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Introduction to Enterprise Risk Management (ERM). John P. Behringer McGladrey (Slides Provided by Rebecca Towne, Director, McGladrey). Traditional Risk Management vs. ERM. Traditional Risk Management Tactical, compliance focused Silo-based processes Business line or risk type view

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Introduction to Enterprise Risk Management (ERM)


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    1. Introduction to Enterprise Risk Management (ERM) John P. Behringer McGladrey (Slides Provided by Rebecca Towne, Director, McGladrey)

    2. Traditional Risk Management vs. ERM • Traditional Risk Management • Tactical, compliance focused • Silo-based processes • Business line or risk type view • Looks at risks individually • Business decisions not closely linked to risks • Driven by Risk Management and Internal Audit • Supported by rules • ERM • Strategic, performance focused • Consistent risk management approach across the enterprise • Holistic view of key risks • Considers risk interactions • Business decisions based on a clear understanding of risks • Driven by the board and owned by the business • Supported by a “risk culture”

    3. A Holistic View of Risk • Risk types vary by institution and may include: • Operational risk • Liquidity risk • Strategic risk • Market risk • Compliance risk • Reputational risk • Legal risk • Environmental • Security What is a holistic view of risk? • Aggregated risk exposures across the enterprise • For example, concentrations by business line, product, customer segment, industry, or geography • Consideration of all types of risk, including interactions between risks • Consideration of alternative, forward-looking scenarios

    4. Enterprise Risk Management Financial institution example of interactions between risks Economic shock

    5. ERM Process Range of ERM Practices • Advanced ERM practices • Formally documented ERM framework • Decisions based on complex, data-driven analysis • ERM function and CRO • Active board and Risk Committee involvement • Highly automated aggregation and reporting processes • ERM training based on a common risk language • Basic ERM practices • Policies for each risk type • Decisions based primarily on management judgment • CFO or other executive responsible for risk oversight • Less board involvement / reliance on Audit Committee • Manual aggregation processes • Tactical risk management training

    6. Roles and Responsibilities Three Lines of Defense 1st Business Lines and Functions • “Own” the risks associated with their activities and execute risk management processes 2nd Risk Management • Designs & coordinates the implementation of the ERM program 3rd Internal Audit • Validates the effectiveness of the ERM program

    7. Internal Audit’s Role in ERM • Boards require objective assurance that risk management processes are working and key risks are being managed effectively. • Internal (or external) auditors respond to this need by giving assurance on: • The appropriateness of the company’s ERM framework • The accuracy of risk and control assessments • The effectiveness of risk management processes • The appropriateness of management’s actions to address risks • The accuracy of risk reports

    8. Internal Audit’s Role in ERM • In smaller institutions, Internal Audit may play a larger role in developing and overseeing the ERM framework, with appropriate safeguards to protect their independence. • Audit should not be involved in actually managing risk, as this is the responsibility of the management team. • Audit’s responsibilities should be documented and approved by the Audit Committee. • Audit cannot give objective assurance on any part of the ERM framework for which it is responsible. • Audit should not undertake any ERM responsibilities in which the function does not have adequate expertise.

    9. ERM Framework An ERM Framework should include: • Risk governance • Risk appetite setting • Enterprise-wide risk management processes • Identification of risks • Assessment / measurement of risks • Monitoring of risks and actions to address risks • Management of risk through controls/risk responses • Reporting of risks and the status of action plans • Integration with business decision-making • Establishment of a strong risk culture

    10. Risk Governance • Reviews and approves risk strategies, frameworks, and policies • Reviews risk reports and recommends/monitors risk limits and action plans • Oversees the implementation of the ERM framework/controls

    11. Risk Appetite • An effective ERM program relies on the establishment and communication of the company’s risk appetite • Helps employees to understand the specific risks that the company is willing and not willing to take. • Provides a means for ensuring that actual risk-taking is consistent with the company’s risk-taking capacity.

    12. Risk Culture Development of a risk culture is critical to effective ERM Ways to establish a risk culture that is supportive of risk management: • “Tone at the top” • Reference the importance of risk management in the company’s objectives • Incorporate risk management into ongoing executive management communications • Exhibit the desired risk management behaviors • Code of Conduct or Ethics • Risk management factors included in incentive and performance evaluation plans • Clearly defined roles and responsibilities that are consistent with three lines of defense

    13. Integrating ERM into decision-making • To be effective, risk management must be integrated into day-to-day business line activities and corporate decisions • Risk Managers must be involved at the onset of strategy setting processes • Risks associated with new products should be considered and communicated to the board • Analysis of emerging risks and stress tests should influence business decisions • Risk information should be shared across the company to avoid the same event recurring

    14. Risk Management Processes • Risk management processes are grouped in different ways but generally include the following: • Ideally, each of these processes should be ongoing rather than, for example, annual.

    15. Risk Identification • Risk identification processes should begin with appropriate planning: • Mapping of the company’s business lines and processes • Determination of the risk types to be included in the process (e.g., operational, legal, reputational) • Identification of resources responsible for the process in each area • Risks can be identified through various methods, such as interviews, surveys and/or facilitated workshops • Different levels of the organization may have different perspectives on risks • Include emerging risks • Be wary of risks that are really the absence of controls

    16. Risk Assessment • Best practices in risk assessment include: • Identification of risks against key business objectives • Coordination of risk assessments through interviews, surveys or facilitated workshops to ensure consistency • Use of available information, such as Key Risk Indicators (KRIs), to ensure objectivity • Assessments of the adequacy of internal controls must also be objective • Oversight and use of information, such as the results of quality control reviews, are critical

    17. Using Risk Assessments • Internal Audit assessments are generally used to: • Determine the scope and frequency of audits • Compare to business line assessments • Business Line assessments are used to: • Prioritize risks across the company • Identify the top risks to the company • Identify appropriate responses to risks, as well as areas where the adequacy of controls is too low for the level of risk • Drive risk-based monitoring processes • Avoid the “black hole” of risk assessment data!

    18. Risk Management / Responses • Risk responses should be based on assessment of loss frequency and impact • Management actions should be specific to reducing likelihood or impact, depending on which one was assessed as high • The most common risk responses include: • Avoid (get out) • Accept/retain (monitor) • Reduce (institute controls) • Transfer or share (partner with someone) • Action plans with assigned owners should be • developed and monitored by a risk committee

    19. Risk Reporting • Reporting should also follow from risk assessments, with higher risks reported in more depth • Emphasis of risk reporting should be on highlighting key risks and recommendations for and status of management action • Volumes of detail should be avoided, particularly for board reporting • Reports should include early indicators and emerging risks • Best practices include the development of ERM dashboards that provide a holistic view of risk and thoughtful analysis