How to associate ERM with value creation 60 Linking objectives to Strategy to Risk to KRIs Key Risk Indicators methodology Identification, Tracking, Analyzing and Reporting. Introduction to KRIs. Concept of KRIs (e.g., dimensions, characteristics, levels, sources). Responsible persons of KRIs. KRIs procedures. List of KRIs. © 2021 Deloitte Touche Tohmatsu Jaiyos Advisory Co., Ltd.
Maturing towards an optimized, strategically focused ERM program Operational Optimized Enterprise-wide risk Risk management is built into management activities are implemented consistently decision-making. The across business units. enterprise selectively seizes Activities are correlated and opportunities because of its aggregated across risk types special ability to exploit risks. and business units, and Level of Maturity Informal Aspirational encompasses most risk types • Embedded Description Risk management activities Risk management mostly (including reputational, • Forward looking functions independently strategic, and operational). • Focuses on value How risk are unstructured, management is uncoordinated, and within business units. • Finalized creation and value operating in the undocumented, or they may Enterprise-wide risk • Trained, communicated, be absent. No overarching management activities are protection business risk management philosophy either not applied consistently and implemented • Proactive or objectives are defined. across business units or may • Operating as expected • Efficient be in development, but are • Test-ready • Integrated • Undefined/Undeveloped • Coordinated across • Monitored for program • Unstructured not yet finalized. • Informal geos/functions effectiveness • Unaware of risks • Defined/developed • Sustainable • Continuously improved • Siloed • Documented • Resourced • Communicated • Supplemented by • Variability across leading tools and geos/functions technology and the desired talent © 2021 Deloitte Touche Tohmatsu Jaiyos Advisory Co., Ltd. 61
Beginning your journey towards a more mature ERM program Many companies start by developing a stakeholder-informed 3. Elevate Strategic Focus future state vision for ERM, before implementing enhancements that align with the established vision. 1. Lay the Foundation 2. Establish Building Blocks A. Establish Strategic Risk Capabilities A. Develop Enterprise A. Establish Risk Governance, Risk Program Blueprint Risk Management Processes, B. Establish Risk B. Perform Enhanced and Risk Reporting Sensing & Monitoring Enterprise Risk Assessment B. Integrate Risk and Strategy C. Deploy Periodic Concentrate On: Executive Risk Labs Set the vision: Design a blueprint C. Deploy Risk Program to build your overall ERM Education and Communication Concentrate On: approach and obtain leadership alignment on your vision Concentrate On: Proactive risk identification: Build Begin to provide value: Start with capabilities and processes to an enhanced enterprise risk Governance, reporting and systematically identify strategic assessment including strategic processes: Establish governance, and emerging risks risks, to add value and establish risk reporting and a standard credibility with leadership approach to manage risk; begin Advanced tools and human uptake through pilots intelligence: Develop a risk © 2021 Deloitte Touche Tohmatsu Jaiyos Advisory Co., Ltd. sensing system, including tool(s), Decision-making: Integrate risk analysts, subject matter expertise considerations and processes into and reporting platform strategic planning and decision making processes Alignment: Engage with leadership on a periodic cadence Culture, values and norms: Train to align on emerging threats and leaders and employees on risk trends and to enhance action and management capabilities and to risk response plans make risk-informed decisions 62
Are you familiar with this technological change? Pic Source: Internet 63 © 2021 Deloitte Touche Tohmatsu Jaiyos Advisory Co., Ltd.
Case study 64 Case study I : United Airlines Oscar Munoz United Airlines CEO © 2021 Deloitte Touche Tohmatsu Jaiyos Advisory Co., Ltd.
Case study (Cont.) ความเสี่ยง Case study I : United Airlines • ผโู้ ดยสารอาจมจี านวนเกนิ จานวนทน่ี งั่ เหตกุ ารณ์ • ผโู้ ดยสารอาจไมร่ บั ขอ้ เสนอของสาย • สายการบนิ ใชก้ ลยทุ ธ์ Over booking การบนิ • สามารถขอใหผ้ โู้ ดยสาร สละทน่ี งั่ ก่อนการเดนิ ทางได้ • ผโู้ ดยสารอาจไมย่ นิ ยอมลงจาก เครอ่ื งบนิ • ดาเนินการบงั คบั ผโู้ ดยสารลง จากเครอ่ื งบนิ Oscar Munoz United Airlines CEO ผลกระทบ • เป็นขา่ วในเชงิ ลบ + Social media • ถูกฟ้องรอ้ ง • สญู เสยี ช่อื เสยี ง • กระทบยอดขาย (รายได)้ • Flight delay © 2021 Deloitte Touche Tohmatsu Jaiyos Advisory Co., Ltd. 65
Case study (Cont.) Case study II : Samsung Battery Recall เหตุการณ์ Samsung Galaxy Note 7 ไดร้ บั การรอ้ งเรยี นเรอ่ื ง Battery ระเบดิ ถงึ 2 ครงั้ สายการบนิ หลายประเทศ ไม่อนญุ าตใหน้ า Samsung Galaxy Note 7 ขนึ้ เครอ่ื งบิน หยดุ การผลิต Samsung Galaxy Note 7 อยา่ งถาวร ความเสี่ยง • อาจเกดิ เหตุการณ์ Samsung ระเบดิ อยา่ งต่อเน่ือง • ลกู คา้ อาจขาดความเชอ่ื มนั่ ในผลติ ภณั ฑแ์ ละความปลอดภยั ผลกระทบ • เป็นขา่ วในเชงิ ลบ • คา่ เสยี หาย +ถูกฟ้องรอ้ ง • สญู เสยี ชอ่ื เสยี ง • กระทบยอดขาย (รายได)้ © 2021 Deloitte Touche Tohmatsu Jaiyos Advisory Co., Ltd. 66
In conclusion… 67 © 2021 Deloitte Touche Tohmatsu Jaiyos Advisory Co., Ltd.
Q&A
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (“DTTL”), its global network of member firms, and their related entities. DTTL (also referred to as “Deloitte Global”) and each of its member firms and their affiliated entities are legally separate and independent entities. DTTL does not provide services to clients. Please see www.deloitte.com/about to learn more. Deloitte is a leading global provider of audit and assurance, consulting, financial advisory, risk advisory, tax & legal and related services. Our global network of member firms and related entities in more than 150 countries and territories (collectively, the “Deloitte organisation”) serves four out of five Fortune Global 500® companies. Learn how Deloitte’s approximately 312,000 people make an impact that matters at www.deloitte.com. Deloitte Asia Pacific Limited is a company limited by guarantee and a member firm of DTTL. Members of Deloitte Asia Pacific Limited and their related entities, each of which are separate and independent legal entities, provide services from more than 100 cities across the region, including Auckland, Bangkok, Beijing, Hanoi, Ho Chi Minh City, Hong Kong, Jakarta, Kuala Lumpur, Manila, Melbourne, Osaka, Shanghai, Singapore, Sydney, Taipei, Tokyo and Yangon. About Deloitte Thailand In Thailand, services are provided by Deloitte Touche Tohmatsu Jaiyos Co., Ltd. and its subsidiaries and affiliates. This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte Network”) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this communication. © 2021 Deloitte Touche Tohmatsu Jaiyos Advisory Co., Ltd.
Search
