Whether operational risks, process risks, deviations from the plan, attacks on the business model or lost opportunities. You determine which risk concept or concepts you want to use for your company.

You determine which organisational entities you want to use for risk management and how. At each level you look at your own currencies, scenarios, risk terms and analyses. 

All results are integrated into the group-wide reporting.

Define roles for cross-sectional and longitudinal tasks and assign them to the group structure, risk types and user accounts. 

This way you can involve many people in the risk management process and all employees have exactly the information and competences for their task.

Medium-sized companies are also globalised. ERE is available to users in their respective languages.

The system is delivered in an international version in German and English. Other languages can be added if required.

Early warning indicators, causes or contingency plans? You decide which information you want to gather for risks, measures and risks that have occurred.

You adapt the risk inventory to your company and your concept of risk.

Financial risks are a matter of course. With ERE, you also include qualitative impacts of risks in the analysis and reporting. 

Be it reputational damage, environmental damage, effects on health and safety, delays in projects or the implementation of strategies. You can consider the consequences of risks multidimensionally and include them in your analyses.

Analyse the risk-bearing capacity for each group company. Distinguish between liquidity and debt. Build in upstream risk limits. Expose the company to critical stress tests.

With ERE you can see the financial and temporal room for manoeuvre you have to react to the risks in an emergency. Find the units and risks with the greatest burden on risk-bearing capacity.

Already medium-sized companies consist of dozens of units.

With ERE you make an analysis and zoom into every group company, every risk type and every risk. And, if you want, into every P&L item as well.

You can immediately see the paths through which the risk enters the company. You can take targeted measures and set priorities.

Import your P&L from the accounting systems and see the effect of the risks on the P&L items. 

Define ratios on the P&L and see their distribution under real uncertainty.

How has the risk developed over time and why? What effect do the measures have? Why is the stress scenario a problem?

See and report trends in risk-bearing capacity, units and risks.

Of course, the reports have your layout and your corporate identity.

You can also determine the scope of the reports yourself at the click of a mouse, because the results are not the same in every analysis. Without programming or an IT project, you can adapt the reports to your needs.

Sometimes things go wrong - and allow us to learn from our mistakes.

In the optional incident management, you record risks that have occurred and create the basis for better risk management:

• What risk has occurred?
• Was the risk known?
• Are the causes and effects correctly recorded?
• Are the measures effective?

Incident management gives us valuable feedback.