The process of the systematic per-active Risk management

The operational Risk management contains the process of the systematic and current risk analysis of the enterprise and the business procedures. The goal can be attained economically optimal security and not the maximum.

First of all the risks of an enterprise must be recognized and analyzed. The provision of information is simultaneous the most difficult phase in the RM process and a key function of the RM. A systematic, process orientated approach is necessary.

During the collection of the risks help among other things inspections, interviews, organization charts, balances, check lists and damage statistics. RiskNet has for the risk analysis and - evaluation a special method develops, with which the individual risk fields and subprocesses are analyzed.

If the risks are recognized, then a quantification takes place regarding expectancy value in the next phase of the risk evaluation. The expectancy value determines itself from the multiplication of the probability of entrance with the damage extent. During the evaluation one avails oneself of various analysis methods, like for example:

• Fault tree analyzes
• Analyzes of expiration of incident
• Scenario technology
• VALUE RK Risk
• ABC analysis
• Scoring models
• Risk map
• Monitoring team
• Analyzes of sensitivity
• PML and/or MPL analyzes

If a quantification is not possible (for example with image loss), then the risk is qualitatively evaluated (existence-threatening, serious, means, small, insignificantly).

A goal of the risk identification and - evaluation (risk analysis) is the production of a risk inventory and/or a RiskMap. A risk inventory contains a listing and a classification of all risks, detailed data concerning probabilities of damage entrance as well as potential financial effects.

After the risk analysis the evaluated risks must be compared with the given safety goals (see risk politics). The phase of the risk price increase and - control aims off to positively change the risk situation of the enterprise. Risks can be avoided, by economic activities given up and/or to be changed (e.g. development of new technologies).

Risks can be limited by risk over rolling and Risikostreuung. The adhesion can be limited by general trading conditions; risks can be reduced by separating of enterprise functions (outsourcing) and leasing. Via regional, subject-related and personal dispersion a compensation of risks can take place with from each other independent risks. If production plants are spatially separated, then the total risk is reduced.

By organizational (bspw. Emergency planning) and technical (bspw. ) Can risks took someone’s measurements for fire sprinkler be decreased. In particular the operational fire protection plays here a substantial role, since fires rank among the most frequent causes of damage.

The phase of the risk price increase and - furthermore control covers the risk financing. Which risks can be externalisiert for example by insurance solutions or alternative risk transfer?

It is important that it concerns with the Risk management process an automatic control loop. The results of the operational RM flow into the goals of the strategic RM.