Influencing Risk & Risk Culture. Irving Low Head of Risk Consulting KPMG in Singapore

Transcription

1 Influencing Risk & Risk Culture Irving Low Head of Risk Consulting KPMG in Singapore 6 th June 2017

2 Contents 2

3 Introduction

4 Change in the code The launch of CG Code The Charity Council embarked on the second refinement of the Code Guideline states the Board should ensure that there is a process to identify, regularly monitor and review the charity s key risks. This should cover mitigating measures and controls for all key risks. Note: The first refinement of the code was done in

5 Overview of the study

6 Key objectives of this study the current state of awareness and adoption of enterprise risk management in the Charity sector to gather sufficient factual knowledge on risk management in the Charity sector to then prescribe further help practical ERM guidance for the Charity sector to kickstart the implementation of ERM and sustain their ERM journey and efforts Total In-Scope Organisations* as at 21 October 2016: *The study was based on the responses received from 222 of the 2,217 Charities in Singapore. Of the 222 respondents, there were 139 Institutions of a Public Character (IPCs) out of a population of 633 IPCs in Singapore. 6

7 Charities sector demographics Social & Welfare Religious Sports Health Education Others Community Arts & Heritage Source: Influencing Risk and Risk Culture, Figure 2 7

8 Key observations from survey results

9 What are the FOUR key observations? Risk Management Adoption Emergent Stage Risk Management Culture Lack of understanding of RM benefits Risk Governance Structure Greater clarity on RM responsibility Risk Management Practices Better education and awareness 9

10 Risk Management Adoption - Emergent Stage Large Charities have a higher adoption of Risk Management Policies Source: Influencing Risk and Risk Culture, Figure 9 10

11 1 Risk Management Adoption - Emergent Stage of the respondents Do not allocate budget to manage risk of the respondents Do not have a formal and regular risk assessment process 11

12 2 Risk Management Culture Lack of understanding of RM benefits? of the respondents Do not understand how they can benefit from the management of risks, or are unsure of Respondents: Lack of expertise in Risk Management of Respondents: Lack of Human Resources of Respondents: Lack of Financial Resources Requires to inculcate 12

13 3 Risk Governance Structure Greater clarity on RM responsibility Most felt that the Source: Influencing Risk and Risk Culture, Figure 11 13

14 3 Risk Governance Structure Greater clarity on RM responsibility 14

15 4 Risk Management Practices Better education and awareness Most Important Are we on the RIGHT track? Least Important Source: Influencing Risk and Risk Culture, Figure 15 15

16 A closer look at the ERM Toolkit

17 Purpose of the ERM Toolkit: Self Help 17

18 Your 4-step ERM journey Source: ERM Toolkit, page 6 18

19 Step 1: Identify = What are my risks? 19

20 Step 1: Identify = What are my risks? Source: ERM Toolkit, page 5 20

21 Step 2: Assess = What are my important risks? 21

22 Step 2: Assess = What are my important risks? Source: ERM Toolkit, page 9 22

23 Step 3: Manage = What are the Checks and Balances? 23

24 Step 4: Monitor & Report Risks = Who is responsible? 24

25 KPMG s Integrated 4 Lines of Defense Model 25

26 Step 4: Monitor & Report Risks = Who is responsible? Source: ERM Toolkit, page 15 Source: ERM Toolkit, page 15 26

27 Key Takeaways ERM Process Change of Mindset Build Awareness : Training 27

28 Next Steps

29 Risk Management is not difficult Use our simple ERM Formula Consultancy services to develop tool kit Training programme 29

30 Irving Low Partner, Head of Risk Consulting KPMG in Singapore Tel: kpmg.com/socialmedia kpmg.com/app 8 June 2017 KPMG Services Pte. Ltd. (Registration No: G), a Singapore incorporated company and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ("KPMG International"), a Swiss entity. All rights reserved. The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.