This document provides an overview of risk management for social enterprises. It defines risk and risk management, outlines the risk management process which includes identifying risks, assessing risks, and managing risks. The workshop objectives are to understand what constitutes risk, apply the risk management process, and use tools to support risk management. Key aspects covered include identifying five main types of risks, using a risk assessment matrix to evaluate risks, developing a risk register to document risks and mitigation strategies, and regularly reviewing and updating the risk management plan.
This presentation features the Risk Analysis Module of the Social Enterprise Learning Toolkit developed by Enterprising Non-Profits. The Toolkit offers a number of different learning modules and can be found on the enp website at www.enterprisingnonprofits.ca
Best Practices in Applied Behavioral Financetnunnally
The program provides a basic understanding of the behavioral biases and emotional responses that often cause irrational financial decision-making. Participants will learn how to identify key risk factors in the decision making process and will be taught methods to help mitigate them.
Learning to Manage Brand Reputation Risk - Assurance MappingKINSHIP digital
Ask any gathering of PR & Comms folk if they'd like to go back to the simpler days of just the fax machine and you are sure to get a strong show of hands up. Social media puts them in a constant state of alert over corporate slip-ups spreading like wild-fire. Not only that but it is also a firehouse of incoming that has to be filtered triaged and workflowed - if they can keep track of it at all !!
Put it all into perspective with assurance mapping
Assurance mapping allows all stakeholders, but particularly executive management and the Board, to get an quick insight into risks and controls associated with a very specific scope of operational activities. It's quick because it's diagrammatic, and it provides insight because it facilitates constructive and detailed discussion.
This presentation features the Risk Analysis Module of the Social Enterprise Learning Toolkit developed by Enterprising Non-Profits. The Toolkit offers a number of different learning modules and can be found on the enp website at www.enterprisingnonprofits.ca
Best Practices in Applied Behavioral Financetnunnally
The program provides a basic understanding of the behavioral biases and emotional responses that often cause irrational financial decision-making. Participants will learn how to identify key risk factors in the decision making process and will be taught methods to help mitigate them.
Learning to Manage Brand Reputation Risk - Assurance MappingKINSHIP digital
Ask any gathering of PR & Comms folk if they'd like to go back to the simpler days of just the fax machine and you are sure to get a strong show of hands up. Social media puts them in a constant state of alert over corporate slip-ups spreading like wild-fire. Not only that but it is also a firehouse of incoming that has to be filtered triaged and workflowed - if they can keep track of it at all !!
Put it all into perspective with assurance mapping
Assurance mapping allows all stakeholders, but particularly executive management and the Board, to get an quick insight into risks and controls associated with a very specific scope of operational activities. It's quick because it's diagrammatic, and it provides insight because it facilitates constructive and detailed discussion.
Revista PM Network - junho de 2012.
Artigo Talking Points, Risk by Denene Brox na qual nosso consultor Fábio Pitorri foi citado por ter desenvolvido um plano de gerenciamento de riscos voltado para executivos.
The Imperatives of Investment Suitabilityfinametrica
Presentation given by Paul Resnik (Co-Founder, FinaMetrica) at the National Institute of Securities Markets (NISM) in Mumbai, India. It emphasizes on the importance of measuring risk tolerance of investors in the process of matching investment products to an individual's needs. Visit www.riskprofiling.com to know more.
The Knowledge Management Role In Mitigating Operational RiskEduardo Longo
Paper presented by Eduardo C. F. Longo at the European Conference on Intellectual Capital, INHolland University of Applied Sciences, Haarlem, The Netherlands, 28-29 April 2009.
Building an Effective Data Privacy Program – 6 Steps from TRUSTeTrustArc
Six practical steps to build an effective data privacy program from conducting an initial privacy risk assessment to implementing controls & ongoing maintenance.
Watch the complete webinar from leading privacy experts on 6 practical steps to build a data privacy program https://info.truste.com/lp/truste/On-Demand-Webinar-Reg-Page2.html?asset=KB5XQRQG-567
With the Court of Justice of the EU (CJEU) disavowing the US-EU Safe Harbor Framework, TRUSTe outlines the alternatives to comply with the EU Data Protection Directive for international data transfers and on what to expect in US-EU Safe Harbor Framework 2.0.
Access the complete webinar to anticipate the updated US-EU Safe Harbor Framework https://info.truste.com/lp/truste/On-Demand-109-Webinar-Reg-Page.html?asset=JEUYE80N-572
Revista PM Network - junho de 2012.
Artigo Talking Points, Risk by Denene Brox na qual nosso consultor Fábio Pitorri foi citado por ter desenvolvido um plano de gerenciamento de riscos voltado para executivos.
The Imperatives of Investment Suitabilityfinametrica
Presentation given by Paul Resnik (Co-Founder, FinaMetrica) at the National Institute of Securities Markets (NISM) in Mumbai, India. It emphasizes on the importance of measuring risk tolerance of investors in the process of matching investment products to an individual's needs. Visit www.riskprofiling.com to know more.
The Knowledge Management Role In Mitigating Operational RiskEduardo Longo
Paper presented by Eduardo C. F. Longo at the European Conference on Intellectual Capital, INHolland University of Applied Sciences, Haarlem, The Netherlands, 28-29 April 2009.
Building an Effective Data Privacy Program – 6 Steps from TRUSTeTrustArc
Six practical steps to build an effective data privacy program from conducting an initial privacy risk assessment to implementing controls & ongoing maintenance.
Watch the complete webinar from leading privacy experts on 6 practical steps to build a data privacy program https://info.truste.com/lp/truste/On-Demand-Webinar-Reg-Page2.html?asset=KB5XQRQG-567
With the Court of Justice of the EU (CJEU) disavowing the US-EU Safe Harbor Framework, TRUSTe outlines the alternatives to comply with the EU Data Protection Directive for international data transfers and on what to expect in US-EU Safe Harbor Framework 2.0.
Access the complete webinar to anticipate the updated US-EU Safe Harbor Framework https://info.truste.com/lp/truste/On-Demand-109-Webinar-Reg-Page.html?asset=JEUYE80N-572
From technology risk_to_enterprise_risk_the_new_frontierRamsés Gallego
This presentation was given at ISRM Conference in Las Vegas (September 2010) and shows the shift in perception from Technology Risk to Enterprise Risk and how businesses and TI need to embrace that new frontier
Today all organizations are subject to fraud risks. Large frauds have led to the downfall of entire organizations, massive investment losses, significant legal costs, incarceration of key individuals, and erosion of confidence in capital markets, Consequently as part of an organization’s governance structure, a fraud risk management program should be in place, including a written policy to convey the expectations of the board of directors and senior management regarding managing fraud risk.
Knowing present corporate focus and need for improved fraud risk governance & management, we’re pleased to launch our Fraud Risk Consulting services in addition to our existing bouquet of Risk advisory, Consulting, Training & Human Capital Services. Our services are offered through our multi location delivery centres in major metros with total presence in 11 Indian cities network.
Riskpro India is a specialized Risk Management Consulting firm providing risk management advisory, risk trainings, internal audits, forensic accounting, investigations, fraud prevention, process reviews services etc.
Today all organizations are subject to fraud risks. Large frauds have led to the downfall of entire organizations, massive investment losses, significant legal costs, incarceration of key individuals, and erosion of confidence in capital markets, Consequently as part of an organization’s governance structure, a fraud risk management program should be in place, including a written policy to convey the expectations of the board of directors and senior management regarding managing fraud risk.
Knowing present corporate focus and need for improved fraud risk governance & management, we’re pleased to launch our Fraud Risk Consulting services in addition to our existing bouquet of Risk advisory, Consulting, Training & Human Capital Services. Our services are offered through our multi location delivery centres in major metros with total presence in 11 Indian cities network.
“We are quoted in recent Economic Times news as among fastest
This is a presentation I gave on Oct 16, 2012 at the Public Relations Society of America International Conference. Comments appreciated: linda.locke@reputareconsulting.com
This toolkit has the essentials of sales planning and customer relations, which will help you develop a sales plan, sell more, build relationships and make a profit.
This presentation features the Governance Module of the Social Enterprise Learning Toolkit developed by Enterprising Non-Profits. The Toolkit offers a number of different learning modules and can be found on the enp website at www.enterprisingnonprofits.ca
This presentation, put together by KPMG, features the Financial Analysis Module of the Social Enterprise Learning Toolkit developed by Enterprising Non-Profits. The Toolkit offers a number of different learning modules and can be found on the enp website at www.enterprisingnonprofits.ca.
Worksheets and handouts accompanying this presentation can be found at www.enterprisingnonprofits.ca/learning-toolkits/3a-financial-analysis
This slideshow by enp features almost 140 social enterprises (i.e., businesses owned by non-profit organizations) in British Columbia.
Enterprising Non-Profits (enp) is a collaborative program that promotes and supports social enterprise development and growth as a means to build strong non-profits and healthier communities.
To learn more about enp, go to www.enterprisingnonprofits.ca
Enterprising Non-Profits hosts learning events for social enterprises (i.e., businesses owned by non-profit organizations).
This PowerPoint presentation is of the slides used at an event on March 16, 2011, on Financial Tools presented by Rebecca Pearson (Vancity Capital) and Emily Beam (Street Youth Job Action).
For information on Enterprising Non-Profits, check out www.enterprisingprofits.ca
The following slide presentation is from the Spring 2011 series of “Introduction to Social Enterprise” workshops by Enterprising Non-Profits (enp). Enp offers these workshops throughout British Columbia (Canada) every spring and fall.
The workshop presentation defines social enterprise, provides examples of social enterprises in British Columbia, describes the business development path, and explains enp’s granting program and grant application process.
For more information on enp, go to www.enterprisingnonprofits.ca
"Not-For-Profits Making Profits: Legal Structures for Social Enterprises" was a presentation by Margaret Mason and Michael Blatchford (Bull, Housser & Tupper, LLP) at an event hosted by Enterprising Non-Profits (enp) on January 19, 2011, in Vancouver, BC.
Social enterprises are defined as businesses owned or operated by a non-profit organization. There are different legal structures that social enterprises can operate under, and the possibility of new ones in the future (like BC's proposed Community Interest Corporations, or CIC's).
Enterprising Non-Profits (enp) is a program that supports Social Enterprises. Its website(www.enterprisingnonprofits.ca) provides extensive resources for social enterprises across Canada.
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Seminar on gender diversity spillovers through ownership networks at FAME|GRAPE. Presenting novel research. Studies in economics and management using econometrics methods.
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
What website can I sell pi coins securely.DOT TECH
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Who is a pi merchant?
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Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
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Social Enterprise Learning Toolkit (Risk Management Module)
1. Risk Management
for Social Enterprise
An enp Strengthening Your Skills workshop
1
2. Workshop Objectives
At the end of this workshop, you will be able to:
2 Understand what constitutes a risk and/or an
opportunity.
3 Apply the process of managing risk.
4 Use the tools and techniques to support risk
management in your social enterprise.
2
3. Risk Management is an integral part of
managing a sustainable social enterprise
Social
Enterprise
Learning
Toolkit
Source: www.enterprisingnonprofits.ca/learning-toolkits
3
4. Where are you along the Social
Enterprise Development Path ?
Social Enterprise Development Path
Opportunity Business
Start-Up Strengthening
Identification Plan
Organizational Feasibility Launch
Evaluation
Readiness Study Preparation
Source: The Canadian Social Enterprise Guide (2nd edition)
4
5. What is a risk?
A risk is anything that might happen and that,
if it did happen, would have an impact (+/-)
on the ability of a social enterprise to
accomplish its mission.
5
6. What is Risk Management?
Risk Management is a process that enables a
social enterprise to cope with uncertainty by
taking proactive steps to protect its assets &
resources.
6
7. Why manage risk?
The benefits of Risk Management
• identifies risks and opportunities not already
considered
• effectively constrains risks to acceptable levels
• informs decisions about exploiting
opportunities
• increases stakeholder confidence in achieving
desired outcomes
7
8. How do you manage risk?
Identify
Risk
Review & Assess
Report Risk Risk
Manage
Risk
8
12. Property
• Partial or total loss of premises
• Theft of equipment, inventory, cash,
information
• Intellectual property compromised
• Brand & reputation damaged
12
13. Liability
• Injury to clients, general public
• Product liability
• Damage to property of others
• Breach of contract
• Professional liability
13
14. Income
• Loss of grant funding
• Revenue shortfalls
• Fire, floods, natural disasters
• Change in market conditions
14
15. Compliance
• Laws & regulations - knowing what
applies to your social enterprise
• Legal responsibilities of employers
• Workplace health & safety
• Human Rights
• Privacy
15
16. 5 Types of Risk Summary
People Property Liability Income Compliance
Workplace Partial or total Injury to clients, Loss of grant Laws &
injuries loss of premises general public funding regulations -
knowing what
applies to your
social enterprise
Death, Theft of Product liability Revenue Legal
disability, equipment, shortfalls responsibilities
retirement inventory, cash, of employers
information
Resignation Intellectual Damage to Fire, floods, Workplace
property property of natural health & safety
compromised others disasters
Disengagement Brand & Breach of Change in Human Rights
reputation contract market
damaged conditions
Professional Privacy
liability
16
18. 5 Types of Risk
• People
• Property
• Liability
• Income
• Compliance
18
19. Identifying Risk
• Types of exposures
• Get input from many stakeholders – board,
managers, staff, clients, partners and suppliers
• Use external facilitation/resources if possible
• Own the process
19
22. Assessing Risk
Probability 1 2 3
Extremely Likely Extremely
Impact unlikely likely
1 Not critical 1 2 3
1 Significant 2 4 6
1 Fundamental to
3 6 9
continuing operations
Priority
Impact x Probability = Risk score Low
Medium
High
22
23. Assessing Risk
Activity 2
Consider the risks that face your own social
enterprise, or one with which you are
familiar:
•Identify 3 risks that the organization faces
•Use the simple matrix on the next slide to
give them scores and determine the levels
of risk
23
24. Risk Assessment Matrix
Activity 2
Probability 1 2 3
Extremely Likely Extremely
Impact unlikely likely
1 Not critical 1 2 3
1 Significant 2 4 6
1 Fundamental to
3 6 9
continuing operations
Priority
Low
Impact x Probability = Risk score Medium
High
24
26. Managing Risk – 5 Strategies
The risk may be acceptable without any further action being taken.
The ability to do anything about some risks may be limited, or the
Accept cost of taking any action may be disproportionate to the potential
benefit gained.
Most risks will be addressed in this way. Actions are taken to
Treat mitigate the impact and/or probability of the risk to an acceptable
level.
For some risks the best response may be to transfer them for
Transfer example, by taking out insurance. Some risks are not (fully)
transferable – e.g. reputational risk.
Avoid Some risks will only be treatable eliminating the source of the risk.
This is not an alternative to those above but an option which
Take the
should be considered whenever accepting, transferring or treating
Opportunity a risk. Do circumstances arise which offer positive outcomes?
26
28. Reviewing and Reporting Risk
• Why review and report?
• Frequency of review
• Who “owns” the risk
28
29. Risk Register
Description of Risk
Probability (Low/Med/High)
Impact (Low/Med/High)
Rating (score)
Risk Owner
Strategy to deal with Risk –
(accept, treat, transfer,
avoid, take the opportunity)
Cost $
Cost Time
Frequency of Review
Re-assessor
29
30. Create a Risk Register
Activity 3
For each of the 3 risks that you identified in
Activity 2:
•Complete the table on the previous slide
(you can download the worksheet).
For your own organization you will need to
do this for each of the risks, producing a
risk register.
30
32. Tools and templates you can
download
• User Guide & Glossary
• Risk Types Chart
• Risk Management techniques chart
• Risk Assessment matrix
• Risk Register
32
33. Take action – your next steps!
• Use the risk management process to
produce a risk register for your
social enterprise.
• Download and use the tools and
templates provided.
• Review and update your risk register
regularly as part your ongoing
management practices!
33
Editor's Notes
RM is an integral part of managing a sustainable SE It is part of and integrates with all of the other skills areas shown on the &quot; Flower&quot; There are specific techniques and tools that can be used to proactively manage risk
The Risk management techniques and tools that we are going to review today can and should be used at every stage of the development path. For this workshop we are going to focus on social enterprises that are IN LAUNCH PREPARATION or are already in operation
There are many sorts of risks that can affect social enterprise, from financial or legal, to environmental risks or the loss of staff. Different risks can affect your enterprise in different ways. Risks are threats, issues, events or opportunities, if it happened, could have a positive or negative effect on your enterprise. Risks may: cost you money cause your social enterprise to fail or be less successful damage your reputation Opportunities may positively impact your social enterprise
Challenge the participants...what is their definition of Risk Management ? Key word is proactive - identifying and actively managing risks and opportunities is better than being reactive Example – recovering from a major disaster – Haiti vs. New Zealand Managing risk is about identifying all the actions that your enterprise can carry out before anything actually happens to make sure that things go as smoothly as possible. It is also about making sure that even if a potential risk does become a reality, that your Social Enterprise can carry on operating.
Build exercise with work shop participants using flipchart/whiteboard Stakeholder buy in and support is very important to achieve a successful RM process. Your RM process should have demonstrable benefits. Adjust your outcomes based on risk management adjust business model or outcomes as per David's comments on Strategic plan Risk is uncertainty of outcome, and good risk management allows an organization to: have increased confidence in achieving its desired outcomes; effectively constrain threats to acceptable levels; and take informed decisions about exploiting opportunities. Good risk management also allows stakeholders to have increased confidence in the enterprise’s governance and ability to deliver against the stated aims and vision. Also, carrying out a risk management process might help your organisation to identify threats and also consider opportunities that you had not already considered. Every enterprise, no matter how big or small should understand the potential risks that face it and think about ways in which they can be managed
There are 4 key Risk Management Steps Risk management should be part of a cycle of continuous improvement since risk will never be totally eliminated.
1 st Step is Identify Risk Must know what risks & opportunities our social enterprise may have, in order to proactively manage them.
There are 5 broad buckets or types of risks found in most social enterprises. People, Property, Liability, Income, Compliance Review types of risks and... Challenge workshop participants to come up with examples of each type of risk from their own social enterprises
GROUP EXERCISE – ask participants to work at their tables If group is larger or in pairs if smaller group. Do Good Landscaping #1 Cool Threads Thrift Store #2 Events can trigger multiple exposures. Give the participants the scenarios and ask them to identify the risk (opportunity) exposures. Do Good Landscaping Company ( pure risk) Risk Exposures: People – driver is injured, cannot work for several weeks. Cost to replace him/her Property – truck is badly damaged and must be repaired/replaced. Costs include temporary replacement, insurance deductibles etc. Liability – injured pedestrian, damage to storefront. Costs could include insurance deductibles, defence costs if sued by either 3 rd party. Income – loss of truck, cost of insurance deductibles, potential loss of revenue due to damage to reputation. Cool Threads Thrift Store ( speculative risk) Opportunity & Risk Exposures: Opportunity – large supply of new clothing that can be sold in store, generating significant revenue People – stress to current workforce of additional hours for receiving/managing inventory Property – Additional inventory. Costs include renting and insuring storage, loss prevention? Income – additional staffing costs ( unloading/storage), temporary storage of products, how to deal with goods that not be suitable for sale in your market
Leave this slide on screen for audience reference for Activity 1
In order to manage risk, an organization needs to know what risks it faces, and to evaluate them. Identifying risks is the first step in building the organization’s risk profile. Ideally this first step should be done with support from an external facilitator
risk information should be drawn from a variety of sources Some information and tools can be obtained from suppliers e.g. risk surveys and questionnaires from insurance brokers, consultants
Assessment needs to be done by evaluating both the likelihood of the risk being realised, and of the impact if the risk is real Once you have considered your risks, then each needs to be assessed as to their potential negative impact – potential risk- to your organization. This activity is a typical process of risk analysis and a useful way to weigh each resource. Probability For each of the risks that you have identified, assess the likelihood of them occurring on the following scale: extremely unlikely likely extremely likely Impact Then consider, if the risk did happen how it would impact on your organisation: Not critical significant impact; would not affect continued operations in the short term but might in the long term fundamental to continuing operations Take each risk you have identified, question each item as to probability and its impact and then find its place on the matrix. You will know from this exercise what the core of risk is which will be associated with the risk. The next step is to construct a table with each resource scored for risk. The scores are derived by multiplying the number from the Probability axis with the number from the Impact axis. Once risks have been assessed, the risk priorities for the organisation will emerge. The less acceptable the effect of a risk, the higher the priority. The highest priority risks (the key risks) should be given regular attention at the highest level of the enterprise, and should consequently be considered regularly by management. The specific risk priorities will change over time as specific risks are addressed and prioritisation will need to change to reflect this.
Think about your enterprise and identify 3 risks that face it at the moment / imagine 3 risks for a fictitious Social Enterprise. Enter these risks into the Risk Register Hand-out. For each of the risks that you have identified, asses the likelihood / impact of their occurrence on the following scale: Likelihood extremely unlikely likely extremely likely; frequent occurrence Impact Not critical significant impact; would not affect continued operations in the short term but might in the long term fundamental to continuing operations Risks that are low probability and low impact should not be cause for concern unless it scores higher next time you review it (score 1 / 2) Risks that get a rating of 3 or 4 - identify the actions that your enterprise can undertake to reduce the likelihood of the risk happening and the impact that it will have. Consider what will happen if the risk does materialise High rated risks (6 – 9) – identify the actions that your enterprise can undertake to reduce the likelihood of the risk happening and the impact that it will have and implement these actions. The higher the priority of the risk, the sooner you should manage it.
Leave on screen during Activity 2 for reference
Traditionally, there are 5 basic risk management strategies that can be used to decrease the probability or the impact of an identified risk. The purpose of addressing risks is to turn uncertainty to the enterprise’s benefit by constraining threats and taking advantage of opportunities Challenge the participants to think of some examples from their own social enterprises
The management of risk has to be reviewed and reported on for two reasons: - To monitor whether or not the risk profile is changing; - To gain assurance that risk management is effective, and to identify when further action is necessary.
Relate the RM 4 steps to the Plan, Do, Study, Act cycle