Aon Risk Solutions
Aon Risk Maturity Index
Insight Report, October 2014
Risk. Reinsurance. Human Resources.
Table of Contents
Executive Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Accentuating the Upside, Smoothing the Downside . . . . . . . . . . 2
The Relationship between Risk Management
and Stock Price Performance and Volatility . . . . . . . . . . . . . . . . . . . . . . . . . 2
Enhanced Risk Management and Superior Financial Performance . . . . . . . 4
Risk Management and Organizational Resiliency . . . . . . . . . . . . . . . . . . . . 6
Driving Results: Board Roles and Responsibilities, Financial and
Risk Management Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Board Risk Oversight Practices and Improved Risk Management . . . . . . . . 9
Risk-Based Forecasting and Planning (RBFP) and
Organizational Volatility and Enhanced Earnings Forecast Accuracy . . . . 10
Crossover between Aon Risk Maturity Index and
Aon Global Risk Management Survey Responses . . . . . . . . . . . . 12
Global Average is 3 Defined . . . . . . . . . . . . . . . . . . . . . . . . . 13
Reach and Participation is Global . . . . . . . . . . . . . . . . . . . . . . . . 13
Concluding Remarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Authors and Contributors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Executive Summary
The Aon Risk Maturity Index was designed to
The Aon Risk Maturity Index Insight Report,
enable senior financial and risk leaders to assess,
October 2014, has been developed by Aon, in
benchmark and track the development of their
close collaboration with The Wharton School of the
organizations risk framework and risk processes.
University of Pennsylvania, as a means of driving
Over time, the aggregated data and findings
marketplace insights on the relationship between
have provided researchers from Aon plc and The
the maturity of organizations risk management
Wharton School of the University of Pennsylvania
practices and factors that drive organizational
with the ability to provide more complex and
performance. In this edition of the Aon Risk Maturity
sophisticated insights around risk governance and
Index Insight Report, we present new findings and
predictive operational risk practices directly linked
analysis on the relationship between risk maturity,
to the financial performance of an organization.
financial performance and risk governance.
In todays ever-changing environment, the ability to
1. We confirm past analysis from the Aon Centre for
anticipate opportunities and effectively understand
Innovation and Analytics (ACIA) on the inverse
and respond to risks is critical to the operational
and financial well-being of organizations. This is
increasingly important given that internal and
and lower stock price volatility and the direct
relationship between a higher Risk Maturity Rating
and superior operational financial performance as
external factors influencing organizational risk
continued evidence on the need for organizations to
management practices continue to evolve.
invest and enhance their risk management practices.
Despite bull equity markets across most major
stock indices in 2013 and 2014, findings from the
Aon Risk Maturity Index have led key advisers from
Aon to emphasize the importance of organizational
risk management practices in a dynamic economic
environment. Changes in geopolitical overtones,
monetary policies of central banks and unexpected
economic conditions have the ability to quickly
reshape the financial landscape. Researchers from
Aon and Wharton have uncovered new insights
to help organizations better understand their
organizational risk approach and framework, as well
as risk management practices that will enable them
to respond to an inevitable changing risk landscape.
relationship between a higher Risk Maturity Rating
2. We also confirm previous findings that indicate a
relationship between higher Risk Maturity Rating
and the relative resilience of an organizations
stock price in the immediate aftermath of
significant risk events to the financial markets.
3. We introduce new findings on the relationship
between Board Risk Oversight practices and
risk maturity. Researchers find a correlation
between increased Board involvement with
regards to risk and risk management to
stronger organizational risk practices.
4. We highlight ground-breaking findings from
Wharton showing a direct relationship between
risk-based forecasting and planning (RBFP) to
firm volatility and earnings predictability.
5. L astly, we introduce a cross-over analysis
between the Aon Risk Maturity Index and
the Aon Global Risk Management Survey,
which demonstrates remarkable consistency
in which risks are foremost in the minds of an
organizations senior risk and financial leaders.
Aon Risk Solutions
Accentuating the Upside,
Smoothing the Downside
Prior research from Aon and Wharton observed that a direct correlation between
higher risk maturity and improved stock price performance coincided with
lower stock price volatility. Working with annual financial results from close to
300 publicly traded companies around the world; our research has found a
continued correlation between higher risk maturity and improved operational
financial performance, profitability and organizational resiliency. These important
findings empirically confirm the importance of a robust, holistic risk management
approach in predicting stronger and more consistent financial results over time.
The Relationship between Risk
Management and Stock Price
Performance and Volatility
2. Have markets already rewarded those
A deviation from recent findings, Aon and
statistical link between higher risk maturity
Wharton researchers found no significant
and superior stock price performance it is
correlation between risk maturity and
possible any previous reward or premium
superior stock price performance (reference
that markets applied to organizations with
Graph 1 on page 3). Two key factors
enhanced risk management frameworks
may help explain this deviation.
and practices has already been priced in to
1. 2013/2014 Bull Equity Market Environment
Overall market sentiment is one of a multitude
of factors that affects an organizations stock
price. In a bull equity market environment,
optimistic market sentiment has more of an
equalizing effect on an organizations stock
price than in a bear market environment.
Risk Maturity Index
organizations with more sophisticated risk
management practices?
Building on past analysis that illustrated a
the organizations stock price, absent new
discoveries regarding risk management
practices within the organization.
Graph One: Stock Price Performance by Risk Maturity Rating
Perf 12
60 %
Perf 13
During the period June 2013 June 2014,
researchers found no observable correlation between risk maturity and stock
price performance despite earlier findings
from 2011-2013 that indicated a statistical
correlation
Perf 14
50 %
Performance %
40 %
30 %
20 %
10 %
0%
1.5
2.5
3.5
4.5
-10 %
-20 %
Risk Maturity Score
Return on Stock Price: Yearly return as of June
All references to Bloomberg as a source relate to market data only. All Risk Maturity data are presented by Aon plc.
The continued statistical correlation between higher risk
maturity and reduced stock price volatility helps validate
the assumption by Aon and Wharton researchers that
evidence of sophisticated risk management practices
is one of many factors that help smooth out volatility
in an organizations stock price. Differing from stock
price performance, stock price volatility is a proxy to
measure the underlying risk of shifts in an organizations
stock price. Our research therefore emphasizes the
importance of robust risk management practices
even during a strong equity market cycle. Graph 2
highlights the finding on stock price volatility.
Aon Risk Solutions
Graph Two: Stock Price Volatility by Risk Maturity Rating
Vol11
60 %
Vol12
Vol13
During the period June 2013 June
2014, organizations with the highest Risk
Maturity of 5.0 (Advanced) as a group
exhibited a stock price volatility 34%
lower than the group of organizations
with the lowest Risk Maturity Rating of 1.0
(Initial). This is consistent with findings
from 2011-2013.
Vol 14
50 %
Volatility %
40 %
30 %
20 %
10 %
0%
1
1.5
2.5
3.5
4.5
Risk Maturity Score
Volatility: A measure of the risk of price moves for a security calculated from the standard deviation of the day to day logarithmic historical price changes.
The 260-day price volatility equals the annualized standard deviation of the relative price change for the 260 most recent trading days closing price,
expressed as a percentage.
All references to Bloomberg as a source relate to market data only. All Risk Maturity data are presented by Aon plc.
Although organizations that are not publicly listed cannot measure their performance via stock price
volatility, the overall finding that risk management supports and stabilizes financial
performance is significant for these firms as well, to the extent that they operate
under similar performance expectations as publicly-traded companies.
Enhanced Risk Management and Superior Financial Performance
Financial Performance ratios such as return on
link between higher levels of risk maturity and
assets and return on equity are one of many key
superior Return on Assets (reference Graph 4).
determinants of organizational performance. We
confirm previous analysis which indicates a statistical
link between higher risk maturity and superior return
on equity (reference Graph 3). Organizations with the
highest Risk Maturity Rating of 5.0 (Advanced) as a
group exhibited a 42% return on equity performance
while organizations with the lowest Risk Maturity
Rating of 1.0 (Initial) as a group exhibited negative
return on equity performance of -23%. Expanding
on this analysis, researchers from Aon and Wharton
have established new findings indicating a statistical
Risk Maturity Index
This apparent relationship between enhanced
risk management practices and superior financial
performance is significant as market evaluation
of such ratios contributes to an organizations
ability to raise capital in the financial markets given
these ratios are vital indicators of how effectively
an organization allocates investment capital or
how efficiently an organization creates value.
Graph Three: Return on Equity by Risk Maturity Rating
ROE 13
50 %
ROE 14
Return on Equity %
40 %
30 %
20 %
10 %
0%
1.5
2.5
3.5
4.5
-10 %
During the period
March 2013 March 2014,
organizations with the highest Risk Maturity Rating of
5.0 (Advanced) as a group
exhibited a return on equity
performance of +42% while
organizations with the
lowest Risk Maturity Rating
of 1.0 (Initial) as a group
exhibited a negative return
on equity performance
-23%. This is consistent
with findings from the
March 2012-March 2013
period.
-20 %
-30 %
Risk Maturity Score
Return on Equity: Yearly return as of March
All references to Bloomberg as a source relate to market data only. All Risk Maturity data are presented by Aon plc.
Graph Four: Return on Assets by Risk Maturity Rating
ROA 13
50 %
ROA 14
Return on Assets %
40 %
30 %
20 %
10 %
0%
1
1.5
2.5
3.5
4.5
During the period
March 2013 March 2014,
organizations with the highest Risk Maturity Rating of
5.0 (Advanced) as a group
exhibited a return on assets
performance of +11% while
organizations with the
lowest Risk Maturity Rating
of 1.0 (Initial) as a group exhibited a negative return on
assets performance -10%.
This is consistent with findings from the March 2012March 2013 period.
-10 %
-20 %
-30 %
Risk Maturity Score
Return on Assets: Yearly return as of March
All references to Bloomberg as a source relate to market data only. All Risk Maturity data are presented by Aon plc.
Aon Risk Solutions
Risk Management and Organizational Resiliency
Looking at the relationship between higher levels of
research confirms earlier findings that indicate a direct
Risk Maturity and organization resilience, researchers
relationship between Risk Maturity and organizational
from Aon subjected the data to a new series of stress
resiliency as judged by the relative resilience of an
tests based on the Bloomberg Scenario Function to
organizations stock price in immediate aftermath
determine the effect of significant risk events on the
to significant risk events such as the 2008 Lehman
sample set of securities. These scenarios simulate
Brothers default, the 2010 Greek Fiscal Crisis and the
how securities would respond to a list of historical
2011 Japanese Earthquake. Graphs 5, 6, and 7 present
shocks if the same factors were to arise today. Our
these confirmed organizational resiliency findings.
Graph Five: Lehman Default
1
0%
1.5
2.5
3.5
4.5
% Impact on Stock Price
-5 %
Model
All Model Factors are
implicitly shocked based on
historical factor returns from
9/15/2008 to 10/14/2008
Findings
Organizations with the
highest Risk Maturity
Rating of 5.0 (Advanced)
as a group exhibited a
stock price performance
of -18%. This represents a
+36% enhanced stock price
performance compared to
organizations with the lowest Risk Maturity Rating of
1.0 (Initial) that as a group
exhibited a negative stock
price performance of -28%
-10 %
-15 %
-20 %
-25 %
-30 %
Risk Maturity Score
Source: Bloomberg
Returns on stock price over the month immediately following default of Lehman Brothers in 2008
Graph Six: Greek Crisis
1
% Impact on Stock Price
0%
1.5
2.5
3.5
4.5
5
Model
All Model Factors are
implicitly shocked based on
historical factor returns from
4/26/2010 to 6/8/2010
-5%
-10%
-15%
-20%
-25%
Risk Maturity Score
Source: Bloomberg
Greece was one of the fastest growing economies in the euro zone from 20002007. The cost of financing this growth however resulted
in alarming high government deficits and debt levels relative to GDP. On April 27th 2010 the Greek debt rating was downgraded from
BBB+ to BB+. Returns on stock price over the period immediately following the 2010 Greek Fiscal Crisis.
Risk Maturity Index
Findings
Organizations with the
highest Risk Maturity
Rating of 5.0 (Advanced)
as a group exhibited a
stock price performance
of -10%. This represents a
+54% enhanced stock price
performance compared to
organizations with the lowest Risk Maturity Rating of
1.0 (Initial) that as a group
exhibited a negative stock
price performance of -22%
Graph Seven: Japanese Earthquake
0%
1.5
2.5
3.5
4.5
% Impact on Stock Price
-0.5%
Model
All Model Factors are
implicitly shocked based on
historical factor returns from
3/10/2011 to 3/15/2011
Findings
Organizations with the
highest Risk Maturity
Rating of 5.0 (Advanced)
as a group exhibited a
stock price performance of
-0.3%. This represents a
+90% enhanced stock price
performance compared to
organizations with the lowest Risk Maturity Rating of
1.0 (Initial) that as a group
exhibited a negative stock
price performance of -3.1%
-1.0%
-1.5%
-2.0%
-2.5%
-3.0%
-3.5%
-4.0%
Risk Maturity Score
Source: Bloomberg
On March 11th a 9.0 magnitude earthquake occurred off the coast of Japan which also triggered a major tsunami, catastrophic
loss of life and a meltdown at the Fukushima Daiichi Nuclear Power Plant. Returns on stock price over the period immediately
following the 2012 Japanese Earthquake.
New for 2014, as a proxy for the recent 2014 Russian/Ukraine crisis, our researchers
looked back and subjected the data to stress test for the 2008 Russian/Georgia Crisis
event. The analysis once again confirmed a direct relationship between Risk Maturity and
organizational resiliency as judged by the relative resilience of an organizations stock
price in immediate aftermath of this event. Graph 8 below presents these findings.
Graph Eight: 2008 Russian/Georgia Crisis
0.00
1.5
2.5
3.5
4.5
% Impact on Stock Price
-5.0%
-10%
Model
All Model Factors are
implicitly shocked based on
historical factor returns from
8/7/2008 to 10/06/2008
Findings
Organizations with the
highest Risk Maturity
Rating of 5.0 (Advanced)
as a group exhibited a
stock price performance
of -16%. This represents a
+53% enhanced stock price
performance compared to
organizations with the lowest Risk Maturity Rating of
1.0 (Initial) that as a group
exhibited a negative stock
price performance of -34%
-15%
-20%
-25%
-30%
-35%
-40%
Risk Maturity Score
Source: All references to Bloomberg as a source relate to market data only. All Risk Maturity data are presented by Aon plc.
War with Georgia and rapidly declining oil prices raise fears of an economic recessiotn within the region.
This research supports the conclusion that risk management policies are most
beneficial when facing an actual or expected threat; in this case, that strong risk
management contributes to higher returns even during significant market events.
Aon Risk Solutions
Wharton analyzed
responses from close to
700
organizations from around
the world.
Finding the overall
sophistication of board
oversight practices has
a significant positive
impact on
the organizations
risk maturity.
Risk Maturity Index
Driving Results: Board Roles and
Responsibilities, Financial and
Risk Management Practices
What level of board involvement, financial analysis methods and risk management practices
contribute to advanced risk maturity and more stable financial performance? What makes a
robust organizational risk management framework?
Confirming the link between strong risk management practices and superior financial
performance highlights the need for a better understanding of practical measures that an
organization can take to effectively implement and support a sustainable risk management
framework. Analyzing responses from the Aon Risk Maturity Index, researchers from Aon and
Wharton have identified statistically relevant high-value practices related to governance,
decision making and risk management to help organizations focus their resources more
strategically as they develop that framework.
Board Risk Oversight Practices and Improved Risk Management
A variety of external events, including numerous
risk management strategies. Ownership structure
inquiries into the causes of the financial crisis,
(public, private, non-profit) and country-level
changes in regulations and listing requirements,
governance variables (code vs. common law legal
more stringent interpretations of directors
origin and creditor and shareholder protections)
fiduciary responsibilities and the issuance of best
are significantly associated with the assignment of
practice governance standards by investors, rating
board roles and responsibilities but have very little
agencies and shareholder advisory groups, have
effect on specific board risk management practices.
fostered rising expectations for Boards of Directors
to exert greater oversight of organizational risk
management practices. Utilizing responses from
close to 700 distinct public, private and non-profit
organizations from around the world, researchers
from Wharton took a close look inside the black box
of board risk oversight and assessed the association
between ownership structure and legal origin to
practices and risk governance on an organizations
overall risk maturity, they found that the overall
sophistication of board oversight practices has a
significant positive impact on the organizations
risk maturity, but solely the assignment of board
roles and responsibilities does not. These results
the sophistication of board oversight practices.
suggest that any impact of board responsibility
Researchers found that the assignment of board
risk management practices occurs on the use
roles and responsibilities are a major determinant of
of more sophisticated board risk practices.
board risk oversight practices. When the assignment
of risk responsibilities is delegated to the board as
a whole rather than solely to committees and when
directors risk management roles and responsibilities
are included in their performance evaluations, the
board tends to have more consistent understanding of
the organizations top risks, existing risk management
activities, quantified risk appetite and emerging risk
profile, more extensive and frequent risk reporting,
and greater consensus and communication between
the board and the management team regarding
When researchers examined the effects of board
or performance evaluation on organizational
Advisers from Aon have long emphasized the
importance of board risk oversight practices given
a boards mandate and ability to drive top-down
organizational initiatives. From these research
findings, it can be gleaned that the board should
not only take an interest in risk management
but also assign itself specific risk responsibilities
and oversee risk management practices in order
to drive and ingrain proper risk management
practices into an organizations culture.
Aon Risk Solutions
Risk-Based Forecasting and Planning (RBFP) and Organizational Volatility and
Enhanced Earnings Forecast Accuracy
An organizations earnings forecast plays an important
Researchers found a strong correlation between
role in budgeting and cash management, capital
sophisticated risk-based forecasting and planning
justification, strategic planning as well as providing
practices and firm volatility as reflected in cash flows,
the foundation for investor communications. However,
earnings, sales and stock price. Lower firm volatility,
increasingly volatile environments have made it
in turn, is associated with greater management
increasingly difficult for organizations to forecast
forecast accuracy and smaller forecast ranges.
earnings. Risk-based forecasting and planning (RBFP)
Researchers also found that more sophisticated
provides one potential mechanism for organizations
RBFP practices have a direct association with more
to improve the incorporation of risk considerations
accurate earnings forecasts and smaller forecast
into integrated forecasting and planning.
ranges, even after controlling for volatility. These
Researchers from Wharton examined the extent to
which risk-based forecasting and planning practices
were associated with organizational volatility and
earnings forecasts from close to 50 publicly-traded
companies in the United States that disclose quarterly
earnings forecasts. An RBFP score was formed for each
organization based on their unique RMI responses
regarding the extent to which formal, quantitative
risk assessments and evaluations are conducted; the
identification of risk drivers and risk interdependencies
and the integration of this information into
decision-making; and the incorporation of risk
considerations in budgeting, project and capital
investment decisions and strategy development.
associations suggest that RBFP improves forecasting
ability not only by facilitating the reduction of
volatility in the organizations operations but also
by improving the information used in the process
itself. Risk management literature further suggests
that the informational role of risk-based forecasting
and planning is likely to be most important in
firms where volatility is greatest. Consistent
with these claims, researchers at Wharton found
the association between RBFP and forecasting
performance to be strongest in settings where
the organization faces the greatest firm volatility.
Graphs 9, 10, and 11 highlight the groundbreaking
findings on risk-based forecasting and planning.
Graph Nine: Estimated Change in Volatility Ranking
Low RBFP
3%
2%
1%
0%
-1 %
-2 %
-3 %
Analysis is based on work by Christopher Ittner and Jeremy Michaels of The Wharton School
Firm volatility as reflected in cash flows, earnings, sales and stock price
10
Risk Maturity Index
Median RBFP
High RBFP
Analyzing quarterly earnings forecasts from close
to 50 publicly-traded
companies in the United
States, researchers find that
organizations with strong
RBFP practices exhibit a
2.5% reduction in firm volatility while organizations
with weak RBFP practices
exhibit a 2.9% increase in
firm volatility
Graph Ten: Estimated Percentage Difference From Average Earnings Forecast
Low RBFP
50 %
Forecast Error
Median RBFP
Forecast Bias
High RBFP
Forecast Width
30 %
10 %
-10 %
Analyzing quarterly earnings forecasts from close
to 50 publicly-traded
companies in the United
States, researchers find that
organizations with strong
RBFP practices exhibit a
20% reduction in forecast
error, 47.7% reduction in
forecast bias and a 14.3%
reduction in forecast width
while organizations with
weak RBFP practices exhibit
a 17.5% increase in forecast
error, 41.5% increase in
forecast bias and 12.5%
increase in forecast width
-30 %
-50 %
Analysis is based on work by Christopher Ittner and Jeremy Michaels of The Wharton School
Forecast Error: absolute value of actual earnings per share less managements forecast, as a percentage of price at the beginning of the quarter
Forecast Bias: similarly defined as error, except we do not take the absolute value of the forecast error
Forecast Width: the upper bound of the forecast range minus the lower bound, as a percentage of beginning of period price
Graph 11: Estimated Percentage Difference from Average Earnings Forecast Error
Low Volatility
50 %
Low RBFP
Median RBFP
30 %
10 %
-10 %
High RBFP
High Volatility
Analyzing quarterly earnings forecasts from close
to 50 publicly-traded
companies in the United
States, researchers find that
for organizations with high
firm volatility, weak RBFP
practices increase average
earnings forecast error by
36.1% while strong RBFP
reduce average earnings
forecast error by 41.2% in
organizations with high firm
volatility.
-30 %
-50 %
Analysis is based on work by Christopher Ittner and Jeremy Michaels of The Wharton School
Firm volatility as reflected in cash flows, earnings, sales and stock price
Aon Risk Solutions
11
Crossover between Aon Risk
Maturity Index and Aon Global Risk
Management Survey Responses
Along with insights from the Aon Risk Maturity Index, Aon also releases biannual findings from its Global Risk Management Survey (GRMS). Leveraging
data from seventy (70) risk or financial leaders who participated in both surveys,
researchers at the Aon Centre for Innovation & Analytics (ACIA) have examined
and identified differences in risk priorities between organizations with below
average risk maturity and organizations with above average risk maturity.
Top Five Risks Identified by Below Average RMI Scores
Damage to
Reputation/Brand
Regulatory/
Legislative Changes
Failure to Attract/
Retain Top Talent
Business
Interruption
Political Risks/
Uncertainties
Top Five Risks Identified by Above Average RMI Scores
Economic
Slowdown
Regulatory/
Legislative Changes
Business Interruption
With one exception for each sample set, the cross-
The latest findings in this report regarding risk
sectional responses demonstrate a remarkable
maturity and firm volatility, financial performance,
consistency in which risks are foremost in the minds
organizational resilience, board practices and
of an organizations senior risk and financial leaders.
enhanced earnings forecast accuracy further
As discussed at the beginning of this report, in
todays ever-changing environment, an organizations
ability to anticipate opportunities and effectively
understand and respond to risks is critical. While
organizations appear to identify similar opportunities
and risks, this research from Aon suggests that an
organizations level of planning, preparedness and
response to these risks in distinctly different.
12
Damage to
Reputation/Brand
Risk Maturity Index
reinforce the inference that organizations with
above average risk maturity are better situated
for significant changes in the economic landscape.
Failure to Attract/
Retain Top Talent
Global Average is 3 Defined
Aon Risk Maturity Index: Distribution of Risk Maturity Ratings (September 2014)
25%
22.0%
20.1%
20%
15.0%
14.1%
15%
11.2%
9.3%
10%
5%
0%
4.3%
3.4%
0.6%
1.5
2.5
3.5
4.5
Initial
Initial to
Basic
Basic
Basic to
Defined
Defined
Defined to
Operational
Operational
Operational
to Advanced
Advanced
Reach & Participation is Global
More than ten participants
Less than ten
25+
Industries
Continents
10
Languages
Aon Risk Solutions
13
The Ten Characteristics of Risk Maturity
The Aon Risk Maturity Index examines specific practices and structures related to ten
characteristics of Risk Maturity. These ten characteristics are further broken down into 40 specific
components that are scored on a 1 (Basic) to 5 (Advanced) scale similar to the overall Index.
1
Board-level understanding of and commitment to risk management
1
as a critical factor for decision making and for driving value
1
A senior-level executive who drives and facilitates key risk management
2
processes and development
1
3
Transparency of risk communication
1
A risk culture that encourages full engagement and accountability
4
at all levels of the organization
1
Identification of existing and emerging risks using internal
5
and external data and information
1
Participation of key stakeholders in risk management strategy
6
development and policy setting
1
Formal collection and incorporation of operational and financial
7
risk information into decision making and governance processes
1
Integration of risk management insights into human capital
8
processes to drive sustainable business performance
1
Use of sophisticated quantification methods to understand risk
9
and demonstrate added value through risk management
10
1 A move from focusing on risk avoidance and mitigation to leveraging
risk and risk management options that extract value
14
Risk Maturity Index
Concluding Remarks
The growth and evolution of the Aon Risk Maturity Index has enabled the
tool to become an industry-leading, global database on risk management
practices. Results from the Index have yielded valuable findings around the
correlation of advanced risk management practices and financial performance,
as well as practical insights to assist in the development of a mature risk
management framework in support of sustainable, stable financial results.
Aon will continue its research with The Wharton School to identify
key risk management practices and processes that contribute to
improved financial performance as well as a deeper understanding
of industry-specific best practices in risk management.
1.5
3
2.5
3.5
4.5
The Aon Risk Maturity Index is a free,
confidential and online tool. For more information
or to participate, please visit [Link]/rmi or
email [Link]@[Link].
Aon Risk Solutions
15
16
Risk Maturity Index
Authors and Contributors
Theresa W. Bourdon, FCAS
Group Managing Director
Aon Global Risk Consulting
[Link]@[Link]
Kieran Stack
Managing Director
Aon Global Risk Consulting
[Link]@[Link]
Christopher Ittner
EY Professor of Accounting
The Wharton School,
University of Pennsylvania
ittner@[Link]
Jenna Cavanaugh
Enterprise Risk Management
Consultant
Aon Global Risk Consulting
[Link]@[Link]
Johnny Galway
Research Analyst
Aon Centre for Innovation &
Analytics
[Link]@[Link]
Rudolph Koenig
AGRC Marketing Lead US
Aon Global Risk Consulting
[Link]@[Link]
William Zhang
Enterprise Risk Management
Analyst
Aon Global Risk Consulting
[Link]@[Link]
About Aon Global Risk Consulting
In todays challenging global environment, business risks
Our Risk Consulting business unit includes leading disciplines
are no longer isolated by industry, geography or country.
that include actuarial, business continuity management
Economic slowdown, regulatory changes, cyber crime,
(BCM), enterprise risk management (ERM), risk management
terrorism, increased competition, damage to reputation,
outsource and risk feasibility. Our Actuarial & Analytics (A&A)
and other critical risks are complex, inter-related and global
practice consists of more than 100 consultants including 47
in consequence. Aon Global Risk Consulting is the worlds
actuaries having Property & Casualty (P&C) credentials.
leading risk consulting organization. With nearly 1,800 risk
professionals in 50 countries worldwide, AGRC consultants
have the expertise and experience to recognize and address
the unique challenges and opportunities that face our clients.
In close partnership with Aons broking team, AGRC
provides comprehensive and tailored solutions through a
consistent global approach backed by a panel of industry
experts. Our risk control, claims and engineering team
consists of 600 professionals who support clients globally
in the property and casualty risk control arena.
Aons Captive & Insurance Management practice
is widely recognized as the leading captive
manager, managing nearly 1,200 captives globally
with local capabilities in over 30 countries.
About Aon
Aon plc (NYSE:AON) is the leading global provider
of risk management, insurance and reinsurance
brokerage, and human resources solutions and
outsourcing services. Through its more than 66,000
colleagues worldwide, Aon unites to empower
results for clients in over 120 countries via innovative
and effective risk and people solutions and through
industry-leading global resources and technical
expertise. Aon has been named repeatedly as the
worlds best broker, best insurance intermediary,
best reinsurance intermediary, best captives
manager, and best employee benefits consulting
firm by multiple industry sources. Visit [Link]
for more information on Aon and [Link]/
manchesterunited to learn about Aons global
partnership with Manchester United.
Aon plc 2014. All rights reserved.
The information contained herein and the statements expressed are of
a general nature and are not intended to address the circumstances of
any particular individual or entity. Although we endeavor to provide
accurate and timely information and use sources we consider reliable,
there can be no guarantee that such information is accurate as of the
date it is received or that it will continue to be accurate in the future.
No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.
Risk. Reinsurance. Human Resources.