Enterprise Risk Management Resource Page
Whether it is poor strategic decisions or breakdowns of operational processes, inadequate understanding or management of risk is increasingly highlighted as a key element in organizational failures. Among the most critical challenges for management is determining how much risk the entity is prepared to and does accept as it strives to create value. Enterprise Risk Management (ERM) assists management with aligning risk appetite and strategy, enhancing risk response decisions, reducing operational surprises and losses, providing integrated responses to multiple risks, seizing opportunities, and improving deployment of capital. Today’s CFO plays a critical role in risk management, whether it is direct responsibility for the program or as a key partner to the risk management organization in terms of information sharing and implementation of risk mitigation strategies.
What is Enterprise Risk Management?
ERM is a holistic approach to managing risk across an organization to help the organization achieve its objectives and create value for its stakeholders. More specifically, COSO defines ERM as: “A process, effected by an entity’s board of directors, management and other personnel, applied in strategy setting and across the enterprise, designed to identify potential events that may affect the entity, and manage risk to be within its risk appetite, to provide reasonable assurance regarding the achievement of entity objectives.”
ERM Resources
This page is designed to assist our members in developing and enhancing their ERM programs by providing useful resources for various aspects of risk management. The site will be updated on an ongoing basis and we welcome input and suggestions of materials from members.
Frameworks
- COSO ERM
- ISO 31000
- An Overview of Widely Used Risk Management Standards and Guidelines (RIMS)
- ERM: Frameworks, Elements, and Integration (IMA)
Implementation & Continuous Improvement
- Contemporary Practices in Risk Management – Implementation Ideas from Leading Companies (IIA)
- Guide to ERM: FAQs (Protiviti)
- Making Risk Management a Value-Adding Function in the Boardroom (McKinsey)
- Rating Agencies are Positive on ERM (Towers Watson)
- S&P to Apply Enterprise Risk Analysis to Corporate Ratings (S&P)
- Risk Assessment in Practice (COSO)
- The Risk Intelligent Enterprise – ERM Done Right (Deloitte)
- Creating a Risk Intelligent Infrastructure (Deloitte)
- Assessing Risk: A Strategic Perspective (Protiviti)
- Assessing Risk: An Operational Perspective (Protiviti)
- A Practical Guide to Risk Assessment (PwC)
Risk Appetite & Culture
Governance & Risk Oversight
- Framework for Board Oversight of Enterprise Risk (CPA Canada)
- Risk Intelligent Governance – A Practical Guide for Boards (Deloitte)
- Should the Board Have a Separate Risk Committee? (Protiviti)
- A Board Perspective on ERM (McKinsey)
Surveys & Studies
- Accenture 2013 Global Risk Management Study
- Risk in Review: Global risk in the transformation age (PwC)
- Global Risks 2013 (WEF)
- Executive Perspectives on Top Risks for 2014 (Protiviti)
- Expectations of Risk Management Outpacing Capabilities – It’s Time for Action (KPMG)
- 2013 Risk Maturity Index Report (AON)
- Boards Confront an Evolving Landscape – PwC’s Annual Corporate Director Survey
Identification of Emerging Risks
Specific Governance & Risk Topics
IT risk
Governance / Diversity
- Ontario Proposes Gender Diversity and Director Term Limit Disclosure Rules (Torys)
- Women on Boards: OSC Proposes “Comply or Explain” Model Over Quotas (Davies)
To submit resources to the GRC resources page, please email Laura Pacheco at lpacheco@feicanada.org.