Enterprise Risk Management
Robert Brewer, Internal Audit and Compliance Consultant
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Enterprise Risk Management (ERM) is a complex area that challenges organizations and Boards of Directors in deciding how to effectively implement this critical process. There are pitfalls to avoid when implementing your ERM process such as lack of understanding or clarification of the definition of the risk terms i.e. risk appetite, inherent risk, and residual risk.
This highly interactive two day seminar on Enterprise Risk Management will:
- Explore a practical approach to implement ERM and which risk framework to adopt for your organization.
- Explain how to develop a common risk language; identify key risks and establish an organization’s risk portfolio.
- Discuss how to establish management’s risk tolerance; decide who has responsibility and authority to address risk or take on risk on behalf of the organization.
- Address how to assess risk that influences value and develop risk responses and how to develop risk monitoring and reporting processes.
- Discuss how to avoid other pitfalls such as not including all stakeholders, allowing technology to drive the process, failing to clarify roles and responsibilities, and others.
Upon completing this course on ERM, participants will learn:
- How to determine the risks for your organization – how to get started on the ERM journey.
- How to weight risk to determine the key risks – not all risks are created equal.
- How to develop a common risk language – ERM has a language that needs to be customized for your organization.
- How to determine risk appetite – learn the steps for establishing your organization’s risk appetite.
- Which is the appropriate risk framework for your organization – evaluate the different risk frameworks.
- How to develop and prioritize a risk portfolio – develop an ERM heat map.
- How to develop your management’s risk tolerance – a tactical consideration for your ERM journey.
- Who is responsible for the risk – what are the roles of the Board of Directors, Executive Management, Chief Risk Officer and Internal Audit
- How to decide to avoid, accept, reduce or control a risk – how do you respond to the risks identified.
- The appropriate risk monitoring and reporting processes – how do you prepare a presentation to the Board of Directors and Executive Management?
- How to perform risk assessments effectively – risk assessments are a critical part of ERM, and are part art, and part science.
Who Will Benefit:
All industries and businesses of all sizes are at risk of having misstatements from errors and/or fraud in their financial statements. Anyone working in an accounting department or who is responsible for accounting transactions within an organization would learn about assessing the risk of errors and fraud and determining the effectiveness of the internal controls. Following personnel will benefit from this seminar:
- Chief Risk Officers
- Risk Management Professionals
- Internal Audit Professionals
- Compliance Professionals
- Finance Professionals
- Chief Actuaries
- Anyone interested in learning more about ERM
|Day One (8:30 AM – 4:30 PM)
||Day Two (8:30 AM – 4:30 PM)
Registration Process: 8:30 AM – 9:00 AM
Session Start Time: 9:00 AM
Session 9:00 AM – 12:00 PM (Including 15 minute break)
- ERM Process Overview – It will discuss the history of ERM and the successful elements of an ERM process.
- Define Common Risk Language – It will discuss the definitions of the key risk terms so that you can begin developing a common risk language for your organization.
- Risk Definitions
- Risk Tolerance
- Risk Appetite
- Inherent Risk
- Residual Risk
- Interactive Exercise to Select a Risk Framework – It will discuss the major risk frameworks and perform an exercise so that you can select the appropriate framework for your organization.
- Each Team Members Responsibilities and Reporting Methods to Create an Effective Risk Management Program – It will discuss the Board of Directors, Executive Management, Chief Risk Officer, and Internal Audit.
- Role of Risk Committee – It will discuss how to develop an effective Risk Committee within your organization.
- Introduction of Case Study –Case Study of a Company to apply the principles of ERM that we have discussed.
Lunch 12:00 PM to 1:00 PM
Session 1:00 PM to 4:30 PM (Including 15 minute break)
- Develop Business Case for ERM –It will discuss the steps to develop a business case for ERM, and then apply these steps by developing a business case for our case study Company.
- Identify Key Risks (Facilitated Workshop) – It will identify the risks for our case study Company, and introduce a tool to identify the key risks.
- Develop Questionnaire for ERM risks – It will develop an ERM questionnaire for our case study Company.
- Develop Companywide Risk Portfolio for the Case Study – It will apply the tool we discussed for identifying key risks to our case study Company.
- Risk Assessments – Risk assessments are a critical part of ERM, and it will discuss how to effectively perform these assessments.
Session 8:30 AM to 12:00 PM (Including 15 minute break)
- Assign Ownership for the Risks – It will discuss how to appropriately ensure ownership of the key risks by obtaining buy in from executive management.
- Assess Risk That Influence Value and Develop Risk Responses (Avoid/Accept/Reduce/Control) – It will learn how to respond to the key risks, and practice this approach in our case study.
- Develop Heat Map for Case Study
- Develop Supporting Data Sheets to Support Heat Map Results – There is a lot of back of the scenes work in developing a heat map, and we will review a methodology to provide the needed support for your heat map.
Lunch 12:00 PM to 1:00 PM
Session 1:00 PM to 4:30 PM (Including 15 minute break)
- ERM Risks Mapped to Auditable Entities – After the key risks have been agreed upon it will discuss how this drives the internal audit schedule.
- ERM Risks Mapped to 10-K Risk Factors – It will explore how the ERM risks relate to the 10K risks included in your SEC filing.
- Develop Risk Monitoring and Reporting Processes – It is important to have a process to ensure risk mitigation plans are implemented and have the desired outcome.
- How to Link ERM and the Strategic Plan – It will discuss how to link ERM to your organization’s strategic planning process.
Meet Your Instructor
Internal Audit and Compliance Consultant
Robert Brewer served as Senior Vice President and Chief Compliance Officer for Office Depot since 2005. In this role, Bob had overall responsibility for compliance activities on a global basis for a retailer who provided supplies and services to its customers through 2,200 worldwide retail stores, have annual sales reaching $17 billion, employing 66,000 associates around the world. Office Depot provides more office supplies and services to more customers in more countries than any other company, and currently sells to customers directly or through affiliates in 59 countries. Among other functions, global internal audit, loss prevention, risk management functions and social compliance reported to Bob. He had direct reporting relationship with the Audit Committee of the Board with respect to audit and risk assessment matters. He also served as the Chair of the Board of Directors for the Office Depot Foundation providing resources and product valued at over $12 million annually. He previously served as Vice President of Global Corporate Audit Services for six years.
Prior to joining Office Depot, Bob was Director of Audit for W.R. Grace & Co., Boca Raton, FL; Director of Audits/Security for Praxair Inc., Danbury, CT; Manager of Audit Regions for Union Carbide Corporation, Danbury, CT; and Manager of Internal Audits for the West Virginia Department of Highways, Charleston, WV. He holds a MBA from the University of New Haven, CT; a CPA from the State of West Virginia; and a BS from the West Virginia Institute of Technology, Montgomery, WV.
Bob is a member of the American Institute of CPA’s (Past Chairman of the Business & Industry Executive Committee, and served on the Nominations and Board of Examiners Committees); the West Virginia Society of CPA’s; and the Institute of Internal Auditors (Board of Governors and former Vice President of Student Relations). He is a frequent speaker at professional conferences, focusing his remarks on best practices in the field of internal audit and risk assessment.
In his free time, Bob enjoys playing golf, traveling, reading and spending time with his family. Additionally, he is active in his church and local community projects.
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