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Business Risk Management Register
A Business Risk Management Register is a document or database that lists and tracks potential risks that could impact a business’s operations, financial health, reputation, or stakeholders. The register helps a business identify, evaluate, and manage risks by tracking them over time and taking appropriate action to mitigate or eliminate them.
The register typically includes the following information:
Risk description: A brief summary of the risk and its potential impact on the business.
Risk owner: The person or department responsible for managing the risk.
Probability: The likelihood of the risk occurring, often rated on a scale of 1 to 5, with 1 being the lowest probability and 5 being the highest.
Impact: The potential consequences of the risk materialising, often rated on a scale of 1 to 5, with 1 being the lowest impact and 5 being the highest.
Risk rating: The overall rating of the risk, calculated by multiplying the probability and impact scores.
Risk response: The action plan or strategy to manage or mitigate the risk, such as risk avoidance, risk transfer, risk acceptance, or risk reduction.
Risk status: The current status of the risk, including whether it has been mitigated or is still active.
Mitigation measures: The specific measures that have been taken or are planned to address the risk.
Review date: The date when the risk will be reviewed and reevaluated.
By maintaining a Business Risk Management Register, a business can proactively identify and address potential risks before they become a problem. This can help the business maintain its operations, protect its assets and reputation, and achieve its strategic goals.
Managing opportunities and risks better with BusinessRiskTV. Business opportunities come with business risks. External and internal risk drivers will impact on business objectives negatively and positively. Controlling business risks and opportunities can secure greater business success and build stronger business resilience. Identify assess and control business risks better with articles and videos on BusinessRiskTV. Monitor business risks to your business objectives to protect and grow your business faster.
What are the risk and opportunities in business
Managing business risks is a critical business issue all business leaders face. However not all business leaders face the same business risks. Similar businesses can have the same business risks but may have different resources deployed in business risk management. Opportunities for business leaders to grow their business fast are always available to you if you look and take the best course of action. Understand the top business risks facing your business with help tips and support from BusinessRiskTV
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Its not about how to reduce risk
External or internal driven risks threaten your business. They also create new business development opportunities. Reducing the effect of uncertainty on your business is important.
How do you manage enterprise risks? Do you put risk into different silos like safety, insurance, cyber risk, sales strategy etc? They can be rolled into one holistic risk based approach.
What is the most effective way for a business to manage risk? Look at what you are trying to achieve? Could you achieve more with your existing assets? Has good luck been saving you from disaster?
Understand the bigger picture first. When you know what risk you have then manage it.
There is danger being in business. Danger that you could blow your value. Danger you could under perform.
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Corporate Misbehaviour Is A Misnomer
Corporate or enterprise entities do not make mistakes or create a bad business culture executives do. Illegal unethical or bad business practices arise because that’s the way executives want a company to achieve corporate objectives. Executives may or may not consider their business practices as bad or unethical but the result is the same corporate misbehaviour.
Understanding corporate misbehaviour
It may be a pointless waste of money undertaking a business health check if the executives are going to be unreceptive to the final risk management report, or simple pay lip-service to the outcomes.
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Many CEOs know what game needs to be played with enterprise risk management ERM before they can return to their own agenda for the business. Internal or external risk management audits can just play into the CEO’s attitude to risk management. Such executives short-term philosophy seems to rely on the hope that the shit doesn’t hit the fan during their time as CEO and whatever happens after they move on is not a concern for some incumbent CEOs.
Much of executive misbehaviour, and therefore corporate misbehaviour, is a direct result of executive pay and associated benefits. Misdirecting executive pay and rewards drives most if not all catastrophic corporate collapses. Before the collapse poor executive pay and rewards strategies poison business innovation and employee motivation.
To anticipate which companies will survive sustainably you could look at how executives are rewarded. It is the single biggest driver of corporate culture and long-term success, or not as the case maybe.
Executive managers cause corporate scandals, corporate scandals are not externally driven. The proximate cause of the corporate scandal or collapse doesn’t start further down the organisation nor does it start from outside the company. CEO bad behaviour is normally the proximate cost or the catalyst for corporate collapse.
Corporate Scandals
Corporate scandals aren’t a surprise to most executives, never mind the CEO. They take the level of risk they think is required to achieve their business objectives. They roll the dice and sometimes it pays off and sometimes it doesn’t.
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For example, many in the banking and finance industry look upon the financial crisis as an external risk that impacted on their business strategy. No, or little, blame can be placed at the bankers door! It was all the other bankers and financers who were at fault for their share price collapse, mass redundancies and lost business opportunities – not their fault as their business was doing just fine until the financial crisis tsunami hit their business.
Such egotistical responses stem from either self preservation, or lack of care for their part in the near global systemic financial collapse of the banking and financial sector and the very near global anarchy which would have ensued. Politicians, who were part of the problem, became part of the solution – make money as cheap as possible via low interest rates and massive almost unremitting quantitative easing QE.
Mothers forget how bad childbirth was
More than a decade after the start of the financial crisis there is still mass unemployment in the developed world and the developing world lost a decade of opportunity to crawl out of poverty. However, the key decision-makers in the business world have either forgiven themselves or reinvented themselves in position of power. In addition, a new raft of politicians are in place, or about to find positions of power, to facilitate the next financial crisis.
At its least useful, enterprise risk management ERM is a tool to spread the blame should the shit hit the fan, so one would have thought that ERM could be more popular than it is. At its most useful it helps business leaders make business decisions that are more likely to be good ones for the long-term sustainability of the business for the benefit of all stakeholders in the business – including the CEO.
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Cyber Risk BusinessRiskTV provides training for executives
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We work in collaboration with other business risk management experts around the world to help solve corporate risks and below is risk information to help you understand part of the solution for cyber risk management – cyber insurance.
Cyber Risk Risk Management Solutions Cyber Insurance Featured Article
Neil Gurnhill CEO Node International Explores Cyber Insurance To Protect Businesses Better
Business Activity Risk Profiling VS Scaremongering Will Increase Your Cyber Insurance uptake
The key to engaging with a potential client to discuss and provide cyber-risk insurance is to approach the discussions from their real business activities’ needs rather than any generalised knowledge they have gleaned from recent cyber-security threats or events reported in the national broadcast and newspaper media.
For example, most retail brokers engage too early in conversations about ‘hacking’, ‘denial of service’, ‘phishing’ and ‘social engineering’ and such like. As important as these topics are, it can often lead to a conclusion that the potential client has not been directly affected by these matters to date, therefore, they don’t need cover. Don’t forget the basic premise of insurance – it provides security for the future!
Our extensive experience at Node International, particularly in the USA and Europe, clearly tells us that the correct, and more successful approach is to start with an evaluation of the potential clients business activities.
For examples each of these activities has a cyber-risk profile so even though the potential client has not dealt with (say) a denial of service attack, the fact that over 80% of their business depends upon an ecommerce website highlights the substantial cyber-risk. Or they are highly dependent on a supply chain and/or contractor, of which they know little about their cyber-risk policies, again highlighting their potential cyber risk through the failures of others.
Taking this business activities profiling approach is a very logical systematic approach that engages the potential client. It is also quite simple to conduct. Start with a conversation about ‘mapping’ the high priority business activities and start introducing the question, ‘’What happens if…’’ Think of it as an ‘heat map’ of the business. When viewed overall, the client then sees the totality of cyber-risk they face. Then, the most effective cover can be assessed and priced accordingly.
It’s important not to think of early conversations as ‘selling cyber-insurance’ but providing an expert and value-added service to the clients. It is likely that they know very little about cyber-security and cyber-risk so building up the ‘heat map’ though sensible discussion helps the client. Nowadays, ‘helping the client to buy’ is far more effective than ‘selling’.
This is where Node International scores highly. As a wholesale broker and underwriter at Lloyds of London you can tap into our expertise and assistance. For example, by talking to one of our brokers before you go and see a client could help you tremendously. Even if you have never used Node International before, our brokers and underwriters are here to help you build your business.
Finally, lets step back a little. In the last two decades there has been a huge increase in businesses that are now dependent upon their technologies and digital capability. And, of course, the constant threat scenarios they face each day. From our experience, literally 99% of modern businesses (from small to large across all sectors) face at least one cyber-risk in their ‘heat map’. In effect, every business call you make is a potential satisfied client providing you approach it correctly and have a ‘value-added service’ at the forefront of your mind. As mentioned before, we can assist you with this essential skill.
Contact Neil Gurnhill CEO Node International for more help with Cyber Insurance
Email – neilg@nodeinternational.com Direct line – 02033 208983 Tel – 07823 888413 Lloyds Chambers, 1 Portsoken Street, London, E1 8BT
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Working with senior managers executives business owners and entrepreneurs to embed practical enterprise risk management ERM solutions.
Enterprise risk management will not provide any net benefit to the organisation if its leaders don’t buy in to the principles the benefits of risk assessment process and the framework the best performing companies conform to.
Business leaders must agree the risk appetite and risk tolerance of the organisation before the risk assessment process can begin
The risk assessment process is a good management tool but it can be nullified corrupted and cost the organisation money and performance if it doesn’t operate within and support the risk culture of the business.
Enterprise wide perspective on corporate risks
Strategic operational and project risks all need to be included in the risk management framework and risk assessment process to provide consistency of business decision-making to improve performance of the business.