
Five things to know about enterprise risk management
In this Inside Today’s Boardrooms episode, Carin Robinson of PwC Governance Insights Center discusses the do’s and don’ts of enterprise risk management (ERM).
ERM programs are intended to formalize how risks are identified, assessed, managed, monitored and reported on in light of strategic priorities. But what we’re seeing is that some ERM programs aren’t getting the desired traction, either losing momentum or lacking adequate investment. In short, they’re not doing what they’re supposed to do.
Having an effective ERM program can help the board and management make more informed decisions in the face of uncertainty — whether that’s specific to a particular company or sector or facing the entire economic landscape.
The first part of this guide introduces what it means to build a sustainable and enabling ERM program, including how the board can assess whether their ERM program’s maturity is where it should be. The second part of this guide outlines six key elements that we think make up an effective Enterprise Risk Management program. These key elements offer directors a foundation for overseeing enterprise risk management.
Boards should question the maturity of the company’s ERM program and help management set expectations for where the organization wants to be in the future.
Unexpected risk events have shown boards and management the value of instituting ERM practices. The degree of complexity and change facing organizations today highlights the need for strategies that account for risk.
Read more in the report
The design and implementation of foundational ERM components can take time and depends on both the complexity the company faces in its operations and external environment and the resources committed to risk management. Leaders can’t take a one-size-fits-all approach to ERM - the process must align with the company’s culture, size, and complexity. To adequately oversee risk management, boards need to understand the foundational ERM elements and where they can make a difference in supporting management in the company’s journey. As the ERM program matures, the board can promote continuous improvement by challenging management on what is working and what is not.
In this Inside Today’s Boardrooms episode, Carin Robinson of PwC Governance Insights Center discusses the do’s and don’ts of enterprise risk management (ERM).
Robust and active risk management oversight at the board level is more important now than ever before.
PwC’s 2023 US Risk Perspectives Survey reflects the views of 300+ risk and business executives from various industries in the United States.
By seeing the risks that matter and collaborating across silos, leaders can nimbly manage threats—even as they create value and build trust.
Ray Garcia
Leader, Governance Insights Center, Houston, PwC US
Partner, Governance Insights Center, Tampa, FL, PwC US
Lillian Borsa
Principal, Governance Insights Center, Florham Park, PwC US
Director, Governance Insights Center, Washington DC, PwC US
Director, Governance Insights Center, New York, PwC US
Katee Puterbaugh
Director, Cyber, Risk and Regulatory, PwC US