How to Make Risk Management Presentations Engaging and Actionable Across Your Organization
Life is full of risk. We face risks from the moment we wake up in the morning until we fall asleep at night. Will the alarm fail to sound? Will I get into a car accident on my way to work? Will I catch a virus when I go to dinner? Heck, there’s a risk— no matter how small— that we will die in our sleep during each night.
Risk is simply an inherent element of everything we do, and business is no exception. Will a vital employee quit, or will there be a labor shortage? What will happen in the stock market, and how will it impact the economy? What if there is an accident or a lawsuit involving the company? What happens if a new product fails? What actions will be taken in the event of a security breach or equipment failure?
We might not be able to prevent risk, but we can manage it. Managing business risk requires identifying and understanding risks while seeking ways to reduce risk in a way that also supports other business goals.
Companies heavily invest every year in ways to mitigate and respond to risk. But how do they make sure everyone is on board?
There might be a variety of ways to communicate a risk management plan to all the relevant players, but a visual presentation can be effective in not only presenting the risk management plan, but also ensuring that it is engaging and actionable across your organization.
What to include when you prepare a risk management plan:
A written risk management plan for business should not only include a listing of possible risks, but it also should feature plans to manage risk and respond to incidents.
- Identify risks
Risk management refers to a variety of business aspects, both internal weaknesses, and external threats. Like much in life, knowing is half the battle, and therefore identifying risks is key in addressing them.
Risk management should be considered before embarking on any new task or project, and everyone connected to a business should be encouraged to identify additional risks. Not only should the risk itself be considered, but companies also should identify possible consequences to better prepare to address each one.
- Minimize risks
A variety of strategies are available to manage and minimize risks once they are identified. One popular method of mitigating risk involves the 4Ts:
- Transfer risk by assigning a responsible team or party to each identified risk.
- Tolerate risk by monitoring it before taking further action.
- Treat risk by taking actions that reduce the likelihood that it will occur.
- Terminate risk by adopting or amending processes that eliminate it.
- Assign roles
Staff members should be assigned to each potential risk or risk category. These individuals will be responsible for mitigating their assigned risks, as well as reporting and responding to applicable incidents. A list of these roles should be included in the risk management plan.
- Plan recovery
Each risk included in the management plan must be followed by a strategy for preventing and addressing issues. An effective risk management plan will include a compilation of business projects, the risk applicable to each and an operational plan to respond and recover from incidents. Part of that plan also should include updating mitigation efforts following an incident to prevent it from repeating.
- Communicate plan
A risk management plan can’t be effective unless everyone within a company is on board. In addition to presenting the plan to principle players, be sure that it is also published somewhere that the full risk management plan can be accessed and understood by anyone within the company at any time.
- Rinse and repeat
The most effective risk management plans are living documents, continually updated with new or changed risks and new strategies to address them. Each risk outlined in the plan should be periodically reevaluated and new risks identified. The plan also should be monitored along with staff turnover to ensure no tasks fall through the cracks.
Tips to make risk management presentations engaging and actionable across your organization:
Audience engagement is vital to a successful risk management training presentation. After all, if staff and executives are asleep they will hardly become familiar with the plan and their assigned roles.
- Include visual assets
About 90 percent of human thought is visually-based. Therefore, it’s no shocker that including visual assets within a presentation is one of the most effective strategies for engaging all types of audiences .
Releasing the risk management plan through a visual presentation is a great start, but the content within the slide deck is just as important. After all, the average PowerPoint slide includes 40 words , which is entirely too many. Instead, include more images, videos and animations within a financial risk management presentation or any other risk management training presentations.
- Illustrate data
Data is one of the most convincing sorts of content that can be presented to an audience. As anyone can attest— at least in most cases— numbers don’t lie. In fact, they can tell their own stories. A crowded slide full of stats and figures is a quick way to send your audience off to Dreamland.
Instead, illustrate your data through infographics. Beautiful.ai offers a host of various infographics through our smart slide templates. Just input your data and watch our artificial intelligence-powered presentation software design the infographic accordingly. Choose from infographics like scattergraphs , process diagrams , pie charts and bar graphs to tell the story of different risks and strategies to address them.
- Tell a story
According to the 2018 State of Attention survey, almost 90 percent of respondents said a strong narrative or story backing a presentation is critical in maintaining audience engagement. Sure, facts and data can persuade audiences and get them on board, but only if people are paying attention.
Stories have kept audiences engaged since before recorded history. Tell the story of your risk management plan by including real-life examples or by creating a character for hypothetical scenarios. Those unsure how to incorporate a story into the structure of their presentation can look to Beautiful.ai’s various presentation templates for inspiration.
- Include your audience
If you really want to keep your audience engaged with your risk management presentation slides, be sure you talk with people, not at them. Include your audience in your presentation by asking questions, taking surveys or presenting group activities. Of course, the first step is identifying who makes up that audience. You won’t necessarily present the same content to an executive board as to a room full of new hires.
One effective way to engage an audience with a risk management plan presentation from the very start is through a pre-presentation quiz or survey that gauges how much participants already know about risk management, like this example from the U.S. Small Business Association. Not only will the activity engage the audience, but it will alert participants to what they don’t know from the very start. Other engagement tools include Q&A sessions, humor and gamification.
As mentioned, the average PowerPoint slide consists of 40 words… way too many to keep audiences engaged. Remember, your presentation should be based on an outline of your plan, not a verbatim recitation of it.
Not only are uncluttered slides more effective, but shorter presentations also are more effective than longer ones, based on both audience attention and respect for time. Especially when delivering a risk management board presentation, it’s vital to respect your audience’s time. Beautiful.ai’s library of presentation templates can serve as a guideline to effective presentation lengths for a variety of topics.
Samantha Pratt Lile
Samantha is an independent journalist, editor, blogger and content manager. Examples of her published work can be found at sites including the Huffington Post, Thrive Global, and Buzzfeed.
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What is business risk?
You know about death and taxes. What about risk? Yes, risk is just as much a part of life as the other two inevitabilities. This became all the more apparent during COVID-19, as each of us had to assess and reassess our personal risk calculations as each new wave of the pandemic— and pandemic-related disruptions —washed over us. It’s the same in business: executives and organizations have different comfort levels with risk and ways to prepare against it.
Where does business risk come from? To start with, external factors can wreak havoc on an organization’s best-laid plans. These can include things like inflation , supply chain disruptions, geopolitical upheavals , unpredictable force majeure events like a global pandemic or climate disaster, competitors, reputational issues, or even cyberattacks .
But sometimes, the call is coming from inside the house. Companies can be imperiled by their own executives’ decisions or by leaks of privileged information, but most damaging of all, perhaps, is the risk of missed opportunities. We’ve seen it often: when companies choose not to adopt disruptive innovation, they risk losing out to more nimble competitors.
The modern era is rife with increasingly frequent sociopolitical, economic, and climate-related shocks. In 2019 alone, for example, 40 weather disasters caused damages exceeding $1 billion each . To stay competitive, organizations should develop dynamic approaches to risk and resilience. That means predicting new threats, perceiving changes in existing threats, and developing comprehensive response plans. There’s no magic formula that can guarantee safe passage through a crisis. But in situations of threat, sometimes only a robust risk-management plan can protect an organization from interruptions to critical business processes. For more on how to assess and prepare for the inevitability of risk, read on.
Learn more about McKinsey’s Risk and Resilience Practice.
What is risk control?
Risk controls are measures taken to identify, manage, and eliminate threats. Companies can create these controls through a range of risk management strategies and exercises. Once a risk is identified and analyzed, risk controls can be designed to reduce the potential consequences. Eliminating a risk—always the preferable solution—is one method of risk control. Loss prevention and reduction are other risk controls that accept the risk but seek to minimize the potential loss (insurance is one method of loss prevention). A final method of risk control is duplication (also called redundancy). Backup servers or generators are a common example of duplication, ensuring that if a power outage occurs no data or productivity is lost.
But in order to develop appropriate risk controls, an organization should first understand the potential threats.
What are the three components to a robust risk management strategy?
A dynamic risk management plan can be broken down into three components : detecting potential new risks and weaknesses in existing risk controls, determining the organization’s appetite for risk taking, and deciding on the appropriate risk management approach. Here’s more information about each step and how to undertake them.
1. Detecting risks and controlling weaknesses
A static approach to risk is not an option, since an organization can be caught unprepared when an unlikely event, like a pandemic, strikes. So it pays to always be proactive. To keep pace with changing environments, companies should answer the following three questions for each of the risks that are relevant to their business.
- How will a risk play out over time? Risks can be slow moving or fast moving. They can be cyclical or permanent. Companies should analyze how known risks are likely to play out and reevaluate them on a regular basis.
- Are we prepared to respond to systemic risks? Increasingly, risks have longer-term reputational or regulatory consequences, with broad implications for an industry, the economy, or society at large. A risk management strategy should incorporate all risks, including systemic ones.
- What new risks lurk in the future? Organizations should develop new methods of identifying future risks. Traditional approaches that rely on reviews and assessments of historical realities are no longer sufficient.
2. Assessing risk appetite
How can companies develop a systematic way of deciding which risks to accept and which to avoid? Companies should set appetites for risk that align with their own values, strategies, capabilities, and competitive environments—as well as those of society as a whole. To that end, here are three questions companies should consider.
- How much risk should we take on? Companies should reevaluate their risk profiles frequently according to shifting customer behaviors, digital capabilities, competitive landscapes, and global trends.
- Are there any risks we should avoid entirely? Some risks are clear: companies should not tolerate criminal activity or sexual harassment. Others are murkier. How companies respond to risks like economic turmoil and climate change depend on their particular business, industry, and levels of risk tolerance.
- Does our risk appetite adequately reflect the effectiveness of our controls? Companies are typically more comfortable taking risks for which they have strong controls in place. But the increased threat of severe risks challenges traditional assumptions about risk control effectiveness. For instance, many businesses have relied on automation to increase speed and reduce manual error. But increased data breaches and privacy concerns can increase the risk of large-scale failures. Organizations, therefore, should evolve their risk profiles accordingly.
3. Deciding on a risk management approach
Finally, organizations should decide how they will respond when a new risk is identified. This decision-making process should be flexible and fast, actively engaging leaders from across the organization and honestly assessing what has and hasn’t worked in past scenarios. Here are three questions organizations should be able to answer.
- How should we mitigate the risks we are taking? Ultimately, people need to make these decisions and assess how their controls are working. But automated control systems should buttress human efforts. Controls guided, for example, by advanced analytics can help guard against quantifiable risks and minimize false positives.
- How would we respond if a risk event or control breakdown happens? If (or more likely, when) a threat occurs, companies should be able to switch to crisis management mode quickly, guided by an established playbook. Companies with well-rehearsed crisis management capabilities weather shocks better, as we saw with the COVID-19 pandemic.
- How can we build true resilience? Resilient companies not only better withstand threats—they emerge stronger. The most resilient firms can turn fallout from crises into a competitive advantage. True resilience stems from a diversity of skills and experience, innovation, creative problem solving, and the basic psychological safety that enables peak performance.
Change is constant. Just because a risk control plan made sense last year doesn’t mean it will next year. In addition to the above points, a good risk management strategy involves not only developing plans based on potential risk scenarios but also evaluating those plans on a regular basis.
Learn more about McKinsey’s Risk and Resilience Practice.
What are five actions organizations can take to build dynamic risk management?
In the past, some organizations have viewed risk management as a dull, dreary topic, uninteresting for the executive looking to create competitive advantage. But when the risk is particularly severe or sudden, a good risk strategy is about more than competitiveness—it can mean survival. Here are five actions leaders can take to establish risk management capabilities .
- Reset the aspiration for risk management. This requires clear objectives and clarity on risk levels and appetite. Risk managers should establish dialogues with business leaders to understand how people across the business think about risk, and share possible strategies to nurture informed risk-versus-return decision making—as well as the capabilities available for implementation.
- Establish agile risk management practices. As the risk environment becomes more unpredictable, the need for agile risk management grows. In practice, that means putting in place cross-functional teams empowered to make quick decisions about innovating and managing risk.
- Harness the power of data and analytics. The tools of the digital revolution can help companies improve risk management. Data streams from traditional and nontraditional sources can broaden and deepen companies’ understandings of risk, and algorithms can boost error detection and drive more accurate predictions.
- Develop risk talent for the future. Risk managers who are equipped to meet the challenges of the future will need new capabilities and expanded domain knowledge in model risk management , data, analytics, and technology. This will help support a true understanding of the changing risk landscape , which risk leaders can use to effectively counsel their organizations.
- Fortify risk culture. Risk culture includes the mindsets and behavioral norms that determine an organization’s relationship with risk. A good risk culture allows an organization to respond quickly when threats emerge.
How do scenarios help business leaders understand uncertainty?
Done properly, scenario planning prompts business leaders to convert abstract hypotheses about uncertainties into narratives about realistic visions of the future. Good scenario planning can help decision makers experience new realities in ways that are intellectual and sensory, as well as rational and emotional. Scenarios have four main features that can help organizations navigate uncertain times.
- Scenarios expand your thinking. By developing a range of possible outcomes, each backed with a sequence of events that could lead to them, it’s possible to broaden our thinking. This helps us become ready for the range of possibilities the future might hold—and accept the possibility that change might come more quickly than we expect.
- Scenarios uncover inevitable or likely futures. A broad scenario-building effort can also point to powerful drivers of change, which can help to predict potential outcomes. In other words, by illuminating critical events from the past, scenario building can point to outcomes that are very likely to happen in the future.
- Scenarios protect against groupthink. In some large corporations, employees can feel unsafe offering contrarian points of view for fear that they’ll be penalized by management. Scenarios can help companies break out of this trap by providing a “safe haven” for opinions that differ from those of senior leadership and that may run counter to established strategy.
- Scenarios allow people to challenge conventional wisdom. In large corporations in particular, there’s frequently a strong bias toward the status quo. Scenarios are a nonthreatening way to lay out alternative futures in which assumptions underpinning today’s strategy can be challenged.
Learn more about McKinsey’s Strategy & Corporate Finance Practice.
What’s the latest thinking on risk for financial institutions?
In late 2021, McKinsey conducted survey-based research with more than 30 chief risk officers (CROs), asking about the current banking environment, risk management practices, and priorities for the future.
According to CROs, banks in the current environment are especially exposed to accelerating market dynamics, climate change, and cybercrime . Sixty-seven percent of CROs surveyed cited the pandemic as having significant impact on employees and in the area of nonfinancial risk. Most believed that these effects would diminish in three years’ time.
Introducing McKinsey Explainers : Direct answers to complex questions
Climate change, on the other hand, is expected to become a larger issue over time. Nearly all respondents cited climate regulation as one of the five most important forces in the financial industry in the coming three years. And 75 percent were concerned about climate-related transition risk: financial and other risks arising from the transformation away from carbon-based energy systems.
And finally, cybercrime was assessed as one of the top risks by most executives, both now and in the future.
Learn more about the risk priorities of banking CROs here .
What is cyber risk?
Cyber risk is a form of business risk. More specifically, it’s the potential for business losses of all kinds in the digital domain—financial, reputational, operational, productivity related, and regulatory related. While cyber risk originates from threats in the digital realm, it can also cause losses in the physical world, such as damage to operational equipment.
Cyber risk is not the same as a cyberthreat. Cyberthreats are the particular dangers that create the potential for cyber risk. These include privilege escalation (the exploitation of a flaw in a system for the purpose of gaining unauthorized access to resources), vulnerability exploitation (an attack that uses detected vulnerabilities to exploit the host system), or phishing. The risk impact of cyberthreats includes loss of confidentiality, integrity, and availability of digital assets, as well as fraud, financial crime, data loss, or loss of system availability.
In the past, organizations have relied on maturity-based cybersecurity approaches to manage cyber risk. These approaches focus on achieving a particular level of cybersecurity maturity by building capabilities, like establishing a security operations center or implementing multifactor authentication across the organization. A maturity-based approach can still be helpful in some situations, such as for brand-new organizations. But for most institutions, a maturity-based approach can turn into an unmanageably large project, demanding that all aspects of an organization be monitored and analyzed. The reality is that, since some applications are more vulnerable than others, organizations would do better to measure and manage only their most critical vulnerabilities.
What is a risk-based cybersecurity approach?
A risk-based approach is a distinct evolution from a maturity-based approach. For one thing, a risk-based approach identifies risk reduction as the primary goal. This means an organization prioritizes investment based on a cybersecurity program’s effectiveness in reducing risk. Also, a risk-based approach breaks down risk-reduction targets into precise implementation programs with clear alignment all the way up and down an organization. Rather than building controls everywhere, a company can focus on building controls for the worst vulnerabilities.
Here are eight actions that comprise a best practice for developing a risk-based cybersecurity approach:
- fully embed cybersecurity in the enterprise-risk-management framework
- define the sources of enterprise value across teams, processes, and technologies
- understand the organization’s enterprise-wide vulnerabilities—among people, processes, and technology—internally and for third parties
- understand the relevant “threat actors,” their capabilities, and their intent
- link the controls in “run” activities and “change” programs to the vulnerabilities that they address and determine what new efforts are needed
- map the enterprise risks from the enterprise-risk-management framework, accounting for the threat actors and their capabilities, the enterprise vulnerabilities they seek to exploit, and the security controls of the organization’s cybersecurity run activities and change program
- plot risks against the enterprise-risk appetite; report on how cyber efforts have reduced enterprise risk
- monitor risks and cyber efforts against risk appetite, key cyber risk indicators, and key performance indicators
How can leaders make the right investments in risk management?
Ignoring high-consequence, low-likelihood risks can be catastrophic to an organization—but preparing for everything is too costly. In the case of the COVID-19 crisis, the danger of a global pandemic on this scale was foreseeable, if unexpected. Nevertheless, the vast majority of companies were unprepared: among billion-dollar companies in the United States, more than 50 filed for bankruptcy in 2020.
McKinsey has described the decisions to act on these high-consequence, low-likelihood risks as “ big bets .” The number of these risks is far too large for decision makers to make big bets on all of them. To narrow the list down, the first thing a company can do is to determine which risks could hurt the business versus the risks that could destroy the company. Decision makers should prioritize the potential threats that would cause an existential crisis for their organization.
To identify these risks, McKinsey recommends using a two-by-two risk grid, situating the potential impact of an event on the whole company against the level of certainty about the impact. This way, risks can be measured against each other, rather than on an absolute scale.
Organizations sometimes survive existential crises. But it can’t be ignored that crises—and missed opportunities—can cause organizations to fail. By measuring the impact of high-impact, low-likelihood risks on core business, leaders can identify and mitigate risks that could imperil the company. What’s more, investing in protecting their value propositions can improve an organization’s overall resilience.
Articles referenced:
- “ Seizing the momentum to build resilience for a future of sustainable inclusive growth ,” February 23, 2023, Børge Brende and Bob Sternfels
- “ Data and analytics innovations to address emerging challenges in credit portfolio management ,” December 23, 2022, Abhishek Anand , Arvind Govindarajan , Luis Nario and Kirtiman Pathak
- “ Risk and resilience priorities, as told by chief risk officers ,” December 8, 2022, Marc Chiapolino , Filippo Mazzetto, Thomas Poppensieker , Cécile Prinsen, and Dan Williams
- “ What matters most? Six priorities for CEOs in turbulent times ,” November 17, 2022, Homayoun Hatami and Liz Hilton Segel
- “ Model risk management 2.0 evolves to address continued uncertainty of risk-related events ,” March 9, 2022, Pankaj Kumar, Marie-Paule Laurent, Christophe Rougeaux, and Maribel Tejada
- “ The disaster you could have stopped: Preparing for extraordinary risks ,” December 15, 2020, Fritz Nauck , Ophelia Usher, and Leigh Weiss
- “ Meeting the future: Dynamic risk management for uncertain times ,” November 17, 2020, Ritesh Jain, Fritz Nauck , Thomas Poppensieker , and Olivia White
- “ Risk, resilience, and rebalancing in global value chains ,” August 6, 2020, Susan Lund, James Manyika , Jonathan Woetzel , Edward Barriball , Mekala Krishnan , Knut Alicke , Michael Birshan , Katy George , Sven Smit , Daniel Swan , and Kyle Hutzler
- “ The risk-based approach to cybersecurity ,” October 8, 2019, Jim Boehm , Nick Curcio, Peter Merrath, Lucy Shenton, and Tobias Stähle
- “ Value and resilience through better risk management ,” October 1, 2018, Daniela Gius, Jean-Christophe Mieszala , Ernestos Panayiotou, and Thomas Poppensieker
Want to know more about business risk?
Related articles.
What matters most? Six priorities for CEOs in turbulent times
Creating a technology risk and cyber risk appetite framework
Risk and resilience priorities, as told by chief risk officers
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Risk Management Templates
Our risk management plan templates will help you to highlight the various risks that a business faces. Risk Management is an ongoing process of identifying, analyzing, assessing, and evaluating the various risks that a business comes across. Increasing complexity, dynamics, and economic challenges and changes affect all companies, and risk-management acts as an early warning system for all of these. The most common risks include financial, operational, and strategic risks. With these risk-management frameworks, you can showcase the risk-management process. Use these 100% editable PowerPoint templates to highlight your company’s risk-management strategies effectively. Download free PowerPoin t collection to effectively showcase an organization’s change management plan.
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Risk management powerpoint templates for presentations:.
The Risk Management PowerPoint templates go beyond traditional static slides to make your professional presentations stand out. Given the sleek design and customized features, they can be used as PowerPoint as well as Google Slides templates . Inculcated with visually appealing unique and creative designs, the templates will double your presentation value in front of your audience. You can browse through a vast library of Risk Management Google Slides templates, PowerPoint themes and backgrounds to stand out in your next presentation.
What Is A Risk Management PowerPoint Template?
A Risk Management PowerPoint template is a ready-made presentation template that provides a structured framework for creating professional Risk Management presentations. The Risk Management PPT presentation template includes design elements, layouts, and fonts that you can customize to fit your content and brand.
What Are The Advantages Of Risk Management Presentation Templates?
Risk Management PPT presentation templates can be beneficial because they:
- Add multiple visual and aesthetic layers to your slides.
- Ensure that complex information, insights and data is presented in a simplistic way.
- Enhance the overall visual appeal of the content.
- Save you a lot of time as you don’t have to start editing from scratch.
- Improve the professional outlook of your presentation.
How To Choose The Best Risk Management Presentation Templates?
Keep the following points in mind while choosing a Risk Management Presentation template for PowerPoint (PPT) or Google Slides:
- Understand your presentation goals and objectives.
- Make sure the Risk Management template aligns with your visual needs and appeal.
- Ensure the template is versatile enough to adapt to various types of content.
- Ensure the template is easily customizable.
Can I Edit The Elements In Risk Management PowerPoint Templates?
Yes, our Risk Management PowerPoint and Google Slides templates are fully editable. You can easily modify the individual elements including icons, fonts, colors, etc. while making your presentations using professional PowerPoint templates .
Are Risk Management PowerPoint Templates Compatible With Google Slides?
Yes, all our Risk Management presentation templates are compatible and can be used as Risk Management Google Slides templates.
How To Download Risk Management PowerPoint Templates For Presentations?
To download Risk Management presentation templates, you can follow these steps:
- Select the resolution (16*9 or 4*3).
- Select the format you want to download the Risk Management template in (Google Slides or PowerPoint).
- Make the payment (SlideUpLift has a collection of paid as well as free Risk Management PowerPoint templates).
- You can download the file or open it in Google Slides.
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Risk Management
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Risk is unavoidable, but this doesn't mean that risk can't be planned for. To make better-calculated strategic choices, set clear expectations and always be prepared for different outcomes, use our Risk Management presentation. This presentation allows you to roll with the punches at all times and outline ways to monitor and control unpredictable events.
Slide highlights
Go over your risk assessment with this slide. List the hazards, and explain why and how they may affect your venture, propose precautions, introduce risk management strategy and obtain feedback to make necessary changes.
One of the risk assessment tools to consider is the risk assessment matrix . Identify risks, calculate consequences, determine risk rating, create an action plan, then plug data into your risk assessment matrix.
Introduce your risk mitigation plan to your audience with this slide. A risk mitigation plan helps to eliminate or minimize the impact of the hazards events and develop options and actions to enhance opportunities and reduce threats.
According to Risk Management , there are three categories of risk:
- Preventable risksn – these are internal risks, arising from within the organization, that are controllable and ought to be eliminated or avoided. Examples of preventable risks include the risks from employees' and managers' unauthorized, illegal, unethical, incorrect or inappropriate actions and the risks from breakdowns in routine operational processes.
- Strategy risks – companies voluntarily accept some risk in order to generate superior returns from their strategies. "A bank assumes credit risk, for example, when it lends money; many companies take on risks through their research and development activities," the experts say.
- External risks – some risks arise from events outside the company and are beyond its influence or control, such as natural and political disasters and major macroeconomic changes. External risks require unique approach. Because companies cannot prevent such events from occurring, their management must focus on identification and mitigation of their impact.
Application
To develop a risk management strategy, use this six-step process, recommended by business solution platform, EDC:
- Identify the risk – identify risks with regular brainstorming sessions that involve staff from all departments. The experts say it's crucial to look at current risks and have the vision to identify future risks.
- Analyze the risk – conduct an in-depth risk analysis. It can be difficult if you don't have all the information, but the checklist can best prepare you to identify those risks and how they can potentially impact your business in both operational and financial terms.
- Prioritize the risk – a large list of risks can be overwhelming, so it's critical to prioritize the risks so you can address the most pressing of them first. Once you have the checklist, go one step further and classify risks as high, medium or low.
- Assign responsibility to the risk – ensure there is someone in the organization that's going to own and oversee the risk management. "Determining who will be responsible is an internal company decision; it could be someone who works in a specific risk area who is best suited to tackle the risk or an arbitrary choice. It's a best practice to develop a risk management team consisting of both internal and, if applicable, external people in your supply chain," the experts say.
- Respond to the risk – develop a strong risk management plan that covers: risk management team, market information and market entry information, contracts and getting paid, quality and performance systems and processes, insurance and cash flow protection.
- Monitor the risk – things will change in your company and so will the risks. "As these changes occur, it's critical to update your plan to ensure that you don't become complacent or lose sight of potential threats to your business. Incorporating an ongoing review of your risk management plan into the company's planning activities will ensure you are on top of any potential risks," the EDC team says.
When COVID-19 crept up on the world, companies like Apple ended up being "especially vulnerable because of their large customer base in China and the dependence of their supply chain on Chinese manufacturers," Amiyatosh Purnanandam, professor of finance at the Ross School of Business, University of Michigan, writes in his article for Forbes .
Tim Cook named the impact of coronavirus as a significant source of uncertainty in the company during Q1 2020 earnings call. At the time, Apple had restricted employee travel and shut one store in China due to the virus outbreak, and was cutting back on retail store hours in China as well.
Purnanandam meditates on the question of what can the managers do to control risks that are not even identifiable? "Unlike exchange rates or commodity prices, there are no market-based derivatives contracts that can be used to hedge such a threat," Purnanandam writes. He's answer is cash balance. Cash balance is the best vaccine against unpredictable events such as the pandemic, Purnanandam writes. Moreover, he believes that cash is actually the best hedge against any risk that cannot be identified or quantified ahead of time. So in case of Apple, a $200 billion pile of cash is what makes it resistant to the risk.
How to Perform Risk Assessment in PowerPoint
Creating a PowerPoint presentation requires creativity and attention to detail. However, it is equally important to recognize the potential risks that come with presenting information to an audience. In this article, we will explore the importance of risk assessment in business presentations and provide a step-by-step guide on how to perform risk assessment in PowerPoint.
Table of Contents
Understanding the Importance of Risk Assessment in Business Presentations
Risk assessment is the process of analyzing and evaluating potential risks to determine their impact on the success of a business presentation. This process helps to identify potential hazards or weaknesses that could affect the intended outcome of a presentation, and provides the opportunity to develop risk management strategies to mitigate these risks. Failure to undertake reasonable risk assessments can lead to negative consequences that can impact the credibility and reputation of a business.
One of the key benefits of conducting a risk assessment is that it allows businesses to anticipate potential problems and prepare for them in advance. This can help to minimize the impact of any issues that may arise during a presentation, and ensure that the presentation runs smoothly. Additionally, risk assessments can help businesses to identify opportunities for improvement and innovation, by highlighting areas where they may be able to take calculated risks to achieve better outcomes.
It is important to note that risk assessment is an ongoing process, and should be revisited regularly to ensure that businesses are prepared for any new risks that may arise. By regularly reviewing and updating risk assessments, businesses can stay ahead of potential problems and ensure that they are always prepared to deliver successful presentations.
Step-by-Step Guide to Performing Risk Assessment in PowerPoint
The following steps can be followed to perform risk assessments in PowerPoint:
- Identify potential risks in your PowerPoint presentation by analyzing the content and context in which it will be presented.
- Assess the probability and severity of these identified risks.
- Evaluate the potential impact of the identified risks on the success of the presentation.
- Develop risk management strategies or solutions to mitigate the identified risks.
- Implement and maintain risk management strategies, and continuously evaluate their effectiveness.
It is important to note that risk assessment should be an ongoing process throughout the development and delivery of the presentation. As new information or changes arise, it is necessary to reassess and adjust risk management strategies accordingly. Additionally, it is recommended to involve other stakeholders or team members in the risk assessment process to ensure a comprehensive evaluation of potential risks.
Identifying Potential Risks in Your PowerPoint Presentation
Potential risks in a PowerPoint presentation can vary depending on the context and nature of the presentation. Common risks may include technical difficulties, inaccurate data or information, and poor communication. Identifying these risks can help you to take proactive measures to improve the quality and success of your presentation.
Another potential risk in a PowerPoint presentation is the use of inappropriate or offensive language or images. It is important to consider your audience and ensure that your presentation is respectful and appropriate for the setting. Additionally, not properly citing sources or using copyrighted material without permission can also pose a risk. By being aware of these potential risks and taking steps to mitigate them, you can ensure that your presentation is effective and well-received.
Analyzing and Evaluating Risks Using PowerPoint Tools and Features
Microsoft PowerPoint provides a variety of tools and features that can be used to analyze and evaluate risk in a presentation. These tools can include built-in templates, charts and graphs, and data analysis tools that can help you to identify potential weaknesses or areas of concern in your presentation.
One of the most useful features of PowerPoint for analyzing and evaluating risks is the ability to create interactive simulations. These simulations can help you to visualize potential scenarios and their outcomes, allowing you to make more informed decisions about risk management. Additionally, PowerPoint’s collaboration tools make it easy to share your presentation with others, allowing for feedback and input from multiple stakeholders.
Another important aspect of using PowerPoint for risk analysis is the ability to customize your presentation to suit your specific needs. By tailoring your presentation to your audience and the specific risks you are analyzing, you can ensure that your message is clear and effective. This can be achieved through the use of custom graphics, animations, and other visual aids that help to convey complex information in a clear and concise manner.
Tips and Best Practices for Effective Risk Assessment in PowerPoint
Effective risk assessment in PowerPoint requires a systematic and structured approach. To ensure that your assessment is effective, consider the following tips:
- Understand the context and purpose of your presentation before beginning your assessment.
- Collaborate with others in your team or organization to gather different perspectives and insights on potential risks.
- Document your assessment and risk management strategies in a comprehensive report.
- Regularly evaluate the effectiveness of your risk management strategies and make adjustments as necessary.
Another important tip for effective risk assessment in PowerPoint is to identify and prioritize the most critical risks. This can be done by considering the likelihood and potential impact of each risk, as well as the resources available for risk management.
It is also important to communicate the results of your risk assessment to relevant stakeholders, such as senior management or clients. This can help to ensure that everyone is aware of the potential risks and the strategies in place to manage them.
How to Communicate Risks to Your Audience Using PowerPoint Slides
Communicating potential risks to your audience can be challenging, but PowerPoint can be an effective tool to help you communicate these risks in a clear and concise manner. Consider using charts, graphs, and other visuals to make your message more easily understandable. Additionally, be sure to explain the risks in a way that your audience can understand, rather than using technical jargon that may be confusing.
Another important aspect to consider when communicating risks is to provide context. Your audience needs to understand the severity of the risk and how it may impact them. Providing examples or case studies can help illustrate the potential consequences of not taking the risk seriously.
It’s also important to be transparent and honest when communicating risks. If there is uncertainty or unknown factors, be upfront about it and explain what steps are being taken to address these uncertainties. This can help build trust with your audience and show that you are taking the risks seriously.
Common Mistakes to Avoid While Conducting Risk Assessment in PowerPoint
While conducting risk assessments in PowerPoint, it is important to avoid common mistakes that can undermine the effectiveness of your assessment. Some common mistakes include failing to identify all potential risks, failing to document your assessment and risk management strategies, and failing to regularly evaluate the effectiveness of your strategies.
Another common mistake to avoid while conducting risk assessments in PowerPoint is failing to involve all relevant stakeholders in the process. It is important to gather input from all parties involved in the project or activity being assessed, as they may have unique insights into potential risks and risk management strategies. Additionally, failing to communicate the results of the risk assessment and risk management strategies to all stakeholders can lead to confusion and misunderstandings.
Integrating Risk Management Strategies into Your PowerPoint Presentation
Integrating risk management strategies into your PowerPoint presentation can help to ensure that your presentation is successful and meets the intended objectives. Examples of risk management strategies include contingency planning, regular practice sessions, and creating backup copies of your presentation materials. These strategies can help to prevent or overcome risks and improve the overall quality of your presentation.
Another important risk management strategy to consider is audience analysis. Understanding your audience’s needs, interests, and expectations can help you tailor your presentation to better meet their needs and increase engagement. This can involve conducting surveys or focus groups, researching your audience’s demographics and industry, and incorporating relevant examples and case studies into your presentation. By taking the time to analyze your audience, you can reduce the risk of delivering a presentation that misses the mark and increase the likelihood of achieving your desired outcomes.
Assessing the Impact of Risks on Your Business Goals with PowerPoint
The impact of risk on your business goals can be significant. In PowerPoint, you can use data analysis tools and indicators to assess the impact of potential risks on your business goals. Additionally, regular evaluation of your strategies can help to identify areas in which you can improve your risk assessment and management.
One important aspect of assessing the impact of risks on your business goals is to consider the potential financial losses that could occur. By using financial modeling tools in PowerPoint, you can estimate the potential financial impact of different risks on your business. This can help you to prioritize your risk management efforts and allocate resources more effectively.
Another key factor to consider when assessing the impact of risks on your business goals is the potential impact on your reputation. Negative publicity or damage to your brand can have long-lasting effects on your business, and it’s important to consider these risks when developing your risk management strategies. In PowerPoint, you can use visual aids and charts to help you analyze the potential impact of different risks on your reputation and develop strategies to mitigate these risks.
The Role of Data Analysis in Conducting Successful Risk Assessments with PowerPoint
Data analysis plays an important role in conducting successful risk assessments with PowerPoint. By using data analysis tools within Microsoft PowerPoint, you can identify patterns and trends in your presentation that can help to identify potential risks. Additionally, data analysis can help to determine the effectiveness of risk management strategies and make adjustments accordingly.
Creating a Comprehensive Risk Assessment Report using PowerPoint Templates
After performing a risk assessment in PowerPoint, it is important to document your findings and strategies in a comprehensive report. PowerPoint provides a variety of templates that can be used to create a comprehensive and visually appealing risk assessment report.
Collaborating with your Team for a More Effective Risk Assessment on PowerPoint
Collaborating with your team or organization can provide different perspectives on potential risks, and help to develop more effective risk assessment strategies. In PowerPoint, you can use collaboration tools to solicit feedback and input from others in your team or organization, which can help to create a more comprehensive and effective risk assessment plan.
Measuring the Effectiveness of Your Risk Assessments with Key Performance Indicators (KPIs) on PowerPoint
Measuring the effectiveness of your risk assessment strategies is important to determine whether your objectives have been met. In PowerPoint, you can use key performance indicators (KPIs) to measure the effectiveness of your strategies. An effective risk assessment plan should produce positive outcomes, such as improved communication and successful achievement of presentation objectives.
In conclusion, performing risk assessment in PowerPoint is essential for ensuring the success of your business presentation. By following a systematic and structured approach, using PowerPoint tools and features, and integrating risk management strategies, you can effectively identify and mitigate potential risks and increase the overall quality of your presentation.
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Risk PowerPoint Templates
Download risk diagrams and PowerPoint templates for project risk management. Under this category you can find affordable business diagrams and slide designs for Risk PPT presentations or Risk Management including awesome illustrations and Risk PowerPoint Templates with editable text that you can use to present a risk scenario or uncertainty.
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Risk Management Caution Business Meeting
Risk management caution business meeting presentation, free google slides theme and powerpoint template.
A company has to assess the risks it may face in order to plan how to deal with them - nothing can be left to chance! To have a visual media to support you and add relevant information, you can help yourself with this template here. The red and white slides include corporate-themed illustrations and very useful resources for this type of meeting such as calendars, to-do lists, maps or timelines. Just download the template and start editing.
Features of this template
- 100% editable and easy to modify
- 26 different slides to impress your audience
- Contains easy-to-edit graphics such as graphs, maps, tables, timelines and mockups
- Includes 500+ icons and Flaticon’s extension for customizing your slides
- Designed to be used in Google Slides and Microsoft PowerPoint
- 16:9 widescreen format suitable for all types of screens
- Includes information about fonts, colors, and credits of the resources used
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15 Trends Reshaping Business Risk Management Strategies
With new and emerging trends being poised to influence how businesses approach risk management, leaders should start adapting now..
As the business world evolves, so too do the challenges and threats organizations must prepare for. Recent and emerging trends, such as technological advancements, geopolitical shifts and climate change, are compelling companies to reassess their approaches to risk mitigation and resilience.
Here, 15 Newsweek Expert Forum members explore the key trends shaping the world of risk management. Read on for their insights on these trends and how businesses can adapt to effectively navigate the evolving challenges of the years ahead.
1. Elevating Strategic Communication Skills as Risk Management Tools
One emerging trend in business risk management is the elevation of strategic communications from a perceived soft skill to a critical risk management tool. As misinformation and brand reputation increasingly impact business outcomes, companies must adapt by investing in communication and earned media as key components of smart risk management. Reputation drives revenue. - Shama Hyder , Zen Media
2. Addressing Talent Shortages
I see more and more companies incorporate the need to address talent shortages in their risk management philosophy. For many years, it was just an "HR issue," but now it is way more than that. - Krisztina Veres , Veres Career Consulting
3. Using AI to Detect Types of Risk Monitoring
Artificial intelligence is among the most important developments. Today AI and machine learning can be harnessed to detect all types of risk monitoring. With customized programs, managers can better understand normal patterns and ranges in shoplifting, cyberattacks and employee attendance, among other risk areas. This can allow leaders to focus efforts on AI-detected flashpoints to protect their firms. - Peter Marber , Aperture Investors
4. Integrating ERM Tech Stacks Into GRC Systems
Integrate enterprise risk management (ERM) technology stacks into governance, risk and compliance (GRC) systems. Transform ERM from a purely financial governance tool into a comprehensive platform that encompasses IT, third-party and GRC procedures. A GRC platform can manage policies, conduct risk assessments, identify regulatory compliance gaps, manage incidents and automate internal audits. - Britton Bloch , Navy Federal
5. Focusing on Mental Health and Work-Life Balance
The increasing focus on mental health and work-life balance in the workplace needs to be a part of any company's risk management strategies. Businesses need to recognize the risks associated with mental health issues. Every plan should contain strategies to create a supportive work environment, wellness programs and leadership training to promote mental wellness in the workplace. - Gergo Vari , Lensa
6. Educating Employees on Signs of Security Risks
Every employee in every organization is now in the role of risk management. One of the top trends is employers doubling down on efforts to educate employees about the signs of security risks, how to report security risks and how to escalate suspected security breaches. Risk ruins businesses in a matter of moments, and employers and employees will become more diligent with training. - Karen Mangia , The Engineered Innovation Group
7. Using Predictive Modeling
Predictive modeling is a means of leveraging AI to assess behavioral data for risk prediction. It is a trend that moves risk management from reactive to proactive, enabling businesses to predict concerns or issues based on human behavior patterns. Businesses can adapt by integrating advanced analytics into processes of risk assessment and training team members to interpret these insights. - Dr. Kira Graves , Kira Graves Consulting
8. Integrating AI and Data Analytics
One emerging trend is the integration of AI and data analytics. Utilizing these technologies allows for real-time risk assessment, predictive analysis and proactive decision making. Businesses will need to adapt by investing in AI tools, enhancing data security and training teams to interpret and act on insights generated, thereby creating a more agile and responsive risk management framework. - Anna Yusim, MD , Yusim Psychiatry, Consulting & Executive Coaching
9. Leveraging AI-Driven Predictive Analytics
One trend is the integration of AI-driven predictive analytics. This approach harnesses big data and machine learning to forecast potential risks, allowing companies to prepare proactively and accurately. For example, IBM's integration of AI in risk management has significantly enhanced forecasting accuracy. To adapt, businesses must invest in AI capabilities and data analytics expertise. - Joseph Soares , IBPROM Corp.
10. Utilizing 'Pay Per Success'
We are utilizing a trend called "pay per success," which means that we pay our team based on their performance. For instance, our team manages our pay-per-click ads, so their pay is determined by how much they spend, which in turn is controlled by the return on ad spend. This approach benefits both parties involved and ensures a win-win situation. - Tammy Sons , Tn Nursery
11. Evolving to Dynamic Resilience Planning
Many businesses are evolving from standard risk management practices to dynamic resilience planning using artificial intelligence to enhance cognitive decision-making capabilities. This emerging trend allows business leaders to analyze scenarios to predict rapid responses. COVID-era vulnerabilities in supply chains, remote work and cybersecurity have highlighted the need for businesses to adapt. - Lillian Gregory , The 4D Unicorn LLC
12. Focusing on Long-Tail Risks
The book The Black Swan by Nassim Nicholas Taleb has influenced many risk managers to not simply look at high-probability Gaussian risks but also long-tail risks that could seriously threaten the company and the entire sector. At the very least, long-tail risks should entail some discussions and possibly ways to counteract each threat. - Zain Jaffer , Zain Ventures
13. Understanding Risks on All Sides
I advocate for an enterprise risk management approach to looking at risk. In order to mitigate risks, you first have to understand them. That takes creating a register to identify the known risks and then ranking their likelihood and severity of impact. You have to discuss the "cost" of inaction as well, and then rank your priorities so you can mitigate the most pressing risks first. - Brian Katz , Safer School Solutions
14. Considering All Possibilities
World cultures, processes and systems are rapidly changing. Old systems and ways of working are collapsing as new technologies and ideals are rapidly emerging. In turbulent times, the "black swan" event is not as unique and rare as it used to be. Consider all possibilities, even the ones we once thought would never happen. - Margie Kiesel , Isidore Partners
15. Exploring the Risks Associated With AI
With AI furthering the evolution of business software and efficiency, it's crucial that your business stays updated on current associated risks. Always be learning how new integrations and software can affect your business, as well as your industry. By understanding how these things could have a negative impact, your business can better plan how to prepare in a worst-case scenario. - Will Erlandson , Relevance.com
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EU AI Act: first regulation on artificial intelligence
The use of artificial intelligence in the EU will be regulated by the AI Act, the world’s first comprehensive AI law. Find out how it will protect you.
As part of its digital strategy , the EU wants to regulate artificial intelligence (AI) to ensure better conditions for the development and use of this innovative technology. AI can create many benefits , such as better healthcare; safer and cleaner transport; more efficient manufacturing; and cheaper and more sustainable energy.
In April 2021, the European Commission proposed the first EU regulatory framework for AI. It says that AI systems that can be used in different applications are analysed and classified according to the risk they pose to users. The different risk levels will mean more or less regulation. Once approved, these will be the world’s first rules on AI.
Learn more about what artificial intelligence is and how it is used
What Parliament wants in AI legislation
Parliament’s priority is to make sure that AI systems used in the EU are safe, transparent, traceable, non-discriminatory and environmentally friendly. AI systems should be overseen by people, rather than by automation, to prevent harmful outcomes.
Parliament also wants to establish a technology-neutral, uniform definition for AI that could be applied to future AI systems.
Learn more about Parliament’s work on AI and its vision for AI’s future
AI Act: different rules for different risk levels
The new rules establish obligations for providers and users depending on the level of risk from artificial intelligence. While many AI systems pose minimal risk, they need to be assessed.
Unacceptable risk
Unacceptable risk AI systems are systems considered a threat to people and will be banned. They include:
- Cognitive behavioural manipulation of people or specific vulnerable groups: for example voice-activated toys that encourage dangerous behaviour in children
- Social scoring: classifying people based on behaviour, socio-economic status or personal characteristics
- Biometric identification and categorisation of people
- Real-time and remote biometric identification systems, such as facial recognition
Some exceptions may be allowed for law enforcement purposes. “Real-time” remote biometric identification systems will be allowed in a limited number of serious cases, while “post” remote biometric identification systems, where identification occurs after a significant delay, will be allowed to prosecute serious crimes and only after court approval.
AI systems that negatively affect safety or fundamental rights will be considered high risk and will be divided into two categories:
1) AI systems that are used in products falling under the EU’s product safety legislation . This includes toys, aviation, cars, medical devices and lifts.
2) AI systems falling into specific areas that will have to be registered in an EU database:
- Management and operation of critical infrastructure
- Education and vocational training
- Employment, worker management and access to self-employment
- Access to and enjoyment of essential private services and public services and benefits
- Law enforcement
- Migration, asylum and border control management
- Assistance in legal interpretation and application of the law.
All high-risk AI systems will be assessed before being put on the market and also throughout their lifecycle.
General purpose and generative AI
Generative AI, like ChatGPT, would have to comply with transparency requirements:
- Disclosing that the content was generated by AI
- Designing the model to prevent it from generating illegal content
- Publishing summaries of copyrighted data used for training
High-impact general-purpose AI models that might pose systemic risk, such as the more advanced AI model GPT-4, would have to undergo thorough evaluations and any serious incidents would have to be reported to the European Commission.
Limited risk
Limited risk AI systems should comply with minimal transparency requirements that would allow users to make informed decisions. After interacting with the applications, the user can then decide whether they want to continue using it. Users should be made aware when they are interacting with AI. This includes AI systems that generate or manipulate image, audio or video content, for example deepfakes.
On December 9 2023, Parliament reached a provisional agreement with the Council on the AI act . The agreed text will now have to be formally adopted by both Parliament and Council to become EU law. Before all MEPs have their say on the agreement, Parliament’s internal market and civil liberties committees will vote on it.
More on the EU’s digital measures
- Cryptocurrency dangers and the benefits of EU legislation
- Fighting cybercrime: new EU cybersecurity laws explained
- Boosting data sharing in the EU: what are the benefits?
- EU Digital Markets Act and Digital Services Act
- Five ways the European Parliament wants to protect online gamers
- Artificial Intelligence Act
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Risk Management Process And Procedures Powerpoint Presentation Slides
Introducing Risk Management Process And Procedures PowerPoint Presentation Slides. With the help of risk management process PPT template, you can monitor and control the risks that are present in the management lifecycle. There are various steps included in the risk management ppt with which you can minimize, monitor, and control the risks. The business risk methods PowerPoint slides generally contain four mechanisms such as strategic, operational, hazard, and financial. This financial risk management PPT template contains high-quality icons with which you can make your presentation even more engaging. You can categorize the risks involved in product quality, device manufacturing, project management, and lastly the quality of output by using our risk management process and procedures PPT complete deck. Risk control strategies PowerPoint presentation slides contain some features with which you can control the risks obstructing your path. Therefore, download this ready-to-use potential risk treatment presentation template and design a new business process with zero involvement of risks.
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PowerPoint presentation slides
Presenting this set of slides with name - Risk Management Process And Procedures Powerpoint Presentation Slides. This deck consists of a total of fifty-three slides. Each template is well crafted and designed by our PowerPoint experts. Our designers have included all the necessary PowerPoint layouts in this deck. It is available in both standard and widescreen. It can be converted into formats like PDF, JPG, and PNG. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the color, text, font size, add or delete the content as per the requirement.
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Content of this Powerpoint Presentation
Slide 1 : This slide introduces Risk Management Process and Procedures. State Your Company Name and begin. Slide 2 : This slide shows content of the presentation. Slide 3 : This slide presents Risk Management Lifecycle with related diagram. Slide 4 : This slide displays Introduction describing- Risk management introduction, Types of risks, Identify risk categories, risk categories. Slide 5 : This slide represents Risk management Introduction describing Identification of risks, Assessment of Risks and prioritization of risks. Slide 6 : This slide shows Types of Risks describing External, Strategic, operational and enables risks. Slide 7 : This is another slide on Types of Risks describing- Strategic, Operational, Hazard and Financial risks. Slide 8 : This slide showcases Risk Categories which includes- Product Design, System/ Software, Manufacturing, Project Management, Quality and all other. Slide 9 : This slide represents Identify the Risk Categories with risk level and other sub categories. Slide 10 : This slide shows Stakeholder Engagement describing Stakeholders Risk Appetite and Risk tolerance. Slide 11 : This slide displays Stakeholders Risk Appetite describing risk appetite with the help of bar graph. Slide 12 : This slide shows Risk Tolerance on a scale describing risk from very low to very high. Slide 13 : This is another slide on Risk Tolerance describing risk tolerance limit of stakeholders. Slide 14 : This slide shows Procedure describing- Risk planning, risk register, risk identification, risk assessment, risk monitoring and risk tracking. Slide 15 : This slide presents Risk Management Plan describing- Type of Risk, Outcome, Existing Risk Treatment Actions in Place, Rating, Proposed Risk Treatment Actions to Mitigate risk, Additional Resources, Target Date and Person Responsible. Slide 16 : This slide displays Risk Register with- Category, Risk, Probability, Impact, Mitigation and Risk assessment. Slide 17 : This slide represents Risk Identification with a graph that shows the likelihood and impact of risk on the company and the strategy which the company might opt to mange the risk. Slide 18 : This slide showcases Risk Identification- Example describing Time period, Impact of Doing, Vulnerabilities and Contingency in case of a disaster. Slide 19 : This is another slide on Risk Identification describing factors like cost, time, resources etc. Slide 20 : This slide shows Risk Assessment describing Risk Rating Guide with probability and impact along with Risk scoring system describing Consequences, Likelihood of Occurrence and Likelihood of detection. Slide 21 : This is another slide continuing Risk Assessment, with this you can obtain the risk score and determine its likelihood of occurrence. Slide 22 : This slide presents Risk Analysis – Simplified Format with related table and text boxes. You can alter these values & parameters as per your requirements. Slide 23 : This slide displays Risk Analysis- Complex. This is a complex version of analysing the risk level. Follow the described steps to calculate risk. Slide 24 : This slide represents Risk Response plan describing positive and negative ways of responding to the risk levels. Slide 25 : This slide showcases Risk Response Matrix stating the contingency plan, its duration and the person responsible. Slide 26 : This is another slide showcasing Risk Response Matrix with the help of graph describing the probability of risk and the risk response associated with it. Slide 27 : This slide shows Risk Control Matrix. This matrix helps you to keep a log of the control measures you have decided to take to manage the risk levels. Slide 28 : This slide presents Risk Tracker which could be used to track the risk factors and how we are planning to overcome the same. Slide 29 : This is another slide presenting Risk Item Tracking which could be used to track the risk factors and the progress we have made so far. Slide 30 : This slide showcases Tools and Practices describing- Risk Impact analysis, Quantitative analysis, Qualitative analysis etc. Slide 31 : This slide shows Risk Impact and Probability Analysis. Slide 32 : This is another slide on Risk Impact & Probability Analysis. Slide 33 : This slide presents Risk Mitigation Strategies describing Technical, cost and scheduled risks. Slide 34 : This slide displays Risk Mitigation Plan in a tabular form. Slide 35 : This slide represents Qualitative Risk Analysis for assessing the probability of risk event occurring and its relative impact if it does occur. Slide 36 : This slide showcases Quantitative Risk Analysis in a tabular form. Slide 37 : This slide shows Risk Management Process and Procedures icons. Slide 38 : This slide is titled as Additional Slides for moving forward. Slide 39 : This slide reminds about a 30 minutes Coffee Break. Slide 40 : This slide shows Area Chart for two products comparison. Slide 41 : This slide shows Stacked Bar chart for two products comparison. Slide 42 : This is Our Mission slide with Imagery and text boxes. Slide 43 : This is Our Team slide with names and designation. Slide 44 : This is About us slide to show company specifications etc. Slide 45 : This is Our Goal slide. Show your important goals here. Slide 46 : This is a Comparison slide to state comparison between commodities, entities etc. Slide 47 : This is a Financial slide. Show your finance related stuff here. Slide 48 : This is a Quotes slide to highlight or state anything specific. Slide 49 : This slide shows Dashboard with text boxes. Slide 50 : This is a Timeline slide. Show information related with time period here. Slide 51 : This is Our Target slide. State your targets here. Slide 52 : This slide shows Mind Map for representing entities. Slide 53 : This is a Thank You slide with address, contact numbers and email address.
Risk Management Process And Procedures Powerpoint Presentation Slides with all 53 slides:
Use our Risk Management Process And Procedures Powerpoint Presentation Slides to effectively help you save your valuable time. They are readymade to fit into any presentation structure.
Ratings and Reviews
by Dudley Delgado
December 27, 2021
by Callum Gonzalez
by Christian Brooks
by Charles Peterson
by Williams Morales
Press Release Details
Nvidia announces financial results for fourth quarter and fiscal 2024.
- Record quarterly revenue of $22.1 billion, up 22% from Q3, up 265% from year ago
- Record quarterly Data Center revenue of $18.4 billion, up 27% from Q3, up 409% from year ago
- Record full-year revenue of $60.9 billion, up 126%
SANTA CLARA, Calif., Feb. 21, 2024 (GLOBE NEWSWIRE) -- NVIDIA (NASDAQ: NVDA) today reported revenue for the fourth quarter ended January 28, 2024, of $22.1 billion, up 22% from the previous quarter and up 265% from a year ago.
For the quarter, GAAP earnings per diluted share was $4.93, up 33% from the previous quarter and up 765% from a year ago. Non-GAAP earnings per diluted share was $5.16, up 28% from the previous quarter and up 486% from a year ago.
For fiscal 2024, revenue was up 126% to $60.9 billion. GAAP earnings per diluted share was $11.93, up 586% from a year ago. Non-GAAP earnings per diluted share was $12.96, up 288% from a year ago.
“Accelerated computing and generative AI have hit the tipping point. Demand is surging worldwide across companies, industries and nations,” said Jensen Huang, founder and CEO of NVIDIA.
“Our Data Center platform is powered by increasingly diverse drivers — demand for data processing, training and inference from large cloud-service providers and GPU-specialized ones, as well as from enterprise software and consumer internet companies. Vertical industries — led by auto, financial services and healthcare — are now at a multibillion-dollar level.
“NVIDIA RTX, introduced less than six years ago, is now a massive PC platform for generative AI, enjoyed by 100 million gamers and creators. The year ahead will bring major new product cycles with exceptional innovations to help propel our industry forward. Come join us at next month’s GTC, where we and our rich ecosystem will reveal the exciting future ahead,” he said.
NVIDIA will pay its next quarterly cash dividend of $0.04 per share on March 27, 2024, to all shareholders of record on March 6, 2024.
Q4 Fiscal 2024 Summary
Fiscal 2024 Summary
Outlook NVIDIA’s outlook for the first quarter of fiscal 2025 is as follows:
- Revenue is expected to be $24.0 billion, plus or minus 2%.
- GAAP and non-GAAP gross margins are expected to be 76.3% and 77.0%, respectively, plus or minus 50 basis points.
- GAAP and non-GAAP operating expenses are expected to be approximately $3.5 billion and $2.5 billion, respectively.
- GAAP and non-GAAP other income and expense are expected to be an income of approximately $250 million, excluding gains and losses from non-affiliated investments.
- GAAP and non-GAAP tax rates are expected to be 17.0%, plus or minus 1%, excluding any discrete items.
NVIDIA achieved progress since its previous earnings announcement in these areas:
Data Center
- Fourth-quarter revenue was a record $18.4 billion, up 27% from the previous quarter and up 409% from a year ago. Full-year revenue rose 217% to a record $47.5 billion.
- Launched, in collaboration with Google, optimizations across NVIDIA’s data center and PC AI platforms for Gemma , Google’s groundbreaking open language models.
- Expanded its strategic collaboration with Amazon Web Services to host NVIDIA ® DGX™ Cloud on AWS.
- Announced that Amgen will use the NVIDIA DGX SuperPOD ™ to power insights into drug discovery, diagnostics and precision medicine.
- Announced NVIDIA NeMo™ Retriever , a generative AI microservice that lets enterprises connect custom large language models with enterprise data to deliver highly accurate responses for AI applications.
- Introduced NVIDIA MONAI™ cloud APIs to help developers and platform providers integrate AI into their medical-imaging offerings.
- Announced that Singtel will bring generative AI services to Singapore through energy-efficient data centers that the telco is building with NVIDIA Hopper™ architecture GPUs.
- Introduced plans with Cisco to help enterprises quickly and easily deploy and manage secure AI infrastructure.
- Supported the National Artificial Intelligence Research Resource pilot program , a major step by the U.S. government toward a shared national research infrastructure.
- Fourth-quarter revenue was $2.9 billion, flat from the previous quarter and up 56% from a year ago. Full-year revenue rose 15% to $10.4 billion.
- Launched GeForce RTX™ 40 SUPER Series GPUs , starting at $599, which support the latest NVIDIA RTX™ technologies, including DLSS 3.5 Ray Reconstruction and NVIDIA Reflex.
- Announced generative AI capabilities for its installed base of over 100 million RTX AI PCs, including Tensor-RT™ LLM to accelerate inference on large language models, and Chat with RTX, a tech demo that lets users personalize a chatbot with their own content.
- Introduced microservices for the NVIDIA Avatar Cloud Engine , allowing game and application developers to integrate state-of-the-art generative AI models into non-playable characters.
- Reached the milestone of 500 AI-powered RTX games and applications utilizing NVIDIA DLSS, ray tracing and other NVIDIA RTX technologies.
Professional Visualization
- Fourth-quarter revenue was $463 million, up 11% from the previous quarter and up 105% from a year ago. Full-year revenue rose 1% to $1.6 billion.
- Announced adoption of NVIDIA Omniverse ™ by the global automotive-configurator ecosystem.
- Announced the NVIDIA RTX 2000 Ada Generation GPU , bringing the latest AI, graphics and compute technology to compact workstations.
- Fourth-quarter revenue was $281 million, up 8% from the previous quarter and down 4% from a year ago. Full-year revenue rose 21% to $1.1 billion.
- Announced further adoption of its NVIDIA DRIVE ® platform , with Great Wall Motors, ZEEKR and Xiaomi using DRIVE Orin™ to power intelligent automated-driving systems and Li Auto selecting DRIVE Thor™ as its centralized car computer.
CFO Commentary Commentary on the quarter by Colette Kress, NVIDIA’s executive vice president and chief financial officer, is available at https://investor.nvidia.com .
Conference Call and Webcast Information NVIDIA will conduct a conference call with analysts and investors to discuss its fourth quarter and fiscal 2024 financial results and current financial prospects today at 2 p.m. Pacific time (5 p.m. Eastern time). A live webcast (listen-only mode) of the conference call will be accessible at NVIDIA’s investor relations website, https://investor.nvidia.com . The webcast will be recorded and available for replay until NVIDIA’s conference call to discuss its financial results for its first quarter of fiscal 2025.
Non-GAAP Measures To supplement NVIDIA’s condensed consolidated financial statements presented in accordance with GAAP, the company uses non-GAAP measures of certain components of financial performance. These non-GAAP measures include non-GAAP gross profit, non-GAAP gross margin, non-GAAP operating expenses, non-GAAP income from operations, non-GAAP other income (expense), net, non-GAAP net income, non-GAAP net income, or earnings, per diluted share, and free cash flow. For NVIDIA’s investors to be better able to compare its current results with those of previous periods, the company has shown a reconciliation of GAAP to non-GAAP financial measures. These reconciliations adjust the related GAAP financial measures to exclude acquisition termination costs, stock-based compensation expense, acquisition-related and other costs, IP-related costs, other, gains and losses from non-affiliated investments, interest expense related to amortization of debt discount, and the associated tax impact of these items where applicable. Free cash flow is calculated as GAAP net cash provided by operating activities less both purchases related to property and equipment and intangible assets and principal payments on property and equipment and intangible assets. NVIDIA believes the presentation of its non-GAAP financial measures enhances the user’s overall understanding of the company’s historical financial performance. The presentation of the company’s non-GAAP financial measures is not meant to be considered in isolation or as a substitute for the company’s financial results prepared in accordance with GAAP, and the company’s non-GAAP measures may be different from non-GAAP measures used by other companies.
About NVIDIA Since its founding in 1993, NVIDIA (NASDAQ: NVDA) has been a pioneer in accelerated computing. The company’s invention of the GPU in 1999 sparked the growth of the PC gaming market, redefined computer graphics, ignited the era of modern AI and is fueling industrial digitalization across markets. NVIDIA is now a full-stack computing infrastructure company with data-center-scale offerings that are reshaping industry. More information at https://nvidianews.nvidia.com/ .
Certain statements in this press release including, but not limited to, statements as to: demand for accelerated computing and generative AI surging worldwide across companies, industries and nations; our Data Center platform being powered by increasingly diverse drivers, including demand for data processing, training and inference from large cloud-service providers and GPU-specialized ones, as well as from enterprise software and consumer internet companies; vertical industries led by auto, financial, services and healthcare now at a multibillion-dollar level; NVIDIA RTX becoming a massive PC platform for generative AI enjoyed by 100 million gamers and creators; the year ahead bringing major new product cycles with exceptional innovations to help propel our industry forward; our upcoming conference at GTC, where we and our rich ecosystem will reveal the exciting future ahead; NVIDIA’s next quarterly cash dividend; NVIDIA’s financial outlook and expected tax rates for the first quarter of fiscal 2025; the benefits, impact, performance, features and availability of NVIDIA’s products and technologies, including NVIDIA AI platforms, NVIDIA DGX Cloud, NVIDIA DGX SuperPOD, NVIDIA NeMo Retriever, NVIDIA MONAI cloud APIs, NVIDIA Hopper architecture GPUs, NVIDIA GeForce RTX 40 SUPER Series GPUs, NVIDIA DLSS 3.5 Ray Reconstruction, NVIDIA Reflex, NVIDIA TensorRT-LLM, Chat with RTX, microservices for the NVIDIA Avatar Cloud Engine, NVIDIA DLSS, ray tracing and other NVIDIA RTX technologies, NVIDIA Omniverse, NVIDIA RTX 2000 Ada Generation GPU, NVIDIA DRIVE platform, NVIDIA DRIVE Orin and NVIDIA DRIVE Thor; and our collaborations with third parties are forward-looking statements that are subject to risks and uncertainties that could cause results to be materially different than expectations. Important factors that could cause actual results to differ materially include: global economic conditions; our reliance on third parties to manufacture, assemble, package and test our products; the impact of technological development and competition; development of new products and technologies or enhancements to our existing product and technologies; market acceptance of our products or our partners’ products; design, manufacturing or software defects; changes in consumer preferences or demands; changes in industry standards and interfaces; and unexpected loss of performance of our products or technologies when integrated into systems, as well as other factors detailed from time to time in the most recent reports NVIDIA files with the Securities and Exchange Commission, or SEC, including, but not limited to, its annual report on Form 10-K and quarterly reports on Form 10-Q. Copies of reports filed with the SEC are posted on the company’s website and are available from NVIDIA without charge. These forward-looking statements are not guarantees of future performance and speak only as of the date hereof, and, except as required by law, NVIDIA disclaims any obligation to update these forward-looking statements to reflect future events or circumstances.
© 2024 NVIDIA Corporation. All rights reserved. NVIDIA, the NVIDIA logo, GeForce, GeForce RTX, NVIDIA DGX, NVIDIA DGX SuperPOD, NVIDIA DRIVE, NVIDIA DRIVE Orin, NVIDIA DRIVE Thor, NVIDIA Hopper, NVIDIA MONAI, NVIDIA NeMo, NVIDIA Omniverse, NVIDIA RTX and TensorRT are trademarks and/or registered trademarks of NVIDIA Corporation in the U.S. and/or other countries. Other company and product names may be trademarks of the respective companies with which they are associated. Features, pricing, availability and specifications are subject to change without notice.
A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/38343cb8-8bc8-42b0-aa76-e3d280ae5507
NVIDIA Corporate Offices
NVIDIA's Silicon Valley campus in Santa Clara, Calif.
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Record quarterly revenue of $22.1 billion, up 22% from Q3, up 265% from year ago Record quarterly Data Center revenue of $18.4 billion, up 27% from Q3, up 409% from year ago Record full-year revenue of $60.9 billion, up 126% SANTA CLARA, Calif., Feb. 21, 2024 (GLOBE NEWSWIRE) - NVIDIA (NASDAQ: NVDA) today reported revenue for the fourth quarter ended January 28, 2024, of $22.1 billion, up 22% ...