Enterprise Risk Management — Jonas Osman Abdelfour
Risk taxonomy, appetite, RCSAs, scenario analysis and executive reporting — the disciplines that make enterprise risk a decision-making tool rather than a compliance exercise.
Enterprise risk management (ERM) is only credible when it changes decisions. That requires a consistent taxonomy, an appetite that translates into limits, quality RCSAs that reflect how the business actually operates, and reporting that highlights what matters at the level it needs to be heard.
What this work covers
A representative — not exhaustive — set of areas addressed in engagements of this type.
- Enterprise risk taxonomy
- Risk appetite framework
- Key risk indicators (KRIs)
- Risk and control self-assessment
- Scenario analysis & stress testing
- Operational risk management
- Emerging risk identification
- Risk aggregation and profile
- Executive & board risk reporting
- Risk data quality and MI
- Integration with capital planning
- Integration with strategy
How it operates in practice
ERM engagements start with the appetite: is it specific, measurable, and demonstrably used? From there, the taxonomy, RCSA methodology and KRIs are tested for alignment. Reporting is redesigned to highlight breaches, trends and forward-looking indicators — with clear ownership and escalation.
Related insights
All insights →- Financial RiskDesigning a risk appetite that actually guides decisions
Why most risk appetite statements do not constrain decisions — and how to design ones that do.
- Financial RiskMarket risk governance for banking books
The governance disciplines that make market risk limits and stress testing decision-useful.
- Financial RiskLiquidity risk management in practice
LCR/NSFR frameworks, behavioural assumptions and contingency funding plans that hold up under stress.
- Financial RiskAsset and liability management fundamentals
Coherent ALM: measurement, hedging and governance across interest-rate, liquidity and FX risk.