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Applying COSO’s Enterprise Risk Management — Integrated Framework September 29, 2004
Today’s organizations are concerned about: ,[object Object],[object Object],[object Object],[object Object]
ERM Defined: ,[object Object],[object Object]
Why ERM Is Important  ,[object Object],[object Object],[object Object]
Why ERM Is Important  ,[object Object],[object Object],[object Object],[object Object]
Enterprise Risk Management  —  Integrated Framework  This COSO ERM framework defines essential components, suggests a common language, and provides clear direction and guidance for enterprise risk management.
The ERM Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The ERM Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],The ERM Framework
[object Object],[object Object],[object Object],[object Object],The ERM Framework
The ERM Framework The eight components of the framework are interrelated  …
Internal Environment ,[object Object],[object Object],[object Object]
Objective Setting ,[object Object],[object Object],[object Object]
Event Identification ,[object Object],[object Object],[object Object]
Event Identification ,[object Object],[object Object]
Risk Assessment ,[object Object],[object Object],[object Object],[object Object],[object Object]
Risk Assessment ,[object Object],[object Object],[object Object]
Risk Response ,[object Object],[object Object],[object Object]
Control Activities ,[object Object],[object Object],[object Object]
[object Object],[object Object],Information & Communication
Monitoring ,[object Object],[object Object],[object Object],[object Object]
Internal Control ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],Relationship to  Internal Control — Integrated Framework
ERM Roles & Responsibilities ,[object Object],[object Object],[object Object],[object Object]
Internal Auditors ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],Internal Auditors
[object Object],[object Object],[object Object],Standards
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Key Implementation Factors
Organizational Design ,[object Object],[object Object],[object Object],[object Object]
Example: Linkage ,[object Object],[object Object],[object Object]
Establish ERM ,[object Object],[object Object],[object Object],[object Object]
Example: ERM Organization ERM  Director Vice President and Chief Risk Officer Corporate Credit  Risk Manager Insurance  Risk Manager ERM Manager ERM Manager Staff Staff Staff FES  Commodity  Risk Mg. Director
[object Object],Assess Risk
Example: Risk Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Risk Analysis Source:  Business Risk Assessment.  1998 – The Institute of Internal Auditors Control It Share or Transfer It Diversify or Avoid It Risk Management Process Level Activity Level Entity Level Risk Monitoring   Identification Measurement Prioritization Risk Assessment
DETERMINE RISK APPETITE ,[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],DETERMINE RISK APPETITE
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],IDENTIFY RISK RESPONSES
Impact vs. Probability Control Share Mitigate & Control Accept High Risk Medium Risk Medium Risk Low Risk Low High High I M P A C T PROBABILITY
Example: Call Center Risk Assessment Low High High I M P A C T PROBABILITY High Risk Medium Risk Medium Risk Low Risk ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Example: Accounts Payable Process Control   Risk Control   Objective Activity Completeness Material Accrual of  transaction open liabilities  not recorded  Invoices accrued  after closing  Issue: Invoices go to field and AP is not aware of liability.
[object Object],[object Object],[object Object],[object Object],[object Object],Communicate Results
Monitor ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Management Oversight & Periodic Review
Internal auditors can add value by: ,[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],Internal auditors can add value by:
[object Object],[object Object],Internal auditors can add value by:
For more information ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
This presentation  was produced  by  Applying COSO’s Enterprise Risk Management — Integrated Framework

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Coso Erm(2)

  • 1. Applying COSO’s Enterprise Risk Management — Integrated Framework September 29, 2004
  • 2.
  • 3.
  • 4.
  • 5.
  • 6. Enterprise Risk Management — Integrated Framework This COSO ERM framework defines essential components, suggests a common language, and provides clear direction and guidance for enterprise risk management.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11. The ERM Framework The eight components of the framework are interrelated …
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26.
  • 27.
  • 28.
  • 29.
  • 30.
  • 31.
  • 32. Example: ERM Organization ERM Director Vice President and Chief Risk Officer Corporate Credit Risk Manager Insurance Risk Manager ERM Manager ERM Manager Staff Staff Staff FES Commodity Risk Mg. Director
  • 33.
  • 34.
  • 35. Risk Analysis Source: Business Risk Assessment. 1998 – The Institute of Internal Auditors Control It Share or Transfer It Diversify or Avoid It Risk Management Process Level Activity Level Entity Level Risk Monitoring Identification Measurement Prioritization Risk Assessment
  • 36.
  • 37.
  • 38.
  • 39. Impact vs. Probability Control Share Mitigate & Control Accept High Risk Medium Risk Medium Risk Low Risk Low High High I M P A C T PROBABILITY
  • 40.
  • 41. Example: Accounts Payable Process Control Risk Control Objective Activity Completeness Material Accrual of transaction open liabilities not recorded Invoices accrued after closing Issue: Invoices go to field and AP is not aware of liability.
  • 42.
  • 43.
  • 44.
  • 45.
  • 46.
  • 47.
  • 48.
  • 49. This presentation was produced by Applying COSO’s Enterprise Risk Management — Integrated Framework