exposes us to significant risks.
The media regularly present us
with examples of organisations
that have suffered financial loss
and reputational damage as a
result of problems arising from
their information technology
systems, whether this is as a result
of human error, deliberate
wrongdoing or some other form
of technology systems failure.
Governments and regulators
are getting interested and are
increasingly calling on businesses
to take action to protect both their
own assets and also the national
infrastructure.
https://www.theirmindia.org/
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The security risk management guide
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How AGCO implemented an Supply Chain Risk management solution to save millions
1) AGCO, a global manufacturer of agricultural machinery, implemented a supply chain risk management (SCRM) solution from riskmethods to address risks from their global supply base.
2) Their previous fragmented approach led to inefficiencies when disruptions occurred, so they centralized procurement and appointed a risk manager.
3) The riskmethods solution provided automated risk monitoring and visibility across AGCO's top 250 suppliers.
4) AGCO estimated millions in cost savings from avoided disruptions, improved sourcing decisions, and automation of manual risk processes.
Application of Enterprise Risk Management
This presentation was given in International Management Institute (IMI), New Delhi on 19th May 2017. This was given to the One year Executive management students.
Risk & compliance magazine compressed
Recent cyber security meltdowns in some of the leading sectors of the world have led to a higher demand for security requirements. It has become more expensive and resource intensive to protect financial assets like payment card data and personal health information. This scenario has therefore developed an innate need for a higher level of risk management.
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Microsoft Risk Management
- 1. Ulukman Mamytov IPROMAC 7530-28-8213 Risk Management Professor: Wakayama Kazuo Microsoft operates in a competitive, high-risk business, with rapidly advancing technology and ever shortening product life cycles. In that context, Microsoft’s risk management group seeks to construct and implement an enterprise-wide risk management system
- 2. Microsoft’s RMG was established in 1997, within the treasury department Brent Callinicos, treasurer, RMG leader Worked in: Procter & Gamble, Walt Disney, Microsoft (1992-2007), Google, Uber, Baidu, Hyperloop Focus: to develop a comprehensive and integrated approach to risk identification, measurement, and management. Goal: to bring to the business risk area (nonfinancial risk) a level of measurement and management similar to that in the financial risk area. Financial risk management at Microsoft has been evolving since 1994, when the company began its foreign exchange hedging program. In about 1995, the company began to calculate VAR for its foreign exchange risk.
- 3. Value at Risk Philip Jorion, author, professor and risk manager Jorion is the author of more than 100 publications on the topic of risk management and international finance, and is credited with pioneering the Value at Risk approach to risk management. Jorion: “VAR measures the worst expected loss over a given time interval under normal market conditions at a given confidence level.”
- 4. In 1996, Microsoft’s treasury presented to the finance committee of the board of directors a white paper analyzing the factors that had contributed to the publicized derivative losses that companies had reported. Result: Microsoft created a comprehensive and integrated approach to financial risk measurement and management within the treasury function. Tree of Risks Foreign Exchange Strategic Equity Employee Stock Option Interest Rate Gibraltar: • gives an aggregated view of the market risks • performs VAR analysis To measure VAR, Microsoft developed its own system – IRMA (Internal Risk Management Appl.) + 2 additional third-party systems to measure risks to make sure not to miss any..
- 5. Foreign exchange program - price protection for areas with unstable currencies - to make sure that distributors don’t lose margins and don’t stop ordering products from Microsoft. = SCM concept of AAA: Agility, Adaptability, Alignment
- 6. Every department has its own intranet site, and communication through the intranet is part of the firm’s culture. Microsoft wants all managers to understand the risks embodied in the decisions they make. As new projects are launched, business managers are encouraged to consult risk management’s intranet site with risk checklists, anecdotes, best practices. Employees have access to virtually any financial data. Bill Gates: “A company’s middle managers and line employees, not just its high- level executives, need to see business data… Companies should spent less time protecting financial data from employees and more time teaching them to analyze and act on it.” Certainly, some information is password protected.
- 7. Microsoft does not rely solely on VAR to measure its financial risks. It also uses stress testing through scenario analysis to consider the impact of political, geographic, and economic circumstances. Risk Management Group activities: Risk financing – having a clear view of risk profiles to validate the risk financing plans. Quantification resources – inclusion of senior risk analyst and senior quantitative analyst with a Ph.D. in mathematics. Face-to-face meetings with directors or product unit managers to have enterprise-wide view of risks. Defining worst-case scenarios
- 8. In case of earthquakes - What risks are most important to Microsoft? Property? Is property insurance enough? The real risk is not that buildings get damaged but that it causes business interruption in the product development cycle and that company cannot do business. Capital market risks because of the firm’s inability to trade Worker compensation or employee benefit risk Supplier risk for those in the area of earthquake Loss of market share because the business is interrupted R&D risks because those activities are interrupted / product delays Product support risks What happened to Kobe Steel after Kobe earthquake? How did their stock do? Did they get sued?
- 9. An important result of scenario analysis is to put a dollar amount on the risks. What will it cost the company? Risks ranking through mapping and prioritizing risks Pareto principle 80/20
- 10. 1998 – Callinicos – Ernst&Young Global Risk Manager 1998 – Overall Treasury Excellence – an Alexander Hamilton Awards, use of technology to design a web-based tool to share risk information through the company’s intranet 1999 – “Pioneer of the Enterprise approach to risk management” – by CFO magazine and Arthur Andersen 1999 – Gold award for financial risk management – at the Alexander Hamilton Awards, noted that Microsoft turned the “financial crisis in Asia and Brazil into significant gain for the company” 1999 – Corporate Award for Risk Management Solutions – from Treasury Management International