We are often asked for insight on business measures or KPIs for ERM programs to track overall progress and effectiveness. The key question for risk managers is: how do I measure the value ERM is delivering to my organization? Om this presentation see samples of measures that will quantify and measure the value your ERM program.

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How to Measure your Enterprise Risk
Management Effectiveness?
by Steven Minsky
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EMAIL: info@globalriskconsult.com
How to Measure your Enterprise Risk Management
effectiveness?
by Steven Minsky
Number of Systemic Risks Identified
 Systemic risk identification will detect areas of
upstream and
 Downstream dependencies throughout your
 Identify areas that would benefit from centralized
controls so the extra work of maintaining separate
activity level controls is eliminated, increasing
organizational efficiency.
How do I measure the value ERM is
delivering to my organization?

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Percentage of Process Areas involved
in Risk Assessments
 ERM is cross-functional in nature and cannot be
done in silos.
 A risk event in one functional area also affects
other functional areas within the business.
 Process owners own the risk
 The more process owners involved in risk
assessments, the more accurate and forward-
looking the information collected will be, both of
which are hugely valuable to the organization.
How to Measure your Enterprise Risk Management
effectiveness?
by Steven Minsky

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Percentage of Key Risks Mitigated
 Sense of your overall risk coverage is important;
however, it is not nearly as valuable as knowing
the coverage of your organization’s key risks.
 This will help you to prioritize resources to the
risks that need stronger coverage.
 This gap analysis with a tolerance level will also
help
you to identify emerging risks as they rise out of
tolerance
How to Measure your Enterprise Risk Management
effectiveness?
by Steven Minsky

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EMAIL: info@globalriskconsult.com
How to measure your Enterprise Risk
Management effectiveness? by Steven Minsky
Percentage of Key Risks Monitored
o If a risk or activity changes, organizations have no
way of knowing how, and if, these changes will
affect their metrics.
o Through risk assessments and linking risks to
activities, organizations can start prioritizing
what activities need to be monitored.
o Regular risk assessments enable organizations to
detect increased threat levels and identify new
emerging risks before they materialize and bring
business metrics out of tolerance.

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