Strategic and operational business planning and monitoring

Rafael Cavestany, Lutz Baumgarten and Brenda Boultwood

We now look at the embedding of the risk profile, calculated as presented in Part II, into the strategic and operational business planning and its monitoring. We have structured this chapter into the following sections:

    • “Integrating the operational risk profile into the strategic and operational planning”: In this section, we examine the means and key considerations when integrating the operational risk profile into the strategic and operational business planning process.

    • Integrating capital results into the GRC risk reporting”: Here, we look at the integration of the capital results into the overall reporting of governance, risk and compliance (GRC).

    • ORA for monitoring the strategic and business plan”: This section introduces a framework for operational risk appetite (ORA) and its use in the monitoring of the operational risk profile in accordance with the business plan.

INTEGRATING THE OPERATIONAL RISK PROFILE INTO THE STRATEGIC AND OPERATIONAL PLANNING1

Since the onset of the financial crisis in 2007, the industry has moved in the direction of a more integrated (or holistic) approach towards planning. This development was triggered by a mix

To continue reading...

You need to sign in to use this feature. If you don’t have a Risk.net account, please register for a trial.

Sign in
You are currently on corporate access.

To use this feature you will need an individual account. If you have one already please sign in.

Sign in.

Alternatively you can request an individual account here: