Page 554 - COSO Guidance

Introduction

Figure 2: COSO’s Enterprise Risk Management Framework

BUSINESS
MISSION, VISION STRATEGY OBJECTIVE IMPLEMENTATION ENHANCED
& CORE VALUES DEVELOPMENT FORMULATION & PERFORMANCE VALUE

GOVERNANCE STRATEGY & PERFORMANCE REVIEW INFORMATION,
& CULTURE OBJECTIVE-SETTING & REVISION COMMUNICATION
& REPORTING
1. Exercises Board 6. Analyzes Business 10. Identifies Risk 15. Assesses Substantial 18. Leverages
Risk Oversight Context Change Information
11. Assesses Severity
2. Establishes Operating 7. Defines Risk Appetite of Risk 16. Reviews Risk and Technology
Structures 8. Evaluates Alternative 12. Prioritizes Risks and Performance 19. Communicates
3. Defines Desired Culture Strategies 13. Implements Risk 17. Pursues Improvement Risk Information
4. Demonstrates 9. Formulates Business Responses in Enterprise Risk 20. Reports on Risk,
Commitment to Core Objectives 14. Develops Management Culture and
Performance
Values Portfolio View
5. Attracts, Develops and
Retains Capable
Individuals
© 2017 COSO. Used by permission. All rights reserved.

While the guidance is aligned to COSO’s five components and 20 principles shown in Figure 2, it also offers a
practical approach to entities using other risk management frameworks, such as ISO 31000 or entity-specific
risk management frameworks. Wherever possible, this document leverages existing frameworks, guidance,
practices and tools from both the risk management and sustainability fields. It is not intended to be used as
k
ERM guidance in isolation and should be used in conjunction with an established ERM framework.
The purpose of this guidance is to help an entity achieve:
• Enhanced resilience: An entity’s medium- and long-term viability and resilience will depend on the
ability to anticipate and respond to a complex and interconnected array of risks that threaten the strategy
and objectives.
• A common language for articulating ESG-related risks: ERM identifies and assesses risks for potential
impact to the strategy and business objectives. Articulating ESG-related risks in these terms brings ESG
issues into mainstream processes and evaluations.
• Improved resource deployment: Obtaining robust information on ESG-related risks enables management
to assess overall resource needs and helps optimize resource allocation.

• Enhanced pursuit of ESG-related opportunities: By considering both positive and negative aspects of
ESG-related risks, management can identify ESG trends that lead to new opportunities.
• Realized efficiencies of scale: Managing ESG-related risks centrally and alongside other entity-level risks
helps to eliminate redundancies and better allocate resources to address the entity’s top risks.

• Improved disclosure: Improving management’s understanding of ESG-related risks can provide the
transparency and disclosure investors expect and achieve compliance with jurisdictional reporting requirements.

. . . . . . . . . . . . . . . .
k Examples include the COSO Internal Control Integrated Framework, Global Reporting Initiative (GRI) Standards, the Greenhouse Gas Protocol, International Integrated
Reporting Council’s (IIRC) Integrated Reporting <IR> Framework, Natural Capital Protocol, Social & Human Capital Protocol, Sustainability Accounting Standards Board
(SASB) Standards, Recommendations of the Task Force on Climate-related Financial Disclosures (TCFD).
Enterprise Risk Management | Applying enterprise risk management to environmental, social and governance-related risks • October 2018 7