Accenture Tying the Knot Between Risk and Performance Management

8/3/2019 Accenture Tying the Knot Between Risk and Performance Management

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Tying the knot between risk and

performance management

Enhancing profitability and responding to regulationin Asia-Pacific banking


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Contents

Executive Summary 2

The Drive for Integration 3

Current Banking Challenges 3

Seeking Coordination and Answers: The Drive for Risk and Finance Integration 3

Using the Right Measures to Monitor and Manage Shareholder Value 4

The Accenture IRPM Framework 5

IRPM as a Key Enabler 5

IRPM Benefits 6

IRPM Approach and Key Components Taking a Holistic View 7

IRPM Improves Capabilities Across All Levels of the Organisation 9

IRPM Supports the Implementation of New Risk-Adjusted Measures andAlignment Employee of Objectives 9

IRPM Supports a Customer-centric View 10

Enabling Technology 12

Accenture Services 13


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Executive Summary

Two years after the collapse of Lehman

Brothers and the global financialcrisis (GFC), the areas of risk andcorporate performance managementhave come under close scrutiny. Keyquestions are now being asked ofthese capabilities such as, Why didntwe see the warning signs earlier? Why

were risks underestimated to such an

extent? What must be done differently

in the future to manage and protect

shareholder value across economic

cycles?

Accentures Integrated Risk andPerformance Management (IRPM)research was launched in 2010 to helpcompanies develop new perspectivesand capabilities to manage corporateperformance. In particular, the researchfocused on helping financial institutionsovercome post-GFC challenges, whichinclude optimising capital, managingthe cost of funding, compliance withnew regulations, increasing customercentricity, and maximising long-term

shareholder value.

The Accenture IRPM Framework

provides a set of business processes,methodologies and supportingtechnologies that give financialinstitutions a new, risk-consciousway to monitor and managecorporate performance and improvedecision making. Additionally, thisframework supports institutionsin overcoming todays siloedapproach to risk and performancemanagement, and helps ensure thatdecisions are no longer made on amutually exclusive basis.

Implementing the IRPM Frameworkprovides organisations with the abilityto manage risk-based performanceacross multiple views, while alsoproviding a path for improving returnon equity (ROE) by up to 1.5 percent,risk-adjusted return on capital(RAROC) by 2 percent or more andeconomic profit margin by up to 11percent1.

In this paper we outline and discuss:

The drivers behind risk andperformance integration and the

journey banks are taking to restoreshareholder value

Accentures IRPM Framework andhow banks can use this frameworkto enhance risk and performancemanagement capabilities across theorganisation

Enabling technologies available

on the market to support an IRPMapproach

1 Accenture IRPM Research 2010

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The Drive for Integration

Current BankingChallenges

Financial services companies worldwidehave experienced unprecedentedvalue destruction since the GFC. Someinstitutions have not survived and totallosses related to the crisis are expectedto exceed US$1 trillion.

Across the Asia-Pacific region,banks have emerged from the GFC inrelatively strong shape. Many enjoystrong balance sheets and favourablemacroeconomic conditions. However,there are still a number of downside

risks including potential fluctuations inglobal demand, inflationary pressuresand regulatory reform.

Several key challenges have emergedfollowing the GFC, which aredominating C-level executive agendasacross the financial services industry.These challenges vary in importanceand complexity across the Asia-Pacificregion and include:

a. Restoring shareholder valueand stakeholder confidence

Responding to post-GFC challengeseffectively, efficiently, and responsiblywhile also restoring shareholder valueis now a key focus. More broadly, theperception of the banking industryhas taken a considerable hit and manyexecutives face a battle to improveconfidence across stakeholder groupsincluding investors, regulators,governments, customers, media andthe general public.

b. Managing higher costs ofcapital

One of the key impacts of the GFChas been the higher costs of capitaland the impact to balance sheetsand profitability. In the Asia-Pacificregion, the focus has been on both:1) managing the funding models(deposits vs. wholesale capital markets),

and 2) finding ways to tap the investorbase in the developing world.

c. Adapting to regulatoryreforms across geographies

Many governments have increasedtheir role in regulating local marketssince the GFC. In parallel, the G20summit in November 2010 hasseen agreement on revisions to thebanking system under Basel III. Ona phased basis between 2011 and2019, banks across the globe will besubject to greater capital, liquidity andsupervisory requirements.

d. Improving the quality of

assets on and off balance sheetThe quality of on-and off-balance-sheet assets has come under closescrutiny. The GFC saw a flight toquality as market confidence sankacross many asset classes. Financialinstitutions now need to look athow asset quality is monitored andmaintained across their banking andtrading books. In addition, changes tothe definition of Tier 1 capital underBasel III will bring off-balance-sheet

instruments under further scrutiny.

e. Supporting the changingbusiness

Banking business models areundergoing a period of reform acrossthe region. Banks are under variouspressures including government-enforced business model changes,growth strategies in new and emergingmarkets, an evolving mix of business

and asset classes, and greatercomplexity as interconnectedness andrisk are better understood.

Getting to grips with each of thesechallenges will require fundamentalreforms to internal banking operatingmodels, processes and systems, andmost importantly, a new outlookon risk and corporate performancemanagement.

Seeking Coordinationand Answers: The Drive

for Risk and FinanceIntegrationGetting to grips with the challengesfacing the C-suite executive agendawill require a fundamental review ofhow financial firms manage their risk/return profile. This starts with theeconomic measures executives useto monitor and manage corporateperformance (such as ROE, RAROC,economic profit). Following that,executives need to consider theoperating models in place across Riskand Finance to monitor and manageunderlying key performance indicatorsand key risk indicators. In addition,the data management and analyticaltechnologies in place to support thiscapability are fundamental to ensuringaccurate and risk-adjusted calculation,aggregation and reporting of keyindicators across all levels within theorganisation.

Integration of risk and financereporting, together with greateranalytical capabilities, is enablingfinancial institutions to manage therisk, funding, liquidity and capitalrequirements of their business in amore dynamic fashion. This includesthe ability to monitor and manage riskappetite in real time. For example, theability to quickly redirect marketingcampaigns and business focus ifestablished risk thresholds arecrossed, such as the value of loansextended in a particular segment orgeography. Integrating risk and financecapabilities also enables companiesto introduce greater risk sensitivityinto product pricing, through thestandardisation and streamlining ofrisk and finance processes and ITsystems.

The tantalising possibility for leaders isto be able to easily answer questionssuch as:

Have we adequately priced all of ourrisks?


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I know my risk, but how can I improve

the return for that level of risk?

Can I dynamically price andreprice risk by customer, portfolio,and product type, taking intoconsideration factors such aswrong-way risk?

What is the risk-adjustedprofitability of my business unit,portfolio or activity when allocatedcapital and risk are taken intoaccount?

How can I rationalise my decision-making process regarding risks andinvestments?

Can I compare the performance ofmy business lines according to theirrisk profile?

Where in my company is valuebeing created and where is it beingdestroyed?

How can I incentivise my team totake a risk-adjusted view of businessdecisions?

Using the Right Measuresto Monitor and ManageShareholder ValueLeading banks no longer use risk andfinance measures purely for controlpurposes. Instead, they recognise theirpotential usefulness in driving value-enhancing strategies: from corporatestrategy to better understandingcustomer behaviour.

Traditionally, financial institutions

have been measured (internally andexternally) on historically focusedindicators such as ROE. In some cases,firms have also looked to monitorRAROC as a risk-based profitabilitymeasure of financial performance.Accentures IRPM research has shownthat executives should seek to monitorfinancial performance throughmultiple lenses, from traditionalfinancial measures (e.g. ROE), torisk-adjusted performance measures

(RAROC), which take into accountnot just historical performance, butalso the risks taken and opportunitiesforgone to realise those returns(economic profit).

The ability to viewat all levels of the

organisationtraditional and risk-adjusted measures, via these differentcorporate lenses, will improve theability of decision makers to judgeshort-term and long-term impacts tothe balance sheet.

However, to do this properly, banksneed greater real-time and analyticalcapability across existing reports andcontrols, including: real-time limitand exposure management, dynamicappetite setting in response to

changing market conditions, improvedrisk-based pricing, real-time portfolioreports to improve capital, funding,and liquidity management.

An integrated risk and financecapability will also support changesto employee incentives to drive moreappropriate decision making, alignedto risk and reward objectives, incritical areas such as product pricing.

Figure 1: Key challenges and priorities facing the Asia-Pacific banking industry

Australia1. Managing higher costs of capital

2. Adapting to regulatory reforms

3. Supporting changing business

models and growth strategies

Singapore1. Supporting changing business

models across the region

2. Managing higher costs of capital

3. Improving asset quality

China1. Supporting changing business

models and foreign participation

Managing the move to a market-

orientated banking system

2. Adapting to a state-controlledand regulatory-driven banking

system

3. Managing higher costs of capital

and broader management of NPLs

Japan1. Restoring shareholder value and

stakeholder confidence

2. Supporting changing business

models and drive for profitability

3. Adapting to regulatory reforms

4. Improving asset quality

Market Overview


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Snapshot: How IRPM supports superiorperformance management and risk

integration

IRPM gives senior leaders andothers the right information toassess whether the organisation isrealising its strategy and vision.

Well-designed performancemeasures are typically generatedby the finance function. Theyenable managers to monitorand adjust their operationalactivities or to change strategies.The IRPM methodology forperformance management bringstogether measures from acrossthe organisation to provide acomprehensive picture.

Risk management activities havetraditionally focused on protectingbanks from financial, customer andexternal threats. The steps involveidentifying and assessing risks,

developing responses, implementingcontrols, capturing informationand continually monitoring thesituation. The IRPM approach torisk supports simulation, calculationand aggregation of risk measuresacross all business lines. Riskreporting measures include creditrisk, liquidity risk, market risk,operational risk, fraud, anti-money-laundering measures and localregulatory requirements.

Most banks struggle to generateenterprise-wide performanceand risk information, let alone toconnect the two. The reason isthat large financial institutions are

typically broken down into distinctoperating silos and data sharing ishampered by traditional businessprocesses or legacy technologysystems.

The IRPM Framework enablesorganisations to truly manage risk-adjusted performance at all levelsof the organisation.

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The Accenture IRPM Framework

IRPM as a Key EnablerAccenture has developed the IRPMFramework as a direct response tothe challenges now facing financialinstitutions post-GFC. The IRPMFramework provides a set of businessprocesses, methodologies andsupporting technologies that givefinancial institutions a new, risk-conscious way to monitor and managecorporate performance and improvedecision making. The frameworkdirectly targets the integration ofpeople, processes, data and technologybetween risk and finance departments

to directly enable superior risk-basedperformance management.

From a business and operationalperspective, IRPM helps organisationsovercome operational silos, whichreduce the ability of corporations to

monitor and react to external shocks.It also introduces new measures andmethodologies for managing corporate

performance across multiple levels,ultimately improving the informationand insights generated across theorganisation.

From a technology perspective,the IRPM Framework provides asolution blueprint and methodologyfor integrating IT systems acrossthe organisation to enable superioranalytical and reporting capabilities.In addition, the framework provides anoverview of the leading technologies

available on the market to supportsystem implementations (including thekey Oracle, SAP and SAS platforms).


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IRPM BenefitsThe IRPM Framework provides astructured approach to integratingrisk and finance processes to gain arange of business benefits, includingimproved economic profit, greatercapital management capabilities

and better decision making, basedon an integrated view of risk andperformance.

For the Asia-Pacific region, weestimate that banks can lift economicprofit by as much as 11 percent byimplementing an IRPM business andtechnology solution. This translatesinto a ROE gain of up to 1.5 percentand a gain on the RAROC of up to2 percent across the Asia-Pacificregion2.

The improvement in performancecan be attributed to a number ofbenefits tied to introducing the IRPMFramework:

Improved risk-based pricingincorporating cost of capital

Risk-based customer analytics,enabling banks to focus on the rightcustomers

Improved asset quality

Improved risk monitoring and capitalmanagement

Integration of the finance and riskfunctions

Improved investor confidence in risk

management processes

Figure 2: Implementing an IRPM solution can directly benefit the bottom line

Potential Benefits of IRPM Solution*

Australia

North

America

Europe

Asia

ROEEconomicProfit MarginRAROC

0.4% - 0.6% 1% - 2% 5% - 8%

0.3% - 1% 0.5% - 2% 3% - 7%

0.3% - 1.5% 0.5% - 2.5% 3.5% - 11%

0.5% - 1.5% 0.5% - 2% 4.5% - 11%

*Analysis is based on the latest available year-end financial statements for the five biggest banks(excluding investment banks) by market capitalisation in each geography. Each had revenues greaterthan US$10billion.

2 Accenture IRPM Research 2010


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IRPM Approach and KeyComponents Taking aHolistic ViewThe objective of the IRPM approachis to develop a clear view of theideal end-point, which is tailored to

individual institutional needs, and thento work towards realising it in feasibleand affordable steps. At Accenture,we have mapped out this end-point inthe IRPM Framework and developed arange of supporting methodologies.

The steps and enablers involved inrealising the IRPM approach are:

1. Strategic planning

Refine corporate vision and strategic

objectives, considering enterpriserisk strategy and appetite

Determine key value drivers, takinginto account the impact of risksacross categories

Determine KPIs and key riskindicators (KRIs) and defineaccountabilities

Create the strategic plan, inthe context of the broad riskmanagement plan

2. Target setting

Conduct portfolio value assessment,allowing for risks

Set targets or limits for keymeasures of performance

Cascade measures (KPIs, KRIs) andtargets or risk limits to lower-levelmetrics or categories

3. Operation

Review, challenge and finalise risk-adjusted plans and forecasts

Develop plans to achieve targets,based on risk modelling and scenarioanalysis

Allocate resources to achieve plans,accounting for risk and compliance

Review, challenge and finalise risk-adjusted plans and forecasts

4. Monitoring

Develop action plans, re-allocateresources and update forecasts,accounting for risk

Review performance with executivemanagement and analyse variances

Monitor and report KPIs and KRIs,and review risk controls

5. Enablement

Integrated IT architecture andreporting

Infrastructure for risk andperformance management

Standardised procedures for risk

performance management andreporting

Data structures and controls,governance, quality andaccountability

Risk-metric-driven incentives andrewards

Leadership and culture


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The end goal is to redeploy capitalto earn higher, risk-adjusted

returns by integrating risk, returnand capital considerations intocore strategic decision-makingprocesses. This enables banks tofocus on more profitable and lesscapital-intensive areas of business.

To do this, leaders need to seetheir organisations differently.Widely used measures of bankingperformance such as return onequity, net interest income andloan-to-value ratios are vital, butthey do not take risk into account.The measures that do take riskinto account and that help drivesustainable performance and themost eff icient allocation of capital

are those such as risk-adjustedreturn on capital (RAROC) and

economic profit.

As Figure 3 illustrates, executivesneed to manage corporateperformance from a range of pointsof view that span straightforwardreturns, risk and capital. From anorganisational perspective, thisinvolves integrating the views ofthe organisation as held by theCEO, CFO and CRO.

Snapshot: Targeting higher, risk-adjusted

returns

Figure 3: An integrated view of risk, return and capital for all C-level executives

Return

Return ManagementManaging the value contribution of the business

as a whole and of its inherent value drivers

Risk ManagementQualifying and managing the economic

risk embedded in business

Capital ManagementManaging the economic net worth of invested

shareholder capital and funding future growth

Risk Capital

Employing risk

most effectively

Achieving highest

return on capital

Managing solvency and

capital adequacy

Integration of risk, return and

capital into a single frameworkallows the organisation to

manage its performance in a

more risk-centric manner


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IRPM ImprovesCapabilities Across AllLevels of the OrganisationThe IRPM Framework uses standardfinancial and risk-adjusted KPIsto provide alternative lenses on

corporate performance in order todrive increased risk-adjusted returns.As this capability is fully realised andunderstood, the board and executiveteam can better view and manage theperformance of the organisation. Inturn, C-suite executives, business unitmanagers and compliance officersare empowered to take timely actionto protect and enhance the bankscapital, and ultimately increaseshareholder value.

IRPM Supports theImplementation of NewRisk-Adjusted Measuresand Alignment ofEmployee ObjectivesThe RPM Framework provides amechanism for aligning the goals andKPIs of individual managers to thoseof the bank as a whole. The strategy

and objectives identified by thebanks leadership flow through to thesetting of objectives, and reportingon performance, at all levels of theorganisation.

This is achieved by breaking downcorporate, risk-related measures intolower-level metrics for use withinthe organisation. In turn, managersand employees can determine whereto focus their efforts. Specificperformance scorecards can be usedto help employees draw connectionsbetween their behaviour and theircontribution to overall businessoutcomes such as economic profit andcapital optimisation.

In each case, the bank will move froma focus on traditional financial KPIsto the use of risk-based performancemeasures such as the examples shownin the following table.

Leadership role Outcomes of the IRPM Framework

Chief ExecutiveOfficer

Enhanced ability to manage corporate performance, basedupon superior risk-adjusted management reporting tosupport decision making across geographies, organisationalunits, products, customers and channels.

Chief RiskOfficer

Enhanced ability to manage risk across the organisation.Availability of a single, consistent, data set and analytical

capability across the enterprise. Superior ability to managerisk and return in real time.

Chief FinancialOfficer

Enhanced ability to plan, measure, analyse and reportfinancial performance, taking into account risks confrontedby the organisation and the rewards expected byshareholders. Availability of a single, consistent data set andanalytical capability across the enterprise.

Business UnitManagers

Enhanced ability to analyse and manage businessperformance from a risk/return perspective that distinguishesimpact to short-and long-term corporate performance. Real-time reporting and analytical capabilities.

Compliance Implement adequate controls for risk and performancestrategy to ensure compliance with best governancepractices as well as regulatory requirements.

Traditional financial KPIs Risk-based performance measures

Cost-to-Income Ratio

Loans / Deposits

AUM / Deposits

Dividend pay-out ratio

Interest margin

Non-interest income

Risk-adjusted return on capital

Economic profit

% defaults to total credit exposure

Earnings at risk

Risk-weighted assets

Loantoloss ratio

Increase in Loantovalue ratio due to drop inthe value of the asset financed

Number of loan defaults due toincorrect creditworthiness assessment

Enterprise stress lead indicators

Portfolio indicators (e.g. Var, cVar)


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IRPM Supports aCustomer-centric ViewIntegrating risk and performancemanagement enables banks tooptimise customer value. The sameinfrastructure required to make risk-conscious decisions at the individualcustomer level can help drive otherforms of service personalisation andunderstanding.

With a next-generation riskand performance infrastructureunderpinned by powerful datamanagement and analyticalcapabilities, from the transactionallevel to the enterprise level, banks candynamically set product pricing basedon individual customers profiles,

behaviours and risk appetites. Thisinfrastructure supports single views ofthe customer and portfolio, productcustomisation, more intelligentlytargeting of campaigns, and detailedprofit and loss reporting at thecustomer level.

Figure 4: Customer optimisation framework

Single

view of

customer

Customer

profitability

Customer

analytics

Risk-

based

pricing

Targeted

marketing

campaigns

Customised

products

Customer value

optimisation


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Leading banks and financial institutions around the world havecommenced the journey of building an integrated risk and

performance management capability as per the integrationsteps outlined in the IRPM Framework. The following casestudies outline the steps organisations are taking to realise anIRPM vision.

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Bank A Integrating risk andperformance management

This investment bank was organisedinto silos, resulting in a fragmented

and inconsistent approach tofinance, risk, compliance andperformance management.Duplication of roles and servicesacross departments waswidespread, and the bank needed atrue analytical capability to betterdrive C-suite decision making.

To resolve these issues, the bankworked with Accenture to defineintegrated governance, capabilities,

process models and architecturefor finance and risk management.The project involved multipleinitiatives to standardise, integrateand automate finance, credit andrisk capabilities across the bank,including reporting and dataanalytics.

Accenture also supported thedesign and implementation of atechnology solution to support

the integration of risk andperformance management. Thefirst release focused on financeand a consolidated sub-ledger,general ledger and statutoryreporting approach for thebank. The bank now has clearlydefined roles, responsibilities andaccountabilities, effective reportingand information management, andholistic risk management processesthat facilitate superior performance

management of the enterprise.

Bank B Ensuring confidenceafter the crisis

Following the GFC, this leadingNorth American bank needed

to improve its risk managementcapabilities to retain the confidenceof regulators, shareholders, lenders,analysts and depositors.

In addition to driving disciplineby voluntarily adopting Basel IIregulations, the bank workedwith Accenture to implement anew financial data warehouse togain a comprehensive, integrated

view across numerous financialdimensions.

Accenture also helped design anddeliver a solution to calculaterisk-adjusted performance metrics .This included the ability to analyseprofitability at the individualproduct, portfolio and officerlevel, and to compare risk-adjustedreturns against the banks cost ofcapital.

Bank C Responding toregulation

Faced with impending regulationincluding Basel II and International

Accounting Standards, this bankdrove closer integration of the dataproduced by its risk and financedivisions.

After building consensus amongstakeholders within both groups,the bank engaged Accenture tohelp put in place a new operatingmodel that would supportcompliance with regulatory

obligations in an ef fective andefficient control environment. Thewide-ranging project also enabledthe organisation to maximise thevalue it received from itsUS$200 million investment inregulatory driven initiatives.

Case Studies Leading financial

institutions on the IRPM journey


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Figure 5: Leading IRPM technology providers

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Enabling Technology

Current database, analytics andcommunications technology systemsare critical to the effective integration

of risk and performance informationmanagement.

Accenture provides its own technologysupport and partners with a rangeof leading vendors to implement themyriad tools required to make the fullIRPM Framework a reality.

Of paramount importance is improvingthe quality of data sources, datamanagement systems and storageinfrastructure. This ensures that data

is of sufficient quality before beingsupplemented and manipulated bythe various core systems downstream,including core banking systems,payment and ledger systems, riskengines, finance systems and reportingtools.

Among the most importantconsiderations are the businessintelligence and performance

management systems in place tomonitor and manage corporateperformance, which must be able tocater for a variety of tasks including:

Data cleansing and reconciliation

Calculation, simulation andaggregation of key measures

Analytics and modelling

Reporting

Products Features and capabilities

Oracle Oracle Financial Services Analytical Applications (OFSAA)

OFSAA Enterprise Risk Management

OFSAA Enterprise Performance Management

Oracle Hyperion Planning

Oracle Hyperion Strategic Finance

Oracle Scorecard & Strategy Management

Immediate benefit realisation via out-of-the box reporting anddashboard suites covering customers, account, transactions,products, and, organisation units

Modular components allowing for tailored capability build-out

Reduced implementation time and ability to leverage packagedfunctional planning modules

Supports business-driven deployment

SAP SAP Bank Analyser Solution Suite

SAP Price Optimisation

SAP FICO SAP Business Object Predictive Modelling Workbench

SAP GRC

SAP EPM

High level of configurability minimising customisation requirements

Ability to integrate with third-party tools

Full audit functionality for complete traceability Slice-and-dice reporting capability

Provides a fully integrated system from core bank to GL to financialaccounting, management accounting, sub-ledger and IFRS

Automated monitoring and alerts for key indicators

SAS SAS Strategy Management

SAS Enterprise GRC

SAS Financial Management

SAS Risk Management for Banking

SAS OpRisk VaR

SAS Optimisation

SAS Business Intelligence Suite

SAS Fraud Framework for Banking

SAS Anti Money Laundering

SAS Intelligent Forecasting

SAS Profitability Management

Best-of-breed business intelligence and performancemanagement tool suite

Robust data integration with data cleansing capabilities allowingtrue drill-down from summary reports

Advanced engines and data models to assist in summarising andcalculating data for strategic monitoring purposes


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Accenture Services

Accenture provides a broad range ofrisk, performance, technology strategy,and implementation services.

For IRPM solutions, Accenture clientsreceive a unique combination ofservices and resources spanning theend-to-end program lifecycle, fromstrategy consulting and operatingmodel design to systems integrationand large-scale technology delivery,and outsourcing and changemanagement services. These servicesare supported by proven assets andmethodologies.

Typical steps involved in an IRPMengagement involve:

Understanding and setting strategicgoals and drivers

Target operating model design andimplementation

System design and implementation

Periodic review and enhancement tothe IRPM model as business needschange

Figure 6: Accenture risk management and enterprise performance management capabilities

Strategy and Governance Vision and Value Target Setting Target Operating Model Maturity Assessment Policy and Appetite

Process Excellence and Integration Enterprise Risk Management Risk Management - Credit Risk, Market Risk, Operational Risk, Supply Chain,

Sustainability, Technology Risk and Finance Integration Embedded Risk Culture

Regulatory Reform Basel Solvency Stress Testing Fraud and Financial Crime Compliance Management Liquidity Risk Management

Performance Insight and Execution Risk-Adjusted Performance Management Risk Analytics Scenario-Based Modelling Risk Architecture and Data Management

Technology Risk and Finance Architecture Reviews, Technology Strategy Risk and Finance System Implementation (Packaged and Custom Software) Risk and Finance Test Managed Services Risk and Finance Application Maintenance and Support

Outsourcing Finance and Accounting Process Outsourcing Risk Process Outsourcing Enterprise Performance Management Outsourcing Risk and Finance Analytics Application Outsourcing Infrastructure Outsourcing


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Copyright 2011 AccentureAll rights reserved.

Accenture, its logo, andHigh Performance Deliveredare trademarks of Accenture.

About AccentureAccenture is a global managementconsulting, technology servicesand outsourcing company, withapproximately 211,000 people servingclients in more than 120 countries.Combining unparalleled experience,comprehensive capabilities across allindustries and business functions,and extensive research on theworlds most successful companies,Accenture collaborates with clients tohelp them become high-performance

businesses and governments. Thecompany generated net revenues ofUS$21.6 billion for the fiscal yearended Aug. 31, 2010. Its home page iswww.accenture.com.

ACC10-2814 / 11-2622

About the authorsJordan Griffiths

Senior ExecutiveFinance & Performance Management

[email protected]

Derek Sheerin

ManagerFinance & Performance [email protected]

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Accenture Tying the Knot Between Risk and Performance Management