Enterprise Risk Management

------------------------------------------ This message has been cross-posted to both the Risk Professionals and the Enterprise Risk Management E-Groups. ------------------------------------------ I am asking for advice on risk management dashboard reporting. Currently I am using an Excel file to create a report for management on a quarterly basis. The metrics being used are rudimentary and may not be fully communicating the value being added by the risk management program. Is someone willing to share either their method or what metrics they include in their reporting? Also what are your views about intervals between reports, monthly, quarterly, biannually or annually? ------------------------------- Tom Duncan, ARM J-W Operating Co. Risk Manager -------------------------------

------------------------------------------ This message has been cross-posted to both the Risk Professionals and the Enterprise Risk Management E-Groups. ------------------------------------------ Has anyone looked into the distinction between, and application of, dashboards vs scorecards? It seems the use described here is a scorecard: keeping track of performance, or a historical view. On the other hand, the concept of a dashboard is to provide information that guides forward actions. This implies the dashboard information must be close to real-time, and provides directional as well as rate of change indication. ------------------------------- John Brown The Coca-Cola Company Risk Manager, Technical Stewardship Operations Support -------------------------------
Original Message----- Sent: August 12, 2008 09:31 Subject: RE: Risk Management Dashboard reporting We've looked at a number of different systems but we use Crystal Xcelsius as our software program. This one is similiar to Excel in that we enter the data directly into the system and tell it what to do. There are other systems out there that, once they are set up, automatically pull the data from different databases and provide continual real time information. This was much more than we needed. We update our Executive Team quarterly (or more frequently if there is some specific point I want to make). For our organization's culture I focus primarily on the pro-active metrics - such as training and % of open/closed audit items. We also include financial metrics (such as total cost of risk vs budget) and historical metrics (such as types of losses by severity or frequency). ------------------------------- John Lammey University of Ottawa Associate Director, Risk and Insurance -------------------------------