COSOERM企業(yè)風(fēng)險(xiǎn)管理框架

1、xxenterprise risk management integrated frameworktodays 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 setting and across the enterpris

2、e, 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.why erm is important underlyi

3、ng 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 supports value creation by enab

4、ling 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 provides clear direction and

5、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 organization:enterprise-level

6、division 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 level- entity levelthe erm fram

7、eworkthe 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 aspects of how the organizati

8、ons 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 tolerance, the acceptable level of v

9、ariation 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 management channels back to strategy se

10、tting. 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 assessmentallows an entity to understand

11、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 quantitative risk assessment methodol

12、ogies.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 responses, and degree to which a respo

13、nse 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.occur throughout the organization

14、, 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 occurs in a broader sense, flowi

15、ng 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 is essential to effectiveente

16、rprise 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 reporting” and “risk assessment.”re

17、lationship 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 maintenance.assist management and

18、 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 auditors2010.a1 the internal au

19、dit 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 organizations governance, operations, and

20、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 business2. establishing an erm organ

21、ization3. 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 business objectivesrelated objec

22、tives 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 to be the first or second lar

23、gest, 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 cultureconsider organizational integrity

24、 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 identification and analysis of risks

25、 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 riskinformation processing / t

26、echnology riskintegrity riskfinancial riskinformation for decision makingoperational riskfinancial riskstrategic riskexample: risk modelsource: business risk assessment. 1998 the institute of internal auditorscontrol itshare ortransfer itdiversify oravoid itriskmanagementprocesslevelactivitylevelent

27、ity 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 at risk vs. reputation risk),

28、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 organization accept for competing ob

29、jectives? (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 (unmitigated risk e.g. shrinkag

30、e)identify risk responsesimpact vs. probabilitycontrolsharemitigate & controlaccepthigh riskmedium riskmedium risklow risklowhighhighimpactprobabilitylowhighhighimpactprobabilityhigh riskmedium riskmedium risklow riskexample: call center risk assessmentloss of phonesloss of computerscredit riskcusto

31、mer 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 recorded invoices accrued afte

32、r 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 notednarratives of business objectives linke

33、d 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 addressed- controls are working to mitigate risksaccountability for risksownershipupdates- changes in business objectives- changes in sys