Born To Be Wild

Category: Enterprise Risk Management

  • Building Resilience: Why Investing in Organisational ERM Training is Essential

    Building Resilience: Why Investing in Organisational ERM Training is Essential

    Previously, we explored the transformative potential of e-learning in building resilient organisations. Today, as we delve deeper, we move our focus to one of the key facets of resilient organisations – Enterprise Risk Management (ERM). The value of effective ERM cannot be understated. 

    Here’s why investing in organisational ERM training should be a priority and how our risk and resilience management e-learning platform, RiskSmart Hub, can help. 

    Emerging Trends and The Need for ERM

    Cyber threats, regulatory changes, and geopolitical uncertainty are only some of the current rapidly evolving challenges facing organisations today. In this context, a robust ERM strategy and framework serves as the lynchpin that holds the organisation firm amidst fluctuating risks. 

    Employee capability to deal effectively with these uncertainties plays a crucial role here. ERM training equips organisations with the skills and knowledge to identify, assess, and manage risks, ultimately steering them towards resilience. 

     

    The ERM Advantage

    Investing in ERM training yields several advantageous outcomes for organisations including: 

      

    Improved Decision-Making:  

    One of the key advantages of ERM training is the profound impact it has on decision-making within the organisation. Employees who have undergone in-depth ERM programs possess a comprehensive understanding of risk factors that dynamically influence the organisation’s operational environment.  

    This knowledge lets them consider not just isolated risks, but the entire spectrum of interrelated uncertainties that can affect the organisation’s prospects. From strategic decisions like product expansion or market entry to tactical choices like supplier selection or cost control measures, ERM-educated employees can weigh potential risks against potential rewards more effectively.  

    Furthermore, these employees are equipped with tools and methodologies enabling them to quantify the impact of identified risks. They can use scenario analysis and risk assessments to make more empirical and data-driven choices. This is a significant shift from instinct-driven decisions to an evidence-based approach that heavily relies on analysis and foresight. 

    A holistic understanding of risks also motivates ERM-trained individuals to explore alternative solutions and implement innovative strategies. This cultivation of innovative thought often results in novel solutions that can give an organisation a competitive edge in the market.  

    ERM training fundamentally transforms the decision-making landscape within an organisation. It equips employees with the ability to make informed choices and consider a broad spectrum of risks and opportunities to drive overall organisational performance and resilience. 

     

    Risk Culture:  

    One of the most transformative outcomes of integrating ERM training is the development of a proactive risk culture. This culture, fuelled by knowledge and underpinned by precaution, encourages employees at all levels of the hierarchy to actively participate in risk management efforts. 

    A robust risk culture doesn’t happen overnight but is the result of consistent reinforcement of risk awareness, starting from top management and permeating throughout the workforce. With ERM training, employees become well-versed in identifying and understanding the risks inherent in their roles, their departments, and the broader business landscape. This understanding cultivates a sense of responsibility and ownership, empowering employees to mitigate risks proactively. 

    The fostering of a proactive risk culture does not only act as a strong preventative force against potential threats but also as a driving force for progressing towards organisational resilience. By embedding risk management principles into the everyday culture, ERM training ensures that the organisation is prepared, aware, and armed to face any prospective challenges head-on. 

     

    Competitive Advantage: 

    Developing and embedding a comprehensive, resilient risk management framework with ERM training not only shields an organisation from potential threats, but uniquely positions it for significant competitive advantage in the marketplace. This advantage is multifaceted – heightened decision-making capabilities, increased operational efficiencies, improved reputation, and the capacity to seize opportunities others might avoid due to perceived risks. 

    ERM training transforms risk response from being merely reactive to pre-emptive and strategic. This strategic focus can differentiate an organisation, enabling it to navigate and capitalise on situations where competitors without such foresight might falter. 

    Embedding ERM practices in an organisation naturally leads to improved operational efficiencies. ERM-trained employees are adept at identifying risks present in operational processes – risks that, left unaddressed, could result in process inefficiencies, cost overruns, quality concerns, and wasted resources. By proactively identifying, assessing, and addressing these risks, organisations will be better placed to streamline operations and reduce costs, thereby gaining a strategic advantage over competitors. 

    A robust ERM framework positively impacts an organisation’s reputation. Stakeholders are more likely to trust and invest in organisations that transparently manage and communicate about risks. A reputation for being a resilient, well-managed business can create preferential treatment in competitive situations. 

     

    Leveraging E-Learning for ERM Training

    In today’s digital age, e-learning platforms are revolutionising the way organisations approach upskilling and capability development. Our newly launched RiskSmart Hub platform is a testament to this, designed to significantly enhance risk and resilience management education conveniently and effectively.  

    Interweaving technology and education, RiskSmart Hub offers flexible learning modules, articles, how to guides, tools and templates, exclusive discussions, and more that accommodate the diverse work schedules of today’s professionals. The platform’s versatile nature allows employees to control the pace and location of their learning journey, making ERM training more accessible and ensuring no individual is left on the sidelines.  

    But it isn’t just flexibility that sets RiskSmart Hub apart. The real advantage lies in the relevance and depth of the content offered and curated by our team of world-class risk and resilience management consulting experts. Our content isn’t derived from mere theory. It stems from real business scenarios, recent case studies, latest regulatory updates, and emerging risk trends. The amalgamation of these aspects guarantees learners receive up-to-date, practical knowledge that can readily be applied to their day-to-day work.  

    RiskSmart Hub is not only facilitating the enhancement of risk awareness and abilities within organisations but actively making ERM training a part of employees’ professional growth. Through such a platform, we are working towards a future where every organisation is resilient, informed and confidently navigating ahead, irrespective of the complexity of the challenges they face. 

     

     

    Investing in organisational resilience and ERM training is not just a buffer against adversity; it’s a strategic decision that propels success. With RiskSmart Hub, we aim to facilitate this learning journey for organisations and give them the confidence to navigate any storm. 

     

    Experience RiskSmart Hub Today —>

    Learn More About Enterprise Risk Management

  • Sharpening Your Business Edge: The Importance of Risk and Resilience E-Learning In Today’s Landscape

    Sharpening Your Business Edge: The Importance of Risk and Resilience E-Learning In Today’s Landscape

    The business landscape of today is more dynamic and unpredictable than ever before. Rapid technological advancements, shifting market dynamics, and an escalating geopolitical flux have given rise to a new generation of risks, demanding a fresh approach towards organisational resilience. To adapt, survive, and thrive amidst this complexity, organisations must evolve their learning to match this pace of change. That’s where risk and resilience e-learning comes into play. 

    E-learning: Your Power-Tool for Risk & Resilience 

    E-learning has emerged as a powerful tool for organisations to navigate the changing nature of risk. It offers the flexibility and accessibility that modern businesses need to address the rising trends of remote work and geographically distributed teams. The ability to provide risk and resilience education to employees, irrespective of their location, encourages a seamless, organisation-wide culture of risk-awareness. 

    Flexibility notwithstanding, e-learning’s real strength lies in its capacity to offer tailored training modules. It can draw from a variety of learning structures and methodologies, thereby offering a highly immersive learning experience. 

     

    Nurturing A Risk-Aware Culture With E-Learning  

    Nurturing a risk-aware culture goes beyond one-off training sessions. It calls for continuous learning and updating of knowledge. An e-learning platform fills this gap effectively. Such a platform not only provides the foundational knowledge of risk and resilience but continually updates course content to reflect new developments in the field. This way, businesses can ensure their employees’ knowledge of risk management remains fresh and relevant. 

    Another distinct advantage of e-learning is its ability to cater to a diverse audience. From senior management to operational staff, e-learning platforms can be leveraged to roll out risk and resilience training that suits the specific learning requirements of all levels of the organisation. This fosters a comprehensive culture of risk-awareness, where every employee understands their role in managing and mitigating risks. 

     

    RiskSmart Hub: Your Companion for Risk and Resilience E-Learning 

    Recognising the definitive role of e-learning in building risk and resilience management, we have launched our e-learning platform, RiskSmart Hub. Designed with industry-leading insights, this platform offers organisations the ability to train their teams in risk and resilience management effectively and efficiently. 

    RiskSmart Hub’s modules are not just about risk identification and analysis. They extend to holistic risk management, covering areas such as strategic risk appetite, risk governance and creating a risk-aware culture. The platform also accommodates busy schedules with flexible learning modules that employees can engage with at their own pace. 

     

     

    In an era characterised by complexity and change, the importance of training in risk and resilience cannot be overstated. By leveraging e-learning, organisations cannot just circumnavigate potential threats but turn them into opportunities for growth and innovation. In essence, the right e-learning platform can be a gamechanger, sharpening your business edge and paving the way for long-term success amidst uncertainty. 

    Experience RiskSmart Hub Today —>

    Get In Touch With RiskLogic

  • Investing In Your Team: Building a Resilient Organisation Through Effective E-Learning

    Investing In Your Team: Building a Resilient Organisation Through Effective E-Learning

    In today’s fast-paced, constantly evolving corporate landscape, it is increasingly vital for organisations to invest in their teams, sharpen skills, and enhance capabilities. More than ever, hiring managers are shifting their attention towards learning and development activities – a clear indication of the value of this aspect of the human resource strategy.

    An integral part of this dynamic is Enterprise Risk Management (ERM) and Organisational Resilience (OR) training which encompasses facets such as risk management processes and tools, business continuity management and crisis management. In this realm, e-learning emerges as a formidable tool.

    The Value of E-Learning in ERM & OR Training

    In recent years, e-learning has drastically transformed the landscape of professional education. With digitally delivered courses, staff can now harness new knowledge and skills more efficiently than traditional classroom-based approaches. It’s no surprise then, that e-learning has found so much value in ERM and OR training.

    One of the most significant advantages of e-learning is its flexibility. Training modules can be accessed anytime and from anywhere – from the comfort of home, during commutes, or during work breaks. This allows employees to fit learning into their personal schedules. In a world where work-life balance is increasingly valued, the flexibility of e-learning cannot be overstated.

    The accessibility of e-learning is equally crucial. Regardless of geographical location, employees can access critical risk management training materials. Such global reach ensures that even remote staff are just as skilled and informed as their office-based counterparts. With e-learning, geographical distances pose no hindrance to the organisation-wide dissemination of essential ERM and OR knowledge.

    E-learning additionally allows for individualised learning experiences. People absorb information at different rates; what might be clear to one person may be challenging for another and e-learning platforms allow learners to progress through training modules at their own pace.

    Additionally, the digital nature of e-learning allows for quick content updates, thereby ensuring that training material is always current. In the rapidly changing risk environment, this feature is invaluable. Employees can therefore always stay up-to-date and adequately be prepared with the latest risk management strategies and practices.

    RiskSmart Hub is our brand-new e-learning platform enthusiastically developed with these advantages in mind. It focuses on staff capabilities, risk awareness training, business continuity, crisis management, and comprehensive enterprise risk management — all the pillars required for building a resilient organisation.

     

    Investing in Staff Capabilities

    Investing in staff capabilities, particularly in ERM and OR, has never been more critical than in today’s dynamic and complex business environment. Essential capabilities include understanding and identifying potential risks, planning appropriate responses, and implementing effective risk management solutions. These skills are not instinctive; instead, they are developed and refined through comprehensive training.

    To truly excel in risk response, employees need the facility to recognise the first signs of a potential risk, to sidestep or minimise harm, and to develop an agile, adaptive strategy that mitigates its impact. The fluidity of the modern business landscape, characterised by changing regulations, evolving technologies, and emerging threats, necessitate continuous learning.

    Investments in comprehensive training platforms facilitate such continuous learning. Far beyond the classroom, they provide extensive content, tools, and strategies tailored to a variety of learning styles and paces. These resources enable staff to dive deeper into the concepts of ERM and OR, to explore case studies, to apply their knowledge in real-life scenarios, and to test themselves through interactive quizzes.

     

    The Importance of Risk Awareness Training

    When staff augment their risk awareness, they are better equipped to discern potential risk signals that may lurk beneath daily work activities. These signals could be subtle changes in patterns, aberrations in data, irregularities in communication or sudden market changes. A risk aware individual will recognise these anomalies as potential threats, thus averting the risk before it manifests into a crisis for their organisation.

    Risk awareness is also invaluable for interpreting the consequences of such risks. A risk aware team member will understand the potential short-term and long-term implications of risks, or how they could echo throughout the entire organisation. They will appreciate how a risk in one department can cascade onto others, the potential damage to the company’s reputation, or how it could affect the company’s financial buoyancy.

    Effective response is another crucial aspect shaped by risk awareness. The more risk aware employees are, the quicker and more adaptively they can respond to risks. This aspect is vital because speed is often of the essence in risk management. Swift actions can prevent minor issues from snowballing into larger problems, ensuring that the organisation remains resilient in the face of threats.

    Implementing interactive e-learning modules paves the way for this much-needed risk awareness training. These modules help provide staff with a clear and comprehensive understanding of ERM and OR. Such modules help make the learning experience more engaging and memorable, ensuring the practical application of risk awareness in day-to-day operations.

     

     

    Making an investment in your team through e-learning is an investment in your organisation. By facilitating continuous learning and growth, you are building a stronger, more resilient brand. With RiskSmart Hub, you can provide your team with the skills they need to face challenges head-on and to leverage risk for organisational success.

    Experience RiskSmart Hub Today —>

  • The Impacts of CPS 230 on Australian Financial Institutions: A Closer Look

    The Impacts of CPS 230 on Australian Financial Institutions: A Closer Look

    Australian financial institutions today operate in a landscape defined by continual regulatory changes. One such critical change is the introduction of CPS 230, a regulatory standard issued by the Australian Prudential Regulation Authority (APRA). 

    The impacts of CPS 230 for Australian financial institutions are extensive, heralding a shift in the regulatory landscape and introducing a newly structured approach to managing resilience and operational risk. This post aims to shed light on the impacts and implications of CPS 230 compliance for Australian financial institutions. 

     

    Institutional Resilience

    At the core of CPS 230 compliance is the strengthening of institutional resilience. By stipulating a strong regulatory framework to effectively manage and mitigate operational risk, institutions are compelled to adopt a more robust approach to risk management. This, in turn, induces a heightened institutional resilience, significantly reducing the risk of regulatory breaches and resultant reputational damage. 

     

    Enhancement of Risk Culture

    CPS 230 compliance is aimed at strengthening the risk culture within Australian financial institutions. The mandatory implementation of holistic risk management frameworks demands a collective understanding and involvement in operational risks, managed service providers, and resilience at all levels of an institution. This regulation thereby elevates risk awareness, transforming an institution’s risk culture to incorporate a more informed, proactive stance. 

     

    Improved Accountability Through CPS 230

    CPS 230’s emphasis on clear operational risk roles and responsibilities works to crystallise accountability and dispel ambiguity. CPS 510 states that the role of the Board is crucial in ensuring maintenance of a sound risk management framework in line with CPS 220. A system where accountability is explicit leads to increased efficiency in regulatory compliance management, nurtures a more transparent culture, and in the long run, enhances public and shareholder confidence. 

     

    Integration of Compliance Management

    One significant impact of CPS 230 on Australian financial institutions is the integration of compliance management within an institution’s overall risk management approach. Rather than being viewed as a standalone obligation, compliance to CPS 230 needs to work hand-in-hand with an institution’s strategic, operational, and financial risk management. This accelerates a more holistic approach to risk management, effectively promoting consistency in risk management strategies and practices. 

     

    Increased Oversight and Transparency

    The regulation necessitates regular reporting and review, fostering greater oversight and transparency over operational risk management. Regular monitoring, supported by state-of-the-art technological tools, drives institutions to maintain an actively updated perspective of the operational risk and resilience landscape. This increased visibility of potential risks helps institutions make informed decisions, thus continually enhancing the overall risk management framework.  

     

     

    CPS 230 compliance has indeed brought increased changes and significant impacts across the financial sector, pushing institutions to upgrade their risk management approach, invest in suitable resources, and remain agile in the face of steady regulatory advancement.  

    At RiskLogic, we assist organisations to smoothly transition into the CPS 230 compliance landscape. Through our expert consultancy, we guide you in creating robust risk management frameworks that foster resilience, enhance risk culture, and harmonise compliance with your overall risk management practices. 

    As the evolution of Australian financial institutions moves to embrace comprehensive frameworks like CPS 230, RiskLogic is here to bolster this journey, helping businesses navigate the complexities involved in these monumental shifts. CPS 230 compliance is much more than a regulatory change – it represents a strategic advancement for the Australian financial sector. 

    Contact us today to get a deeper insight into this topic from our expert team of consulting experts. You can also learn more about CPS 230 compliance here.

  • The Essentials of CPS 230 Compliance

    The Essentials of CPS 230 Compliance

    In the modern financial environment, regulatory compliance is a non-negotiable aspect of maintaining trust, stability, and operational efficiency. One such regulation in focus is the CPS 230 standard. Introduced by the Australian Prudential Regulation Authority (APRA), CPS 230 aims to ensure that regulated institutions employ a robust risk management system, one that meets compliance requirements with an adept, resilient stance.

    In this piece, we delve into the essentials of CPS 230 compliance, elucidating the key facets of this crucial regulation. 

     

    A Harmonised Regulatory Framework 

    The bedrock of CPS 230 compliance is the development and enforcement of a holistic regulatory framework. This framework should be tailored to tackle operational risks, including resilience and managed service providers, effectively and should align proportionately with the institution’s size, overall business complexity, and business mix. Under the regulatory guidelines of CPS 230, this encompasses a well-sculpted management structure, comprehensive risk identification processes, evolving risk mitigation strategies and regular inspection of the operational risk management framework to ensure its continued efficacy. 

     

    Demarcated Accountability and Persistent Transparency 

    Transparency and accountability aspects should be the twin pillars supporting the arch of CPS 230 compliance. Institutions under this mandate are encouraged to foster a culture where responsibility for managing operational risks is clearly defined and allocated across management levels. Furthermore, such allocation should be corresponding with the roles, ensuring decision-makers at various levels are equipped to manage their respective operational risks effectively. This culture of accountability harmonises with and reinforces the stringent transparency norms under CPS 230, enabling firms to enhance their resilience further. 

     

    Defining Risk Tolerance and Developing Comprehensive Policy 

    The creation of an operational risk tolerance statement stands as an integral part of CPS 230 compliance. This declaration outlines the levels of risk the institution is willing to assume while strategising for growth and delivering on its purposes. Alongside this statement, a dynamic, comprehensive operational risk management framework, covering resilience and service provider management, operates as the overall guiding compass. Rooted in the principles of adaptability, this framework should reflect the evolving nature of the business environment, both internal and external. 

     

    Continual Monitoring and Regular Reporting

    Continuous monitoring forms the centre of CPS 230 compliance, allowing institutions to track the efficacy of their operational risk management activities and rectify any discrepancies promptly. Regular generation and submission of reports to the Board and other relevant stakeholders ensures a participative and transparent approach in achieving compliance. Frequent reporting facilitates executive management’s access to current, precise data enabling strategic and proactive decision-making. 

     

    Cyclic Review and Progressive Improvement

    Beyond regular compliance activities, CPS 230 mandates a thorough review and improvement mechanism. Institutions should undertake systematic audits to assess the effectiveness of their risk management frameworks, ensuring that every facet delivers its desired outcome and contributes to overall organisational resilience. Audit results should be shared with management and the Board, inciting organisation-wide involvement in the path to improved compliance. 

     

     

    Navigating the CPS 230 compliance journey could appear challenging, but with the right understanding and a comprehensive approach towards these key elements, such challenges can transform into opportunities. Expert guidance can assist you in bolstering your risk management approach, fostering a culture of transparency, and constructing a robust, resilient organisation. 

    At RiskLogic, our team of seasoned professionals are committed to helping organisations steer through the intricacies of CPS 230 compliance. We provide extensive consultancy services using an AI-powered SaaS solution to help develop, actualise, and review your operational risk management frameworks. Grounded in real-world experience and industry knowledge, our team ensures that our clients are not only ready to meet basic compliance requirements but are also prepared to navigate an ever-evolving landscape of risks adeptly. 

    Contact us today to get a deeper insight into this topic from our team of consulting experts. You can also learn more about CPS 230 compliance here.

  • Understanding the Significance of ERM in Today’s Business World

    Understanding the Significance of ERM in Today’s Business World

    As technological advancements continue to skyrocket, the business environment has increasingly become more volatile, uncertain, and complex. Navigating this challenging landscape requires astute foresight and sound strategic planning. 

    One of the essential tools that senior executives and decision-makers can leverage to manage this complexity is Enterprise Risk Management (ERM). 

     

    The Growing Importance Of ERM?

    As we have transitioned into a digital age where data-driven decisions reign supreme, ERM has unveiled its true potential. It equips organisations with the ability to mitigate risks, seize opportunities, and build resilience by aligning risk appetite and strategy, reducing operational surprises and losses, and identifying and managing cross-enterprise risks. 

    From technological changes to environmental concerns, geopolitics, and more, companies face a broad array of factors that threaten their ability to achieve objectives. These increased challenges highlight the growing importance of ERM in ensuring business continuity and resilience.  

    Here are some examples of why ERM is important and how it enables business resilience:

     

    1. Complex and Interrelated Risks 

    Modern business operations are intricate and increasingly interconnected, making them vulnerable to a wide range of risks that can negatively impact different aspects of the business simultaneously. Given the interconnected nature of these risks, a siloed approach to risk management is inadequate. ERM provides a holistic approach considering all risks in tandem. It maps how they can interact and affect one another, which is crucial in understanding their collective impact on the company’s objectives. 

     

    2. Regulatory Compliance 

    Increasing regulatory requirements across various industries make this an essential aspect of any business operation. ERM is a proactive response to understand and manage regulatory risks and ensures that businesses remain in compliance with all industry norms, legal requirements, and best practices. It can protect against legal troubles, penalties, and/or reputational damage. 

     

    3. Supports Decision Making 

    By identifying all potential risks and assessing their relative impacts, ERM equips decision makers (e.g. senior management) with a comprehensive understanding of their business environment. This aids informed decision-making, planning resources, and aligning risk appetite with business strategy. 

     

    4. Enhances Stakeholder Confidence 

    Investors, clients, and other stakeholders increasingly seek transparency about the risks a business faces and how it manages them. An effective ERM program demonstrates that your company is committed to understanding and appropriately managing risks, which increases confidence and might lead to advantages in investment, partnerships, etc. 

     

    5. Managing Opportunities 

    ERM framework is designed not only to handle potential threats but also to identify opportunities. Whenever a risk is identified, there may exist an associated chance for growth or gain. For example, gaining efficiency from automating a process to mitigate risk from manual intervention, such as straight through processing. 

     

    6. Better Preparedness 

    In a rapidly changing world where new types of risks can emerge at any moment, companies using ERM strategies are better equipped for unexpected events. They can respond quickly, pivot as necessary, and maintain business operations with minimal interruptions. 

     

    ERM is evolving from just being a compliance necessity to a strategic necessity – an indispensable tool that helps an organisation strategically identify and efficiently manage its entire portfolio of risks, thus enabling it to achieve its business objectives amidst uncertainty and to create value. 

    In today’s hyper-connected world, when risks can emerge from any sector and have significant consequences, a well-crafted ERM approach is not a mere added asset; it’s a business imperative. 

     

     

    ERM’s Key Role in Strategic Decision Making 

    Effective ERM empowers senior executives with the necessary insights for determining the risk-reward trade-off, which plays a pivotal role in strategic decision-making. It enables leadership to make critical decisions based on a comprehensive understanding of risk and facilitates the prioritisation of resources to areas with the highest risk exposure. 

    Here’s how ERM lends substantial support to strategic decision making: 

     

    1. Understanding Risk-Reward Trade-offs 

    Every strategic alternative comes with a set of potential risks and rewards. By leveraging ERM, decision-makers can better understand these trade-offs. ERM aids in assessing the magnitude of the potential risk against the expected return, enabling businesses to decide if the anticipated reward justifies the associated risk. 

     

    2. Risk Appetite and Tolerance 

    An essential part of strategic planning involves clearly defining a company’s risk appetite. ERM helps determine this risk appetite and ensures that all strategic decisions align with it. Through this, organisations can avoid decisions that expose the business to more risk than it is prepared to accept. 

     

    3. Forward-Looking View 

    ERM is inherently forward-looking due to its focus on predicting and planning for future risks and uncertainties. This futuristic approach aligns perfectly with strategic planning, which is also about setting a roadmap for the future. 

     

    4. Responding to Risks 

    In strategic planning, the action taken towards each risk is critical – whether the risk is accepted, mitigated, transferred, or avoided. 

    ERM guides this process, offering mechanisms to reduce the impact of those risks and strategies to take advantage of potential opportunities. 

     

    5. Driving Competitive Advantage 

    By streamlining risk responses and mitigating losses, ERM can convert risks into opportunities, resulting in a competitive advantage. 

    Unforeseen incidents or crises in the market can create windows of opportunities for companies to step in, innovate, and reap benefits that their competitors might miss. 

     

    6. Promote Cross-Functional Collaboration 

    By its very nature, ERM is cross-disciplinary. It encourages departments to step out of their silos and collaborate on risk assessments and responses. 

    This inter-departmental collaboration often leads to better decision-making as it provides a more comprehensive view of the business environment. 

     

    ERM’s role in strategic decision-making cannot be underestimated. By incorporating ERM into strategy formulation and execution, companies can create strategies that are not only achievable but also sustainable. 

    It allows for well-informed decisions that pave the way for long-term resilience, growth, and success, thereby securing the future of a company in the face of uncertainty and risk. 

     

     

    As we navigate the realities of an ever-evolving business landscape, the significance of ERM becomes more pronounced than ever before. The adoption and implementation of an efficient and effective ERM framework is no longer an option but a necessity for organisations striving to maintain a competitive edge in today’s business world. 

    Contact us today to get a deeper insight into this topic from our team of consulting experts. You can also learn more about Enterprise Risk Management here.

  • The Role of Enterprise Risk Management in Facilitating Business Growth

    The Role of Enterprise Risk Management in Facilitating Business Growth

    In today’s highly uncertain and constantly evolving business context, one of the critical defining factors of successful organisations is their ability to identify, assess, and manage various risks at the enterprise level. This is where the role of Enterprise Risk Management (ERM) becomes an indispensable tool for business growth.

     

    What is Enterprise Risk Management (ERM)?

    Enterprise Risk Management is the strategic process of planning, organising, leading, and controlling the activities of an organisation to minimise the impact of potential risks on an organisation’s capital and earnings. ERM sees across all areas of an organisation, identifying potential risks and proactively addressing them to prevent interruptions and disruptions that could affect achievement of the organisation’s objectives.

    One of the key benefits of ERM is its ability to identify and manage a multitude of risks on a holistic scale across the entire firm. In an ERM approach, it is critical to consider the combined effect of various risks and how they can influence each other in distinct ways. For example, a technological risk could impact a company’s reputation, or a financial risk could affect a company’s operational capability.

    Moreover, the ERM approach is not only about risks to be managed, but also about recognising opportunities. By implementing ERM approach and practice, businesses can also see potential positive risks (opportunities) that can be seized for a reward.

    Despite its extensive approach, ERM cannot eliminate all eventualities. Just like any other business process, it requires a cost versus benefit analysis. However, companies utilising ERM practices will likely be better equipped to manage unpredicted events and the accompanying risks, with a strategic plan in place, and a comprehensive understanding of the potential impact of various risks on their objectives.

    Now, let’s move on to the strategic role of ERM in facilitating business growth.

     

    1. Aligning Risk with Strategic Goals

    ERM plays a crucial role in aligning an organisation’s risk appetite with its strategic goals. By identifying and assessing the potential risks that could impact long-term objectives, senior management and business risk owners can make better, more informed decisions that align with the organisation’s strategic road map and its established risk thresholds.

     

    2. Enhancing Business Value through Risk Optimisation

    ERM aids in optimising risk and driving growth by providing a framework that allows organisations to manage threats and seize opportunities that arise. This risk-based approach to value-creation significantly enhances an organisation’s capacity to improve business processes, eliminate waste, increase efficiency, and ultimately, enhance stakeholder value.

     

    3. Stimulating Innovation

    ERM drives innovative thinking by encouraging the creation of risk management strategies that are both unique to the business environment and adaptable to potential threats and opportunities. Through constant monitoring and review of these strategies, ERM ensures continuous improvement and adaptation to meet evolving risks and market dynamics.

     

    4. Regulatory Compliance and Reputation Management

    As corporate governance regulations become increasingly stringent, ERM plays a critical role in ensuring regulatory compliance, thus preventing legal issues that could impact the organisation’s reputation and bottom line.

    A robust ERM approach showcases to stakeholders that the organisation is committed to managing its undertakings diligently and proactively, thereby building trust and enhancing its reputation.

     

    5. Promoting Organisational Resilience

    With its integrated approach, ERM enables organisations to build resilience by preparing them for potential threats and devising effective mitigation strategies. This resilience ultimately ensures business continuity, even amid disruptive events, facilitating consistent growth and stability.

    In essence, ERM is not just a strategic tool for risk management; it’s a comprehensive approach that bridges the gap between strategy and execution, enabling organisations to navigate uncertainty, drive performance, and achieve business growth.

    By delivering a unified view of all risks, ERM allows organisations to make informed strategic decisions and seize opportunities, ultimately leading to a more resilient, agile, and growth-oriented business. The strategic integration of ERM into a business’s operations is thus a critical driver of business growth and success in today’s complex and volatile business world.

     

    For a more comprehensive, detailed and tailor-made approach to your enterprise risk management, our team of experts can help.

    Contact us today to get a deeper insight into this topic from our team of consulting experts.

  • Proactive vs Reactive: How Enterprise Risk Management Converts Threats into Opportunities

    Proactive vs Reactive: How Enterprise Risk Management Converts Threats into Opportunities

    Enterprise Risk Management (ERM) continues to challenge the corporate agenda due to increasing complexities in a fast-paced, unstable global business environment, brimful of potential yet fraught with trials.

    Two risk management styles have emerged from this instability, each with a significant impact on an organisation’s success – proactive and reactive risk management. However, one clearly affords the edge, transforming potential threats into opportunities and delivering on the promise of strategic organisational growth. 

    Before delving into a comparison, it’s important to understand the basics. 

     

    What Is Reactive Risk Management?

    Reactive Risk Management is just as the name suggests. When a risk event occurs, measures are taken to address and mitigate the impact of that event. Reactive risk management can be perceived as firefighting – responding to sudden or systemic disruptions as they occur and attempting to minimise damages thereafter. 

    In Reactive Risk Management, risk identification is performed based on previous incidents or events that have caused harm, damage, or loss to the business. Risks are mainly identified through Root Cause Analysis based on the historical event data, and steps are then taken to prevent or mitigate the impact of similar events in the future.  

    While it may appear that reactive risk management comes into play after an incident, it can also serve as a learning tool to retrospectively analyse events and their respective outcomes. It draws on lessons learned from past occurrences to improve reactive/corrective key controls,  future prevention and response strategies.  

    However, one significant shortcoming of this form of management is that it’s often too late to prevent the initial impact of an unexpected risk event. This approach can also be more costly, more resource-intensive, and damaging to the company’s reputation.  

    So, while organisations should certainly plan for known risks and continuity of operations, they should also consider proactive approaches that identify potential risks in advance, reducing the likelihood of their occurrence. Speaking of which, let’s now explore Proactive Risk Management in more detail. 

     

    What Is Proactive Risk Management?

    In contrast, Proactive Risk Management, a central tenet of ERM, involves anticipating and managing risks before they materialise. Proactivity enables an organisation to effectively plan and brace itself for potential impact, thereby minimising any harmful consequences. In an ideal Proactive Risk Management environment, strategic planning and foresight convert potential threats into strategic opportunities for growth and improved business resilience. 

    In this approach, risk identification is not based on past incidents but on future forecasting and predictive modelling. Companies undertake a thorough analysis of their business activities, considering all potential vulnerabilities and threats they may face. This includes everything from economic trends and market shifts to technological advancements or potential supply chain disruptions. 

    Once potential risks are identified, they are analysed and evaluated to understand their likely impact and probability. The results of this analysis typically inform a business’s strategic planning, ensuring contingency measures are built into operational processes, project plans, and overall strategy. 

    Following the identification and analysis phase, proactive risk management involves preparing detailed strategies to manage these forecasted risks. This could include allocating resources to mitigate the risk, developing and implementing strong detective and preventative key controls, creating contingency plans, or deciding to accept the risk if it’s deemed a necessary part of doing business. 

    Regular monitoring and reporting including trend analysis as control steps are also inherent to proactive risk management. The aim is to ensure that the risk management strategies are working as planned and to pick up any changes to the risk environment early. 

    Overall, proactive risk management not only diminishes the likelihood of negative events occurring but also ensures that organisations are better prepared if they do. It allows for an optimal crisis response, cost, and resource efficiency, and often provides a competitive advantage. It can also contribute significantly to the sustainability and long-term success of an organisation.  

     

    Transforming Threats into Opportunities

    Business risks are stereotypically viewed as detrimental. However, by adopting a proactive stance, businesses can flip this perception, leveraging risk to their advantage. Here’s how:

     

    Promoting Strategic Decision Making: 

    Through proactive risk identification and evaluation, ERM enhances strategic decision-making. Leadership can utilise risk intelligence to weigh options, make informed choices and shift business tactics, if need be, thereby converting potential threats into strategic opportunities. 

     

    Stimulating Innovation: 

    A proactive response to risk can often lead to innovation. By encouraging the development of new strategies and solutions to mitigate potential risk, ERM creates an environment conducive to inventive thinking, leading to improved business processes and products. 

     

    Seizing Market Opportunities: 

    Through identification of emerging trends and challenges, ERM can guide an organisation to seize new market opportunities. Timely anticipation and response can result in a first-mover advantage, increased market share and revenue growth. 

     

    Building Organisational Resilience: 

    Proactive risk management practices build organisational resilience and capacity to deal with adverse situations. This resilience not only wards off potential threats but also equips the organisation to seize and maximise opportunities. 

     

    Delivering Stakeholder Confidence: 

    Reactive risk management can undermine stakeholder confidence, whereas proactive risk management can enhance it. Demonstrating to stakeholders that the organisation is capable of anticipating and managing risk effectively often results in increased trust and confidence, leading to better business relationships and opportunities for growth. 

     

    The shift from reactive to proactive risk management, with ERM at its core, is integral for businesses operating in an increasingly complex and volatile environment. It allows not only for effective threat mitigation but the transformation of these threats into opportunities for strategic growth and sustainable success. 

    In an era defined by rapid change, the difference between merely surviving and truly thriving may hinge on the adoption of a well-developed, proactive Enterprise Risk Management approach. 

     

    Start Your Enterprise Risk Management Journey with Us

    For a more comprehensive, detailed and tailor-made approach to your enterprise risk management, our team of experts can help.

    Contact us today to get a deeper insight into this topic from our team of consulting experts.

  • The Question Isn’t Can You Exercise, It’s Will You?

    The Question Isn’t Can You Exercise, It’s Will You?

    Over the past few years, RiskLogic has gained a reputation for providing truly unique and dynamic exercise simulations for organisations wishing to test their Business Continuity Program & resilience. Being able to understand how your team works when the pressure is on is vital, but being able to identify gaps and roadblocks that can occur during a crisis, probably more so.

    Recently, RiskLogic sat down with Therese Chakour-West, the Information Technology Manager at STIHL Pty Ltd (STIHL) to revisit her experience in developing and validating a Business Continuity Plan (BCP) and attending an exercise.

    STIHL established its name in the forestry and landscape world as far back as the mid 20’s. Today, they are now considered as the pioneers to petrol powered chainsaws and one of the most established brands in the market. Their chainsaws, handheld equipment, and tools are likely to be sitting in most handyman’s vans. When Mr. Andreas Stihl founded his company in 1926, it was unlikely he was considering the importance of a BC plan and running scenario exercises however. So why is it today, in 2016, a large majority still haven’t acted on putting something in place?

    Therese and her team are considered as early adopters in this case. They saw a need for a review and action before anything serious happened, and this was endorsed by the parent company’s auditors!

    “We’ve not had a BCP at all before, so that was an obvious key driver. We identified a serious gap for the operation and we had to act on it. The auditors asked for things like the Disaster Recovery Plan (DRP) and we didn’t have any plan to show them! They really applied the pressure, so we had to get something done and it was our responsibility to do so for our own subsidiary.”

    It’s no myth that directors, CEO’s and Senior execs are being spoken to all the time about BCP’s and risks that the organisation faces. A key challenge is convincing them of the importance but then getting it underway.

    “I had been trying to get it off the ground for many years. The previous MD didn’t quite see the value but with the auditor’s support and the current Leadership team support, I knew I could finally get something done here. The interest was already there for the DRP, but it was also the BCP we had to align. You can’t have one without the other. So, I just took it upon myself to get it done. You know, it’s funny, when I met with the Chairman of the board in July, I told him what we had done with the exercises, the DRP & BCP and this convinced him enough to report the importance of them back to the parent company and other subsidiaries. He just got that we needed to do it.”

    When you are part of a very large organisation, it is easy to forget that many areas of the business have different risks compared to that of head office. Therese understood quickly that their plan had to be different.

    it was getting the guidance to put a plan that worked into action

    “The parent company in Germany had their DR plan and it seemed obvious to use theirs. It didn’t take long to realise we had our own risks to focus on though. So, our procurement manager went to market and we found RiskLogic. That final BCP couldn’t have been handed down, it had to be unique for our three sites, it had to focus on our needs”.

    “We’re a team of four full-timers here on the IT Crisis team (7 total members on the crisis team). It was a no-brainer to all of us we needed this in place, but it was getting the guidance to put a plan that worked into action”.

    Those organisations that do not have a plan in place often ask themselves the same question, ‘what do we actually do if something happens?’ Most businesses will encounter at least 17,000 different versions and types of incident events each year (mostly small cyber attacks that fail); a vast majority of those will not have a BCP in place to deal with it.

    “I asked myself that a few years back; if we have a crisis, what do we do? Who does what? Really, when you’re in that high-intensity situation – what are you going to do? We really were flying by the seat of our pants here”.

    RiskLogic’s exercises focus on testing a business continuity program via realistic, hands-on scenario exercises. This is critical to:

    1) Build familiarisation with staff roles, responsibilities, processes and available tools

    2) Identify practical program improvements

    3) Provide a high level of stakeholder assurance in an organisations recovery capability

    At RiskLogic, we create event-driven, realistic scenario exercises, maximising participant engagement and providing a comprehensive, yet practical learning experience. We’ll even provide a Client with highly dynamic scenarios, utilising well-established exercise resources in a controlled exercise environment.

    Over the last two years, we have run over 150 exercises and trained over 7,000 people on Business Continuity. A number of those organisations later went on to have a real life situation occur. They were able to successfully implement the plan they had originally rehearsed to deal with the situation.

    Therese reiterated the importance of this, “You know, I’m keen to get these happening annually! Keeping the team refreshed because there is a lot of information, just keeping that awareness there”.

    you get out and act and this simulation really showed the dynamics

     

    “The scenario was a real eye-opener for us; it was unanimous. You’re really put under the same pressure you would get in real life. We were getting emails, phone calls and you know you really are just winging it by that stage.”

    “I actually got a phone call from ‘The Herald Sun’ and thought what am I supposed to say to them? I actually put my foot in it and it was a huge surprise there. You don’t think that an emergency you’re dealing with could be going viral on social media, and that can really hurt the brand.”

    “I also noticed we needed a lot of focus on the ground level people. Who is going to check on our staff?  Do we know who on the crisis team should focus on our people and where they should be based? Do you stay in the office while all this happens? No, you get out and act and this simulation really showed the dynamics we can provide as a small team, it was really great”.

    Recently, a pastor who had eaten at an Applebee’s restaurant in the US crossed out the automatic ‘18% tip charged’ for parties of more than eight and wrote “I give God 10% why do you get 18” above her signature. A waitress at the restaurant took a photo of this and posted it online. She was subsequently fired for “violating customer privacy” which would have been understandable if Applebee’s had not posted a similar receipt that was complimenting them just 2 weeks prior.

    As news of this incident spread like wildfire and infuriated people across all social media platforms, Applebee’s responded with a short post defending their actions on their Facebook page. This quickly drew over 10,000 mostly negative comments, to which Applebee’s started responding by posting the same comment over and over again. They were also accused of deleting negative comments and blocking users.

    The downward spiral continued as Applebee’s persisted in defending their actions and argued with users that criticised them. By the following day, after the original post had generated over 19,000 comments, Applebee’s decided to hide the post which only created more anger.

    “Gosh, you just shouldn’t underestimate the importance of this. People, customers talking about your brand without you being aware could be so damaging. There is so much at stake” Therese acknowledged when we mentioned a similar example.

    Since their scenario exercise with RiskLogic in June 2016, Therese is initiating an awareness session with the wider team. Her three other locations throughout Australia will adopt the same processes to ensure everyone, everywhere, is prepared – especially their Primary Crisis Team working out of the command centre in Melbourne. This is a fantastic step for STIHL to promote their resilience and innovative nature in the market, but maybe more so having the ability to show their staff and clients they care about this subject!

    “I have so much more to learn, I’m no Crisis Management expert but I definitely feel more confident in my team and our readiness when the pressure is on”.

    To learn more about STIHL and their work, visit Stihl.com.au

    For daily updates, follow my twitter or our facebook pages now!

    Until then, plan, do, check & act…

    Contact Us today to learn more

  • How to Avoid the Auckland Fuel Crisis Reoccuring

    How to Avoid the Auckland Fuel Crisis Reoccuring

    An overview

    In mid-September this year, Auckland went through a serious event that involved a major fuel line at Auckland International Airport being damaged. The result of this was city and nationwide frustration on a steady ripple effect of issues caused by the lack of fuel.

    Whilst most businesses could operate as normal, there have certainly been some interesting developments and issues surrounding what we did about it.

    RiskLogic spent some time recently pulling the facts on this crisis.

     Overview of stats:

    • Suspected digger driver/contractor tears main fuel line in Northland.
    • Airlines reduced to 30% of fuel.
    • Thousands miss key flights and connections internationally.
    • Government warned of potential risks back in 2010.
    • Supply chain issues and preparation to blame.

    A Summary: What happened in Auckland?

    The leak, caused by a one-man digger 8km south of Marsden Point oil refinery in Northland, was discovered last Thursday. At the time, it was expected to affect about 2000 travellers a day as jet fuel is rationed.

    The 130km pipeline resulted in airlines being restricted to only 30% of fuel allowance per trip. This meant most international flights were cancelled over that weekend.

    Fuel Industry spokesman, Andrew McNaughton said on the 19th of September that “we are certainly taking up the Governments offer of the Navy vessel that can distribute diesel…as well as their technical expertise”, suggesting that the Fuel Industry didn’t have this in place, to begin with.

    Four of the Z Fuel stations in Auckland were out of their 95 Premium gas after 24 hours due to the delays.

    More than 30 flights, including 12 international trips, were cancelled on the Tuesday morning. By the Wednesday, thousands of passengers were planning for rescheduled flights with hundreds of complaints and communication issues streaming into Auckland Airport operations.

    “As with any spill, the regional council is investigating the circumstances leading up to it and will consider what, if any, further action is appropriate in due course”.

    A spokesperson for Northland Regional Council said most swamp kauri extraction on farmland (area of the incident) in Northland did not require resource consent from the regional council, and none had been issued for the area where the pipe was damaged.

    “However, the council stresses any such action is currently secondary to its primary focus; ensuring the appropriate recovery of the spilt fuel and clean-up of the site.”

    It was reported that 80,000 litres of fuel were spilt at the Ruakaka (roughly two tankers worth) but the council confirmed no waterways were affected.

    How were businesses affected?

    The most affected organisations seemed to be Auckland’s daily airline providers and the Government. In 2012, National were warned of the vulnerability of this fuel line, however, Bill English (New Zealand Prime Minister) said the arrangements of this fuel line was between the fuel companies and airlines.

    Labour leader Jacinda Ardern used this as an opportunity to comment on the Governments lack of infrastructure and plans to New Zealand businesses.

    When discussing the impacts and looking for an update from our Auckland based client Rakon, Andre Greissner Engineering Manager, Equipment’s & Facilities mentioned that although their organisation was not affected, it was a big wake up call to the massive impacts it could have had.

    “We’ve had exactly the same issue five years ago. Two weeks [of] total gas outage in the city because the only pipeline got damage in a mudslide. And that was known to be a serious threat too, for years”.

    Locals in Ruakaka mentioned to NewsHub reporters that they had seen multiple diggers in this location as far back as 2011. Trees, swamps and new lines have been removed in this location over the years.

    It was reported that only 12 local Auckland businesses were temporally closed during the crisis. All of these businesses were in some way related to the aviation industry and none were closed more than 48 hours after the event.

    What key lessons can we learn?

    Interestingly, around the time of this event occurring, RiskLogic was meeting with our partners Aon to understand the concerns around contractors on site for our clients:

    • Are these contractors briefed?
    • Do they know the precautions your staff usually take?
    • Yes, they understand basic health & safety, but are they aware of possible major impacts to your business?

    During our training session with the Greater Wellington Regional Council this month, we identified that on many occasions for New Zealand organisations, contractors are frequently on site. More and more organisations are outsourcing, that’s not unusual and can be a very efficient way of delivering a key business function.

    As an organisation, you should consider a few things about your supply change or contractor:

    • How effective and prepared is my supply chain?
    • How briefed are our contractors?
    • Could we afford complete downtime/offline mode for more than 24 hours as a result of something our contractors did?

    The argument between the fuel lines contractors and the public is that a local farmer caused this event. The public, especially locals refuse to believe this as most media outlets are blaming the contractor. Its not uncommon to see finger pointing and passing the buck. However, as I’ve stated before if you were effected by this event and it resulted in an interruption to your services (whatever that might be), to your key stakeholders, the responsibility still lies with you. You have to have a contingency to deal with this.

    The key lesson here is that your resilience plan should cross all areas of operation, including contractors and supply chain.

    What can you do today to ensure you’re better prepared if something like this happens again?

    • If you’ve got a Business Impact Analysis (BIA) time to dust it off and check your critical functions and what are the external dependencies. What does the delivery of those functions rely on from an external party:
    • Name of the third party, do they still exist?
    • Who is the primary contact?
    • Have they got up-to-date site clearance?
    • What is their level of resilience. Have they got a plan, have the validated it?
    • If you haven’t got a BIA – get one.Think of some scenarios that may affect your external party and ask them how they would respond:
      • Another fuel crisis
      • A city-wide weather event, closing roads
      • Major power loss
      • Earthquake
      • Cyber event
    • Create a desktop exercise to test your internal procedures, invite your contractors or supply chain to attend.

    How we can all avoid it happening again?

    Your Business Impact Analysis (BIAs) should be able to identify the potential risks and threats that may eventuate for your organisation. If fuel crisis isn’t on there, then it might be worth adding it. Both the Fuel and Aviation industry should have identified this event to be a potential risk back in 2011, but as no one wants to take the blame now, neither have proved they did.

    Make sure you are not caught out by someone else’s shortcomings. You can get on top of this by taking a look at your current BIA today!

    As I write this article we have seen yet another example of 3rd party and supply chain disruption causing a major outage, check out my defence force article here: http://risklogic.co.nz/how-the-defense-force-was-hacked/ 

    Until next time, Plan, Do, Check and Act…

    Contact Us today to learn more