Enterprise management key risk indictor-based early warning method and system

Abstract

The invention discloses an enterprise management key risk indicator-based early warning method and system, and belongs to the field of risk indicator data processing. The enterprise management key risk indicator-based early warning method comprises the following steps of: obtaining risk indicator data of enterprise management; screening a key risk indicator according to the risk indicator data and an enterprise operation target; updating the key risk indicator according to a predetermined time; and giving a warning signal if the key risk indicator exceeds a preset warning value. According to the method and system disclosed by the invention, warning is carried out on the enterprise management risks through the key risk indicator, so that datamation is carried out on the enterprise management by non-financial enterprises, and the non-financial enterprises are guided to take steps for the management processes.

Description

technical field [0001] The present invention relates to the field of risk indicator data processing, and more specifically, relates to an early warning method and system based on key risk indicators of enterprise management. Background technique [0002] In financial institutions, relatively mature management of key risk indicators has been formed. Key Risk Indicators (KRIs) are the main tool for monitoring operational risk conditions and one of the important means to support risk identification and assessment, mainly due to the convenience of KRIs in use. Self-assessment of operational risk status and self-assessment of internal control is the basic work for identifying and managing operational risk. Risk points can be found through the assessment and whether the corresponding controls are effective. On this basis, banks can choose appropriate KRIs to monitor risk status. However, due to cost and efficiency constraints, self-assessments are usually performed on a regular b...

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Problems solved by technology

But more is the evaluation of the standardization of operation or management. In the evaluation of risk management and internal control, there is no evaluation of the realization of business objectives and expectations, nor the evaluation of the existing operating activities or management measures for non-financial enterprises. The support and expectations of strategic goals are compliance evaluations, not risk evaluations;

[0006] 3. In the process of obtaining the data of various risk indicators of enterprise management, the initial information collection work is not in place, and the basis for risk identification is insufficient: although the five types of initial information corresponding to the five types of risks of strategy, finance, market, operation and law have been collected The work is assigned to various departments or units, but there is a lack of specific operating norms and supervision and protection mechanisms, and the common practice of risk identification is to rely on the empirical judgment method of daily work, the assumption method, or directly refer to the common risks that have been identified by other companies , the basis for risk identification is insufficient, which affects the accuracy of risk identification; in addition, a risk library has also been established to a certain extent, but only a brief description is given from the two aspects of risk causes and risk impacts, which cannot fully reflect the constant needs of non-financial companies. Specific environmental conditions and risk levels, risk identification is not in place; in short, information related to key risk indicators is ignored;

[0007] 4. The risk assessment process lacks an effective quantitative mechanism, and the objectivity of the assessment is insufficient, which makes the data of various risk indicators in the enterprise management inaccurate: Although a risk assessment method combining qualitative and quantitative methods is adopted, the degree of refinement of the assessment standard for the degree of risk impact is insufficient. It only qualitatively or quantitatively describes the risk evaluation standards in terms of operations, financial losses, and corporate reputation from a macro perspective. Different types of risks at different levels apply the same evaluation standards, which leads to inaccurate risk evaluation scores. Problems, such as judging the impact of a specific risk on the overall operating capabilities of the company or financial losses caused by the inadequacy of the customer credit tracking mechanism, there will be problems with insufficient objectivity and accuracy, which will affect the accuracy of risk indicator data;

[0008] 5. Lack of evaluation criteria for risk management effectiveness, that is, inaccurately setting the safety range of key risk indicators, which affects the effect of risk management: there is no clear definition of risk preference, and there is no clear definition of whether it is related to business objectives, budget indicators or performance indicators. The lack of corresponding risk management objectives and risk tolerance results in an unsound risk management objective system and a lack of clear policy guidelines for risk management countermeasures; there is no risk management effectiveness evaluation standard, and the current risk management and internal control evaluation activities are basically It mainly focuses on the evaluation of internal control compliance, and focuses on whether relevant work has been carried out as required. However, the accuracy of risk evaluation of each unit and the effectiveness of risk management have not been evaluated, which has affected the overall work effect of risk management;

[0009] 6. Focus on the risk of loss and lack of attention to the risk of opportunity, that is, only focus on the loss caused by the key risk indicators exceeding the warning value, but do not pay attention to the value of the key risk indicators when the management is optimal: some risks will only bring The loss and opportunity caused by some risks each have a certain probability. At present, there are relatively few studies on opportunity risk, and most companies have not classified, evaluated and managed according to the attributes of risk loss and opportunity, and only focus on the side of risk that causes loss. , while ignoring the side that risks can bring opportunities may cause enterprises to miss some development opportunities that should be seized due to risk management and control; at the same time, the current situation is usually a separate assessment of major and important risks at the level of non-financial enterprises, Formulate countermeasures separately, without analyzing and evaluating the relationship between risks, such as underestimating the situation that some risks can be hedged against each other, while the impact of some risks occurring at the same time may be much greater than the simple sum of the impact of the two risks , which may lead to increased risk control costs or underestimation of risk control measures

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