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5. Постановление Правительства РФ от 22 апреля 2009 г. № 342 (ред. от 08.12.2011) «О некоторых вопросах регулирования закрепления прав на результаты научно-технической деятельности».
PECULIARITIES OF THE RISK MANAGEMENT SYSTEM ORGANIZATION IN CURRENT CONDITIONS
© Mikhin P.O.*
Krasnoyarsk state agrarian university, Krasnoyarsk
Risk-management system organization problem is topical nowadays. The innovation activity is defined as an activity vulnerable to risk and needs more attention. The basic approaches and elements of organization structure development in risk-management system are considered to find out the best structure for business modelling usage. Balance and combination of risk-management system types are required in current conditions.
Keywords: risk-management system, innovation, tensor method, business modelling.
The organization of different kinds of risks management systems has been neglected nowadays. Audit Committee Institute, KPMG conducted an international survey in January 2013 to identify what are the pressing problems that audit committees, boards of directors and companies have to decide in the risk-management field at the moment and in the near future. Almost 1800 members of audit committees from around the world have responded to a wide range of issues in this survey. Only 37 % of them agree with the statement that their company has a reliable and established risk-management system. This figure drops to 6 % in Russia. Rapidness and risks coverage are also poor (16 % and 10 % respectively). However, only 23 % of the interviewed representatives of Russian companies believe that the specialized units in companies based on risk analysis and focus on the most important kinds of risks faced by businesses [1].
According to the survey the most problems for companies are the following types of risk (in descending order of influence):
1. Uncertainty and instability (economic, political, social).
2. Risks associated with government regulation / the influence of sociopolitical initiatives.
3. Operational risk / risk of inadequate control methods;
4. Compliance risk.
5. Innovation and growth risk (or the lack of innovation).
6. Business model risk.
* Аспирант кафедры Маркетинга.
7. Information security, including the risk of violating privacy and intellectual property protection.
8. Risk of lagging behind the pace of technological change.
9. Global systemic risk (pandemics, riots, political instability).
10. Supply chain failure risk [1].
Innovative activity is most vulnerable to risk than other activities, according to the author, because the favorable version of events realization guarantee is almost absent. Therefore, this type of activity requires special management attention to the most effective risk-management system development.
Innovative risk associated with finance and the scientific and technological innovations usage. Costs and benefits of scientific and technological progress are hard to predict because it stretched and distant in time.
Innovation risk consists of the losses possibility arising from the financing of the entrepreneur of the new techniques, technologies, products and services development, as well as other innovations that do not find the expected demand in the market and will not bring the desired effect.
Thus, international experience shows that the probability of the expected result obtains at the stage of basic research is usually 5-10 %, and at the stage of applied research increases to 80-90 % [2]. This should take into account in case of the risk management system organization and approach this issue comprehensively [3].
Firstly each organization has to determine for themselves the significant kinds of risks. The company will use the list of major types of risk to form their own risk-management systems. The negative consequences of the significant risks implementation have a significant impact on the financial results and / or capital and/or liquidity and/or the company's reputation. As a result we get a map of significant risks which can be used for the risk-management systems formation. Some kinds of risk can be grouped into risk groups.
A well-functioning risk management system includes the following elements:
- collegial body which manages the selected risk groups;
- risk-management policies;
- regulations, techniques, process flow diagrams and other regulatory company's documents determine the way of risk-management system functioning;
- structural unit, managing risks.
Principles and objectives of risk-management have to be described in the risk-management policy. The company clearly defines the purpose of risk-management, risk-appetite, work principles and methods, KPI, which will be able to evaluate the current risk-level.
The risk management policy should describe the risk-management process and reporting system, and external users usage if necessary.
In general, the following provisions, which have to be contained in the risk-management policy should be formulated as:
- the goals and objectives of risk-management;
- KPI;
- structure and principles of risk-management;
- risk-appetite and limits;
- minimizing risks methods and policies for every kind of risk;
- reporting and disclosure.
The following approach to the construction of the organizational structure in the construction of the system of risk management can be defined: centralized and decentralized.
The centralized approach is characterized by the fact that risk-assessment and decisions taken on the single unit basis with a data supplied by independent structural divisions and business units. The advantages of this system are:
- one unit realizes risk evaluation and aggregation with the common approaches and mechanisms usage;
- risk data are consolidated in one place, that allows to make a risk-control better;
- cut unnecessary costs to minimize the risks by more controls;
- increased objectivity evaluations, risk-assessment units subjectivity is minimal.
Centralization of risk-management bears certain disadvantages. First of all it is a complication of decision-making. Bureaucratization leads to delays and untimely response to the risk manifestations. Complicated controls for the current external and internal environment despite the fact that in a single unit the need for it increases. The standardization and business features omissions probability at an independent risk-assessment also increases under centralization. Maintaining cost of specialized units is rising.
The second approach involves the decentralization of decision-making in risk-management. A distinctive feature of this organizational structure is the fact that risk-assessment and decision-making assumed on the independent divisions level, and the main focus of unit risk-management becomes methodological function and control, rather than decision-making.
Positives:
- reducing costs for the risk-management units due to the lower number;
- risk-assessment of highly specialized risk by departments whose activities are directly related to this area, which allows to take into account all necessary features;
- increasing the speed of decision-making.
However, the negative effects of decentralization appear in subjectivity and desire to understate the significance of the risk, or increase the minimization level in some cases. The additional costs of financing risk-minimization increase in decentralized systems also. Another important factor is that it is difficult to get aggregated data of all types of risk in the decentralization case. The absence of skilled stuff affects analysis and risk-assessment.
According to the authors it is advisable to allow the use of models in which the elements of the described approaches can be combined. For example, some risks can be managed centrally, and individual types of risks will be given for units to independent risk-management. At the same time it should take into account that risk-management unit, generally assigned by the construction of the corporate culture of risk-management in the company [4]. In addition there may be cases in which the methodological component of the risk-management system is organized strictly centralized at the head office of the holding company or group of companies, and, for example, the practical component is decentralized and distributed in local branches and subsidiaries.
Thus, the construction of an effective system of risk-management, especially in the economy volatility nowadays requires mandatory matching positive and negative aspects of a particular type of construction risk-management systems, correlating with the current requirements and the capabilities of organization and the literate balance between them.
References:
1. CPMG International report of audit committees members. - 2013, January.
2. Minko E.V, Minko A.E. Basics of Commerce: Textbook. - 2nd ed. Third generation standard. - St. Petersburg: Piter, 2013.
3. Barton T., Schenker W., Walker P. An integrated approach to risk management: whether to do this: Translate from English. - M.: Publishing House «Williams», 2003.
4. CPMG. Risk management: what lies beyond the bureaucracy. - 2010.
ИННОВАЦИОННАЯ АКТИВНОСТЬ ПРЕДПРИЯТИЙ В РОССИЙСКОЙ ЭКОНОМИКЕ: ТЕНДЕНЦИИ И ПРОБЛЕМЫ
© Уразаев Р.А.*, Мустафина Н.Р.Ф,
Мухтасаров Э.А.*, Осинина Е.А.*
Нефтекамский филиал Башкирского государственного университета,
г. Нефтекамск
Конкурентоспособность экономики страны в значительной степени определяется инновационной активностью предприятий различных отраслей экономики. Современные особенности инновационного развития определяются структурными проблемами финансового обеспече-
* Старший преподаватель кафедры Экономической теории и менеджмента.
* Студент кафедры Экономической теории и менеджмента.
