ERM differs in traditional approaches to oversight risk
management. ERM emphasizes a top-down, holistic view of key risks
potentially affecting an organization’s ability to achieve its
objectives. here are some best approach to ensure successful
implementation of ERM -
- Get buy-in from the top. ERM must start at the
top with the board and CEO, and include the senior management team
being committed to implementing a formal process and proactively
managing risks. Also ensure that the importance of ERM and why it’s
being implemented is communicated to all levels in the
organization.
- Talk with your CFO. As financial leaders, they
are already deeply involved in managing traditional and financial
risks, and thus play a critical role in understanding how a
structured way of managing business risks will better help to
identify and mitigate issues that can take your organization off
track.
- Perform a risk process inventory
. Take a look at what your organization is already
doing to mitigate risk to avoid duplication of efforts. Your
organization may already be doing a quite a bit in the risk area,
so when you implement a program you won’t necessarily need to
engage in a whole new set of activities that’ll increase the team’s
workload.
- Adopt a framework. Research and adopt a risk
management framework that works for your organization. The
framework suggested by COSO is a robust and popular version.
- Pinpoint the biggest threats
. Work across the enterprise to identify the risks
which have the highest impact and the highest likelihood to occur.
This will allow you to focus on major target areas instead of
putting effort on every little risk that doesn’t represent a big
threat. Use tools such as the CGMA Risk Heat Map to make this
process simple.
- Keep processes up to date .
Implementing an ERM process is not a one-off exercise. Review the
risk registers and mitigation plans regularly to keep them up to
date and ready for deployment.
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