13 Sep 2022 Ankit Chadha

7 Elements of an Effective Risk Management

Effective Risk Management | TRC Consulting

Risk exists in all businesses; without risk, rewards are less likely. On the other hand, taking on too much risk can lead to business failure. Risk management allows you to strike a balance between taking risks and reducing them.

Any organization can benefit from effective risk management. Companies in the investment industry, in particular, rely heavily on risk management as the foundation that allows them to withstand market crashes.

A successful enterprise risk management program includes critical components such as risk appetite, risk measurement, culture and governance, data management, risk controls, scenario planning, and stress testing. How can businesses combine these ingredients on the road to implementation?

A comprehensive enterprise risk management (ERM) program must be implemented by a company if it wants to minimize the effects of risk on its capital and earnings, reputation, and shareholder value. A successful ERM framework not only aligns a company's people, processes, and infrastructure, but it also produces a risk/reward benchmark and improves risk visibility for operational activities. Finally, ERM should provide a firm with a competitive advantage - but what factors should be considered as it is developed? Here are seven crucial factors to consider:

1. Business Goals and Strategy

Risk management must operate within the context of business strategy, with the first step being for the organization to determine its goals and objectives. Typical organizational strategic objectives include market share, earnings stability/growth, investor returns, market value targets, and service to all stakeholders.

From there, an institution can assess the risk inherent in strategy implementation and decide how much risk it is willing to take in carrying out that strategy. When making this decision, the firm's internal risk capacity, existing risk profile, vision, mission, and capability must all be considered.

2. Appetite for Risk

Risk appetite, which is defined as the amount of risk an organization is willing to accept in pursuit of desired financial performance, defines risk direction.

A risk appetite statement is an important link that connects strategy, business plans, capital, and risk. It reflects the entity's risk management philosophy and has an impact on its culture and operating style. When developing the risk appetite, a firm's existing risk profile, risk capacity, risk tolerances, and risk attitudes must all be taken into account.

The risk appetite statement should be developed by management and written down. The overall risk appetite is communicated via a broad risk statement, but it should also be expressed separately for each of the firm's different risk categories. Depending on their business model, operating environment, and, more importantly, their financial/regulatory disclosures and obligations, most companies will include a mix of financial risk categories such as credit, strategic, market, liquidity, and operations, as well as non-financial risk categories such as fraud, regulatory, reputation, compliance, model, and cyber.

3. Taxonomy, Governance, and Culture

The risk appetite statement should be communicated through culture, governance, and taxonomy. These three factors assist an organization in managing and supervising its risk-taking activities.

A strong risk culture, established from the top and supplemented by clearly defined roles and responsibilities, as well as clear escalation protocols, is required for successful ERM implementation. Robust, well-thought-out risk management principles, in conjunction with ownership and culture training, aid in the promotion, reinforcement, and maintenance of an effective risk culture. Open communication, as well as conflict resolution and top-down/bottom-up decision making, are examples of this strong risk culture.

Governance of a healthy ERM program includes not only risk measurement and reporting, but also operational and support areas such as engagement, training, and support. Indeed, with the right tone from the top, these areas can become partners, if not owners, with the ability to manage outcomes while maintaining transparency and accountability.

ERM is about understanding change and managing it within the context of the overall mandate, rather than in isolation. This change is intertwined with the need for a risk taxonomy, which can help better identify and assess the impact of risks taken.

4. Data on Risk and Delivery

It all comes down to data - specifically, collecting, aggregating, and disseminating the correct data. Risk data and delivery must be robust and scalable in order for the information gathered, integrated, and analyzed to be translated into coherent, credible narratives and reports.

5. Internal Regulations

The internal control environment assists senior management in reducing the level of inherent risk, also known as residual risk, to an acceptable level. Without a doubt, it is one of the most important tools in the risk manager's arsenal.

The level of risk that remains after internal controls have been applied is referred to as residual risk. Within the context of a company's internal workings, an effective control environment must encourage and allow for a consistent structure that is balanced and realistic.

6. Evaluation and measurement

Measurement and evaluation determine which risks are significant, both individually and collectively, as well as where time, energy, and effort should be invested in response to these risks. To measure and quantify risks at the aggregate and portfolio levels, various risk management techniques and tools should be used. Value at Risk models for measuring market risk and the Sharpe Ratio for measuring investment risk are two examples.

All risks, responses, and controls must be effectively communicated and reported in order to meet the requirements of various stakeholders and oversight/governance bodies. The oversight/governance bodies are in charge of ensuring that a company's risk profile corresponds to its business and capital plans.

7. Stress testing and scenario planning

Given that management must address both known and unknown risks, tools such as scenario planning and stress testing are used to shed light on these unknown risks and, more importantly, their interdependence. Armed with this knowledge, the organization can create

contingency plans to model these risks and, at the very least, mitigate their impact on future operational viability.

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