2017版COSO新企業(yè)風(fēng)險(xiǎn)管理(ERM)框架20原則.doc

.COSO新企業(yè)風(fēng)險(xiǎn)管理（ERM）框架（2017版）20原則Components and Principles：要素和原則:1.Exercises Board Risk OversightThe board of directors provides oversight of the strategy and carries out governance responsibilities to support management in achieving strategy and business objectives.1.董事會(huì)執(zhí)行風(fēng)險(xiǎn)監(jiān)督 - 董事會(huì)對(duì)戰(zhàn)略進(jìn)行監(jiān)督，執(zhí)行治理責(zé)任，支持管理實(shí)現(xiàn)戰(zhàn)略和業(yè)務(wù)目標(biāo)。2.Establishes Operating StructuresThe organization establishes operating structures in the pursuit of strategy and business objectives.2.建立運(yùn)營(yíng)機(jī)構(gòu) - 組織在追求戰(zhàn)略和業(yè)務(wù)目標(biāo)方面建立運(yùn)營(yíng)機(jī)構(gòu)。3.Defines Desired CultureThe organization defines the desired behaviors that characterize the entitys desired culture.3.定義崇尚的文化- 組織定義期望的行為來(lái)描述所崇尚的文化。4.Demonstrates Commitment to Core ValuesThe organization demonstrates a commitment to the entitys core values.4.展示對(duì)核心價(jià)值的承諾 - 組織表現(xiàn)出對(duì)核心價(jià)值觀的承諾。5.Attracts, Develops, and Retains Capable IndividualsThe organization is committed to building human capital in alignment with the strategy and business objectives.5.吸引，發(fā)展和保留有能力的個(gè)體 - 組織致力于建立符合戰(zhàn)略和業(yè)務(wù)目標(biāo)的人力資本。6.Analyzes Business ContextThe organization considers potential effects of business context on risk profile.6.分析業(yè)務(wù)環(huán)境 - 組織考慮業(yè)務(wù)環(huán)境對(duì)風(fēng)險(xiǎn)狀況的潛在影響。7.Defines Risk AppetiteThe organization defines risk appetite in the context of creating, preserving, and realizing value.7.定義風(fēng)險(xiǎn)偏好 - 組織在創(chuàng)造，維護(hù)和實(shí)現(xiàn)價(jià)值的背景下定義風(fēng)險(xiǎn)偏好。8.Evaluates Alternative StrategiesThe organization evaluates alternative strategies and potential impact on risk profile.8.評(píng)估替代策略 - 組織評(píng)估替代策略，并對(duì)其潛在影響進(jìn)行風(fēng)險(xiǎn)預(yù)測(cè)。9.Formulates Business ObjectivesThe organization considers risk while establishing the business objectives at various levels that align and support strategy.9.制定業(yè)務(wù)目標(biāo) - 組織在確定協(xié)調(diào)和支持戰(zhàn)略的各個(gè)層次的業(yè)務(wù)目標(biāo)的同時(shí)，應(yīng)考慮風(fēng)險(xiǎn)。10.Identifies RiskThe organization identifies risk that impacts the performance of strategy and business objectives.10.識(shí)別風(fēng)險(xiǎn) - 組織應(yīng)確定影響戰(zhàn)略和業(yè)務(wù)目標(biāo)績(jī)效的風(fēng)險(xiǎn)。11.Assesses Severity of RiskThe organization assesses the severity of risk.11.評(píng)估風(fēng)險(xiǎn)的嚴(yán)重程度 - 組織評(píng)估風(fēng)險(xiǎn)的嚴(yán)重程度。12.Prioritizes RisksThe organization prioritizes risks as a basis for selecting responses to risks.12.風(fēng)險(xiǎn)排序 - 組織將風(fēng)險(xiǎn)優(yōu)先排序，作為選擇風(fēng)險(xiǎn)應(yīng)對(duì)的基礎(chǔ)。13.Implements Risk ResponsesThe organization identifies and selects risk responses.13.實(shí)施風(fēng)險(xiǎn)響應(yīng) - 組織識(shí)別并選擇風(fēng)險(xiǎn)響應(yīng)措施。14.Develops Portfolio ViewThe organization develops and evaluates a portfolio view of risk.14.建立風(fēng)險(xiǎn)組合觀- 組織開發(fā)和評(píng)估風(fēng)險(xiǎn)組合觀。15.Assesses Substantial ChangeThe organization identifies and assesses changes that may substantially affect strategy and business objectives.15.評(píng)估實(shí)質(zhì)性變化- 組織識(shí)別和評(píng)估可能嚴(yán)重影響戰(zhàn)略和業(yè)務(wù)目標(biāo)的變更。16.Reviews Risk and PerformanceThe organization reviews entity performance and considers risk.16.評(píng)估風(fēng)險(xiǎn)和績(jī)效- 組織評(píng)價(jià)績(jī)效并考慮風(fēng)險(xiǎn)。17.Pursues Improvement in Enterprise Risk ManagementThe organization pursues improvement of enterprise risk management.17.企業(yè)風(fēng)險(xiǎn)管理持續(xù)改進(jìn) - 組織應(yīng)追求企業(yè)風(fēng)險(xiǎn)管理的不斷完善。18.Leverages Information SystemsThe organization leverages the entitys information and technology systems to support enterprise risk management.18.利用信息系統(tǒng) - 組織利用信息技術(shù)系統(tǒng)來(lái)支持企業(yè)風(fēng)險(xiǎn)管理。19.Communicates Risk InformationThe organization uses communication channels to support enterprise risk management.19.溝通風(fēng)險(xiǎn)信息 - 組織使用溝通渠道來(lái)支持企業(yè)風(fēng)險(xiǎn)管理。20.Reports on Risk, Culture