Comm i t te e of Sp on s or i n g O rg a n iz at io n s o f t h e Trea d way Co m m iss io n

Enterprise Risk Management

Aligning Risk with Strategy and Performance
Frequently Asked Questions

November 2016 edition

 COSO Enterprise Risk Management – Aligning Risk with Strategy and
Performance
Public Exposure – Frequently Asked Questions

Table of Contents
Project Background......................................................................................................................................... 2
Project Governance ........................................................................................................................................ 3
Public Exposure .............................................................................................................................................. 3
Additional Information about the Documents .................................................................................................. 4
Updates to the Document ............................................................................................................................... 5
Key Changes................................................................................................................................................... 5

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 COSO Enterprise Risk Management – Aligning Risk with Strategy and
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Public Exposure – Frequently Asked Questions

Project Background
Why update the 2004 Enterprise Risk Management–Integrated Framework?
In October 2014, the Committee of Sponsoring Organizations of the Treadway Commission (COSO)
announced a project to review and update the 2004 Enterprise Risk Management–Integrated Framework
(Framework). The Framework is widely accepted and used by management and boards to enhance an
organization’s ability to manage uncertainty and to consider how much risk to accept as they strive to
increase stakeholder value.
Since 2004, the complexity of risk has changed, significant new risks have emerged, and boards have
enhanced their awareness and oversight of risk management while asking for improved risk reporting.
Updates to the Framework reflect current and evolving concepts and applications of enterprise risk
management, so that organizations worldwide can attain better value from enterprise risk management.
Specifically, it provides greater insight into strategy and the role of enterprise risk management in the
setting and execution of strategy, enhances the alignment between organizational performance and
enterprise risk management, and accommodates expectations for governance and oversight.

What documents are being updated?

The 2004 Enterprise Risk Management-Integrated Framework: Executive Summary and Framework are
both being updated. The Updated Document is titled the Enterprise Risk Management – Aligning Risk
with Strategy and Performance. This Updated Document consists of two sections. The first section offers
a perspective on current and evolving concepts and applications of enterprise risk management. The
second section of the document, the Framework, accommodates different viewpoints and organizational
structures, and enhances the consideration of risk in the selection and execution of strategies and
decision-making. W ith this updated structure, the new document is referred to as the Updated Document.

Are there any documents from 2004 not being updated?

Yes, the volume of Application Techniques which provided illustrations of techniques used at various levels
of an organization in applying enterprise risk management components will not be updated as part of this
project.
What approach is COSO using to update the original Framework?
The PwC Project Team, with COSO Board oversight, has and will continue to carefully consider the merits
of feedback and opinions throughout the project. To do so, the PwC Project Team reviews and embraces
input that helps in the development of a relevant, logical, and internally consistent document in all phases of
the project. These phases include:
• Assess and Envision – Through literature reviews, global surveys, public roundtables, and forums,
this phase identified current challenges for organizations implementing enterprise risk management.
During this phase, PwC analyzed information, reviewed various sources of input, and identified critical
issues and concerns. COSO launched a global survey, available to the general public, for providing
input on the original Framework, soliciting almost 900 responses.
• Build and Design – PwC, with COSO Board oversight, developed the Updated Document, which was
reviewed by the COSO Advisory Council and Observers to gather reactions and suggestions.
• Public Exposure – With assistance provided by the Advisory Council and oversight of the COSO
Board, PwC prepared exposure drafts and an on-line questionnaire to facilitate a review by the general
public.
• Finalization – PwC will analyze all comments received and refine the documents for needed
modifications. The COSO Board and Advisory Council will also consider whether the Updated
Document is sound, logical, and useful to management of entities of all types and sizes. PwC will
finalize the Updated Document and provide the update to the COSO Board for review and acceptance.

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Project Governance
Who is COSO?
The Committee of Sponsoring Organizations of the Treadway Commission (COSO) is a joint initiative of five
private sector organizations: The American Accounting Association (AAA), the American Institute of
Certified Public Accountants (AICPA), Financial Executives International (FEI), the Institute of Internal
Auditors (IIA), and the Institute of Management Accountants (IMA). COSO provides thought leadership
through the development of frameworks and guidance on enterprise risk management, internal control and
fraud deterrence.

Who is involved with the Framework update?

PwC serves as the author and project leader for updating the publication, preparing related documents, and
reports to the COSO Board of Directors. The PwC Project Team includes senior resources, many whom
were involved in previous COSO projects, who bring in-depth understanding of the original Framework and
the rationale for decisions made in creating that Updated Document, as well as additional senior resources
that provide current market perspectives.
To capture views of a broad range of professionals in the market place, COSO formed an Advisory Council
representing industry practitioners, academia, government agencies, and non-profit organizations.

To what extent are regulators and other oversight bodies involved in this initiative?
The U.S. Federal Deposit Insurance Corporation (FDIC), U.S. Government Accountability Office (GAO),
International Federation of Accountants (IFAC), Information Systems Audit & Controls Association (ISACA),
and the Risk Management Society (RIMS) have sent observers to attend the Advisory Council meetings and
provide input to the project.

Public Exposure
What documents will be exposed for public comment?
Enterprise Risk Management – Aligning Risk with Strategy and Performance, and the Executive
Summary are available for public comment.

How long will the public exposure period last?

The COSO Board released the Enterprise Risk Management – Aligning Risk with Strategy and Performance
for public comments on June 15, 2016 and ended the public exposure period on September 30, 2016.

How can readers provide comments provided during the public exposure?
Any reader wishing to express a point of view on the Updated Document released for public comment may
do so by providing a comment letter and/or completing the online survey questionnaire at erm.coso.org.
All comment letters received will be available to the public on the COSO website, erm.coso.org, through
December 15, 2016.
The COSO Board and the PwC Project Team will carefully consider all the public comment letters and
survey responses as they work toward the issuance of the final documents in 2017.

Will comments be confidential?

No, all comment letters will be available to the general public at coso.org, through December 15, 2016.

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Additional Information about the Documents

Is adoption of the Framework mandatory?
No, the COSO Board acknowledges that there are many differing regulatory, stakeholder, and industry
requirements relating to enterprise risk management. As such, it is incumbent on management to determine
if and how to adopt Enterprise Risk Management – Aligning Risk with Strategy and Performance to
enhance the entity’s ability to create, sustain, and realize value.

Has the update been written for a specific regulation or regulatory body?
No, the COSO Board believes there are differing regulatory and stakeholder expectations relating to
enterprise risk management and directed the Framework’s principles be applicable to all entities regardless
of statutes, regulation, and standards.

How does the Updated Framework relate to COSO's 2013 Internal Control–Integrated Framework?
Internal control is positioned within the Updated Document as a fundamental aspect of enterprise risk
management. Hence the 2013 Internal Control–Integrated Framework constitutes an essential building
block for enterprise risk management. The two COSO documents complement each other, with neither
superseding the other. The updated document will focus on requisite areas that go beyond internal control;
however, the Internal Control–Integrated Framework remains a viable and suitable framework for
designing, implementing, and conducting and assessing the effectiveness of internal control and for
reporting, as required in some jurisdictions.

Can I still use the 2004 Enterprise Risk Management–Integrated Framework?

Yes. Since the adoption of the Updated Document is not mandatory, management may continue to utilize
the 2004 Framework. However, COSO reserves the right to supersede or retire the 2004 Enterprise Risk
Management–Integrated Framework in the future.

What entities is Enterprise Risk Management – Aligning Risk with Strategy and Performance
applicable to?
The Enterprise Risk Management – Aligning Risk with Strategy and Performance principles apply to all
entities, including not-for-profit and governmental bodies, regardless of size. W hile some small and mid-
size entities may implement the principles of enterprise risk management differently than large entities,
they remain applicable to every type of entity.

Who is the intended audience for the Updated Document?

Enterprise Risk Management–Aligning Risk with Strategy and Performance has been drafted for a
diverse audience depending on their enterprise risk management roles and responsibilities. The
Executive Summary has been drafted for a board level and executive management audience with the
intent of summarizing the importance and benefits of enterprise risk management. Specifically, it
highlights governance and oversight role of the board as it relates to enterprise risk management. It also
provides a synopsis of the components and principles of the Framework.
The Framework is intended to help risk practitioners, business leaders, and assurance providers by
offering a comprehensive discussion of the components and principles of the Framework from strategy
setting through to execution. These are supported by detailed appendices providing additional examples
and insights into the developing and maintaining enterprise risk management practices that are fit for
purpose.

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Updates to the Document

Why change the title?
The new title - Enterprise Risk Management—Aligning Risk with Strategy and Performance, recognizes
the importance of the connection between strategy and entity performance with enterprise risk
management.

What are the most significant changes from the 2004 Framework?
Please refer to the “Key Changes” section of this FAQ for a more detailed description of some of the most
significant changes introduced in Enterprise Risk Management—Aligning Risk with Strategy and
Performance.

Where is the “COSO cube”?

The “COSO cube” graphic is still being utilized in the COSO Internal Control – Integrated Framework. In
order to better illustrate the alignment of risk, strategy, and performance Enterprise Risk Management –
Aligning Risk with Strategy and Performance introduces a new graphic.

Key Changes
The Updated Document incorporates significant changes to reflect the evolution of enterprise risk
management thinking and practices, and to provide additional clarity on concepts introduced in 2004.
Some of the most significant changes are outlined below. Please note that the changes have not been
listed in any priority order. The Updated Document:
• Adopts a components and principles structure
• Simplifies the definition of enterprise risk management
• Emphasizes the relationship between risk and value
• Renews the focus on the integration of enterprise risk management
• Examines the role of culture
• Elevates discussion of strategy
• Enhances the alignment between performance and enterprise risk management
• Links enterprise risk management into decision-making more explicitly
• Delineates between enterprise risk management and internal controls
• Refines risk appetite and acceptable variation in performance (risk tolerance)
These are each reviewed below.

1. Adopts a structure of components and principles

Similar to other COSO frameworks, the Updated Document has been structured using components and
principles. The five interrelated Framework components are supported by twenty-three principles that
cover topics ranging from risk governance and culture, risk in execution, monitoring risk and performance.
Each of the principles represent a fundamental concept associated with a component, are universal in
their application, and form part of effective enterprise risk management practices.

The Framework’s principal graphic outlines the relationship between the components and principles and
serves as a navigational tool throughout the document. The graphic is used to enhance the document’s
readability, usability, and creates a cohesiveness across the Framework.

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2. Simplifies the definition of enterprise risk management
The definition of enterprise risk management in the Updated Document was revised to make it more
memorable and readable. Feedback from the survey conducted in the Assess and Envision phase
suggested that while the 2004 version was relatively easy for those in risk management roles to
understand, its clarity was less evident to those outside of a risk function. Revising the definition is
intended to improve clarity for all users.
The revised version requires that the reader consider the full definition of specific words used in the
definition. For instance, the definition of risk ties to the achievement of strategy and objectives, While the
definition of enterprise risk management does not directly reference strategy and objectives, it is
incorporated through the definition of risk.
Lastly, the updated definition more closely aligns risk to value, which is noted as a key driver of enterprise
risk management.

3. Emphasizes the relationship between risk and value

In refining the definition of risk and elevating the discussions of strategy and performance, the Updated
Document emphasizes the role of enterprise risk management in the creating, preserving and realizing of
value. Enterprise risk management is no longer focused principally on preventing the erosion of value and
minimizing risk to an acceptable level. Rather, it is viewed as integral to strategy setting and the
identification of opportunities to create and maintain value. Instead of simply focusing on reducing risk to a
target state, enterprise risk management becomes a dynamic and integral part of the managing an entity
throughout the value chain.

4. Renews the focus on the integration of enterprise risk management

The integration of enterprise risk management into all aspects of an organization’s operations is
highlighted throughout the Updated Document. Starting with the integration of enterprise risk
management into the strategy-setting process, the setting of business objectives, and managing risk in
execution, the consideration of risk is not positioned as an additional or separate activity. Rather, the
importance and role of enterprise risk management is presented through the lens of supporting an
organization’s operations, managing performance and ultimately creating, realizing and preserving value.
As an example, the Updated Document does not refer to risk reporting but instead on the reporting of
potential or actual manifestations of risk impacting performance and the achievement of strategy and
business objectives. This Updated Document encourages users to consider enterprise risk management
as part of the management of an organization as opposed to a distinct or siloed activity.

5. Examines the role of culture

The significance of culture’s influence on enterprise risk management practices is one of the first
concepts introduced within the Updated Document. The importance of understanding and shaping the
culture is explored in the context of risk governance and oversight of the entity and how it influences other
components of the Framework. For example, the relationship between culture and business context is
established at the outset of the Framework. This relationship influences how strategies are chosen and
executed. More importantly, it provides the context for the identification and assessment of risks and the
allocation of resources in responding to those risks.

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6. Elevates discussion of strategy

The Updated Document recognizes that some of the most significant organizational failures in recent
times have occurred when a strategy is selected that does not align to the mission, vision and core
values of an entity. Further, if that that alignment is established, many organizations still do not
understand the implications of a selected strategy on their risk profile. Moreover, many organizations
are simply caught unaware when seemingly minor failures at an operational level escalate in
magnitude and threaten the long term viability of an entity.
The Updated Document elevates and expands the discussion of strategy and risk established in 2004
by focusing on the following three concepts:
• The possibility of strategy and business objectives not aligning with mission, vision and values;
• The implications from the strategy chosen; and
• Risk to executing the strategy.
By distinguishing the three potential manifestations of risk impacting strategy, the Updated Document
provides for a more detailed analysis and recognition of the role and importance of enterprise risk
management. The concepts are examined progressively throughout the document, exploring the
considerations for the identification, assessment and management of risk and the impact to strategy
for each.

7. Enhances the alignment between performance and enterprise risk management

As indicated by its new title, the Updated Document enhances the relationship between risk
and performance. It focuses on how risk is integral to the establishment of business
objectives, and performance targets through the following:
• The Updated Document explores how enterprise risk management practices support
the identification and assessment of risks that may impact performance.
• By determining the acceptable variations in performance, Updated Document users are able
to understand how changes in performance may lead to changes in the risk profile of a business
objective and vice versa.
• The Updated Document emphasizes that risk assessments and risk reporting are not intended
to generate long lists of potential risks, but rather highlights how risks may impact the
achievement of strategy and business objectives.
To highlight the importance of this relationship, the Updated Document introduces a new graphical
depiction referred to as a risk profile. The risk profiles demonstrate how the type and severity of risk
can change in response to changes in the level of performance for a given strategy or business
objective. The depiction also takes into account the entity’s risk appetite and helps identify where an
organization may be assuming excessive risk or be able to pursue further opportunities. By
incorporating the concepts of risk appetite, performance, and risk into a single graphic, the risk profiles
offer a dynamic and comprehensive view of risk and enable more risk-aware decision making.
8. Links enterprise risk management into decision-making more explicitly
All organizations recognize that decision-making occurs at every stage of the value chain. As entities
seek to create, realize and preserve value, decisions are made around the selection of strategy, the
establishment of business objectives and performance targets, and the allocation of resources.
Integrating enterprise risk management into the lifecycle of an entity supports risk-aware decision-
making.

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The Updated Document progressively explores how information gathered about the organization’s risk
profile enhances overall decision-making. This information includes the understanding of the severity and
type of risk, the influence of the business context, the understanding of assumptions underpinning the
identification and assessment of risk, and the entity’s risk culture and appetite.

9. Delineates between enterprise risk management and internal controls

The Updated Document neither replaces, nor supersedes, the 2013 Internal Control – Integrated
Framework. The two frameworks are distinct but complementary. Those familiar with Internal Controls –
Integrated Framework will note that both frameworks use a structure of components and principles,
however these are tailored to each.
To avoid redundancy, some aspects of internal control common to both are not repeated in the Updated
Document. Perhaps the most prominent of these is control activities. However some aspects introduced
in Internal Control–Integrated Framework such as governance aspects of enterprise risk management
are further developed in this enterprise risk management document.

10. Refines risk appetite and acceptable variation in performance (risk tolerance)
The Updated Document refines the concepts of risk appetite and acceptable variation in performance
(often referred to as risk tolerance). Risk appetite continues to be defined as the amount of risk an entity
is willing to accept in the pursuit of its strategy and business objectives. Risk tolerance is however, now
articulated using the language of performance and not representative of a more granular or detailed
version of risk appetite. In the risk profiles, this relationship is represented by the perpendicular
intersection of the risk appetite and performance lines.
By refining the definition of risk tolerance, the focus is now on determining the amount of risk that is
acceptable for a given level of performance. Organizations are able to articulate the boundaries of
acceptable risk in the context of performance. The determination of those boundaries enables
organization to better assess whether changing levels of performance remain within the limits of
acceptable variation. No longer are either risk or performance considered static and separate, but rather
constantly changing and influencing one another.