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Webinar: the role of risk management in corporate resilience
Source: Corporate Resilience Survey 2021
THE IMPACT OF THE PANDEMIC ON RESILIENCE
To what extent has the pandemic made risk and insurance management more important to your organisation?
Dr. Ulrich Adamheit
Head of Business Risk, CFO
Functions, Risk Management
Vattenfall AB
François Malan
Chief Risk and Compliance
Office, Eiffage
Alfonso Natale
Partner at McKinsey &
Company
SPEAKERS
2011
2007 2008 2009 2010
0
2012 2016
2014
2013 2015 2017
50
100
150
200
250
300
350
FROM THE LAST CRISIS IN 2007/08 WE KNOW THAT MORE RESILIENT COMPANIES
HAVE OUTGROWN THEIR PEERS LONG-TERM
1 Total returns to shareholder; calculated as average of sub-sector medians performance of resilients and non-resilients. Includes 1140 companies (excludes FIG & REITs);
2. Resilient companies defined as top geometric mean TRS quantile by sector
Source: CPAnalytics, MSCI, McKinsey Analysis
Resilients outperform non-resilients based on…
… reduction of leverage ratio in downturn and increase in
recovery compared to reverse adjustments among non-
resilients
TRS performance of ca. 1,000 global companies1
… higher divestments in downturn to refocus:
+40%
… higher acquisitions in recovery for growth:
+10%
…higher reduction of operating costs in downturn
and recovery:
up to 2.5 bps
Downturn Recovery Growth
Resilients2
Non-Resilients
S&P 500
+159bps
+78bps
+15bps
COVID-19
pandemic
-35%
reduction in EBITDA5
Semiconductor
crisis
-15 to -25%
reduction in pre-tax profit1
Geopolitical tensions/ tariffs US vs.
China
-40 to -50%
loss in US car exports to China2
WLTP introduction
in Europe
-30%
decrease in vehicle sales4
Battery
shortage
Up to -50%
reduction in produced EVs for individual OEMs3
Disruptions already materialized… … more uncertainties ahead
1. Estimates across impacted industries for 2021;
2. Measured as annualized exports by Bloomberg & IIF;
3. For electric vehicles in the EU 2020;
4. For Germany as September 2018-19 YoY comparison;
5. Estimates for Q1 2019 vs. Q1 2020 across industries
THE AUTOMOTIVE INDUSTRY IS ONE EXAMPLE OF THE TRANSFORMATION SCALE POST COVID-
19 – RAISING THE RESILIENCE QUESTION
SURVEY METHODOLOGY AND RESPONDENTS
ACROSS FUNCTIONS ACROSS ROLES GLOBAL FOOTPRINT
COMPANY SIZE
Revenue in 2020 in euro
1. Some questions were not answered by all participants, thus n can be different per question
2. N = 16 for Other in Functions
3. N = 22 for Other in Positions
Source: Corporate Resilience Survey 2021
Source: Corporate Resilience Survey 2021
SURVEY METHODOLOGY AND RESPONDENTS
LOCATION1 INDUSTRY
1. These locations are the headquarters but all participants are from Europe
2. EU and others include Luxembourg, Austria, Belgium, Denmark, Norway, Portugal, Spain, Sweden,
Switzerland, United States of America, Nepal, Angola, Japan, China, Brazil, and Argentina
3. Advanced Industries includes Advanced Electronics, Semiconductors, Automotive
& Assembly, and Aerospace & Defense
4. GEM includes Basic Materials, Chemicals & Agriculture, Power, Oil & Gas
RESILIENCE DEFINITION
Source: Corporate Resilience Survey 2021
How do you define resilience?
Source: Corporate Resilience Survey 2021
THE IMPACT OF THE PANDEMIC ON RESILIENCE
To what degree has your organisation taken action in these areas of resilience since the pandemic?
1. Other focus areas: Threat intelligence, Controls update, Supervisory Board activities, Higher self
insurance/deductibles, Emerging risk scenarios and corporate contingency planning; N = 20
Source: Corporate Resilience Survey 2021
ROLE OF RESILIENCE IN STRATEGIC DECISION MAKING
To what extent is resilience considered in your organisation's strategy?
RESILIENCE AND ITS CORE AREAS
Source: Corporate Resilience Survey 2021
Scope:
To what extent is the risk function involved
in these resilience areas?
RESILIENCE AND ITS CORE AREAS
Source: Corporate Resilience Survey 2021
Capabilities:
To what extent do you agree with the following
statement: "We have effective capabilities and
tools in place to manage resilience in these
areas”?
FUTURE OUTLOOK
Source: Corporate Resilience Survey 2021
As the risk manager, where do you expect more emphasis to be placed on in the future to strengthen resilience?
www.andromede.digital
Q&A
www.andromede.digital

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Webinar: the role of risk management in corporate resilience

  • 1. www.ferma.eu LIVE WEBINAR – FOLLOW US @FERMARISK #fermawebinar #risk2resilience FERMA Risk Leadership at the heart of Europe Suscribe to our newsletter: www.ferma.eu Contact us: enquiries@ferma.eu
  • 3. Source: Corporate Resilience Survey 2021 THE IMPACT OF THE PANDEMIC ON RESILIENCE To what extent has the pandemic made risk and insurance management more important to your organisation?
  • 4. Dr. Ulrich Adamheit Head of Business Risk, CFO Functions, Risk Management Vattenfall AB François Malan Chief Risk and Compliance Office, Eiffage Alfonso Natale Partner at McKinsey & Company SPEAKERS
  • 5. 2011 2007 2008 2009 2010 0 2012 2016 2014 2013 2015 2017 50 100 150 200 250 300 350 FROM THE LAST CRISIS IN 2007/08 WE KNOW THAT MORE RESILIENT COMPANIES HAVE OUTGROWN THEIR PEERS LONG-TERM 1 Total returns to shareholder; calculated as average of sub-sector medians performance of resilients and non-resilients. Includes 1140 companies (excludes FIG & REITs); 2. Resilient companies defined as top geometric mean TRS quantile by sector Source: CPAnalytics, MSCI, McKinsey Analysis Resilients outperform non-resilients based on… … reduction of leverage ratio in downturn and increase in recovery compared to reverse adjustments among non- resilients TRS performance of ca. 1,000 global companies1 … higher divestments in downturn to refocus: +40% … higher acquisitions in recovery for growth: +10% …higher reduction of operating costs in downturn and recovery: up to 2.5 bps Downturn Recovery Growth Resilients2 Non-Resilients S&P 500 +159bps +78bps +15bps
  • 6. COVID-19 pandemic -35% reduction in EBITDA5 Semiconductor crisis -15 to -25% reduction in pre-tax profit1 Geopolitical tensions/ tariffs US vs. China -40 to -50% loss in US car exports to China2 WLTP introduction in Europe -30% decrease in vehicle sales4 Battery shortage Up to -50% reduction in produced EVs for individual OEMs3 Disruptions already materialized… … more uncertainties ahead 1. Estimates across impacted industries for 2021; 2. Measured as annualized exports by Bloomberg & IIF; 3. For electric vehicles in the EU 2020; 4. For Germany as September 2018-19 YoY comparison; 5. Estimates for Q1 2019 vs. Q1 2020 across industries THE AUTOMOTIVE INDUSTRY IS ONE EXAMPLE OF THE TRANSFORMATION SCALE POST COVID- 19 – RAISING THE RESILIENCE QUESTION
  • 7. SURVEY METHODOLOGY AND RESPONDENTS ACROSS FUNCTIONS ACROSS ROLES GLOBAL FOOTPRINT COMPANY SIZE Revenue in 2020 in euro 1. Some questions were not answered by all participants, thus n can be different per question 2. N = 16 for Other in Functions 3. N = 22 for Other in Positions Source: Corporate Resilience Survey 2021
  • 8. Source: Corporate Resilience Survey 2021 SURVEY METHODOLOGY AND RESPONDENTS LOCATION1 INDUSTRY 1. These locations are the headquarters but all participants are from Europe 2. EU and others include Luxembourg, Austria, Belgium, Denmark, Norway, Portugal, Spain, Sweden, Switzerland, United States of America, Nepal, Angola, Japan, China, Brazil, and Argentina 3. Advanced Industries includes Advanced Electronics, Semiconductors, Automotive & Assembly, and Aerospace & Defense 4. GEM includes Basic Materials, Chemicals & Agriculture, Power, Oil & Gas
  • 9. RESILIENCE DEFINITION Source: Corporate Resilience Survey 2021 How do you define resilience?
  • 10. Source: Corporate Resilience Survey 2021 THE IMPACT OF THE PANDEMIC ON RESILIENCE To what degree has your organisation taken action in these areas of resilience since the pandemic? 1. Other focus areas: Threat intelligence, Controls update, Supervisory Board activities, Higher self insurance/deductibles, Emerging risk scenarios and corporate contingency planning; N = 20
  • 11. Source: Corporate Resilience Survey 2021 ROLE OF RESILIENCE IN STRATEGIC DECISION MAKING To what extent is resilience considered in your organisation's strategy?
  • 12. RESILIENCE AND ITS CORE AREAS Source: Corporate Resilience Survey 2021 Scope: To what extent is the risk function involved in these resilience areas?
  • 13. RESILIENCE AND ITS CORE AREAS Source: Corporate Resilience Survey 2021 Capabilities: To what extent do you agree with the following statement: "We have effective capabilities and tools in place to manage resilience in these areas”?
  • 14. FUTURE OUTLOOK Source: Corporate Resilience Survey 2021 As the risk manager, where do you expect more emphasis to be placed on in the future to strengthen resilience?