In our previous posts in this series, we introduced Enterprise Risk Management (ERM) as a “portfolio view” of risk and discussed various aspects of implementing ERM: roles, culture, a framework and preparing your organization. Now, we’ll begin looking at the “big picture” viewpoint of risk, starting with identifying and prioritizing risks. In the ERM process, management (1) determines acceptable levels of risk, (2) identifies and measures risks throughout the entire organization and aggregates the results, and (3) determines if the aggregated results exceed the acceptable levels. Risk Appetite and Risk Tolerance are the expressions of the “acceptable levels” of risk.
In our previous blog posts, we introduced Enterprise Risk Management (ERM) as a strategic discipline that affords a "portfolio" view of risk and we outlined how to establish roles and a context for ERM implementation.
Nine out of the 10 largest bankruptcies in the first half of 2016 were energy companies, according to investment insights publication The Turnaround Letter. Eight of those were oil and gas companies, specifically. Such widespread failures throw not just assets but whole segments of operations up for grabs. As the buyers assimilate these operations, it is no surprise that the acquisitions change the risk profiles of the new owners.
Topics: Due Diligence, Energy Company Mergers & Acquisitions, Energy Risk, Energy Risk Management, Enterprise Risk Management (ERM), Enterprise Risk Management, Enterprise Risk Management, ERM, Mergers & Acquisitions, Oil and Gas Risk Management, Oil & Gas Risk Management, Risk Appetite, Risk Management Blog, Risk Register