This document discusses risk management and provides definitions of risk. It summarizes the key steps in the risk management process as establishing context, identifying risks, analyzing risks, evaluating risks, treating risks, and monitoring and reviewing risks on an ongoing basis. Communication and consultation are also emphasized. Various risk management models and the benefits of risk management for organizations are outlined. Myths about risk management are dispelled.
Enhance your audiences knowledge with this well researched complete deck. Showcase all the important features of the deck with perfect visuals. This deck comprises of total of thirty one slides with each slide explained in detail. Each template comprises of professional diagrams and layouts. Our professional PowerPoint experts have also included icons, graphs and charts for your convenience. All you have to do is DOWNLOAD the deck. Make changes as per the requirement. Yes, these PPT slides are completely customizable. Edit the colour, text and font size. Add or delete the content from the slide. And leave your audience awestruck with the professionally designed Risk Identification Powerpoint Presentation Slides complete deck.
Risk management is a critical process for any organization. It involves identifying potential risks, assessing their likelihood and impact, and developing strategies to mitigate negative risks and maximize opportunities. The document provides an overview of risk management concepts and best practices. It defines risk, discusses why risk management is important, and outlines the basic steps of the risk management process including identification, analysis, evaluation, and monitoring of risks. Various risk assessment and prioritization techniques are also presented. The goal of risk management is to increase awareness and preparedness so organizations can achieve their objectives and improve outcomes.
Strategic Risk Management as a CFO: Getting Risk Management RightProformative, Inc.
Video & Presentation: http://www.proformative.com/events/strategic-risk-management-cfo-getting-risk-management-right
Enterprise Risk Management should be simple. Unfortunately, companies are responding to regulators and business imperatives to improve their risk management practices, all the while aligning with business strategy and performance as well as capital allocation. Leading practitioners are seeking insight and value from risk management and are using risk management to focus audit and compliance activities. In fact independent research commissioned by SAP and others suggests many successful ERM initiatives still make little use of the increasingly sophisticated technology available. This session will summarize recent research by SAP and others on the state of ERM and will provide simple, practical strategies for how Finance can drive risk management practices that build success and add value.
Speakers:
Bob Tizio, GRC Officer-Americas, SAP America Inc.
Bruce McCuaig, Director, Solution Marketing for Governance Risk & Compliance, SAP
Presentation delivered at CFO Dimensions 2013 - http://www.cfodimensions.com
Track: Finance Technology | Session: 5
This document provides an overview of risk and issue management best practices. It discusses key concepts like the differences between risks and issues, how to prioritize them, and the overall process of identifying, analyzing, taking action, monitoring, reviewing, and reporting on risks and issues over the lifecycle of a project. The goal is to familiarize workshop participants with a standardized terminology and approach to proactively manage risks and issues in order to minimize potential impacts on a project.
This document outlines the objectives and content of a risk assessment and management course. The course covers topics like risk management and the ISM Code, hazard identification, risk assessment, analysis and management. It aims to meet the requirements of the ISM Code section 1.2.2.2 and TMSA Element 9, which relate to risk assessment and management. The document also provides an overview of the Tanker Management and Self Assessment (TMSA) guidelines and its 12 elements, including Element 9 on risk assessment and management.
IFAC Senior Technical Manager Vincent Tophoff presentation during the Institute of Chartered Accountants of Pakistan's CFO Conference 2013, CFO: Meeting Future Challenges! Mr. Tophoff discusses current trends and thinking in risk management and best practices.
Enhance your audiences knowledge with this well researched complete deck. Showcase all the important features of the deck with perfect visuals. This deck comprises of total of thirty one slides with each slide explained in detail. Each template comprises of professional diagrams and layouts. Our professional PowerPoint experts have also included icons, graphs and charts for your convenience. All you have to do is DOWNLOAD the deck. Make changes as per the requirement. Yes, these PPT slides are completely customizable. Edit the colour, text and font size. Add or delete the content from the slide. And leave your audience awestruck with the professionally designed Risk Identification Powerpoint Presentation Slides complete deck.
Risk management is a critical process for any organization. It involves identifying potential risks, assessing their likelihood and impact, and developing strategies to mitigate negative risks and maximize opportunities. The document provides an overview of risk management concepts and best practices. It defines risk, discusses why risk management is important, and outlines the basic steps of the risk management process including identification, analysis, evaluation, and monitoring of risks. Various risk assessment and prioritization techniques are also presented. The goal of risk management is to increase awareness and preparedness so organizations can achieve their objectives and improve outcomes.
Strategic Risk Management as a CFO: Getting Risk Management RightProformative, Inc.
Video & Presentation: http://www.proformative.com/events/strategic-risk-management-cfo-getting-risk-management-right
Enterprise Risk Management should be simple. Unfortunately, companies are responding to regulators and business imperatives to improve their risk management practices, all the while aligning with business strategy and performance as well as capital allocation. Leading practitioners are seeking insight and value from risk management and are using risk management to focus audit and compliance activities. In fact independent research commissioned by SAP and others suggests many successful ERM initiatives still make little use of the increasingly sophisticated technology available. This session will summarize recent research by SAP and others on the state of ERM and will provide simple, practical strategies for how Finance can drive risk management practices that build success and add value.
Speakers:
Bob Tizio, GRC Officer-Americas, SAP America Inc.
Bruce McCuaig, Director, Solution Marketing for Governance Risk & Compliance, SAP
Presentation delivered at CFO Dimensions 2013 - http://www.cfodimensions.com
Track: Finance Technology | Session: 5
This document provides an overview of risk and issue management best practices. It discusses key concepts like the differences between risks and issues, how to prioritize them, and the overall process of identifying, analyzing, taking action, monitoring, reviewing, and reporting on risks and issues over the lifecycle of a project. The goal is to familiarize workshop participants with a standardized terminology and approach to proactively manage risks and issues in order to minimize potential impacts on a project.
This document outlines the objectives and content of a risk assessment and management course. The course covers topics like risk management and the ISM Code, hazard identification, risk assessment, analysis and management. It aims to meet the requirements of the ISM Code section 1.2.2.2 and TMSA Element 9, which relate to risk assessment and management. The document also provides an overview of the Tanker Management and Self Assessment (TMSA) guidelines and its 12 elements, including Element 9 on risk assessment and management.
IFAC Senior Technical Manager Vincent Tophoff presentation during the Institute of Chartered Accountants of Pakistan's CFO Conference 2013, CFO: Meeting Future Challenges! Mr. Tophoff discusses current trends and thinking in risk management and best practices.
6 Pitfalls when Implementing Enterprise Risk ManagementPECB
This webinar covers seven common pitfalls faced when establishing enterprise risk management. Also, it conveys the commitment necessary for the proper implementation in order to achieve organizational objectives over time.
Main points covered:
Major drawbacks in Enterprise Risk Management
• Weak tone at the top
• Focusing on issues instead of risks
• Not embedding ERM within business
• Not rethinking perspective towards risk
• Unidimensional risk evaluation
• Vague risk responses
Presenter:
Shady Hallab is an Experienced Manager at PricewaterhouseCoopers LLP in Montreal. He focuses mainly on managing and directing enterprise risk management programs and acts as a risk advisor for evaluating and recommending risk solution best practices for a wide range of private, public and government organizations.
Link of the recorded session published on YouTube: https://youtu.be/GRj_GdIqIo4
Risk identification provides the foundation for risk management. There are various methods to identify risks such as preparing checklists, conducting on-site inspections, analyzing financial statements, creating flow charts, and interacting with employees. Sources of risk can be internal or external and come from a company's environments. Risk exposures include physical asset exposures, financial asset exposures, liability exposures, and human asset exposures. Traditional risk identification observes past losses while modern approaches identify risks before losses occur using tools like risk analysis questionnaires, financial statement analysis, flow charts, on-site inspections, interactions with other departments, contract analysis, and statistical records.
PECB Webinar: ISO 31000 - The Benchmark for Risk Management in uncertain timesPECB
The webinar covers:
• Overview of ISO 31000 and how this standard implies threats but opportunities as well
• Risk-based thinking as an integral part of ISO 9001:2015 and ISO 14001:2015
• Principles, processes and framework of ISO 31000
• How organizations can reduce uncertainty, seize opportunities and treat risks
Presenter:
This session will be presented by PECB Trainer Jacob McLean, Principal Consultant and Managing Director of Kaizen Training & Management Consultants Limited.
Link of the recorded session published on YouTube: https://youtu.be/MVBMM6X3Vgw
This document provides guidance on developing and implementing a risk appetite framework. It discusses how establishing risk appetite is important for meeting corporate governance requirements and addressing stakeholder expectations. It also notes that while the concept of risk appetite is straightforward, effectively defining and applying it in practice presents challenges. The document aims to help organizations better manage risk and meet governance duties by offering practical advice to boards and executives on assessing their risk tolerance. It received input from various professional associations and risk consulting firms who endorse the guidance and see risk appetite as a key topic for ongoing discussion.
C-Suite’s Guide to Enterprise Risk Management and Emerging RisksAronson LLC
Significant opportunities remain for organizations to continue to strengthen their approaches to identifying and assessing key risks. This program will provide an overview of Enterprise Risk Management (ERM) best practices and current emerging risks that should be on your radar for 2018.
Watch the complete webinar here: https://aronsonllc.com/c-suites-guide-to-enterprise-risk-management-and-emerging-risks/?sf_data=all&_sft_insight-type=on-demand-webinar
The document provides information about a webinar on ISO 31000:2018 Risk Management. It includes details such as the event date and time, speaker introduction, and session topics. The speaker, Sanjay Gore, will discuss ISO 31000:2018 including the risk management framework, principles, concepts and terms, and the risk assessment process. The webinar will cover the edifice, scope, and key components of ISO 31000:2018 including risk criteria, treatment options, and tools/techniques for risk assessment. Attendees are invited to provide feedback in the chat box.
Enterprise Risk Management as a Core Management Processregio12
The document summarizes the key findings from a study examining best practices in enterprise risk management (ERM) across multiple organizations. The study identified 10 principal findings related to optimizing ERM structures, supporting methodologies, using ERM for decision-making, and evaluating ERM performance. Best practices included establishing executive-level ERM support, using a variety of risk assessment methods, focusing on risk-informed culture and communication, evaluating ERM through performance metrics, and ensuring ERM maturity.
The document discusses project risk management and outlines six processes for managing risk: risk management planning, risk identification, qualitative risk analysis, quantitative risk analysis, risk response planning, and risk monitoring and control. It provides details on tools and techniques used in each process, such as documentation reviews, information gathering, probability and impact matrices, and quantitative risk analysis modeling. The overall goal of risk management is to increase the probability of positive events and decrease the probability of negative events on a project.
1. The document discusses risk management standards and processes for construction project management. It outlines ISO 31000:2009 as the key risk management standard and describes the risk management process it establishes.
2. The risk management process involves establishing the context, identifying risks, analyzing and evaluating risks, treating risks, monitoring risks, and communicating about risks.
3. The document also discusses different risk management strategies like risk avoidance, reduction, sharing, and retaining and provides examples of each.
Risk management: Principles, methodologies and techniquesILRI
This document outlines a two-day risk management training for ILRI staff. Day one covers principles of risk management and methodologies and techniques. Day two focuses on identifying and assessing risks at ILRI, including group feedback sessions and discussing ILRI's risk management going forward. The document defines risk management and discusses establishing a risk management framework at the organizational level with key principles like establishing context, identifying risks, analyzing risks, treating risks, and monitoring and reviewing risks. It provides examples of enterprise, project and partnership risks to consider and discusses risk reporting requirements.
Identify risks and hazards that have the potential to harm any process or project. Use content-ready Risk Assessment PowerPoint Presentation Slides to analyse what can go wrong, how likely it is to happen, what potential consequences are, and how tolerable the identified is. With the help of ready-made risk assessment PowerPoint presentation slideshow, use control measures to eliminate or reduce any potential risk related situation. This deck comprises of various templates to control risks such as types of risks, risk categories, identify the risk categories, stakeholder engagement, stakeholders risk appetite, risk tolerance, procedure, risk management plan, risk register, risk identification, risk assessment, risk analysis, risk response plan, risk response matrix, risk control matrix, risk item tracking, risk impact and probability analysis, risk mitigation strategies, qualitative risk analysis, quantitative risk analysis, risk management process, risk management steps, and more. These templates are completely customizable. You can easily edit the color, text, icon and font size as per your need. Add or remove content, if needed. Grab this easy-to-understand risk assessment PowerPoint templates to figure out what could cause harm to the project, whether the hazards could be eliminated or not, what preventive measures should be taken to control the risks. Download risk assessment PPT slides now to execute the project easily. Behave in a down to earth fashion with our Risk Assessment Powerpoint Presentation Slides. Give them a glimpse of your fact based approach. https://bit.ly/3dCPKul
Integrating Risk into your Balanced Scorecard Andrew Smart
Pulling together into a single framework the two separate disciplines of strategy management and risk management, and how it is possible to integrate it with Balanced Scorecard. This presentation provides a practical guide for organizations to shape and execute sustainable strategies with full understanding of how much risk they are willing to accept in pursuit of strategic goals.
Please contact andrew.smart@stratexsystems.com for more details about the presentation or to have a talk about our software solutions.
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
Shaping Your Culture via Risk Appetite Andrew Smart
This document discusses the importance of risk appetite and embedding risk culture at organizations. It begins by defining risk appetite as the amount and type of risk an entity is willing to accept over a set period of time to achieve its objectives. The document then notes that weaknesses in risk appetite governance contributed to the financial crisis and that properly establishing and monitoring risk appetite is a board responsibility. It stresses that risk appetite should be integrated into strategic planning and outlines how organizations can set, execute, and monitor their risk appetite.
Presentation given by Vincent Tophoff, IFAC Senior Technical Manager, on risk management and internal control at the Second International ISO 31000 Conference in Toronto, May 2013.
PYA Principal Shannon Sumner co-presented “Enterprise Risk Management” at the HCCA Board Audit Committee Compliance Conference, February 27-28, 2017, in Scottsdale, Arizona.
The presentation covered:
The role of the governing Board of an organization in enterprise risk management (ERM)
Effective ERM in today’s healthcare setting
When ERM fails: “The perfect storm”
An analyst's perspective on measuring safety performance, discussing reactive and proactive indicators, ideas on developing proactive indicators, and a balanced scorecard approach to safety metrics
This document provides an overview of Hazard and Effects Management Process (HEMP) which is used to systematically identify hazards and manage associated risks. The 6 key steps of HEMP are: 1) hazard identification, 2) risk assessment, 3) control identification, 4) determining if risk is As Low As Reasonably Practicable, 5) recovery planning if controls fail, and 6) recording the HEMP evaluation. An example HEMP application for acquiring a lion at a zoo is also presented to demonstrate identifying hazards, threats, barriers, consequences and developing emergency response plans.
Risk Management Plan In Business PowerPoint Presentation Slides SlideTeam
There might be inherent risk that cannot be avoided and thus a Risk Management Plan in Business PowerPoint Presentation Slides becomes lifeline in such cases. The data compiled and saved in PPT layout not only helps to minimize or eliminate the risk associated but also helps to deal with it effectively at the time of its occurrence. To foresee any risk, a risk assessment matrix is a must and the same is supplied from our end in a structured and professional manner in the presentation template. Line and flow charts in PPT template acts as the oxygen to eliminate risks like strategic, compliance, financial, operational and reputational hazards. The core risk management steps have been addressed carefully in the presentation slide which includes identification, analyzing, evaluation, ranking, monitoring and reviewing of the same. As far as business risk is concerned, a lot of factors come to play like sales volume, input cost and much more, thus every slide in PPT presentation pays special attention to the same. Our Risk Management Plan In Business PowerPoint Presentation Slides ensure thoughts appear extremely balanced. You will display great composure.
This document discusses enterprise risk management (ERM) for community banks. It defines ERM and outlines key elements like having a chief risk officer and focusing on outcomes rather than just risk mitigation. While ERM provides benefits like improved risk visibility and proactive management, it may not always be a good fit due to costs and complexity. The document recommends hybrid approaches using frameworks like the NIST Cybersecurity Framework that can be customized to provide ERM principles at an affordable cost.
Federal CFO Maturity Model - IT Section_RS updateddaddy.rick
The document describes the Federal CFO Maturity Model for information technology. It provides descriptions of six stages of maturity for various IT criteria including portfolio management, enterprise architecture, and business system investment prioritization. For portfolio management, the document outlines the stages related to business system alignment with agency mission, enterprise architecture, and prioritizing business system investments.
6 Pitfalls when Implementing Enterprise Risk ManagementPECB
This webinar covers seven common pitfalls faced when establishing enterprise risk management. Also, it conveys the commitment necessary for the proper implementation in order to achieve organizational objectives over time.
Main points covered:
Major drawbacks in Enterprise Risk Management
• Weak tone at the top
• Focusing on issues instead of risks
• Not embedding ERM within business
• Not rethinking perspective towards risk
• Unidimensional risk evaluation
• Vague risk responses
Presenter:
Shady Hallab is an Experienced Manager at PricewaterhouseCoopers LLP in Montreal. He focuses mainly on managing and directing enterprise risk management programs and acts as a risk advisor for evaluating and recommending risk solution best practices for a wide range of private, public and government organizations.
Link of the recorded session published on YouTube: https://youtu.be/GRj_GdIqIo4
Risk identification provides the foundation for risk management. There are various methods to identify risks such as preparing checklists, conducting on-site inspections, analyzing financial statements, creating flow charts, and interacting with employees. Sources of risk can be internal or external and come from a company's environments. Risk exposures include physical asset exposures, financial asset exposures, liability exposures, and human asset exposures. Traditional risk identification observes past losses while modern approaches identify risks before losses occur using tools like risk analysis questionnaires, financial statement analysis, flow charts, on-site inspections, interactions with other departments, contract analysis, and statistical records.
PECB Webinar: ISO 31000 - The Benchmark for Risk Management in uncertain timesPECB
The webinar covers:
• Overview of ISO 31000 and how this standard implies threats but opportunities as well
• Risk-based thinking as an integral part of ISO 9001:2015 and ISO 14001:2015
• Principles, processes and framework of ISO 31000
• How organizations can reduce uncertainty, seize opportunities and treat risks
Presenter:
This session will be presented by PECB Trainer Jacob McLean, Principal Consultant and Managing Director of Kaizen Training & Management Consultants Limited.
Link of the recorded session published on YouTube: https://youtu.be/MVBMM6X3Vgw
This document provides guidance on developing and implementing a risk appetite framework. It discusses how establishing risk appetite is important for meeting corporate governance requirements and addressing stakeholder expectations. It also notes that while the concept of risk appetite is straightforward, effectively defining and applying it in practice presents challenges. The document aims to help organizations better manage risk and meet governance duties by offering practical advice to boards and executives on assessing their risk tolerance. It received input from various professional associations and risk consulting firms who endorse the guidance and see risk appetite as a key topic for ongoing discussion.
C-Suite’s Guide to Enterprise Risk Management and Emerging RisksAronson LLC
Significant opportunities remain for organizations to continue to strengthen their approaches to identifying and assessing key risks. This program will provide an overview of Enterprise Risk Management (ERM) best practices and current emerging risks that should be on your radar for 2018.
Watch the complete webinar here: https://aronsonllc.com/c-suites-guide-to-enterprise-risk-management-and-emerging-risks/?sf_data=all&_sft_insight-type=on-demand-webinar
The document provides information about a webinar on ISO 31000:2018 Risk Management. It includes details such as the event date and time, speaker introduction, and session topics. The speaker, Sanjay Gore, will discuss ISO 31000:2018 including the risk management framework, principles, concepts and terms, and the risk assessment process. The webinar will cover the edifice, scope, and key components of ISO 31000:2018 including risk criteria, treatment options, and tools/techniques for risk assessment. Attendees are invited to provide feedback in the chat box.
Enterprise Risk Management as a Core Management Processregio12
The document summarizes the key findings from a study examining best practices in enterprise risk management (ERM) across multiple organizations. The study identified 10 principal findings related to optimizing ERM structures, supporting methodologies, using ERM for decision-making, and evaluating ERM performance. Best practices included establishing executive-level ERM support, using a variety of risk assessment methods, focusing on risk-informed culture and communication, evaluating ERM through performance metrics, and ensuring ERM maturity.
The document discusses project risk management and outlines six processes for managing risk: risk management planning, risk identification, qualitative risk analysis, quantitative risk analysis, risk response planning, and risk monitoring and control. It provides details on tools and techniques used in each process, such as documentation reviews, information gathering, probability and impact matrices, and quantitative risk analysis modeling. The overall goal of risk management is to increase the probability of positive events and decrease the probability of negative events on a project.
1. The document discusses risk management standards and processes for construction project management. It outlines ISO 31000:2009 as the key risk management standard and describes the risk management process it establishes.
2. The risk management process involves establishing the context, identifying risks, analyzing and evaluating risks, treating risks, monitoring risks, and communicating about risks.
3. The document also discusses different risk management strategies like risk avoidance, reduction, sharing, and retaining and provides examples of each.
Risk management: Principles, methodologies and techniquesILRI
This document outlines a two-day risk management training for ILRI staff. Day one covers principles of risk management and methodologies and techniques. Day two focuses on identifying and assessing risks at ILRI, including group feedback sessions and discussing ILRI's risk management going forward. The document defines risk management and discusses establishing a risk management framework at the organizational level with key principles like establishing context, identifying risks, analyzing risks, treating risks, and monitoring and reviewing risks. It provides examples of enterprise, project and partnership risks to consider and discusses risk reporting requirements.
Identify risks and hazards that have the potential to harm any process or project. Use content-ready Risk Assessment PowerPoint Presentation Slides to analyse what can go wrong, how likely it is to happen, what potential consequences are, and how tolerable the identified is. With the help of ready-made risk assessment PowerPoint presentation slideshow, use control measures to eliminate or reduce any potential risk related situation. This deck comprises of various templates to control risks such as types of risks, risk categories, identify the risk categories, stakeholder engagement, stakeholders risk appetite, risk tolerance, procedure, risk management plan, risk register, risk identification, risk assessment, risk analysis, risk response plan, risk response matrix, risk control matrix, risk item tracking, risk impact and probability analysis, risk mitigation strategies, qualitative risk analysis, quantitative risk analysis, risk management process, risk management steps, and more. These templates are completely customizable. You can easily edit the color, text, icon and font size as per your need. Add or remove content, if needed. Grab this easy-to-understand risk assessment PowerPoint templates to figure out what could cause harm to the project, whether the hazards could be eliminated or not, what preventive measures should be taken to control the risks. Download risk assessment PPT slides now to execute the project easily. Behave in a down to earth fashion with our Risk Assessment Powerpoint Presentation Slides. Give them a glimpse of your fact based approach. https://bit.ly/3dCPKul
Integrating Risk into your Balanced Scorecard Andrew Smart
Pulling together into a single framework the two separate disciplines of strategy management and risk management, and how it is possible to integrate it with Balanced Scorecard. This presentation provides a practical guide for organizations to shape and execute sustainable strategies with full understanding of how much risk they are willing to accept in pursuit of strategic goals.
Please contact andrew.smart@stratexsystems.com for more details about the presentation or to have a talk about our software solutions.
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
Shaping Your Culture via Risk Appetite Andrew Smart
This document discusses the importance of risk appetite and embedding risk culture at organizations. It begins by defining risk appetite as the amount and type of risk an entity is willing to accept over a set period of time to achieve its objectives. The document then notes that weaknesses in risk appetite governance contributed to the financial crisis and that properly establishing and monitoring risk appetite is a board responsibility. It stresses that risk appetite should be integrated into strategic planning and outlines how organizations can set, execute, and monitor their risk appetite.
Presentation given by Vincent Tophoff, IFAC Senior Technical Manager, on risk management and internal control at the Second International ISO 31000 Conference in Toronto, May 2013.
PYA Principal Shannon Sumner co-presented “Enterprise Risk Management” at the HCCA Board Audit Committee Compliance Conference, February 27-28, 2017, in Scottsdale, Arizona.
The presentation covered:
The role of the governing Board of an organization in enterprise risk management (ERM)
Effective ERM in today’s healthcare setting
When ERM fails: “The perfect storm”
An analyst's perspective on measuring safety performance, discussing reactive and proactive indicators, ideas on developing proactive indicators, and a balanced scorecard approach to safety metrics
This document provides an overview of Hazard and Effects Management Process (HEMP) which is used to systematically identify hazards and manage associated risks. The 6 key steps of HEMP are: 1) hazard identification, 2) risk assessment, 3) control identification, 4) determining if risk is As Low As Reasonably Practicable, 5) recovery planning if controls fail, and 6) recording the HEMP evaluation. An example HEMP application for acquiring a lion at a zoo is also presented to demonstrate identifying hazards, threats, barriers, consequences and developing emergency response plans.
Risk Management Plan In Business PowerPoint Presentation Slides SlideTeam
There might be inherent risk that cannot be avoided and thus a Risk Management Plan in Business PowerPoint Presentation Slides becomes lifeline in such cases. The data compiled and saved in PPT layout not only helps to minimize or eliminate the risk associated but also helps to deal with it effectively at the time of its occurrence. To foresee any risk, a risk assessment matrix is a must and the same is supplied from our end in a structured and professional manner in the presentation template. Line and flow charts in PPT template acts as the oxygen to eliminate risks like strategic, compliance, financial, operational and reputational hazards. The core risk management steps have been addressed carefully in the presentation slide which includes identification, analyzing, evaluation, ranking, monitoring and reviewing of the same. As far as business risk is concerned, a lot of factors come to play like sales volume, input cost and much more, thus every slide in PPT presentation pays special attention to the same. Our Risk Management Plan In Business PowerPoint Presentation Slides ensure thoughts appear extremely balanced. You will display great composure.
This document discusses enterprise risk management (ERM) for community banks. It defines ERM and outlines key elements like having a chief risk officer and focusing on outcomes rather than just risk mitigation. While ERM provides benefits like improved risk visibility and proactive management, it may not always be a good fit due to costs and complexity. The document recommends hybrid approaches using frameworks like the NIST Cybersecurity Framework that can be customized to provide ERM principles at an affordable cost.
Federal CFO Maturity Model - IT Section_RS updateddaddy.rick
The document describes the Federal CFO Maturity Model for information technology. It provides descriptions of six stages of maturity for various IT criteria including portfolio management, enterprise architecture, and business system investment prioritization. For portfolio management, the document outlines the stages related to business system alignment with agency mission, enterprise architecture, and prioritizing business system investments.
This document provides an overview of compliance and risk management concepts. It discusses compliance as the minimum legal standard and the importance of also implementing good risk management practices. The document outlines the six main phases of the compliance process: understand legal obligations, create an obligations register, assess compliance risks, manage obligations, monitor and evaluate compliance, and communicate and report. It also discusses establishing the context for risk management, identifying risks, analyzing and evaluating risks, treating risks, and monitoring and reviewing the risk management process. The case study examples demonstrate how these concepts apply to specific compliance scenarios.
CFO Risk Intelligence - Harvey ChristophersAzure Group
The document discusses the evolving role of the CFO from financial risk manager to strategic leader in enterprise-wide risk management. It outlines 6 key focus areas for CFOs to play a role in building a risk intelligent organization: 1) Prepare for expected and unexpected risks, 2) Recognize strategy is not fixed and engage in strategic risk conversations, 3) Distinguish vital few risks from trivial many, 4) Determine risk appetite, 5) Manage reputational risks, and 6) Conduct compliance stress tests for operating globally. The CFO's role is important for oversight, risk reporting, and ensuring risks are managed effectively across the organization.
This document provides an introduction to derivatives and risk management. It defines derivatives as contracts whose value is dependent on an underlying asset like stocks, bonds, currencies, or commodities. Risk management is identified as the process of assessing and controlling risks. The document then discusses how derivatives are used for hedging, speculation, and leverage. It also outlines different types of risks like market, credit, operational, and liquidity risk that are managed. Finally, it lists some common derivatives and risk management products.
This document provides an overview of credit derivatives and their role in credit risk management. It defines credit derivatives as instruments that insure against adverse movements in a borrower's credit quality. Various credit derivative products are examined, including total return swaps, credit default swaps, credit linked notes, collateralized debt obligations, and collateralized loan obligations. The growth and decline of these markets leading up to and during the global financial crisis is also discussed. The document aims to explain how credit derivatives can be used to transfer and manage credit risk.
The document discusses building market ready software products. It outlines the market readiness lifecycle which includes conceptualization, prototyping, development, testing, and ongoing feature builds. It also discusses what product owners, entrepreneurs, technologists, and business managers want from a market readiness perspective. Finally, it introduces the DevelopJET and BudgetQA propositions for achieving market readiness.
Stress testing involves simulating shocks that have never occurred or reflect permanent structural breaks to identify situations that could cause extraordinary losses. It uses scenario analysis, stressing models under various scenarios, and considering policy responses. Scenarios can examine individual risk factors like yield curves or be multidimensional to capture correlations. Proper stress testing parameters and replicating the same period are important. Stress tests complement VAR by addressing its limitations and identifying portfolio vulnerabilities. While challenging, stress testing helps prepare for extreme events not captured by historical data.
This is a partial preview of the document found here:
https://flevy.com/browse/business-document/financial-derivatives-103
Description:
Along with the basics of various financial derivatives required for risk management, it also covers various hedging strategies, comparisons, option valuation and brief on forward rate agreements.
Dell and Deloitte: Managing Risk in the Cloud with SalesforceDreamforce
Join us for this interactive session with Dell Fellow Tim Brown to discuss how Dell manages security for one of the largest Salesforce implementations in the world. Tim will discuss the ways Dell and Deloitte identify and mitigate security threats in a very large enterprise - starting with the Salesforce Trust platform and extending into policies and processes - from user and admin management to integration security to insider threat detection. Watch the video now: https://www.youtube.com/watch?v=Mhzm6Q6QSyQ
Introduction of VAR/GVAR Model as a Methodology to Develop Stress Test Scenar...基晴 出井
The document introduces VAR and GVAR models as methodologies to develop stress test scenarios for market risks. VAR models time-series variables as a vector autoregression and allows generating impulse response functions to estimate how variables respond to shocks over time while accounting for interrelationships. GVAR models separate economies as individual VAR models to improve accuracy when incorporating many indices. The document discusses benefits, challenges and experiences of VAR models and provides examples of their use in stress testing.
The document discusses using R for actuarial work, specifically VAR and interest rate models. It summarizes:
1) Developing a VAR model to estimate macroeconomic stress testing using time series models like VAR and GVAR. The model is implemented in R to estimate impacts over time from economic shocks.
2) Estimating yield curves using the Nelson-Siegel model in R. Spot rates and yield curves are estimated from interest rate data.
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3. About Continuity and Resilience
(CORE)
• ISO 22301 Certified Management Consulting Firm
• Business Continuity Management
• Crisis Management
• IT Disaster Recovery
• Green IT
• Risk Management
• Information Security Management
• We Consult / Train / Assess and Certify in these
domains
3
4. A person who can foresee
problems / difficulties and
identify proactive solutions will
live happily
- Chanakya (350 – 283 BC), Author of Artha
Sasthra
4
5. 5
What is Risk?
• Risk is the potential that
something will go wrong as a
result of one or a series of
events.
To get profit without risk, experience without danger,
and reward without work, is as impossible as it is to live
without being born.
- A.P. Gouthe
6. Risk Definitions – the change over time
6
Source Definitions
ISO/IEC Guide
51:1999
Combination of the probability of occurrence of harm
and the severity of that harm
ISO/ IEC Guide
73:2002
Combination of the probability of an event and its
consequence
AS/NZS 4360:
2004
Chance of something happening that will have an impact
on objectives
COSO (2004) ERM
Integrated
Framework
Events with a negative impact represent risks, which can
prevent value creation or erode existing value. Events
with positive impact may offset negative impacts or
represent opportunities.
ISO 31000:2009 Effect of uncertainty on objectives
ISO 22301:2012 Effect of uncertainty on objectives
7. Harmonization of International Standards
• ISO/IEC 31000 - Risk management – Principles and
guidelines
• ISO/IEC 31010 - Risk management – Risk assessment
techniques
• ISO/IEC 27001 - Information technology – Security
techniques – Information security management systems –
Requirements
• ISO/IEC 27005 - Information technology – Security
techniques – Information security risk management systems
13. Today’s networks are more
exposed to threats & risks
Gartner brought up an
interesting concept: "Perimeters
and firewalls are no longer
enough; every app needs to be
self-aware and self-protecting."
The risk environment is
constantly changing.
Financially-motivated, targeted
attacks are increasing – but
most security processes and
technologies are failing to keep
up.
Exposure points
14. 14
“Risk comes from
not knowing what
you’re doing”
- Warren Buffett
Well, then I
guess, we both
are in deep
trouble
15. About …
Risk Management
In assessing risks, technical
people tend to focus on
technical issues which have
occurred to them, but the
major risks for a product
may be business-related –
obstacles they don’t consider
as often..
16. What is Risk Management?
Who uses Risk Management?
How is Risk Management used?
Risk Management Models
17. • Good management practice
• Process steps that enable improvement
in decision making
• A logical and systematic approach
• Identifying opportunities
• Avoiding or minimizing losses
What is Risk Management?
18. Risk Management is the name given
to a logical and systematic method
of identifying, analysing, treating
and monitoring the risks involved in
any activity or process.
What is Risk Management?
19. Risk Management is a
methodology that helps managers
make best use of their available
resources
What is Risk Management?
20. Coordinated activities to direct and
control an organization with
regard to risk
What is Risk Management?
21. Risk Management - Benefits
21
Likelihood of
achieving
objectives is
increased
Proactive
management is
encouraged
Identification of
opportunities
and threats is
increased
Legal and
regulatory
compliance is
achieved
Improvement in
mandatory and
voluntary
reporting is
achieved
Governance is
improved
Interested
parties’
confidence and
trust is enhanced
Decision making
and planning is
improved
Resource
allocation is
effective
22. Risk Management - Benefits
22
Operational
effectiveness
and efficiency is
improved
Health and
safety
performance is
enhanced
Environmental
protection is
improved
Loss prevention
and incident
management is
improved
Losses are
minimised
Organisational
learning is
improved
Overall
improvement is
organisational
resilience is
achieved
23. Risk Management
practices are widely used
in public and the private
sectors, covering a wide
range of activities or
operations.
These include:
Who uses Risk Management?
• Finance and
Investment
• Insurance
• Health Care
• Public
Institutions
• Governments
24. • Effective Risk Management
is a recognized and valued skill.
• Educational institutions have formal study
courses and award degrees in Risk
Management.
• The Risk Management process is well
established. (International RM process
standards.)
Who uses Risk Management?
26. Risk Management -Myths
• “We can only do so much; then whatever happens,
happens.”
• “Don’t be concerned with Risk Management (RM); there
is nothing in it that applies to non-financial businesses.”
• “It’s hard to find someone who has the expertise to
address all risks across the organization. Isn’t that what
the CEO and CFO should be doing?”
• “Buying insurance manages the risk, doesn’t it?”
26
27. Risk Management -Myths
• “Risk management is only for large companies”
• “We have lots of insurance”
• “We already have a safety program”
• “We haven’t had any problems so far”
(but WE ARE ALWAYS ONE DISASTER BEHIND)
• “It’s too expensive to implement a program”
• “My company doesn’t have ethical risks.”
27
29. The Risk Management
process steps are a
generic guide for
any organisation,
regardless of the
type of business,
activity or function.
How is Risk Management used?
There are
7 steps
in the RM
process
30. 30
“The first step in the
risk management
process is to
acknowledge the
reality of risk.
Denial is a common tactic
that substitutes deliberate
ignorance for thoughtful
planning.”
--Charles Tremper
31. The basic process steps are:
Establish the context
Identify the risks
Analyse the risks
Evaluate the risks
Treat the risks
32. ‘Risk’ is dynamic and subject to constant
change, so the process includes
continuing:
Communication & consultation
Monitoring and review
and
33. The Risk Management process:
The strategic and organisational context in
which risk management will take place.
For example, the nature of your business,
the risks inherent in your business and
your priorities.
Communicate & consult
Establish the context
34. The Risk Management process:
Communicate & consult
Monitor and review
Defining types of risk, for instance,
‘Strategic’ risks to the goals and objectives
of the organisation.
• Identifying the stakeholders, (i.e.,who is
involved or affected).
• Past events, future developments.
Identify the risks
35. The Risk Management process:
Communicate & consult
Monitor and review
Analyse the risks
How likely is the risk event to happen?
(Probability and frequency?)
What would be the impact, cost or
consequences of that event occurring?
(Economic, political, social?)
36. The Risk Management process:
Communicate & consult
Monitor and review
Evaluate the risks
Rank the risks according to management
priorities, by risk category and rated by
likelihood and possible cost or
consequence.
Determine inherent levels of risk.
37. The Risk Management process:
Treat the risks
Develop and implement a plan with specific
counter-measures to address the identified
risks.
Consider:
• Priorities (Strategic and operational)
• Resources (human, financial and technical)
• Risk acceptance, (i.e., low risks)
38. The Risk Management process:
Document your risk management plan and
describe the reasons behind selecting the risk
and for the treatment chosen.
Record allocated responsibilities, monitoring or
evaluation processes, and assumptions on
residual risk.
Communicate & consult
Monitor and review
Treat the risks
39. The Risk Management process:
Communicate & consult
Risk Management policies and decisions
must be regularly reviewed.
Monitor and review
In identifying, prioritising and treating risks,
organisations make assumptions and decisions
based on situations that are subject to change,
(e.g., the business environment, trading
patterns, or government policies).
40. The Risk Management process:
Risk Managers must monitor activities and
processes to determine the accuracy of
planning assumptions and the effectiveness
of the measures taken to treat the risk.
Methods can include data evaluation, audit,
compliance measurement.
Communicate & consult
Monitor and review
41. The Risk Management process:
Establish the context
Identify the risks
Analyse the risks
Evaluate the risks
Treat the risks
42. “Business as usual is business at risk”
- Deloitte Old whitepaper
42
“The problem in my life and other people’s lives is not
the absence of knowing what to do, but the absence
of doing it”
- Peter F Drucker
Famous Quotes
43. 43
“Good Risk Management fosters vigilance in times of calm
and instills discipline in times of crisis.”
--Dr. Michael Ong
44. 44
• “Risk management should be an enterprise-wide exercise
and engrained in the business culture of the
organization.”
-- Julie Dickson
45. 45
“If you treat risk management as a part-time job, you
might soon find yourself looking for one.”
--someone in Deloitte
46. 4 T’s of Risk Management
46
• Tolerate (what is within your risk appetite)
• Treat (by investing)
• Transfer (through insurance)
• Terminate (the risk / process itself)
47. Heat Diagram (before and after
treatment)
• Number of risks falling in the Red and Amber should
reduce after treatment
• These should further reduce after treatment of the
residual risks
• Which must further keep reducing over a period
• While new risks may also appear
47
49. Risk Management Maturity Model
• There is no established Maturity Model for Risk
Management, exists now;
• But one can easily be developed and adopted
49
“If you can't describe what you are doing as a process,
you don't know what you're doing” W. Edward Deming
51. RM Maturity Model
• Levels and Parameters defined by someone else
• Level 1: Ad hoc. Undocumented; in a state of dynamic
change; depends on individual heroics
• Level 2: Preliminary. Risk defined in different ways and
managed in silos. Process discipline is unlikely to be
rigorous.
• Level 3: Defined. A common risk assessment/response
framework is in place. Organization-wide view of risk is
provided to executive leadership. Action plans implemented
in response to high priority risks.
51
52. RM Maturity Model
• Levels and Parameters defined by someone else
• Level 4: Integrated. Risk management activities
coordinated across business areas. Common risk
management tools and processes used where appropriate,
with enterprise-wide risk monitoring, measurement and
reporting. Alternative responses analyzed with scenario
planning. Process metrics in place.
• Level 5: Optimized. Risk discussion is embedded in
strategic planning, capital allocation, and other processes
and in daily decision-making. Early warning system to notify
board and management to risks above established
thresholds.
52
53. Other RM Standards
• ISO 14971
• Medical devices – Application of risk management to medical
devices
• ISO /IEC 16085
• Systems and Software Engineering - Life cycle processes – Risk
management
• ISO 17666
• Space systems – Risk management
• ISO / IEC 27005
• Information technology – Security techniques – Information
security risk management
53
54. Other RM Standards
• AS/ NZS 4360
• Risk Management**
• COSO Enterprise Risk Management – Integrated
Framework
• NIST 800-30
• Risk Management Guide for Information Technology Systems
** Base standard for ISO 31000; is the first international standard on Risk Management
54
56. Other Strategic Risks
• Recently, the following have been gaining a lot of
importance
• Sustainability Risks
• Cloud Computing Risks
56
57. 57
Risk Management Rules
1. Don’t underestimate your risks
2. Risks don’t go away (it exists as it is)
3. The certifications doesn’t make you ready
4. You can’t just rely on technology
5. Be careful of professional burnout
6. Look after your (precious) data
7. Risk Management? Incident Management?
8. Manage risks from top down
9. Don’t reveal your internal documents
10. Lies, damn lies and statistics…..
58. A Balanced Approach - Risks need to be
understood
Potential
Threats
to Assets
Potential
Vulnerability
Reality Check
Balanced
Solution
Risk Appetite
Solution for
Acceptable
Risk
Mitigation
Lo
w
Hig
h
Lo
w
Hig
h
Lo
w
Hig
h
Information
Security
Cost
Risk Usability
Risk Management is the
management of Trade-off