What is Risk Management? Definition & Importance

After reading this post you will get information on following questions:

enterprise risk management, corporate risk review

what is business risk management?
what is corporate risk?
what is enterprise risk?
what is enterprise risk management framework?
what is enterprise risk management in insurance?
what is enterprise wide risk management?
why enterprise risk management is important?
what is corporate risk management?
what is enterprise risk management?
what is enterprise risk management in banks?
what is financial risk management?
why enterprise risk management is necessary?
why risk management is necessary?
the value of corporate risk management?
the value of enterprise risk management?
benefits of enterprise risk management?
benefits of implementing enterprise risk management?
meaning of risk management
benefits of risk management

Introduction to Risk Management

Risk Management is basically a specified process of identification, examination & determination, evaluation and treatment of loss exposures. The definition of risk management also includes monitoring the financial resources and risk controls, for alleviating the detrimental effects of loss.

The Said Loss Can be an Outcome of:

  • Financial risks like liability judgments and cost of claims
  • Perimeter risks related to political transition or weather variation
  • Operational risks, especially labor strikes
  • Possibility of external fraud(committed by outsiders) or internal fraud (committed by own employees)
  • Strategic risks like reputation loss or changes in management
  • Any new government policies or change in any particular existing government policy(s)

What is Enterprise Risk?

Enterprise Risk Management (ERM), widens the scope of standard risk management definition. ERM defines a risk as any factor, visible or unforeseen, which can thwart the company’s endeavor of achieving it’s objectives. In case of unforeseen events like accidents, some methods or guidelines can be delineated which can help in anticipating such events.

Remember that, a predictable event always causes less risk, as there are always ways to prevent it, minimize it’s effects, do an estimation of loss.

What is Enterprise Wide Risk Management?

Enterprise Risk Management is crucial in allowing companies to pragmatically deal with risks and uncertain situations so that their profitability and brand value is increased. It helps in finding and choosing the alternatives to the situations that are termed as ‘risks’. Enterprise Risk Management is also helpful in ensuring effective compliance with the prescribed regulations and laws.

What is Corporate Risk Management?

Herein, the framework comprises those practices that can optimize the risk taking factor; when the market value as well as book value accounting are relevant but not completely sufficient.

From one corporation to another, risks vary on the basis of numerous factors, important ones being industry, size, multifariousness of the business, and capital’s sources. A specific set of practices which are perfect for one, might not be as beneficial for the other corporation. In line with this, the value of corporate risk management may be more mysterious as compared with that of financial risk management.

Corporate Risk Review, Enterprise Risk Review

Types of ERM Frameworks

1. Casualty Actuarial Society (CAS) Framework

ERM is also defined by the Casualty Actuarial Society (CAS) as the discipline using which a company does multiple works like assessment, controlling, exploiting, financing and monitoring different types of risks that may occur from different source, with the aim of increasing the company’s value in short term and long term.

Risk Types Examples:

1. Hazard Risk – Property Damage, Liability, Natural
2. Financial Risk – Asset, Currency, Pricing, Liquidity
3. Operational Risk – Client Satisfaction, Integrity, Internal
4. Strategic Risk – Competition, Social trend, Capital availability, Government Policies

2. COSO ERM Framework

In 1994, the COSO Internal Control-Integrated Framework was amended. It has 8 Components and 4 Objectives.

The 8 components are:

1. Control Activities
2. Event Identification
3. Information and Communication
4. Internal Environment
5. Monitoring
6. Objective Setting
7. Risk Assessment
8. Risk Response

4 objectives are:

Compliance
Financial Reporting
Operations
Strategy

3. RIMS Risk Maturity Model (RMM)

The RMM for ERM is a canopy framework which comprises content and methodology which explains the needs for sustainable and effective ERM. This model include 25 competency drivers for 7 attributes which make the ERM valuable. These attributes are:

I. Business resiliency and sustainability
II. ERM process management
III. ERM-based approach
IV. Performance management
V. Risk appetite management
VI. Root cause discipline
VII. Uncovering risks

What is Enterprise Risk Management for Banks?

In the banking sector, risk management is in spotlight as today banks understand the importance of an ERM program or Enterprise Risk Management in creating a risk function which will help them stay at bay from the known and unknown risks of this sector.

Benefits of Implementing Enterprise Risk Management (ERP)

  1. ERM can be considered as a set of procedures through which banks can effectively deal with varied risks, thereby augmenting the stakeholder’s value.
  2. It allows banks to move ahead towards the “holistic scenario” of their enterprise wide risks.
  3. Through ERM, factors like redundancies and duplicates can be eliminated

risk review, risk management

Instituting and Implementing Enterprise Risk Management (ERM) for Banks

The landscape of banking and financial sector has plethora of risks, which are only increasing with the passage of time. Hence, ERM program is quintessential for the entire banking sector.

1st Step: Understand all possible risks and risk factor. Promote the risk culture throughout the entity.

2nd Step: Develop a framework which should be standardized and enterprise-wide. It should include general definitions assumptions and analytic.

3rd Step: Frame all the risk objectives in perfect alignment to corporate targets, culture and risk appetite.

4th Step: The risk management should be autonomous of the business lines. It means that ERM should be reported directly to the higher management like Board of Directors instead of CEOs and other seniors.

5th Step: Identify all the “Risk Areas and Domains”. This will help in defining the perimeter of “risk management” in the company.

6th Step: Frame all the threats, and vulnerabilities. Create a ‘risk profile’ for every specific risk.

7th Step: Select the strategies which will mitigate the risks and it’s effects. Also, set up a system which will monitor and manage all the ‘risk profile’ continuously.

Strategically, there are many benefits of risk management and the ERM is considered as the crucial part of corporate governance framework.

What are the Challenges in Following and Implementing Enterprise Risk Management (ERM)

There are a number of inherent challenges which needs to be overpowered to implement ERM. Top 4 challenges are:

1. Strong and continuous support from the higher management.
2. Exhaustive and adequate resources, especially in terms of trained experts and cost.
3. Professionals and all-inclusive knowledge of every aspect of risk management.
4. The focus on achieving the target without giving up in the middle.

Example: One of the most difficult step is to integrate the risk management of credit, operational, market and liquidity with the other “financial” risks as it requires momentous efforts, time as well as cost to better the fundamental data management.

What are the challenges for Banks in adopting ERM?

Betterment of Efficiency: Attaining optimum efficiencies in every process of risk and control. Improvising the unifying, coordination and streamlining various procedures.

Challenging the Regulatory: Often changing regulatory requirements
Rigorous regulatory investigations etc.

Pulling & Retaining Talent: Inadequacy of talent in rising geographies or specialized areas

Some other challenges are:

1. Staying abreast with growth and complexity of the business
2. Handling the issues concerning people and organization according to the demands of new processes and methodology

Who is a Risk Management Specialist?

Risk management specialists are financial managers who are responsible for managing various risk taking activities to keep the business growing steadily along with yielding profits. These specialists have specific training, talent, skills and experience for identifying a set of risks that may lower the cash flow, affecting the revenue of the business.

What does a Risk Management Specialist do?

Their main purpose is to minimize the possible losses or risk for the business they serve. Some of the mentioned losses include cash flow, personnel / employees, or property. Their responsibilities also include identification and dealing with issues which may concern safety or insurance, that could lead to litigation if overlooked.

The work of a Risk Management Specialist can Include:

1. Assessment of areas which can result in a risk; thereafter taking action to minimize or eliminate the found risks.

2. Examining work conditions, filing workers comp claims, reading the guidelines / requirements related to code & legal aspects, surveying clients, looking for situation where liability might occur and discussing workers’ pay, working environment and other factors with the union.

3. Analyzing reports and cash flow data to identity and/or prevent any fraudulent activity.

4. On discovering a risk, the risk specialist should compile all the information to create a streamlined report, which should be clear and info-graphic.

5. Apart from creating reports, the expert should draft plans for reducing, avoiding, or eliminating losses and liabilities within the organization.

6. Their job responsibility also includes enforcement of the drafted plans, which may include assorted schemes related to problematic employees, blueprinting work and safety regulations, and up-scaling various procedures that comply to the latest laws and legislation.

Various Job Positions of a Risk Management Specialist:

Credit Risk Management Specialist, Financial Risk Management Specialist, Global Risk Management Specialist, Risk and Insurance Specialist, Risk Management Expert, Risk Management Professional, Risk Specialist.

Requirements / Skills of a Risk Management Specialist:

1. Perfect organization, management and communication skills
2. Analytical, mathematical and critical thinking skills
3. Experienced and seasoned experts
4. Should be able to handle stress of the profile

Example of Enterprise Risk Management (ERM) – The Reserve Bank of Australia

This bank has constituted a risk appetite statement in reference to it’s primary risks which include the main risk appetite statement, supporting framework for risk management along with guidelines of implementation.

Conclusion

It is quintessential for a successful ERM process to assure that the risk taken by a organization is remunerated with some proportionate reward. It is also important that the organization is completely and comprehensively aware of all types and level of risks, which it is willing to take on. ERM is now considered as a method of integrating risk and control processes that creates a standard blueprint which is helpful in the assessment and monitoring of each kind of risk. A unified model delivers actual benefits in terms of cost apart from giving a much better overview of risk to the organization. With Enterprise Risk Management process in banks, corporate, financial companies, and other businesses, the aim is to make it more robust which supports the entire functioning of the business and to minimize every possible loss.

Author Bill Trueman is Fraud and Risk Management Specialist providing his risk management consulting services to businesses & organizations worldwide. Currently he is director of RiskSkill and UKFraud as well as he is an active member of AIRFA.

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Enterprise Risk Management (ERM)

enterprise risk management

Risks in enterprises can cover a multitude of things and present themselves in many different ways. They can be simple and easy to address, or they can get left and at some point become catastrophic.

Risks can cover a multitude of things and present themselves in many different ways. They can be simple and easy to address, or they can get left and at some point become catastrophic. They can also be known and accepted, or just unknown, misunderstood or arise suddenly to surprise your organisation. Accordingly, it is imperative to understand and to assess the risks as they change, which is fundamentally the root-cause of much legislation across the globe.  Today, it has become very much a cliché that ‘change is the only constant in business’, which makes for the need for continuous risk review, understanding and implementation of new protections and measurements. This is why we see in the media (and the reason why we work with a lot of our clients) details of sudden failures that usually stem from an absence of an understanding of the risks associated with a businesses.  This is also why internal and external shareholders alike are often emphasising scrutiny and expectations of their risk management functions.

What is Enterprise Risk Management?

A lot is talked about ‘Enterprise Risk Management’ (ERM) as a framework to measure, understand, assess and report upon wider business risks and uncertainties; and we also offer such ‘formalised’ services, but at the end of the day, this is a ‘new name’ for a very old concept of better understanding our risks, taking a break from 100% selling and growing a business, starting to consider, manage, and understand the risk in most business decisions; but also then in understand and implement the right solutions. ‘Enterprise risk management consulting services’ or whatever you want to call them, not only refocus a business upon better decision-making but make sure that there is a continuing consideration of the risks and a maintenance of an intelligent culture within a business.

How ‘Enterprise Risk Management’ can help a company?

Again, let’s not get too hung-up on the terminology. The principles are about striking a balance between getting and keeping new business, and making sure that the risks that could destroy a business, or make it less profitable are mitigated.  So it is about ‘applying a framework’ to identify, assess, communicate and address the risks. A risk-management framework can consist of many things, but these should form the core of any such framework:

a)      Risk Governance, Management, and Culture development – i.e. the direction, policy and strategy.

b)      Risk Prevention – by spending the time to put in protections.

c)       Risk Assessment – i.e. looking at the risks

d)      Risk Quantification and aggregation – to evaluate the priorities.

e)      Risk Monitoring – to keep these in-mind and managed.

f)       And Risk Reporting

Smaller businesses do not have such great challenges, as decisions every day are made (often by individuals) upon how to do things. Within larger businesses, it is hard for the CEO or the board-level people to make the right risk-based decisions when their businesses are so widely spread-out, and with so much else to do to please customers, shareholders, markets and (often) the public. Applying the latest ‘ethereal’  model to assess and manage risks, often imposed by legislation, is often the way that the biggest of companies go; and they do this without having a fundamental understanding or without properly thinking about what is actually needed as a bespoke solution for THEIR business.

Advise – What can you do?

a)     Don’t adopt a single framework and try and squeeze it into your organisation and expect it to work. The design will depend upon your organisation’s culture and will want to ‘marry-up with’ your business development requirements – i.e. it has to be right for your business.

b)     Build an understanding and consideration of the risks of new projects and doing business within your culture. We believe that all businesses (internally) should be transparent in including the risks in all decision making and take a broader view on understanding the risk vs. Business trade-offs. We never find that there is a need with the organisations that we work with, to change the existing organisation structure and management; but to improve communication of the risk-adjusted exposures-measurement and decision-making.

c)     Conduct risk management reviews within your business and identify ways that the risk management functions can improve business growth rather than accepting that risk management is a business inhibitor. People buy and work with companies that are safe and have considered the risks properly. In addition, fraudsters and exploiters attack those with the lowest protections and risk management.

Author Bill Trueman is Director and CEO of UKFraud and RiskSkill and member of AIRFA.

Source Article: http://www.ukfraud.co.uk/articles/enterprise-risk-management.html

Business Loss Prevention Techniques by RiskSkill

10 Things to Avoid on Your Management Plans to Prevent Loss in Your Business

If you’re on a mission to turn away your investors then by all means explain to them how you want them to sign a non-disclosure agreement or that you don’t have any competitors. But if you’re serious about attracting competitors then you’d do best to steer well clear of these 10 classic business plan mistakes. Make an attractive business plan and a powerful power point presentation to convey all the information about your business so that they get right information about the business and can turn into real investors. Below I am going to explain some such important aspects one by one which can really help you:

1. Asking Investors to Sign an NDA

NDAs (Non-Disclosure Agreements) are not usually signed by investors, angel investors or venture capitalist , because the strategy or concept of a business is not normally confidential. Although an important partnership may be confidential, it is the execution of the concept and strategy that make the company successful. When the concept or strategy has to stay confidential this indicates that there are no blocks to competitive entry, and if it can be copied by a competitor then it probably won’t be sustainable.

Proprietary technology, however, is confidential. Although the business plan does not want to mention aspects of the technology that are confidential, it should include details of what the benefits are and how they fulfill the need of customers. During the due diligence process, serious investors will review the technology itself, and this is when the NDA should be discussed.

business management tips

2. Excluding Thriving Firms from the Competitive Analysis

Although you may be tempted to show how unique you are in your business plan by saying you have very few competitors, this doesn’t normally look too good from the investor’s point of view. If there are not many companies in the market space then this suggests that there may not be a large enough customer base for the company’s products or services. Including successful firms can often be positive because it suggests a large market size, as well as assuring investors that the company has a large potential for profit and liquidity:

3. Focusing on First Mover Advantage

It is not a good argument to focus on first mover advantage alone. Rather, it is imperative that a business plan includes the strategies that show how the company will develop long lasting barriers around the customers.

The business plan should discuss how the company will retain customers, which could include building network externalities, value-added services over time and the implementation of customer relationship management tools.

4. Presenting Generic Market Sizes

If you define the size of the market too broadly, the value to the investor will be very low. Far more meaningful is the relevant market size, which is equal to the sales of the company if it managed to capture a large % of its niche in the market.

5. Giving too Much Attention to Proprietary Technology

Proprietary technology is important when it comes to investment decisions, but what is more important is to display how this technology satisfies a large and as-yet-unfulfilled customer need. Unsuccessful companies often fail to truly understand the needs of their customers. Identifying the target markets that show these needs and detailing a plan to penetrate the markets is key to the success of funding and execution.

6. Exaggerating Partnerships with Known Companies

Even though forming partnerships is common practice, more important than who a partnership is with are the terms of the partnership. The equitable terms of the partnership must be explained in the business plan, along with the partnership structure and how the partners will both improve operations and sales for you.

7. Too Much Focus on the Future

Rather than just focus on projections of future performance, it is far more important to study the previous track record of a company. Demonstrating the past success of a company is a good practice for providing investors with confidence for the future, and it is therefore important for a business plan to show the company’s previous accomplishments.

8. Failing to Change the CVs of the Management Team to the Ventures Development Cycle

CVs of the key members of the management team should be included in the business plan, along with their responsibilities. These need to be tailored specifically to the growth stage of the company because different skills are required for launching, growing and maintaining a company. Whereas a start-up company would do better to focus on the success of the management in launching other companies, a mature company would get more from showing how members of the team operated successfully within larger enterprise frameworks.

9. Aggressive Financial Projections

The projections in the financial section of the business plan have to be realistic because many investors will go straight to this section. If a plan shows unrealistic or inconsistent operating margin and penetration then this will damage the credibility of the whole plan. Instead, accurate and credible projections and assumptions will translate into increased credibility and maturity. Companies can prove that their projections and assumptions are attainable by basing these projections on the performance of public companies in their marketplace.

10. Ignoring Fraud Prevention System

Whether you are 100% confident about the loyalty of your employees still you need to put a proper and effective fraud prevention and fraud detection system to curb any fraud losses. One can see in history that most of the time loyal employees and relatives have been found indulged in the frauds and scams which results in a huge loss to the enterprises. Even some CEOs, loyal employees and close persons have committed such financial crimes in many companies and organizations. By putting a proper fraud detection and fraud prevention system enterprises can save millions and billions.

If you are following these steps then definitely it is going to help you in raising capital for your business, but just remember these facts which i have mentioned above, as many entrepreneurs know everything but do not stick to the plan.

Bill Trueman is payments, fraud & risk specialist and director of the UKFraud and RiskSkill based in UK which provide valuable consultancy services for fraud prevention, fraud detection, risk review, risk management, due diligence, compliance solutions to corporates, banks, business, banks, insurance companies, telecom companies, enterprises and government organizations worldwide. Bill Trueman is also an active member of AIRFA a global fraud & risk management organization. One can also visit him at Google+

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Risk Review Services for Business Organizations Launched

What I love about the work that we do is that it is so high profile and saves our clients so much money. When a primary focus is upon, say, delivering a stronger customer service, changing the culture within an organization, establishing better communications (whatever that means), or some element of project management; these projects are appreciated; but of little consequence compared to saving an organization that we save €10 million for. This also takes us and our reputations into a different direction.

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Many specialists, consultants or advisors enter a business and present a ‘generic’ programme of work for a business in order to solve (or not) a problem, with a rather formulaic solution; and it is just these types of specialists that we want to follow into organisations. A big AAA business – such as a processor, a bank or an insurance company will be left floundering about what to DO and how to actually achieve savings now that they have their ‘shiny’ new process, risk engine or ‘new line of defence’. But this is all fun for us – and we set to work in two distinct phases:

a) Risk Review of what has been done so far, and then how and where the losses are being seen and managed; followed by

b) A bespoke program of corporate risk review that is needed to start making the savings that the business is searching for. We either leave a business to deliver the program that we prescribe, or more often, help them deliver the savings – as this is where the culture change, delivery focus and business transformation stuff starts.

And that, combined all the fun of seeing the savings ‘come-in’ is where all the satisfaction lies. For more information on our risk review services click here.

Bill Trueman is director of UKFraud and RiskSkill