The process of the systematic per-active Risk management

The operational Risk management contains the process of the systematic and current risk analysis of the enterprise and the business procedures. The goal can be attained economically optimal security and not the maximum.

First of all the risks of an enterprise must be recognized and analyzed. The provision of information is simultaneous the most difficult phase in the RM process and a key function of the RM. A systematic, process orientated approach is necessary.

During the collection of the risks help among other things inspections, interviews, organization charts, balances, check lists and damage statistics. RiskNet has for the risk analysis and - evaluation a special method develops, with which the individual risk fields and subprocesses are analyzed.

If the risks are recognized, then a quantification takes place regarding expectancy value in the next phase of the risk evaluation. The expectancy value determines itself from the multiplication of the probability of entrance with the damage extent. During the evaluation one avails oneself of various analysis methods, like for example:

• Fault tree analyzes
• Analyzes of expiration of incident
• Scenario technology
• VALUE RK Risk
• ABC analysis
• Scoring models
• Risk map
• Monitoring team
• Analyzes of sensitivity
• PML and/or MPL analyzes

If a quantification is not possible (for example with image loss), then the risk is qualitatively evaluated (existence-threatening, serious, means, small, insignificantly).

A goal of the risk identification and - evaluation (risk analysis) is the production of a risk inventory and/or a RiskMap. A risk inventory contains a listing and a classification of all risks, detailed data concerning probabilities of damage entrance as well as potential financial effects.

After the risk analysis the evaluated risks must be compared with the given safety goals (see risk politics). The phase of the risk price increase and - control aims off to positively change the risk situation of the enterprise. Risks can be avoided, by economic activities given up and/or to be changed (e.g. development of new technologies).

Risks can be limited by risk over rolling and Risikostreuung. The adhesion can be limited by general trading conditions; risks can be reduced by separating of enterprise functions (outsourcing) and leasing. Via regional, subject-related and personal dispersion a compensation of risks can take place with from each other independent risks. If production plants are spatially separated, then the total risk is reduced.

By organizational (bspw. Emergency planning) and technical (bspw. ) Can risks took someone’s measurements for fire sprinkler be decreased. In particular the operational fire protection plays here a substantial role, since fires rank among the most frequent causes of damage.

The phase of the risk price increase and - furthermore control covers the risk financing. Which risks can be externalisiert for example by insurance solutions or alternative risk transfer?

It is important that it concerns with the Risk management process an automatic control loop. The results of the operational RM flow into the goals of the strategic RM.

Strategic Risk Management

Risk management is more than the view into the rear view mirror

risk management was always already implicitly a component of the enterprise control. Frequently however only then one reacted if the enterprise were already in stormy lake or in acute distress. In the industry and in the trade it went primarily around the fulfillment from laws (something regulations concerning fire or industrial safety) or editions of the insurers (about VdS, HPR).

Risk is based a Konstrukt and on risk perception. Which for the risk is, needs to be for other still for a long time keins.

Risk management is more than the view in the log!

Due to itself in the past years the changed basic conditions for enterprises an per-active, systematic and getistic risk management is however a condition, in order to recognize and circumnavigate the cliffs in stormy lake in time. Increasingly globalized a competition on deregulierten markets, an increasing complexity as well as rapid developments within the range of the information technology (IT) cumulate to chances, in addition, risks for the enterprises. An increasing complexity of the enterprise processes and new decentralized firm’s structures as well as shorter response times, led to a new risk situation of the enterprises. The moreover enterprises are exposed to intensified rising costs. By “business intuition” and reactive control systems it might become ever more difficult to seize and analyze the complexity of the processes and risks.

Only that, which has the risks in the view, recognizes the chance-rich route!

An efficient risk management process functions similarly to the human organism or other network architecture in nature. In a perfect network co-operate brain, heart and nervous system. Networks are flexible and flexible, have common goals, will interaction and avoid hierarchies. Transferred to risk management this means that different sensors and sense (eye, ear, nerves etc.) take up the risks and to a central place passes it on (brain). And altogether the strategic adjustment of the system (enterprise) decides on the risk understanding.

The strategic risk management forms the integrative clip and the foundation for entire risk management of the process. At the strategic risk management particularly around the formulation of risk management goals in form of one ‚to risk politics’ as well as the bases of the organization of the risk management is. The selection of the risk management goals takes place here on the basis of different chance/risk conditions. A declaration of intent on the part of management, communicated obligatorily, is mandatory with the structure of a risk management.

The primary goals of the risk management are:

• Lasting increase of the enterprise value
• Protection of the company targets (achievement-economical, financial goals etc.)
• Protection of the future success of the enterprise
• Optimization of the risk costs
• Social goals from the social responsibility of the enterprise

One misses or several of these goals, then an enterprise is endangered in the existence. Without the support of management the installation of a functioning risk management will not be possible. Therefore the management and/or the executive committee is the highest instance during the definition the risk management of goals. In the context strategic risk management takes place the organizational imbedding in an enterprise as well as communication of the risk-political decisions of general principle. The risk management organization defines the structure-organizational framework. For the practical conversion to the operational processes it is important that risk management is lived and part of the organisational culture becomes.