Safeguarding your futureMassive government interventions in the financial sector may have prevented even more calamity, but great uncertainty still lies ahead.
So it’s imperative that you form a strategic view of all the risks you now face. This means defining what your key risks are, weighting their probability and impact on business drivers – and developing your thinking on actions to take.
Ernst & Young can support you in this. We can undertake risk assessments that go beyond financial and regulatory risk to consider the wider environment in which you operate.
We can conduct scenario planning for your key risks to make sure your risk management processes are linked to the actual risks that your business faces.
And we can help you put in place effective monitoring and control processes that give you earlier warnings, and enable you to respond quickly and effectively.
This rigorous and disciplined approach to risk management helps you safeguard the future of your business. | European Fraud Survey 2011 Unethical behavior remains common within many corporate cultures across Europe. Those who place a premium on integrity know that ethical behavior isn’t just desirable, it’s also good for business. Read our European Fraud Survey 2011 to learn more. Straight talk about IT performance Our survey reveals a disconnect between what the C-suite expects from the IT department and what the group actually delivers. Read on for ideas to bridge the gap. Improve your odds with driver-based decision-making Without concrete information, leaders sometimes rely on intuition to make decisions. A driver-based approach gives leaders the insights they need for more strategic decision-making. Find out more in our series 5: insights for executives. Convey the health of your internal controls instantly Painting a clear picture of risks is a challenge for Internal Audit teams. A simple “pass/fail” rating for controls is no longer enough to satisfy the business. With a three dimensional control rating system, you can better gauge effective or ineffective controls. Find out more in our series 5: insights for executives. Does your Internal Audit function have a seat at the table? To be the strategic advisor executives want, Internal Audit has to have a seat at the table. Read our report to learn why Internal Audit should be involvedin all strategic decision-making to grow or improve your organization. |
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 Throwing money at your risk problems? Companies must demonstrate sound risk management. But spending big on compliance doesn’t translate into true stability. Sound familiar? Stop the spending spree.
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