The first stage of the risk identification begins the developments of a firm specific risk tree with the collection of all risks affecting the company targets and. The following illustration outlines example of a risk categorization:
Technological risks (business risks)
- Knowledge deficit: Is your enterprise strongly pending from the technological change?
- Does the danger of the “obsolescence” of the knowledge exist?
- Are there new processes in production?
- Are the downtimes how high?
- Is the production process susceptible to system crashes?
etc.
Achievement-economical risks (business risks)
- Procurement side: Does a dependence exist opposite few suppliers (single sourcing)?
- Are there substitution possibilities on the procurement side?
- Do they have problems with quality fluctuations with the input factors?
- Do they have problems with quality fluctuations with the output factors?
- Is the error frequency how high? Does it come due to wrong planning/vote frequently to extensions of deadline of projects/orders?
- Do you work process orientated?
- How does the vote between the individual functions take place?
- Research and development: Is the enterprise strengthens a technological change suspended (for example IT industry)?
etc.
Financialeconomical risks (business risks)
- Are the demand losses how high?
- Are the agreed upon dates of payment kept by the customers?
- Are liquid means/collateral present to sufficient extent?
- Are Finanzierungspielräume present?
- Does their enterprise derivatives financial instruments begin?
- Does your enterprise depend strongly on varying market prices?
etc.
Corporate Governance (business risks)
- Do you have problems with the procurement of qualified personnel?
- Are the fluctuation rates how high?
- Do they have a location disadvantage?
- Do they observe motivation and integrity gaps in the enterprise?
- Is time absent/disease days how high per annum?
- Do they have a team culture in the enterprise?
- How would you characterize the style of leadership in the enterprise? (More autocratically, authoritarian, bureaucratic ones, democratic ones, formal one, cooperative, laissez-faire, Liberalisti, Patriarchali, charismatic style of leadership)
- Try the strengths and the weaknesses of the organisational culture regarding customer, coworker, innovative, quality, to specify result and achievement orientation.
- Would you regard the organisational culture of your enterprise as “autopilot” for the implicit steering of the coworkers?
etc.
Social risks (business risks)
- Was the enterprise already confronted with trade restrictions?
- Exist does the danger of a strike/a riot in the company (addresses abroad?) /Sabotage/terrorism?
- Are cases of unfaithfulness/negligent behavior well-known with you?
etc.
Natural occurences (external risks)
- Do you have an address/a manufacturing plant in an earthquake-endangered area?
- Do you have an address/a manufacturing plant in an flooding-endangered area?
- Do you have an address/a manufacturing plant in an storm-endangered/hurricane-endanger area?
etc.
Social risks (external risks)
- Do they know cases of break-down theft/robbery in your enterprise?
- Does the danger of sabotage exist?
etc.
Political risks (external risks)
- Do you have an address/a manufacturing plant in a theater of war/war-endanger area?
- Is the enterprise subject to frequent changes of the legal sets of rules and regulations?
- Does the danger of nationalizations exist?
- Does the danger of a putsch exist?
etc.
Technical risks (external risks)
- Does a increased fire risk (high fire load) exist?
- Does a increased explosion risk exist?
- Does a bottleneck factor in your production (machine etc.) exist?
- Does a increased collapse risk exist?
- Have do you increases transport damages?
etc.
Personal risks (external risks)
- How many compulsorily notifiable (BG) accidents registered you per annum?
- Are there caused deaths by accident?
etc.
Alternative risk categorization
External risks
- Natural occurences
- Political changes
- Social changes
- Shifts of the market/new markets
- Legal developments
- Economic developments
- Supervision-legal changes
- Shifts of the branch trends
- Technical changes
Operational risks
- Logistics/selling
- IT security
- Humanly ressources
- Environmental risks
- Contract risks
- Project risks
- Customer satisfaction
- Quality
- “Health and Safety”/industrial safety
- Criminal actions
- Supplier
- Price strategy
- Customer perspective (loyalty etc.)
- Production development
- Mark value
- Production risks
- run cycle management
- Financial risks
- Liquidity
- Credit rating/debtor management
- Credit risk
- Investment control and - planning
- Taxes
- Derivatives
- Kapitalumschlag
- Company pension scheme
- Financing control/- planning
etc.
Strategic risks
- Market shares
- Mergers and Acquisitions
- Joint venture
- Resource allocation
- Humanly Capital
- Capacities
- Structure and sequence organization
- Alliances
- Crisis communication and - management
