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Operational risk management ORM, слайд №1
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Enterprise risk management Significant increase in risks faced by people and organizations Corporate governance and disclosure rules, along with the independent board of directors rapidly gaining importance among companies Increasing pressure from rating agencies to establish a strong risk management focus in the company ERM vital element in most corporations. ORM important part of ERM
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Enterprise risk management Significant increase in risks faced by people and organizations Corporate governance and disclosure rules, along with the independent board of directors rapidly gaining importance among companies Increasing pressure from rating agencies to establish a strong risk management focus in the company ERM vital element in most corporations. ORM important part of ERM

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Operational Risk Management Operational risk: Expected and unexpected economic impact of inadequate or failed internal processes, people, system or external events Should be minimized Affects other risks
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Operational Risk Management Operational risk: Expected and unexpected economic impact of inadequate or failed internal processes, people, system or external events Should be minimized Affects other risks

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Operational risk management ORM role: Ensure operational risks identified and effectively and efficiently managed Reduce risk to predefined limits in cost-effective manner Ensure legal requirements and internally set limits are followed
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Operational risk management ORM role: Ensure operational risks identified and effectively and efficiently managed Reduce risk to predefined limits in cost-effective manner Ensure legal requirements and internally set limits are followed

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Operational risk management The ORM structure: Clearly defined Clearly identifies roles and responsibilities Risk owners Risk takers Risk controllers
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Operational risk management The ORM structure: Clearly defined Clearly identifies roles and responsibilities Risk owners Risk takers Risk controllers

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Operational risk management Five key steps of ORM process: Identification and classification Assessment, measurement and mitigation Monitoring and assurance Reporting Steering decisions
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Operational risk management Five key steps of ORM process: Identification and classification Assessment, measurement and mitigation Monitoring and assurance Reporting Steering decisions

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Operational risk management Elements supporting ORM Risk and control self assessment Key risk indicators Loss-event database Audits SOX ORM awareness
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Operational risk management Elements supporting ORM Risk and control self assessment Key risk indicators Loss-event database Audits SOX ORM awareness

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ORM: Risk and control self assessment Risk and control self assessment (RCSA) as management tool to Identify Assess Measure Mitigate Organization’s needs determine level of detail Several RCSA systems currently available
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ORM: Risk and control self assessment Risk and control self assessment (RCSA) as management tool to Identify Assess Measure Mitigate Organization’s needs determine level of detail Several RCSA systems currently available

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ORM: Risk and control self assessment Identification and classification of operational risks Identify events that could have a significant negative financial or reputational impact on the company Basel II four risk categories: Process People System External events Usefulness of common definitions and descriptions of risks and risk categories
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ORM: Risk and control self assessment Identification and classification of operational risks Identify events that could have a significant negative financial or reputational impact on the company Basel II four risk categories: Process People System External events Usefulness of common definitions and descriptions of risks and risk categories

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ORM: Risk and control self assessment Identification of controls Key objective: reduce operational risk exposure to acceptable level Preventive and detective controls Recommend no more than six to eight controls per risk Possible mitigation of more than one risk by the same control
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ORM: Risk and control self assessment Identification of controls Key objective: reduce operational risk exposure to acceptable level Preventive and detective controls Recommend no more than six to eight controls per risk Possible mitigation of more than one risk by the same control

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ORM: Risk and control self assessment Assessment Operational risk exposure Severity: most likely monetary loss in the absence of any internal controls Frequency: how often an event of at least the size of severity is expected to occur in the absence of any internal controls Inherent risk: risk measure in the absence of internal controls Residual risk: remaining level of risk after controls in place.
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ORM: Risk and control self assessment Assessment Operational risk exposure Severity: most likely monetary loss in the absence of any internal controls Frequency: how often an event of at least the size of severity is expected to occur in the absence of any internal controls Inherent risk: risk measure in the absence of internal controls Residual risk: remaining level of risk after controls in place.

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ORM: Risk and control self assessment Inherent risk value Identify significant potential loss exposure Identify areas requiring mitigation activities Residual risk value Identify inadequate control Focus of remediation activities Areas with residual risk value outside acceptable limits.
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ORM: Risk and control self assessment Inherent risk value Identify significant potential loss exposure Identify areas requiring mitigation activities Residual risk value Identify inadequate control Focus of remediation activities Areas with residual risk value outside acceptable limits.

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ORM: Risk and control self assessment Control assessment Control design effectiveness Level of risk mitigation Rated: very high, high, medium and low Control operating effectiveness Operational control quality in practice Rated: fully effective (“green”), partially effective (“amber”), or not effective (“red”) Effective, well-designed controls Reduce the expected loss Reduce the standard deviation of that loss
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ORM: Risk and control self assessment Control assessment Control design effectiveness Level of risk mitigation Rated: very high, high, medium and low Control operating effectiveness Operational control quality in practice Rated: fully effective (“green”), partially effective (“amber”), or not effective (“red”) Effective, well-designed controls Reduce the expected loss Reduce the standard deviation of that loss

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ORM: Risk and control self assessment Measurement Failure rates of control design and control operating effectiveness together with severity and frequency of inherent risk Allow to calculate expected annual loss amounts for every residual risk Basis for calculating required capital for operational risk
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ORM: Risk and control self assessment Measurement Failure rates of control design and control operating effectiveness together with severity and frequency of inherent risk Allow to calculate expected annual loss amounts for every residual risk Basis for calculating required capital for operational risk

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ORM: Risk and control self assessment Mitigation Compare expected losses with a predefined risk acceptance limit Raise an issue and/or an action plan Take an appropriate mitigation steps
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ORM: Risk and control self assessment Mitigation Compare expected losses with a predefined risk acceptance limit Raise an issue and/or an action plan Take an appropriate mitigation steps

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ORM: Key risk indicators Key risk indicators (KRI) Measures that provide information about organization or levels of activity indicating potential or actual changes in risk exposure One of the basic elements of an effective ORM Identify areas requiring management attention and/or action Monitor changes in risk profile and controls performance Require meaningful benchmark and margins
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ORM: Key risk indicators Key risk indicators (KRI) Measures that provide information about organization or levels of activity indicating potential or actual changes in risk exposure One of the basic elements of an effective ORM Identify areas requiring management attention and/or action Monitor changes in risk profile and controls performance Require meaningful benchmark and margins

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ORM: Loss-event database Loss event database Loss event: occurrence that leads to a financial cost, lost benefit or both. A loss event database Captures losses and incidents Serves as Learning tool Input to risk quantification
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ORM: Loss-event database Loss event database Loss event: occurrence that leads to a financial cost, lost benefit or both. A loss event database Captures losses and incidents Serves as Learning tool Input to risk quantification

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ORM: Audits Audits Crucial function of ORM Through audits, operational processes can be checked, issues raised and corrective action determined. Internal or external audits Good control of company operations by thoughtful audit coverage planning and execution Significant help in managing risks through reporting audits’ activities, substandard results, and follow up on an audits’ open issues
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ORM: Audits Audits Crucial function of ORM Through audits, operational processes can be checked, issues raised and corrective action determined. Internal or external audits Good control of company operations by thoughtful audit coverage planning and execution Significant help in managing risks through reporting audits’ activities, substandard results, and follow up on an audits’ open issues

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ORM: Sarbanes-Oxley Act Sarbanes-Oxley Act (SOX) Introduced by US Congress in 2002 after major US corporate scandals. Compliance with Act by all publicly-traded companies in US One of primary goals to help restore investor confidence. SOX important part of operational risk management process. Compliance with SOX enhances management of operational risks.
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ORM: Sarbanes-Oxley Act Sarbanes-Oxley Act (SOX) Introduced by US Congress in 2002 after major US corporate scandals. Compliance with Act by all publicly-traded companies in US One of primary goals to help restore investor confidence. SOX important part of operational risk management process. Compliance with SOX enhances management of operational risks.

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ORM: Sarbanes-Oxley Act SOX compliance requirement: All applicable companies must establish financial accounting framework that can generate financial reports readily verifiable with traceable source data. Source data must remain intact and cannot undergo undocumented revisions. Revisions to financial or accounting software must be fully documented
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ORM: Sarbanes-Oxley Act SOX compliance requirement: All applicable companies must establish financial accounting framework that can generate financial reports readily verifiable with traceable source data. Source data must remain intact and cannot undergo undocumented revisions. Revisions to financial or accounting software must be fully documented

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ORM awareness ORM awareness Essential part of effective risk management. Raised throughout company by implementing open operational risk culture: Employees openly report operational risks and losses Active learning from mistakes encouraged Active promotion with full support, engagement of senior management, board of directors
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ORM awareness ORM awareness Essential part of effective risk management. Raised throughout company by implementing open operational risk culture: Employees openly report operational risks and losses Active learning from mistakes encouraged Active promotion with full support, engagement of senior management, board of directors

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Increased awareness of operational risks triggered by corporate failures made operational risk management integral part of every company Increased awareness of operational risks triggered by corporate failures made operational risk management integral part of every company Shareholders, regulators, and rating agencies dictate tight control to minimize related losses Implementing assurance framework helps utilize best practices and provides proactive response to avoid future scandals
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Increased awareness of operational risks triggered by corporate failures made operational risk management integral part of every company Increased awareness of operational risks triggered by corporate failures made operational risk management integral part of every company Shareholders, regulators, and rating agencies dictate tight control to minimize related losses Implementing assurance framework helps utilize best practices and provides proactive response to avoid future scandals

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Why ORM? To Ensure Necessary Risks are Taken ORM: Is an important tool for training realism Provides potential to expand capabilities Assures necessary risk taking to enhance superiority
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Why ORM? To Ensure Necessary Risks are Taken ORM: Is an important tool for training realism Provides potential to expand capabilities Assures necessary risk taking to enhance superiority

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What is Operational Risk Management? Natural evolution from traditional risk management
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What is Operational Risk Management? Natural evolution from traditional risk management

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OBJECTIVE AND GOALS
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OBJECTIVE AND GOALS

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4 KEY ORM PRINCIPLES 1. Accept no unnecessary risks.
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4 KEY ORM PRINCIPLES 1. Accept no unnecessary risks.

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BUT.... NOBODY TAKES “UNNECESSARY” RISKS? If all the hazards that could have been detected have not been detected then unnecessary risks are being accepted.
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BUT.... NOBODY TAKES “UNNECESSARY” RISKS? If all the hazards that could have been detected have not been detected then unnecessary risks are being accepted.

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2. Make Risk Decisions at the Appropriate Level Factors below become basis of a decision- making system to guide leaders Who will answer in the event of a mishap? Who is the senior person at the scene? Who possesses best insight into the full benefits and costs of a risk? Who has the resources to mitigate the risk? What level makes the most operational sense? What level makes these types of decisions in other activities? Who will have to make this decision in combat operations?
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2. Make Risk Decisions at the Appropriate Level Factors below become basis of a decision- making system to guide leaders Who will answer in the event of a mishap? Who is the senior person at the scene? Who possesses best insight into the full benefits and costs of a risk? Who has the resources to mitigate the risk? What level makes the most operational sense? What level makes these types of decisions in other activities? Who will have to make this decision in combat operations?

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WHAT HAPPENS WHEN AN ORGANIZATION STOPS TAKING RISKS?
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WHAT HAPPENS WHEN AN ORGANIZATION STOPS TAKING RISKS?

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4. Integrate ORM Into Doctrine and Planning At All Levels.
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4. Integrate ORM Into Doctrine and Planning At All Levels.

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WHAT IS AN “OPERATIONAL PROCESS”?
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WHAT IS AN “OPERATIONAL PROCESS”?

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ORM IS BASED ON SYSTEMS MANAGEMENT CONCEPTS
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ORM IS BASED ON SYSTEMS MANAGEMENT CONCEPTS

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THE ORM 6-STEP PROCESS
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THE ORM 6-STEP PROCESS

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Step 1 - Identify the Hazard Process: Emphasize hazard ID tools. Adds rigor and early detection.
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Step 1 - Identify the Hazard Process: Emphasize hazard ID tools. Adds rigor and early detection.

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7 Primary Hazard ID Tools Operations Analysis/Flow Diagram Preliminary Hazard Analysis What If Scenario Logic Diagrams Change Analysis Cause and Effect
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7 Primary Hazard ID Tools Operations Analysis/Flow Diagram Preliminary Hazard Analysis What If Scenario Logic Diagrams Change Analysis Cause and Effect

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Specialized and Advanced Hazard ID Tools Specialized tools accomplish specific ORM objectives. Map analysis, interface analysis, mission protection tools, training realism, opportunity assessment
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Specialized and Advanced Hazard ID Tools Specialized tools accomplish specific ORM objectives. Map analysis, interface analysis, mission protection tools, training realism, opportunity assessment

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Step 2 - Assess the Risk
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Step 2 - Assess the Risk

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THE ASSESSMENT TOOLS ADD OBJECTIVITY TO THE EVALUATION OF RISK Risk assessment matrix: Requires specific evaluations of severity, probability, and when necessary, exposure
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THE ASSESSMENT TOOLS ADD OBJECTIVITY TO THE EVALUATION OF RISK Risk assessment matrix: Requires specific evaluations of severity, probability, and when necessary, exposure

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Step 3 - Analyze Risk Control Measures Process: Comprehensive risk control options are developed for risks based on a worst-first basis.
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Step 3 - Analyze Risk Control Measures Process: Comprehensive risk control options are developed for risks based on a worst-first basis.

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The Risk Control Option Tools Add Scope & Depth Basic or “macro” risk control options: Reject, Avoid, Delay, Transfer, Spread, Accept, Compensate, Reduce
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The Risk Control Option Tools Add Scope & Depth Basic or “macro” risk control options: Reject, Avoid, Delay, Transfer, Spread, Accept, Compensate, Reduce

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Step 4 - Make Control Decisions Process: A decision-making system gets risk decisions to the right person, at the right time, with the right support.
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Step 4 - Make Control Decisions Process: A decision-making system gets risk decisions to the right person, at the right time, with the right support.

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ORM Uses Proven Decision-making Tools Decision-making systems get the decision to the right person, at the right time, with the right support
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ORM Uses Proven Decision-making Tools Decision-making systems get the decision to the right person, at the right time, with the right support

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Step 5 - Risk Control Implementation Process: Leaders lead, operators are involved, all are accountable.
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Step 5 - Risk Control Implementation Process: Leaders lead, operators are involved, all are accountable.

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ORM Implementation Tools & Guidelines Help Controls Click with Operators The involvement continuum guides the high degree of operator input to ORM actions
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ORM Implementation Tools & Guidelines Help Controls Click with Operators The involvement continuum guides the high degree of operator input to ORM actions

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Step 6 - Supervise and Review Process: Progress measured through increased mission effectiveness, mishap results and direct indicators of risk.
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Step 6 - Supervise and Review Process: Progress measured through increased mission effectiveness, mishap results and direct indicators of risk.

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Review and Feedback Procedures Measure & Leverage ORM Results Eliminate invalid statistical uses of mishap rates and numbers
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Review and Feedback Procedures Measure & Leverage ORM Results Eliminate invalid statistical uses of mishap rates and numbers

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USING THE 6-STEP PROCESS THE RISK MANAGEMENT CONTINUUM
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USING THE 6-STEP PROCESS THE RISK MANAGEMENT CONTINUUM

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USING THE 6-STEP PROCESS LEVELS OF EFFORT
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USING THE 6-STEP PROCESS LEVELS OF EFFORT

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Integrating the ORM Process Why integration is critical? 12 Strategies for ORM integration. The importance of pace.
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Integrating the ORM Process Why integration is critical? 12 Strategies for ORM integration. The importance of pace.

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WHY INTEGRATION IS CRITICAL? Integration: Forces balancing of loss control and other mission needs
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WHY INTEGRATION IS CRITICAL? Integration: Forces balancing of loss control and other mission needs

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THE TWELVE STRATEGIES FOR PROGRAM INTEGRATION Accountability Teaming Partnership Integrate in Training Risk Decision Points Organization & Policy Structure
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THE TWELVE STRATEGIES FOR PROGRAM INTEGRATION Accountability Teaming Partnership Integrate in Training Risk Decision Points Organization & Policy Structure

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THE IMPORTANCE OF PACE Don’t use the shotgun Don’t get out in front of the organization - too far Don’t “inspect-in” ORM
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THE IMPORTANCE OF PACE Don’t use the shotgun Don’t get out in front of the organization - too far Don’t “inspect-in” ORM

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USAF ORM MATURATION
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USAF ORM MATURATION

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VISION Macro: Every Leader, Member, & Employee Manages Risk in All They Do... On- & Off-Duty
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VISION Macro: Every Leader, Member, & Employee Manages Risk in All They Do... On- & Off-Duty

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CAP APPROACH Top-Down Approach
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CAP APPROACH Top-Down Approach

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ORM STRATEGY Miscellaneous Initiatives Automated “Tools” Doctrine Integration Crosstell NEWS Release(s) Video(s)
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ORM STRATEGY Miscellaneous Initiatives Automated “Tools” Doctrine Integration Crosstell NEWS Release(s) Video(s)

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The leader’s role will be a decisive factor in the success or failure of ORM The leader’s role will be a decisive factor in the success or failure of ORM
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The leader’s role will be a decisive factor in the success or failure of ORM The leader’s role will be a decisive factor in the success or failure of ORM

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ORM Leadership Opportunities 1. Commit to Breakthrough Improvement Objectives: Put improvement of risk performance (control-opportunity) on a competitive level with other important mission concerns.
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ORM Leadership Opportunities 1. Commit to Breakthrough Improvement Objectives: Put improvement of risk performance (control-opportunity) on a competitive level with other important mission concerns.

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ORM Leadership Opportunities Continued 3. Set a Personal Example Objectives: To assure credibility of the ORM process through personal behavior.
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ORM Leadership Opportunities Continued 3. Set a Personal Example Objectives: To assure credibility of the ORM process through personal behavior.

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ORM Leadership Opportunities Continued 5. Induce Loss Control Community Functional Integration Objectives: Build increasing cooperation and integration of the loss control community
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ORM Leadership Opportunities Continued 5. Induce Loss Control Community Functional Integration Objectives: Build increasing cooperation and integration of the loss control community

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ORM Leadership Opportunities Continued 7. Resource ORM Activities Objectives: Allocate resources to ORM (control-opportunity) at a level it can competitively justify
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ORM Leadership Opportunities Continued 7. Resource ORM Activities Objectives: Allocate resources to ORM (control-opportunity) at a level it can competitively justify

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ORM Leadership Opportunities Continued 9. Detect & Correct Gambling Objectives: Develop an organization in which risk “gambling” is deterred even when the gambler “wins”.
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ORM Leadership Opportunities Continued 9. Detect & Correct Gambling Objectives: Develop an organization in which risk “gambling” is deterred even when the gambler “wins”.

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ORM Leadership Opportunities Continued 11. Regularly Monitor ORM Progress Objectives: Periodically assess a set of data that effectively monitors organization ORM status
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ORM Leadership Opportunities Continued 11. Regularly Monitor ORM Progress Objectives: Periodically assess a set of data that effectively monitors organization ORM status

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