Strategy and Objective Setting, which debates that risk tolerance must lay down goals that are objectively measured.Governance and Culture, which relates ERM oversight to day-to-day activities.It focuses on 5 interconnected strategic points, which include: The COSO Framework offers an applied risk management approach to internal controls and is applicable to both internal and financial reporting. It came about when delegates from 25 countries who met at the Institute of Civil Engineers in London agreed to institute a new organization that would form and unify industrial standards. The International Organization for Standardization (ISO) was established in 1946. COSO was founded by five professional associations, which include the American Institute of Certified Public Accountants (AICPA), American Accounting Organization (AAA), Institute of Management Accountants (IMA), Institute of Internal Auditors (IIA), and Financial Executives International (FEI). It was structured to develop frameworks and guidance on internal control, fraud prevention, and risk management. The Committee of Sponsoring Organizations (COSO) was founded in 1985 with the aim of aiding the National Commission on Fraudulent Financial Reporting. Although there are different of definitions and processes for establishing risk tolerance available, COSO ERM and ISO31000 offer unified value, enabling organizations to effectively manage risk. Nevertheless, adopting the updated COSO ERM and ISO 31000 frameworks should be a priority if compliance requirements are to be met.

The implementation of multiple enterprise risk management (ERM) systems is a complex process that most organizations may find overwhelming.