Macro Moves

What is Enterprise Risk Management?

Created on 15 Apr 2020

Wraps up in 7 Min

Read by 2.7k people

Updated on 12 Oct 2020

Enterprise Risk Management (ERM) is a plan-based business strategy that aims to identify, assess and prepare for any hazards, hazards and other potential disasters - physical and figurative - that may interfere with an organization's operations and objectives. Discipline not only requires companies to identify all the risks they face and decide which risks to actively manage, but it also involves making this action plan available to all stakeholders, shareholders and potential investors, as part of their annual reports. Industries as varied as aviation, construction, public health, international development, energy, finance and insurance use ERM. Companies have been managing risks for years.

Historically, they did this by buying insurance: property insurance for literal and harmful losses due to fires, thefts, and natural disasters; and civil liability and medical malpractice insurance to deal with lawsuits and claims for damages, losses or injuries. But another key element in ERM is a commercial risk - that is, obstacles associated with technology (mainly technological failures), company supply chains and expansion - and its costs and financing. More recently, companies have managed these risks through the capital market with derivative instruments that help them manage the ups and downs of moment-to-moment movements in currencies, interest rates, commodity prices, and stocks. Mathematically speaking, all of these risks or "exposures" were reasonably easy to measure, with the resulting profits and losses going directly to the bottom line.

Main Points and Components

1.       The company's risk management business strategy identifies and prepares for hazards with the company's operations and objectives.

2.       ERM is a new and evolving management discipline that has changed along with the corporate and regulatory landscape of the past decade.

3.       What constitutes "best practices" in ERM has not yet been defined.

4.       ERM-compliant companies can be found by searching ERM dedicated websites.

Internal environment

Where resources are put to work sets the course for a project. In addition to the physical location itself, the work culture is a major factor that influences a team's risk aptitude and moral code of conduct. This ability to take calculated risks and to go the extra mile when the situation demands matters, given the uncertainties that accompany portfolios that span multiple divisions.

Setting Goals

When it comes to objectives, given the extent of the risk strategy across the company, the organizational vision and mission should be the guide for the risk management plan model that incorporates mitigation strategies. In addition to monetary and resource investments, your risks can also change your employees' motivation and the way your customers perceive you as an organization.

Two things you need to evaluate here include:

Risk appetite

This is the high-level view of the risks you are likely to face and the level of complexities for which the organization is willing to take responsibility.

Risk tolerance

The next step is to account for the different variations and the probability of the risks that the projects may extend to, according to the risk appetite.

Event Identification

The next crucial step to take would be to identify risks and events during the project. COSO lists negative risks and differentiates them from positive opportunities. In other words, events that interrupt the project are risks and events that present tangible value and progress are opportunities that justify the impediments. The extent of taking advantage of these opportunities, however, is something that the organization must link to its strategy as a whole.

Risk Assessment

While event identification goes hand in hand with analysis, evaluation alone is prescribed as a component, in addition to emphasizing the role played by interconnected risks. The structure places great importance on this component, emphasizing both qualitative and quantitative methods of risk assessment.

Risk Response

After the risks aligned with the organization's appetite and tolerance levels are chosen, a review of the response must be made. In general terms, the table defends the following responses:

  • Reduce
  • Accept
  • Avoid
  • Transfer

In this component, the portfolio view of risk is especially emphasized when diversified assets are involved. And your portfolio management strategy will need to address the magnitude of risk as a whole. It was established in sufficient detail so that the risks cannot be isolated from each other, as seen in the component above.

Control activities

Regulations and policies are implemented to ensure that responses do not exceed the predetermined scope of things. When meticulously designed, controls not only cover guidelines and systems, but they also enter the organization's situation control DNA.

Information and communication

A component that has value in all stages of the COSO Risk Management Framework cube, Communication, and information sharing, frankly becomes a given in the digital age. It is a basic component, the lack of which may be an inherent risk to the organization.


Finally, what does not adapt in time, perishes. Your risk contingency plan is no different. It is crucial that organizations constantly invest in monitoring and modifying the plan. One of the main activities driven by the structure is an annual review.


Creation of a deep and extra risk-focused culture for the organization: Organizations that have taken ERM note that the growing and the focus on risk at superior levels outcome in more conversation about risk at all levels. The resultant culture modifies and allows risk to be measured more overtly and divides silos concerning how risk is managed.

Standardized risk reporting: ERM supports the better structure, reporting and risk analysis. Standardized results that find out corporate risks can make progress and the focus of directors and executives by giving data that allows for better risk improvement decisions. The variety of data (status of the main risk indicators, mitigation strategies, new and emerging risks, etc.) helps the leadership to understand the most important risk areas. These reports can also help leaders develop a better understanding of risk appetite, thresholds, and tolerances.

Improved focus and perspective on risk: ERM develops leading indicators to help and detect a probable risk event and provide early warning for them. Key metrics and risk size further improve the value of reporting and analysis and provide the ability to track possible changes in vulnerabilities or likelihood of risks, potentially alerting organizations to changes in their risk profile.

Efficient use of resources: In organizations and companies without ERM, many people may be concerned in risk management and reporting at prepared units. While developing an ERM program does not replace the need for daily risk management, it can improve the structure and tools used to perform critical risk management functions consistently. Removing excess processes improves skill, allocating the right amount of resources to mitigate risk.

Effective coordination of regulatory and compliance matters: Securities rating agencies, financial statement auditors and regulatory examiners began to investigate, test and use ERM program monitoring and reporting data. Because ERM data involves identifying and monitoring mitigation controls and efforts across the organization, this information can help reduce the effort and cost of these audits and reviews.

This takes us towards the predictable conclusion that risk management can only be corporate risk management, as all risks interact with one another to modify their status. This mocking at the concept of static risk records and risk matrix classifications. This form of forecasting, in addition to being subjective (an assumption), is out of date at the time it is recorded.

ERM - Looking into the future

‘There is no doubt that organizations will continue to face a future full of volatile ambiguity. ERM will be an important part of how an organization manages and Prospers in those times. Regardless of the sort and extent of an individual, strategies must remain factual to their assignment. And all entities need to reveal uniqueness that leads to a successful answer to varying supple decision-making, the capacity to react in a unified model and the adaptive ability to rotate and reposition while maintaining high levels of trust between stakeholders.

As we look to the future, several trends will affect ERM. Only these are:

Dealing with data proliferation – As the amount of data available increases and the pace at which new data can be analyzed starts escalating, ERM will need to adjust. The data will be from inside and outside the entity and will be structured in new ways. Advanced data analysis and visualization tools will evolve and be very useful for understanding risk and its impact - positive and negative

Leveraging artificial intelligence and automation - Many people feel that we have entered the age of automatic processes and artificial intelligence. despite of individual beliefs, it is important that ERM practices believe the impact of these and future technologies and leverages their capability. Previous to unknown dealings, trends and patterns can be discovered, providing a rich foundation of serious information for risk management

Managing the cost of risk management - A common concern spoken by many business executives and others is the Cost of risk management, execution processes and administration activities compared to the value obtained. As ERM practices develop, it will be vital that activities that include risk, fulfillment, control and even power are well harmonized to provide maximum benefit to the organization. This can symbolize one of the best opportunities and times for ERM to redefine its importance to the organization.

Building stronger organizations - As the organized j5 become better at integrating ERM with strategy and performance, an opportunity to strengthen resilience will present itself. By knowing the risks that will have the greatest impact on organizations, organizations can use ERM to help implement resources that allow them to act in advance. This will open opportunities...

In précis, ERM will need to alter and adapt to the future to constantly deliver the benefits described in the structure. With the right focus, the benefits resultant from ERM far overshadow savings and offer organizations with self-confidence in their capability to deal with the future.

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Ausaf Ahmed

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Ausaf is a 2nd-semester student who is pursuing Accountancy Honours. He has a joyful character and is a very curious boy who always tents to learn new things especially in travel and finance background. 

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