*********** ************** nameCourse nameDate:  Introduction:The ERM ******* ** ** exclusive three-day ******** program ******** ** *** ********* in ******** with *** ********* ******* ** **** ** ****** * practical ****** ** Enterprise **** ********** planned to ****** ********** ***** **** **** ************* ** recognize *** **** ******* *** key *********** ** **** ****** **** Risk Management ********* as **** ** ******** *** ************** **** ********** ************ ************ ofSponsoring **************** (COSO) *** ******* in the mid-1980s ******* ********* ******* the ****** of ********* ********* reporting *** ******* ******* is *** ******* thought management through *** growth ** comprehensive ********** *** direction ** ********** **** *********** ******** ******* as **** ** ***** ********* designed ** get ****** ************** *********** as well ** ********* *** ** ******** the extent ** ***** ** administrations’(coso ************** the **** **** ****** ****** ** ************* it *** **** ******* on *** ******* that it ***** structures ******* ***** chance *********** *** ************ ****** control ********** *** be ********* ********* **** strides ********* ******** occur ** organizations ***** ****** ************** *** **** ***** ******* **** ******* *** ***** ** ******* ******** ******* ** * result ** ***** *********** have ******* ***** ************ ***** ******* ** **** ******** ** **** administration and ******** ******* *** **** *********** welcome COSO’s *** *************** ***** process ************* **** management” ***** has ****** * broadly-accepted structure for associations ** *** ***** it has ****** ** ********* the ********* *** **** begun ** * ***** **** *** ** ********* ** ******* ********** ******* ****** heading shown *** *** ********* ** *** ********* ** a ** ***** **** arranged *** 3D ****** to embody the *********** ***** ************ **** are ********* ** *** **** *** ** ******** *** eight ******** appeared ** *** front ***** symbolize what ** ******** ** *** *** ****** *** ***** ********* ********** the organization’s ***** ***** represents *** model’s ******* ******* a ***** ** ***** of *** *********** as **** ** the whole2 The approach **** **** ******* to **** ** ***** * ********** *** program ** **** ****** ************* risk ************* in the industry ******** *** ******* ** **** ** processes ******* ** ************* ** ********* risks *** seize ******* ******* to *** success ** ***** ********** *** ***** * ********* for **** supervision which ordinarily ******** ********** ******** occasions or ************* ********** ** *** affiliation’s ************ ******** *** in ******** ********* and *********** ********** **** in ******* *** *********** and ** ******** greatness of ****** ********** * reaction ****** *** also ********* *********** By ************** and in ******** *********** tending ** ******* *** ******** industry ******** ******* *** ****** ***** *** their stakeholders ******** ****** ******* ********* regulators as **** ** * ******* ******* ******* the ****** ** **** as managerial impact **** might ********* if **** ** not apply *** ** ********* ERM program(accaglobal ******* ************ * ******* **** language *** **** ********** ********** *** ******** threat ******** (ie ******* ** **** ** **** as **** not ******* Recognizing *** ********** *** ******* in * ******* ************ ************ * threat-ranking methodology towards prioritizing ***** inside *** ****** *********** ******** a **** committee *** also ***** **** ******* (CRO) ******* ********** some ********** ** *** ****** *********** ************ possession for ********** ***** ** well ** *********** ******* *** ************ ** *** ****** ********** ********** considers that performance ** ********** **** management ***** *** *********** ** *** a robust ** well as ******** top-down *********** ** *** ***** ****** an *********** ****** **** ** oversee ***** ******* ************* ** ***** *** *********** **** ************* ****** *** ************ ******* on showing ***** ** *********** ************* **** ******* the ********* ************** of approach **** *********** control *** ********* COSO issued *** ERM—Integrated ********* ** **** ****** ** **** ** *********** ********* an enterprise-wide ******** to ****** management3 The ********* *** ******** *** **** ********** ****** *** * *********** **** within threat management *** *** applied ** ******* *** monitoring *** *********** ** ***** *** **** **** **** reporting *** *********** ****** is ************* as the **** ** ********** ****** about because ** insufficient or ************ inside ********** residents and ********** *** furthermore ******* ********* Operational KRIs ** determined **** ****** ****** ******** to ********* ********* ****** ****** they ***** The ******* *** ** ***** of ******* ** *** threat ******* of a firm· ********** **** **** ******** 2014)· ********** * ******* must be ************ (eg ****** ********** etc)· Predictable – give ***** ******* ************* ********** – track **** ** *** ** ****** ************* * ********* *** ****** ** *** ****** and ********** risk ********** are ******* proficient ** ******* **** *** *********** ** ******* *** also *** a **** chance ** ***** ******* ** * ****** **** ******* the ********** **** ********************** **** ********* sizes ** **** as the *********** ** *** enterprise ****** decide its *** *** and **** ****** **** ******* *** ********** ******** Consider *** ******* ************ of *** Association· **** a ******** ********** ** **** ********** and **** ******** performance signs **** ********** ** **** ** ******** Make **** **** *** ********** ********** ***** **** ******* *** ***** of *** *********************************************************************************************************************** ********** successful KRIs permissions * ******* chivalrous of ************ points *** ****** ******* ********** **** *** ********* *** ************** ** ***** ******* *** approach **** the ************ ***** ** **** to **** the *** ** a ******* applied in ********** ** ******* *** risky * ******** is It ******* from * *** ********* ********* ** **** *** closing is ******* as ****** ** how **** something is ***** ******** while *** past ** a marker ** the *********** ** future ********* ****** *** **** ** ***** ********** ** ******** * ********* ******** **** *** damage permanence ** *** **************** ** *** ********* ** to ******* ******* ** ****** revenues *** ********* ***** an *********** *** zero ** on approaches ** get **** But numerous potential ******* *** **** up ***** *** ****** ******* and **** *** ** the ********** ******** Mapping *** threats to **** planned *********** ****** *** supervision ** ********* *** most *********** ******* *** check ***** *********** ****** ***** ******* can ****** ******* *** ********* of **** ******* initiatives *** ******** ******* of ********************** *** Roadmap ******* will ******* *** a ********* **** ********** the ********** of **** ******* *** program ** well ** a ************ **** ** ************ embed *** **** **** ******** ********* and society *** *** ** *** ************** **** ** *** *** ** **** as *** science of **************** equally *** ******** of **** ******* as well as *** roll-out ***************************************************** ****** Strengthening Enterprise Risk ********** Retrieved from ***** *********************************************************************************************** ****** **** ********** **** ********** ********* ********* from accaglobal: ****************************************************************************************************************************************************************************** (2014) ******** ** Enterprise **** Management Retrieved from coso: ***************************

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ERM Roadmap.docx