1、本科毕业论文（设计）外文翻译原文ENTERPRISERISKMANAGEMENTPRACTICALIMPLEMENTATIONIDEASONEOFTHEMOSTCRITICALCHALLENGESFORMANAGEMENTTODAYISDETERMININGHOWMUCHRISKTHEBUSINESSISPREPAREDTOACCEPTASITSTRIVESTOCREATEVALUEYET,RESEARCHCONSISTENTLYINDICATESTHATSIXOFTENSENIOREXECUTIVES“LACKHIGHCONFIDENCE”THATTHEIRCOMPANYSRISKMANAG
2、EMENTPRACTICESIDENTIFYANDMANAGEALLPOTENTIALLYSIGNIFICANTBUSINESSRISKSWITHTHEHEIGHTENEDFOCUSONRISKMANAGEMENT,ITHASBECOMEINCREASINGLYCLEARTHATTRADITIONALRISKMANAGEMENTAPPROACHESDONOTADEQUATELYIDENTIFY,EVALUATEANDMANAGERISKTRADITIONALAPPROACHESTENDTOBEFRAGMENTED,TREATINGRISKSASDISPARATEANDCOMPARTMENTAL
3、IZEDTHESERISKMANAGEMENTAPPROACHESOFTENLIMITTHEFOCUSTOMANAGINGUNCERTAINTIESAROUNDPHYSICALANDFINANCIALASSETSBECAUSETHEYFOCUSLARGELYONLOSSPREVENTION,RATHERTHANADDINGVALUE,TRADITIONALAPPROACHESDONOTPROVIDETHEFRAMEWORKMOSTORGANIZATIONSNEEDTOREDEFINETHERISKMANAGEMENTVALUEPROPOSITIONINTHISRAPIDLYCHANGINGWO
4、RLDUNDERENTERPRISERISKMANAGEMENTERM,THEFOCUSISONINTEGRATINGRISKMANAGEMENTWITHEXISTINGMANAGEMENTPROCESSES,IDENTIFYINGFUTUREEVENTSTHATCANHAVEBOTHPOSITIVEANDNEGATIVEEFFECTS,ANDEVALUATINGEFFECTIVESTRATEGIESFORMANAGINGTHEORGANIZATIONSEXPOSURETOTHOSEPOSSIBLEFUTUREEVENTSERMTRANSFORMSRISKMANAGEMENTTOAPROACT
5、IVE,CONTINUOUS,VALUEBASED,BROADLYFOCUSEDANDPROCESSDRIVENACTIVITYANEWAPPROACHTORISKMANAGEMENTERMDIFFERSFROMTRADITIONALRISKMANAGEMENTAPPROACHESINTERMSOFFOCUS,OBJECTIVE,SCOPE,EMPHASISANDAPPLICATIONITALIGNSSTRATEGY,PEOPLE,PROCESSES,TECHNOLOGYANDKNOWLEDGETHEEMPHASISISONSTRATEGY,ANDTHEAPPLICATIONISENTERPR
6、ISEWIDEUNDERANERMAPPROACH,MANAGEMENTSATTENTIONISDIRECTEDTOTHEUNCERTAINTIESAROUNDTHEENTERPRISESENTIREASSETPORTFOLIO,INCLUDINGITSINTANGIBLESSUCHASCUSTOMERASSETS,EMPLOYEEANDSUPPLIERASSETSANDSUCHORGANIZATIONALASSETSASITSDIFFERENTIATINGSTRATEGIES,DISTINCTIVEPRODUCTSANDBRANDS,ANDINNOVATIVEPROCESSESANDSYST
7、EMSTHISEXPANDEDFOCUSISIMPORTANTINTHISERAOFMARKETCAPITALIZATIONSSIGNIFICANTLYEXCEEDINGBALANCESHEETVALUESANDTHEDESIREOFMANYCOMPANIESTOFOCUSONPROTECTINGTHEIRREPUTATIONFROMUNACCEPTABLERISKSRELATINGTOPOTENTIALFUTUREEVENTSTHECOSOENTERPRISERISKMANAGEMENTINTEGRATEDFRAMEWORK,ISSUEDINSEPTEMBER2004,DEFINESERMI
8、NBROADTERMSTHATUNDERSCORESOMEFUNDAMENTALCONCEPTSANDPROVIDESACOMMONLANGUAGEASWELLASGUIDANCEONHOWTOEFFECTIVELYMANAGERISKACROSSTHEENTERPRISELIKEITSINTERNALCONTROLCOUNTERPART,THECOSOERMFRAMEWORKISPRESENTEDASATHREEDIMENSIONALMATRIXITINCLUDESFOURCATEGORIESOFOBJECTIVESACROSSTHETOPSTRATEGIC,OPERATIONS,REPOR
9、TINGANDCOMPLIANCETHEREAREEIGHTCOMPONENTSOFENTERPRISERISKMANAGEMENTACROSSTHEFACEOFTHECUBEFINALLY,THEENTITY,ITSDIVISIONSANDBUSINESSUNITSAREDEPICTEDASTHETHIRDDIMENSIONOFTHEMATRIXALONGTHESIDETHISERMFRAMEWORKDOESNOTREPLACETHEINTERNALCONTROLFRAMEWORKINSTEAD,ITINCORPORATESITASARESULT,BUSINESSESMAYDECIDETOI
10、MPLEMENTERMTOADDRESSTHEIRINTERNALCONTROLNEEDSANDTOMOVETOWARDAMOREROBUSTRISKMANAGEMENTPROCESSWHYIMPLEMENTERMERMPROVIDESACOMPANYWITHTHEPROCESSITNEEDSTOBECOMEMOREANTICIPATORYANDEFFECTIVEATEVALUATING,EMBRACINGANDMANAGINGTHEUNCERTAINTIESITFACESASITCREATESSUSTAINABLEVALUEFORSTAKEHOLDERSITHELPSANORGANIZATI
11、ONMANAGEITSRISKSTOPROTECTANDENHANCEENTERPRISEVALUEINTHREEWAYSFIRST,ITHELPSTOESTABLISHSUSTAINABLECOMPETITIVEADVANTAGESECOND,ITOPTIMIZESTHECOSTOFMANAGINGRISKTHIRD,ITHELPSMANAGEMENTIMPROVEBUSINESSPERFORMANCETHESECONTRIBUTIONSREDEFINETHEVALUEPROPOSITIONOFRISKMANAGEMENTTOABUSINESSONEWAYTOTHINKABOUTTHECON
12、TRIBUTIONOFERMTOTHESUCCESSOFABUSINESSISTOTAKEAVALUEDYNAMICSAPPROACHJUSTASPOTENTIALFUTUREEVENTSCANAFFECTTHEVALUEOFTANGIBLEPHYSICALANDFINANCIALASSETS,SOALSOCANTHEYAFFECTTHEVALUEOFKEYINTANGIBLEASSETSTHISISTHEESSENCEOFWHATERMCONTRIBUTESTOTHEORGANIZATIONTHEELEVATIONOFRISKMANAGEMENTTOASTRATEGICLEVELBYBROA
13、DENINGTHEAPPLICATIONANDFOCUSOFTHERISKMANAGEMENTPROCESSTOALLSOURCESOFVALUE,NOTJUSTPHYSICALANDFINANCIALONESERMTRANSITIONSRISKMANAGEMENTFROM“AVOIDINGANDHEDGINGBETS”TOADIFFERENTIATINGSKILLFORPROTECTINGANDENHANCINGENTERPRISEVALUEASMANAGEMENTSEEKSTOMAKETHEBESTBETSINTHEPURSUITOFNEWOPPORTUNITIESFORGROWTHAND
14、RETURNSERMINVIGORATESOPPORTUNITYSEEKINGBEHAVIORBYHELPINGMANAGERSDEVELOPTHECONFIDENCETHATTHEYTRULYUNDERSTANDTHERISKSANDHAVETHECAPABILITIESATHANDWITHINTHEORGANIZATIONTOMANAGETHOSERISKSFIVESTEPSTOIMPLEMENTINGERMFORORGANIZATIONSCHOOSINGTOBROADENTHEIRFOCUSTOERM,THEREAREFIVEPRACTICALSTEPSFORIMPLEMENTATION
15、WHILETHEFOLLOWINGSTEPSPROVIDEASIMPLIFIEDVIEWOFTHETASKOFIMPLEMENTINGERM,THEIMPLEMENTATIONPROCESSDOESNOTOCCUROVERNIGHTAND,FORCERTAIN,ISNOTEASYTOACCOMPLISHERMISAJOURNEYANDTHESESTEPSAREASTARTINGPOINTSTEP1CONDUCTANENTERPRISERISKASSESSMENTERATOASSESSANDPRIORITIZETHECRITICALRISKSANERAIDENTIFIESANDPRIORITIZ
16、ESTHEORGANIZATIONSRISKSANDPROVIDESQUALITYINPUTSFORPURPOSESOFFORMULATINGEFFECTIVERISKRESPONSES,INCLUDINGINFORMATIONABOUTTHECURRENTSTATEOFCAPABILITIESAROUNDMANAGINGTHEPRIORITYRISKSIFANORGANIZATIONHASNOTIDENTIFIEDANDPRIORITIZEDITSRISKS,ERMBECOMESATOUGHSELLBECAUSETHEVALUEPROPOSITIONCANONLYBEGENERICUSING
17、THEENTITYSPRIORITYRISKSTOIDENTIFYGAPSPROVIDESTHEBASISFORIMPROVINGTHESPECIFICITYOFTHEERMVALUEPROPOSITIONTHEMESSAGEAVOIDENDLESSDIALOGUESABOUTERMGETSTARTEDBYCONDUCTINGANERATOUNDERSTANDYOURRISKSSTEP2ARTICULATETHERISKMANAGEMENTVISIONANDSUPPORTITWITHACOMPELLINGVALUEPROPOSITIONTHISSTEPPROVIDESTHEECONOMICJU
18、STIFICATIONFORGOINGFORWARDTHE“RISKMANAGEMENTVISION”ISASHAREDVIEWOFTHEROLEOFRISKMANAGEMENTINTHEORGANIZATIONANDTHECAPABILITIESDESIREDTOMANAGEITSKEYRISKSTOBEUSEFUL,THISVISIONMUSTBEGROUNDEDINSPECIFICCAPABILITIESTHATMUSTBEDEVELOPEDTOIMPROVERISKMANAGEMENTPERFORMANCEANDACHIEVEMANAGEMENTSSELECTEDGOALSANDOBJ
19、ECTIVES“RISKMANAGEMENTCAPABILITIES”INCLUDETHEPOLICIES,PROCESSES,COMPETENCIES,REPORTING,METHODOLOGIESANDTECHNOLOGYREQUIREDTOEXECUTETHEORGANIZATIONSRESPONSETOMANAGINGITSPRIORITYRISKSTHEYALSOCONSISTOFWHATWECALL“ERMINFRASTRUCTURE”TOILLUSTRATEITEMADEFININGTHESPECIFICCAPABILITIESAROUNDMANAGINGTHEPRIORITYR
20、ISKSBEGINSWITHPRIORITIZINGTHECRITICALRISKSANDDETERMININGTHECURRENTSTATEOFCAPABILITIESAROUNDMANAGINGTHOSERISKSSEESTEP1WITHREGARDSTOCONDUCTINGANERAONCETHECURRENTSTATEOFCAPABILITIESISDETERMINEDFOREACHOFTHEKEYRISKS,THEDESIREDSTATEISASSESSEDWITHTHEOBJECTIVEOFIDENTIFYINGGAPSANDADVANCINGTHEMATURITYOFRISKMA
21、NAGEMENTCAPABILITIESTOCLOSETHOSEGAPSITEMBERMINFRASTRUCTURECONSISTSOFTHEPOLICIES,PROCESSES,ORGANIZATIONOVERSIGHTANDREPORTINGINPLACETOINSTILLTHEAPPROPRIATEDISCIPLINEAROUNDCONTINUOUSLYIMPROVINGRISKMANAGEMENTCAPABILITIESEXAMPLESOFELEMENTSOFERMINFRASTRUCTUREINCLUDE,AMONGOTHERTHINGS,ANOVERALLRISKMANAGEMEN
22、TPOLICY,ANENTERPRISEWIDERISKASSESSMENTPROCESS,PRESENCEOFRISKMANAGEMENTONTHEBOARDANDCEOAGENDA,ACHARTEREDRISKCOMMITTEE,CLARITYOFRISKMANAGEMENTROLESANDRESPONSIBILITIES,DASHBOARDANDOTHERRISKREPORTING,ANDPROPRIETARYTOOLSTHATPORTRAYAPORTFOLIOVIEWOFRISKHEREISTHEMESSAGETHEGREATERTHEGAPBETWEENTHECURRENTSTATE
23、ANDTHEDESIREDSTATEOFTHEORGANIZATIONSRISKMANAGEMENTCAPABILITIESITEMA,THEGREATERTHENEEDFORERMINFRASTRUCTUREITEMBTOFACILITATETHEADVANCEMENTOFTHOSERISKMANAGEMENTCAPABILITIESOVERTIMEAWORKINGGROUPOFSENIOREXECUTIVESSHOULDBEEMPOWEREDTOARTICULATETHEROLEOFRISKMANAGEMENTINTHEORGANIZATIONANDDEFINERELEVANTGOALSA
24、NDOBJECTIVESFORTHEENTERPRISEASAWHOLEANDITSBUSINESSUNITSSTEP3ADVANCETHERISKMANAGEMENTCAPABILITYOFTHEORGANIZATIONFORONEORTWOPRIORITYRISKSTHISSTEPFOCUSESTHEORGANIZATIONONIMPROVINGITSRISKMANAGEMENTCAPABILITYINANAREAWHEREMANAGEMENTKNOWSIMPROVEMENTSARENEEDEDLIKEANYOTHERINITIATIVE,ERMMUSTBEGINSOMEWHERETHER
25、EAREMANYPOSSIBLESTARTINGPOINTSEXAMPLESINCLUDE1COMPLIANCEWITHTHESARBANESOXLEYACTSPECIFICALLYSECTIONS404AND302OFTHEACT2RISKSOTHERTHANFINANCIALREPORTINGRISKFOREXAMPLE,ONEORTWOPRIORITYFINANCIALOROPERATIONALRISKS,OPERATIONALRISKINAFINANCIALINSTITUTION,OTHERREGULATORYCOMPLIANCERISKSAND/ORGOVERNANCEREFORMI
26、SSUES,ETC3EVALUATINGENTERPRISEWIDERISKASSESSMENTRESULTSTOIDENTIFYPRIORITYAREASINOTHERWORDS,MIGRATIONTOERMBEGINSWITHFIRSTSELECTINGTHEPRIORITYRISKSANDASSESSINGTHECURRENTSTATEOFRISKMANAGEMENTCAPABILITIESADDRESSINGTHOSERISKS,ASDISCUSSEDINSTEP14INTEGRATIONOFERMWITHTHEMANAGEMENTANDOPERATINGPROCESSESTHATMA
27、TTERFOREXAMPLE,STRATEGICMANAGEMENT,ANNUALBUSINESSPLANNING,NEWPRODUCTLAUNCHORCHANNELEXPANSION,QUALITYINITIATIVES,PERFORMANCEMEASUREMENTANDASSESSMENT,CAPITALEXPENDITUREPLANNING,ETCMANYPUBLICCOMPANIESINTHEUSMAYBEGINTHEIREVOLUTIONTOERMWITHSECTION404COMPLIANCEBECAUSETHEFIRSTYEARCOMPLIANCEINVESTMENTISSIGN
28、IFICANTANDACOMPANYCANNOTHAVESOUNDGOVERNANCEWITHOUTTRANSPARENCYINITSFINANCIALREPORTINGASTRONGFOCUSONRELIABLEFINANCIALREPORTINGISAGOODFOUNDATIONONWHICHTOBUILDERMCAPABILITIESREGARDLESSOFWHEREANORGANIZATIONBEGINSITSJOURNEY,THEFOCUSOFERMISTHESAMETOADVANCETHEMATURITYOFRISKMANAGEMENTCAPABILITIESFORTHEORGAN
29、IZATIONSPRIORITYBUSINESSRISKSSTEP4EVALUATETHEEXISTINGERMINFRASTRUCTURECAPABILITYANDDEVELOPASTRATEGYFORADVANCINGITITTAKESDISCIPLINETOADVANCETHECAPABILITIESAROUNDMANAGINGTHECRITICALRISKSTHEPOLICIES,PROCESSES,ORGANIZATIONANDREPORTINGTHATINSTILLTHATDISCIPLINEISCALLED“ERMINFRASTRUCTURE”WEHAVEASSERTEDTHAT
30、THEPURPOSEOFERMISTOELIMINATESIGNIFICANTGAPSBETWEENTHECURRENTSTATEANDTHEDESIREDSTATEOFTHEORGANIZATIONSCAPABILITIESAROUNDMANAGINGITSKEYRISKSWEPROVIDEDSOMEEXAMPLESOFERMINFRASTRUCTUREABOVEWHENDISCUSSINGSTEP2OTHEREXAMPLESINCLUDEACOMMONRISKLANGUAGEANDOTHERFRAMEWORKS,KNOWLEDGESHARINGTOIDENTIFYBESTPRACTICES
31、,COMMONTRAINING,ACHIEFRISKOFFICEROREQUIVALENTEXECUTIVE,DEFINITIONOFRISKAPPETITEANDRISKTOLERANCES,INTEGRATIONOFRISKRESPONSESWITHBUSINESSPLANSANDSUPPORTINGTECHNOLOGYERMINFRASTRUCTUREFACILITATESTHREEVERYIMPORTANTTHINGSWITHRESPECTTOERMIMPLEMENTATIONFIRST,ITESTABLISHESFACTBASEDUNDERSTANDINGABOUTTHEENTERP
32、RISESRISKSANDRISKMANAGEMENTCAPABILITIESSECOND,ITENSURESTHEREISOWNERSHIPOVERTHECRITICALRISKSFINALLY,ITDRIVESCLOSUREOFGAPSERMINFRASTRUCTUREISNOTONESIZEFITSALLWHATWORKSFORONEORGANIZATIONMIGHTNOTWORKFORANOTHERTHEELEMENTSOFERMINFRASTRUCTUREVARYACCORDINGTOTHETECHNIQUESANDTOOLSDEPLOYEDTOIMPLEMENTTHEEIGHTER
33、MCOMPONENTSSEETHECOSOERMFRAMEWORKINTRODUCEDONPAGE2,THEBREADTHOFTHEOBJECTIVESADDRESSED,THEORGANIZATIONSCULTUREANDTHEEXTENTOFCOVERAGEDESIREDACROSSTHEORGANIZATIONSOPERATINGUNITSMANAGEMENTSHOULDDECIDETHEELEMENTSOFERMINFRASTRUCTURENEEDEDACCORDINGTOTHESEANDOTHERAPPROPRIATEFACTORSSTEP5ADVANCETHERISKMANAGEM
34、ENTCAPABILITIESFORKEYRISKSTHISSTEPBEGINSWITHSELECTINGTHEENTERPRISESPRIORITYRISKSAFTERTHEFIRSTFOURSTEPSARECOMPLETED,ITWILLOFTENBENECESSARYTOUPDATETHEERAFORCHANGEONCETHEPRIORITYRISKSAREDEFINED,BASEDONTHEUPDATEDERA,MANAGEMENTMUSTDETERMINETHECURRENTSTATEOFTHECAPABILITIESFORMANAGINGEACHRISKANDTHENASSESST
35、HEDESIREDSTATEWITHTHEOBJECTIVEOFADVANCINGTHEMATURITYOFTHECAPABILITIESAROUNDMANAGINGTHOSERISKSTHISHASALREADYBEENACCOMPLISHEDFORONEORTWOPRIORITYRISKSSEESTEP3NOWMANAGEMENTBROADENSTHEFOCUSTOOTHERPRIORITYRISKSRISKMANAGEMENTCAPABILITIESMUSTBEDESIGNEDANDADVANCED,CONSISTENTWITHANORGANIZATIONSFINITERESOURCES
36、FOREACHPRIORITYRISK,MANAGEMENTEVALUATESTHERELATIVEMATURITYOFTHEENTERPRISESRISKMANAGEMENTCAPABILITIESFROMTHERE,MANAGEMENTNEEDSTOMAKEACONSCIOUSDECISIONHOWMUCHADDEDCAPABILITYDOWENEEDTOCONTINUALLYACHIEVEOURBUSINESSOBJECTIVESFURTHER,WHATARETHEEXPECTEDCOSTSANDBENEFITSOFINCREASINGRISKMANAGEMENTCAPABILITIES
37、THEGOALISTOIDENTIFYTHEORGANIZATIONSMOSTPRESSINGEXPOSURESANDUNCERTAINTIESANDTOFOCUSTHEIMPROVEMENTOFCAPABILITIESFORMANAGINGTHOSEEXPOSURESANDUNCERTAINTIESTHEERMINFRASTRUCTURETHATMANAGEMENTHASCHOSENTOPUTINPLACEDRIVESPROGRESSTOWARDTHISGOALCOMPANIESINTHEEARLYSTAGESOFDEVELOPINGTHEIRERMINFRASTRUCTUREOFTENLA
38、YTHEFOUNDATIONWITHACOMMONLANGUAGE,ARISKMANAGEMENTOVERSIGHTSTRUCTUREANDANENTERPRISEWIDERISKASSESSMENTPROCESSSOMECOMPANIESHAVEAPPLIEDERMINSPECIFICBUSINESSUNITSANDAFEWCOMPANIESHAVEEVOLVEDTOWARDMOREADVANCEDSTAGES,SUCHASTHEMANAGEMENTOFMARKETANDCREDITRISKSINFINANCIALINSTITUTIONSANDTHEMANAGEMENTOFCOMPLIANC
39、ERISKSINOTHERINDUSTRIESWHEREVERACOMPANYSTANDSWITHRESPECTTODEVELOPINGITSRISKMANAGEMENT,DIRECTORSANDEXECUTIVEMANAGEMENTWOULDBENEFITFROMADIALOGUEAROUNDHOWCAPABLETHEYWANTTHEENTITYSRISKMANAGEMENTTOBEWITHRESPECTTOEACHOFITSPRIORITYRISKSTHECAPABILITYMATURITYMODELPROVIDESASCALEFOREVALUATINGTHEMATURITYOFANORG
40、ANIZATIONSRISKMANAGEMENTCAPABILITIESTHEMODELPROVIDESFIVESTATESFORRATINGTHEMATURITYORCAPABILITYOFANYPROCESSRANGINGFROM“INITIAL”TO“OPTIMIZING”THECAPABILITYMATURITYMODEL,SHOWNABOVEISAPOWERFULTOOLFOREVALUATINGSUSTAINABILITYUSINGTHISMODEL,MANAGEMENTRATESTHEENTERPRISESCAPABILITIESINKEYRISKAREAS,IDENTIFIES
41、GAPSBASEDONTHELEVELOFCAPABILITYDESIREDINSPECIFICAREAS,ANDSHIFTSTHEDIALOGUEONOPERATINGMETRICSTOINCORPORATEAPPROPRIATEEMPHASISONPROCESSMATURITYTHEERMINFRASTRUCTUREENSURESTHATTHERATINGPROCESSISFACTBASEDANDCONDUCTEDWITHINTEGRITYBYTHEPARTICIPATINGRISKOWNERSSOURCEJAMESWDELOACH,2005“ENTERPRISERISKMANAGEMEN
42、TPRACTICALIMPLEMENTATIONIDEAS”PROTIVITI,MAY,PP17译文企业风险管理具体的实施意见公司在力求创造价值的同时准备接受多大的企业的风险已成为当今企业管理的最重大挑战之一。然而，研究表明十分之六的高级管理人员对公司的风险管理实务的确定和管理所有重大业务潜在的风险方面“非常缺乏信心”。随着对风险管理的高度集中，传统的风险管理方法并不能充分识别、评估和管理风险这一情况变得越来越明显。由于不同的风险和划分，传统的方法常常是相互独立的。这些风险管理的方法往往限制和限制注意力集中在不确定性的实物资产和金融资产周围。因为他们主要把精力集中在预防损失方面，而不是增加价值
43、方面。传统方法已不能够在这个瞬息万变的世界给大多数需要重新定义风险管理价值的组织提供一个有用的框架。在当下的企业风险管理（ERM），重点是在在目前的管理程序中整合现有的风险管理流程，确定今后的活动并确定正面和负面的影响，以及评价管理组织将来可能发生的风险管理的有效策略。企业风险管理将风险管理转变为积极进取的、连续的、以价值为基础的，着眼于大局和驱动过程的活动。一个新的风险管理方法企业风险管理系统不同于传统的企业风险管理的重点，目标，范围，重点和应用方面的管理办法。企业风险管理系统策略、人员、流程、技术和知识方面做了调整。重点是对整个企业的战略和应用程序做出调整。在当前的企业风险管理方法，管理人
44、员的注意力集中在围绕在企业的整个资产组合的不确定性，其中包括客户资产，员工和供应商的资产以及这些组织资产的无形资产作为其不同的策略，与众不同的产品和品牌，和创新的流程和系统。这一扩展的重点是在企业的市场价值大大超过资产负债表和许多企业都希望集中于保护他们企业的声誉，以防止未来的有关事件对企业风险造成不可接受的风险。2004年9月在COSO企业的风险综合管理框架内，在这个定义强调风险管理的一些基本概念术语，并提供广泛的共同语言，以及如何有效地管理整个企业的风险指导。像它的内部控制副本，COSO的企业风险管理框架列出了一个三维矩阵。矩阵上面包括了四个类别上的首要目标战略，运营，报告和遵守。有八个企
45、业风险管理组件横跨立方体的前面。最后，在矩阵的实体上，把他的业务部门和经营单位描绘为三维矩阵的一个部分。本企业风险管理框架并不能取代内部控制框架。相反，企业风险管理框架包含了内部控制框架。因此，企业可能会决定实施企业风险管理的内部控制，以解决他们的需求和走向一个更加健全的风险管理过程。为什么要实施企业风险管理企业风险管理提供了一个需要更加预期，有效的评估，以及包含和管理面临的不确定性的流程，因为它为股东创造了可持续的公司价值。它有三种方式可以帮助组织管理风险，以保护和提高企业的价值。第一、它有助于建立可持续的竞争优势；第二、它优化了管理风险成本；第三、它有助于管理者提高经营业绩。这些贡献重新界
46、定一个企业风险管理的价值。单方面的从企业风险管理的贡献考虑商业是否成功取决于建立一个动态的方法。正如未来潜在的事件可以对有形实物资产和金融资产的价值造成影响，所以也可以影响企业主要的无形资产的价值。这就是企业风险管理有助于组织的实质风险管理的升级扩张应用程序和风险管理程序关注的焦点在于所有价值的来源，而不仅仅是物质和经济上的一个战略层面。企业风险管理转变风险管理，由“避免和对冲赌注”向用不同的技术为保护和提升企业价值，像管理者力图寻找最佳方式，使企业得到能带来企业增长和高回报的新机遇。企业风险管理给寻求机会的管理者以鼓舞，以帮助管理者寻求发展的信心。那些管理者真正了解这些风险，并在公司里的能力
47、范围内管理这些风险。实施企业风险管理的五个步骤对公司来说选择企业风险管理的重点，有五个实施的实际步骤。而下面的步骤提供了实施企业风险管理任务的简化视图，执行过程不会在一夜之间发生和肯定的，是不容易完成的任务。企业风险管理是一个过程，这些步骤只是一个起点。第一步进行企业风险评估（ERA）来评估和优先考虑关键风险。上述的ERA是指识别和优先排列的组织的风险，并为制定有效的风险对策，包括现行状态关于优化风险管理的能力的信息。如果一个公司不能确定和优化风险，企业风险管理将会变成一场攻坚战，因为价值取向是通用的。使用实体来优化风险，分析差距为提高企业风险管理专一性的价值取向提供基础。消息避免了无休止的关
48、于企业风险管理的对话。从企业风险评估作为开始来了解你的风险。第二步阐明风险管理的远景和用一个引人注目的价值主张支持此步骤通过的经济理由向前推进。“风险管理的远景”是公司风险管理者的一个共同观点和希望管理他关键风险的能力。为了有用，这个愿景必须立足于发展，必须改善风险管理绩效，实现管理的目标和选择目标的具体能力。“风险管理能力”，包括政策，程序，权限，报告，方法和技术必须执行该组织的反应来管理其优化风险。他们也包括我们所说的“企业风险管理的基础设施。”说明A界定围绕风险管理项目的特殊功能，从考虑优先权风险开始，并确围绕当前状态风险管理的能力。一旦当前状态的功能是确定每一个主要风险，对所期望的状态
49、进行评估，以期查明差距和推进风险管理的能力成熟度来减少这些差距。B企业风险管理基础设施包括政策、流程、组织监督和灌输的地方关于不断提高风险管理能力的适当的纪律报告。企业风险管理的基础设施要素的例子包括，除其他外，全面风险管理政策，企业范围的风险评估过程中，风险董事会和首席执行官的议程，特许风险委员会，风险管理角色和责任不明确管理的存在，仪表板和其他风险报告，专有工具，描绘的风险投资组合的看法。下面是该消息在现行状况和理想状态的公司风险管理能力有较大的差距（A项），随着时间的推移企业风险管理基础设施需要较大来促进企业风险能力的前进（B项）。一个工作组的高级管理人员应有权阐明风险管理中的组织作用和定义其相关业务部门的企业目标和目的。第三步推进公司风险管理的一个或两个优先风险的能力。这一步的重点在于提高公司的风险管理能力在他需要提高这一能力的地方。像任何其他倡议，企业风险管理必须从某个地方开始。有很多可能的出发点。例子包括1、遵守萨班斯奥克斯利法案（特别是第404和第302号法令）。2、不同于财务报告风险的风险（例如，一个或两个优先财务或经营风险，操作风险的金融机构，其他监管合规风险和/或管理改革问题等）。3、评价企业范围的风险评估结果，确定优先领域。（换句话说，迁移到企业风险管理开始。与第一优先选择的风险和评估风险管理能力应对这些风险的当前状态
