COSOERM企业风险管理框架ppt.pptx

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1、Applying COSOsEnterprise Risk Management Integrated FrameworkSeptember 29, 2004Todays organizations are concerned about:Risk ManagementGovernanceControlAssurance (and Consulting)ERM Defined:“ a process, effected by an entitys board of directors, management and other personnel, applied in strategy se

2、tting and across the enterprise, designed to identify potential events that may affect the entity, and manage risks to be within its risk appetite, to provide reasonable assurance regarding the achievement of entity objectives.”Source: COSO Enterprise Risk Management Integrated Framework. 2004. COSO

3、.Why ERM Is Important Underlying principles:Every entity, whether for-profit or not, exists to realize value for its stakeholders.Value is created, preserved, or eroded by management decisions in all activities, from setting strategy to operating the enterprise day-to-day. Why ERM Is Important ERM s

4、upports value creation by enabling management to: Deal effectively with potential future events that create uncertainty.Respond in a manner that reduces the likelihood of downside outcomes and increases the upside. This COSO ERM framework defines essential components, suggests a common language, and

5、 provides clear direction and guidance for enterprise risk management.Enterprise Risk Management Integrated Framework The ERM FrameworkEntity objectives can be viewed in thecontext of four categories:Strategic OperationsReportingComplianceThe ERM FrameworkERM considers activities at all levelsof the

6、 organization:Enterprise-levelDivision orsubsidiaryBusiness unitprocesses Enterprise risk managementrequires an entity to take a portfolio view of risk. The ERM FrameworkManagement considers how individual risks interrelate.Management develops a portfolio view from two perspectives:- Business unit l

7、evel- Entity levelThe ERM FrameworkThe eight componentsof the frameworkare interrelated The ERM FrameworkInternal EnvironmentEstablishes a philosophy regarding risk management. It recognizes that unexpected as well as expected events may occur.Establishes the entitys risk culture.Considers all other

8、 aspects of how the organizations actions may affect its risk culture. Objective SettingIs applied when management considers risks strategy in the setting of objectives.Forms the risk appetite of the entity a high-level view of how much risk management and the board are willing to accept.Risk tolera

9、nce, the acceptable level of variation around objectives, is aligned with risk appetite. Event IdentificationDifferentiates risks and opportunities.Events that may have a negative impact represent risks.Events that may have a positive impact represent natural offsets (opportunities), which managemen

10、t channels back to strategy setting. Event IdentificationInvolves identifying those incidents, occurring internally or externally, that could affect strategy and achievement of objectives.Addresses how internal and external factors combine and interact to influence the risk profile. Risk AssessmentA

11、llows an entity to understand the extent to which potential events might impact objectives.Assesses risks from two perspectives:- Likelihood- ImpactIs used to assess risks and is normally also used to measure the related objectives.Risk AssessmentEmploys a combination of both qualitative and quantit

12、ative risk assessment methodologies.Relates time horizons to objective horizons.Assesses risk on both an inherent and a residual basis. Risk ResponseIdentifies and evaluates possible responses to risk.Evaluates options in relation to entitys risk appetite, cost vs. benefit of potential risk response

13、s, and degree to which a response will reduce impact and/or likelihood.Selects and executes response based on evaluation of the portfolio of risks and responses.Control ActivitiesPolicies and procedures that help ensure that the risk responses, as well as other entity directives, are carried out.Occ

14、ur throughout the organization, at all levels and in all functions.Include application and general information technology controls.Management identifies, captures, and communicates pertinent information in a form and timeframe that enables people to carry out their responsibilities. Communication oc

15、curs in a broader sense, flowing down, across, and up the organization. Information & CommunicationMonitoringEffectiveness of the other ERM components is monitored through: Ongoing monitoring activities.Separate evaluations.A combination of the two. Internal ControlA strong system of internalcontrol

16、 is essential to effectiveenterprise risk management. Expands and elaborates on elements of internal control as set out in COSOs“control framework.”Includes objective setting as a separate component. Objectives are a “prerequisite” for internal control.Expands the control frameworks “Financial Repor

17、ting” and “Risk Assessment.”Relationship to Internal Control Integrated FrameworkERM Roles & ResponsibilitiesManagement The board of directors Risk officersInternal auditorsInternal AuditorsPlay an important role in monitoring ERM, but do NOT have primary responsibility for its implementation or mai

18、ntenance.Assist management and the board or audit committee in the process by:- Monitoring - Evaluating- Examining - Reporting - Recommending improvementsVisit the guidance section of The IIAs Web site for The IIAs position paper, “Role of Internal Auditings in Enterprise Risk Management.”Internal A

19、uditors2010.A1 The internal audit activitys plan of engagements should be based on a risk assessment, undertaken at least annually.2120.A1 Based on the results of the risk assessment, the internal audit activity should evaluate the adequacy and effectiveness of controls encompassing the organization

20、s governance, operations, and information systems.2210.A1 When planning the engagement, the internal auditor should identify and assess risks relevant to the activity under review. The engagement objectives should reflect the results of the risk assessment.Standards1. Organizational design of busine

21、ss2. Establishing an ERM organization3. Performing risk assessments4. Determining overall risk appetite5. Identifying risk responses6. Communication of risk results7. Monitoring8. Oversight & periodic review by managementKey Implementation FactorsOrganizational DesignStrategies of the businessKey bu

22、siness objectivesRelated objectives that cascade down the organization from key business objectivesAssignment of responsibilities to organizational elements and leaders (linkage)Example: Linkage Mission To provide high-quality accessible and affordable community-based health care Strategic Objective

23、 To be the first or second largest, full-service health care provider in mid-size metropolitan markets Related Objective To initiate dialogue with leadership of 10 top under-performing hospitals and negotiate agreements with two this yearEstablish ERMDetermine a risk philosophySurvey risk cultureCon

24、sider organizational integrity and ethical valuesDecide roles and responsibilitiesExample: ERM OrganizationERM DirectorVice President andChief Risk OfficerCorporate Credit Risk ManagerInsurance Risk ManagerERMManagerERMManagerStaffStaffStaffFES Commodity Risk Mg.DirectorRisk assessment is the identi

25、fication and analysis of risks to the achievement of business objectives. It forms a basis for determining how risks should be managed.Assess RiskEnvironmental RisksCapital AvailabilityRegulatory, Political, and LegalFinancial Markets and Shareholder RelationsProcess RisksOperations RiskEmpowerment

26、RiskInformation Processing / Technology RiskIntegrity RiskFinancial RiskInformation for Decision MakingOperational RiskFinancial RiskStrategic RiskExample: Risk ModelSource: Business Risk Assessment. 1998 The Institute of Internal AuditorsControl ItShare orTransfer ItDiversify orAvoid ItRiskManageme

27、ntProcessLevelActivityLevelEntity LevelRiskMonitoring IdentificationMeasurementPrioritizationRiskAssessmentRisk AnalysisDETERMINE RISK APPETITERisk appetite is the amount of risk on a broad level an entity is willing to accept in pursuit of value.Use quantitative or qualitative terms (e.g. earnings

28、at risk vs. reputation risk), and consider risk tolerance (range of acceptable variation).Key questions:What risks will the organization not accept? (e.g. environmental or quality compromises)What risks will the organization take on new initiatives? (e.g. new product lines)What risks will the organi

29、zation accept for competing objectives? (e.g. gross profit vs. market share?)DETERMINE RISK APPETITEQuantification of risk exposureOptions available:- Accept = monitor- Avoid = eliminate (get out of situation)- Reduce = institute controls- Share = partner with someone (e.g. insurance)Residual risk (

30、unmitigated risk e.g. shrinkage)IDENTIFY RISK RESPONSESImpact vs. ProbabilityControlShareMitigate & ControlAcceptHigh RiskMedium RiskMedium RiskLow RiskLowHighHighIMPACTPROBABILITYLowHighHighIMPACTPROBABILITYHigh RiskMedium RiskMedium RiskLow RiskExample: Call Center Risk AssessmentLoss of phonesLos

31、s of computersCredit riskCustomer has a long waitCustomer cant get throughCustomer cant get answersEntry errors Equipment obsolescenceRepeat calls for same problemFraudLost transactionsEmployee moraleControl RiskControl ObjectiveActivityCompletenessMaterialAccrual of transactionopen liabilities not

32、recorded Invoices accrued after closing Issue: Invoices go to field and AP is not aware of liability.Example: Accounts Payable ProcessDashboard of risks and related responses (visual status of where key risks stand relative to risk tolerances) Flowcharts of processes with key controls notedNarrative

33、s of business objectives linked to operational risks and responsesList of key risks to be monitored or usedManagement understanding of key business risk responsibility and communication of assignmentsCommunicate ResultsMonitorCollect and display informationPerform analysis- Risks are being properly

34、addressed- Controls are working to mitigate risksAccountability for risksOwnershipUpdates- Changes in business objectives- Changes in systems- Changes in processesManagement Oversight & Periodic Review Internal auditors can add value by:Reviewing critical control systems and risk management processe

35、s.Performing an effectiveness review of managements risk assessments and the internal controls.Providing advice in the design and improvement of control systems and risk mitigation strategies.Implementing a risk-based approach to planning and executing the internal audit process. Ensuring that inter

36、nal auditings resources are directed at those areas most important to the organization.Challenging the basis of managements risk assessments and evaluating the adequacy and effectiveness of risk treatment strategies. Internal auditors can add value by:Facilitating ERM workshops.Defining risk tolerances where none have been identified, based on internal auditings experience, judgment, and consultation with management. Internal auditors can add value by:For more informationThis presentation was produced by Applying COSOsEnterprise Risk Management Integrated Framework