A Structured Approach to Enterprise Risk Management 
By
Hossam El- Deen Mustafa Dawood
Under the supervision of
Dr. Ahmed Taha
Enterprise risk management
Introduction:
Enterprise risk management can be defined as a process, effected by an entity’s board of directors, management and other personnel, applied in strategy setting and across the enterprise, designed to identify potential 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.
In other words , Enterprise risk management (ERM) is the process of analyzing the portfolio of risks facing the enterprise to ensure that the combined effect of such risks is within an acceptable tolerance. While ERM adoption is on the rise, little academic research exists about the costs and benefits of ERM. Proponents of ERM claim that ERM is designed to enhance shareholder value; however, portfolio theory suggests that costly ERM implementation would be unwelcome by shareholders who can use less costly diversification to eliminate idiosyncratic risk. This study examines equity market reactions to announcements of appointments of senior executive officers overseeing the enterprise’s risk management processes.
This definition captures key concepts fundamental to how companies and other organizations manage risk, providing a basis for application across organizations, industries, and sectors. It focuses directly on achievement of objectives established by a particular entity and provides a basis for defining enterprise risk management effectiveness.
Enterprise risk is the extent to which the outcomes from the corporate strategy of a company may differ from those specified in its corporate objectives, or the extent to which they fail to meet these objectives (using a ``downside risk ' ' measure). The strategy selected to achieve these corporate objectives embodies a certain risk profile, which arises from the various
Hossam El- Deen Mustafa Dawood
Under the supervision of
Dr. Ahmed Taha
Enterprise risk management
Introduction:
Enterprise risk management can be defined as a process, effected by an entity’s board of directors, management and other personnel, applied in strategy setting and across the enterprise, designed to identify potential 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.
In other words , Enterprise risk management (ERM) is the process of analyzing the portfolio of risks facing the enterprise to ensure that the combined effect of such risks is within an acceptable tolerance. While ERM adoption is on the rise, little academic research exists about the costs and benefits of ERM. Proponents of ERM claim that ERM is designed to enhance shareholder value; however, portfolio theory suggests that costly ERM implementation would be unwelcome by shareholders who can use less costly diversification to eliminate idiosyncratic risk. This study examines equity market reactions to announcements of appointments of senior executive officers overseeing the enterprise’s risk management processes.
This definition captures key concepts fundamental to how companies and other organizations manage risk, providing a basis for application across organizations, industries, and sectors. It focuses directly on achievement of objectives established by a particular entity and provides a basis for defining enterprise risk management effectiveness.
Enterprise risk is the extent to which the outcomes from the corporate strategy of a company may differ from those specified in its corporate objectives, or the extent to which they fail to meet these objectives (using a ``downside risk ' ' measure). The strategy selected to achieve these corporate objectives embodies a certain risk profile, which arises from the various
References: McKinsey Working Papers on Risk, Number 40, Enterprise risk management, Martin Pergler,, December 2012. Enterprise Risk Management Supply Chain Risk Management Business Essay, Essays, UK. (November 2013). Overview of Enterprise Risk Management, Casualty Actuarial Society Enterprise Risk Management Committee May 2003. Miccolis, Jerry A., "Enterprise Risk Management: What 's Beyond The Talk?," Financing Risk & Reinsurance (May 2000). The importance of Enterprise Risk Management to a Not-for-Profit organization, > http://www.kpmg.com/Ca/en/External%20Documents/The-importance-of-ERM-to-an-NPO-FINAL.pdf?j=35623919&e=slesko@kpmg.ca&l=17643611_HTML&u=505787976&mid=10490152&jb=6< Information Conveyed in Hiring Announcements of Senior Executives Overseeing Enterprise-Wide Risk Management Processes, Mark Beasley Professor of Accounting and ERM Initiative Director Don Pagach Professor of Accounting Richard Warr Associate Professor of Finance College of Management North Carolina State University Box 8113 Raleigh, NC 27695-8113 March, 2007. The Geneva Papers on Risk and Insurance Vol. 26 No. 3 (July 2001) 360±366, Enterprise Risk Management: Its Origins and Conceptual Foundation by Gerry Dickinson. Enterprise Risk Management — Integrated Framework, Executive Summary September 200 Thanks