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tial events that may affect the entity, and manage risk to be within its risk appetite, to provide reasonable assurance regarding the achievement of entity objectives
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From this we see that enterprise risk management (ERM) is a collaborative effort involving the board, top-level management, and others such as business process owners, IT, and risk management specialists We also see that it is a collaborative effort, in that it exists to provide value for its stakeholders, (in this case, the shareholders) Risk is important to Sarbanes-Oxley compliance because it is used often as a basis for the controls that are applied to all the processes Each company needs to develop a risk intelligence system, an iterative, ongoing process consisting of four stages: (1) identify/enhance, (2) inform, (3) control, and (4) evaluate A scenario or occurrence must be identified as a risk before any action can be taken Risks may be identified as being strategic, operational, financial, or legal Strategic risks are risks that a company s long- or short-range strategies will not achieve their intended objectives For example, a long-range goal may be to acquire certain competitive smaller companies; there may be a strategic risk that another competitor will acquire them first Operational risks may cause the company s objectives not to be met as effectively or efficiently as desired For example, operational dashboards may include certain metrics of operational efficiencies; there is an operational risk that they may not meet the desired rates Financial risks include changes in cost, or expense, or income projections For example, there is a financial risk that the actual cost of goods sold may exceed the budgeted cost of goods sold that was projected last year Legal or regulatory risks include the chance that compliance requirements and/or regulations may change suddenly Legal risks also include the possibility that adverse litigation will occur and result in either litigation expenses, which will affect the corporate goals even the company is judged not guilty, or legal fines or penalties Once risks have been identified, an educational effort must be undertaken to inform the various stakeholders of those risks They must be identified to top-level management, if substantial in nature, and/or to the business process owners, and/or to the process workers, and/or sometimes to external stakeholders General risks must be communicated to everyone in the organization Sarbanes-Oxley
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requires that each company establish a whistleblower program and that this process be communicated to everyone in the organization The same is true of the ethics program The type of risk, the level of risk, and the scope of the risk scenario will determine the extent of the educational effort Once risks have been identified as being associated with specific processes, controls must be set in place to alert the necessary people These controls may block an action that would increase the risk, or they may be designed to detect certain actions or levels of performance that indicate an increased risk Controls, which are often monitoring tools set up as responses to strategic and financial risks, are usually the responsibility of management Assuming that some intelligence logic has been built into the system, however, some controls may by themselves eliminate some legal and operational risks Management usually handles the evaluation function of the risk cycle Managers will need to evaluate the results of the controls that have been used to identify risks that have crossed a threshold This threshold may be binary, indicating that something has been done or not done; or may be analog, in that a predetermined threshold that has been entered into the system has been crossed Executive Dashboards are examples of these kinds of risks, which are monitored for subjective analysis by management Managers are then responsible for making the risk responses, decisions, and actions Social risks are those created by the conduct of people, either inside or outside the organization These include conduct that could lead to civil liability; conduct that could lead to regulatory infraction; conduct that could cause economic loss or damage to the company s reputation; or conduct that violates the organization s policies and procedures (which are not necessarily mandated by outside agencies) An entirely different type of risk is associated with IT than with the rest of the organization Internal IT risks include the possibility of disruption in the information processing systems; there are employee risks associated with lack of training or motivation, change in jobs or roles, or change in management responsibilities External risk factors include technological developments, new or changed regulations or legislation, and, of course, natural calamities Often an IT department has a special subset of risk management called vulnerability management, which is responsible for discovering, evaluating, and fixing vulnerabilities of the IT systems
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