Despite the development of increasingly complex risk management models
and integrated, and although financial intermediaries have been first and foremost concerned with structured risk management compared to other sectors, the crisis of recent years has shown that many of them have taken excessive risks , contributing to the creation of conditions of instability.
The crisis has therefore given a further impetus to the implementation of best risk management practices, accelerating the regulatory process in this area, both internationally and nationally.
It is necessary to intervene directly with engineering and reengineering operations on Enterprise Risk Management systems (ERM), which has now established itself as a new risk management paradigm oriented towards global risk management.
With this in mind, risk management can not be just a prevention system, but is configured as a complex process to support the implementation of corporate strategies, through appropriate business, organizational and management decisions.
Implementing an effective ERM system means, in fact, acting on governance, designing a suitable organizational model and information systems
able to support ERM processes.