ERM is inter-related with |
Risk management is deep- |
Management considers the |
The group has a formal risk |
corporate governance by |
ly rooted in the culture of |
entity ’ s risk appetite first in |
assessment process in place |
providing information to the |
Senwes and its strategic and |
evaluating strategic alterna- |
through which risks and miti- |
board on the most significant |
tactical intent . The responsi- |
tives , then in setting objectives |
gating management actions |
risks and how they are being |
bility and accountability for |
which are aligned with the |
are identified , assessed , moni- |
managed through the Risk |
risk management reside at all |
selected strategy . Thereafter , |
tored and reported on . |
Committee . It is therefore crucial that we utilise and optimise our risk resources which include our employees , risk management technology and liaison network . |
levels of the organisation , from its board down to each business manager and employee .
Being risk aware requires that management considers information about internal and
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mechanisms are developed to manage the related risks .
Risk appetite therefore guides resource allocation and assists us in aligning the organisation , people and processes in
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Our core strategic focus area as part of the risk management process remains the ability to respond to risks by ensuring multiple response plans per risk category . |
external environments , deploys |
designing the infrastructure |
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precious resources and recali- |
required to effectively respond |
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brates enterprise activities to |
to and monitor risks . |
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changing circumstances . |