Risk appetite / Risk team structure [27]

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Bullet points include: May be impractical or inappropriate to combine all specialist risk functions within a management structure headed by a CRO But helps if risk function(s) act and are seen to act in a coordinated fashion Inconsistent business unit engagement and reporting will dilute ERM effectiveness Large/multinational organisations: Typically a central or group risk function plus ones in each business unit/region Need to ensure different risk functions do not operate in isolation, inhibiting information flows and issue escalation If decentralised risk management structure then matrix reporting can clarify respective roles and responsibilities Helping to create more effective management of risk issues

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