ERM Frameworks Flashcards

1
Q

ERM - Integrated Framework

A

To assist organizations in developing a comprehensive response to risk management

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2
Q

Risk

A

The probability that some event will happen that can affect the achievement of goals and objectives

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3
Q

Value

A

Stock price up and/or pay dividends - Develop Value, Willing to face risk

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4
Q

Value (CPER)

A

Creation, Preservation, Erosion, and Realization. Value is defined by the type of entity

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5
Q

Value Creations

A

Benefits have to exceed cost of resources. Need to generate a profit.

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6
Q

Value Erosion

A

Do not want value to go down. The cost is greater than the benefit.
- Faulty Strategy

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7
Q

Value Realization

A

Dividends/SP > cost “capital gain” Value is received by stakeholders. Brand is recognized, leadership, customer satisfaction

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8
Q

Mission, Vision, and Core Values

A

What an entity strives to be and how it wants to conduct business..Successful and ethically

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9
Q

Mission

A

Objective, core purpose

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10
Q

Vision

A

Strategy

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11
Q

Vision

A

Strategy

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12
Q

Core Values

A

“How” to achieve goals - ethics, culture, core values

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13
Q

CCPIS

A

To manage risk and create value

Culture, Capabilities, Practices, Integration with Strategy

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14
Q

ERM

A

The culture, capabilities, and practices, integrated with strategy setting and performance, that organizations rely on to MANAGE RISK in creating, preserving, and realizing value.

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15
Q

Culture

A

Core Values, collective thinking, shaping decisions

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16
Q

Capabilities

A

Competitive Advantage

Exploitation

17
Q

Practices

A

Continually Applied through all levels of the entity

18
Q

Integration with Strategy

A

Setting and Performance
Performance - Why do you exist? - mission
What’s your vision/strategy?

19
Q

Managing Risk Linked to Value

A

Value - Reasonable expectation, value creation depends on risks assumed

20
Q

Risk Appetite

A

Willingness to assume risk

A range rather than a specific limit and provide guidance on the practices

21
Q

Value and Risk

A

Directly related - risk assumed and expected return

22
Q

Risk Inventory

A

All risk that could impact an entity (economic, societal, demographics, legal)

23
Q

Entity-wide Risks

A

Holistic view/ are we diversified
Portfolio View
Organizational Sustainability
Performance Management

24
Q

5 Components of ERM (GOPR) and 20 Principles

A

Somewhat resemble to the COSO cube

25
Q
  1. Governance and Culture (DOVES)
A

Tone at the top - core values - EBOCA
Defines desired culture - how conservative or aggressive
Exercises board oversight - entity’s strategy, business objectives
Attracts, Develops, and Retains Capable Individuals (Employees

26
Q
  1. Strategy and Objective Setting (SOAR)
A

Mission/Vision - define risk appetite

  • Risk appetite (strategy setting)
  • Analyze business context
27
Q
  1. Strategy and Objective Setting (SOAR)
A

Mission/Vision - define risk appetite

  • Risk appetite (strategy setting)
  • Analyze business context
  • Risk Appetite (what risk is suitable), maybe quantitative
  • Strategies - More equity/ less debt, aggressively conservatively
  • Objectives - Goals and objectives has to be reachable, must be realistic
28
Q
  1. Performance (VAPIR)
A

Evaluate, ID & respond to risk using ARTS
Similar to risk assessment
- Identify Risk
- Assess Severity of Risk - Helps to prioritize, look at it at multiple levels. identify triggers
- Prioritize risk
- Risks Responses (ARTS) (Look at chart)
- View Portfolio - (Entity-wide view)

29
Q
  1. Review and Revision (SIR)
A

Assess substantial changes, pursue improvements
Internal - Change in officers
Reviews risk and performance
Improve

30
Q
  1. Information, Communication, and Reporting (Ongoing) (TIP)
A

IT, Risk info, Performance - OIE
- Relevant information (internal & external)
- Technology - Fair, Accurate, Complete, and Timely
Effective data management
- Performance - How did we do in managing risk

31
Q

Pass Key

A

5 Components and 20 Principles

32
Q

Risk Assessment

A

Actual, Target, and Inherent Risk

33
Q

Residual risk

A

What happens after an action is taken