통합적이고 전사적인 내부통제시스템(ERM)과 ESG 위험

Now, many of our companies are working in a world where only companies that strive to fulfill their social responsibilities and lead global environmental and social issues can ensure sustainable growth. Therefore, ESG risk management is becoming more important than anything else. Eventually, companies have no choice but to realize the burdensome goal of ESG risk management in ERM, a company-wide risk management system. In this article, I summarized what companies should keep in mind in order to effectively manage ESG risks in ERM process. In summarizing my thoughts, COSO's 2018 Guidance on the ESG risk management process was based. As internal control is essentially a self-check process as a preemptive self-protection system, and ESG issues can be viewed as an unpaid contribution based on good faith for for commercial corporations, the connection between these two elements is not an easy process. Paradoxically, however, if companies accept culturally that they need to manage all risks they face through internal control and make efforts to absorb ESG issues into internal control, taking advantage of the positive atmosphere of organizing them into legal systems or customs, I think it may lead to higher-than-expected results. These days, ESG issue management is an essential event for mid- to long-term development and continuous growth of companies, and in terms of the content of directors' obligation to make elections, the company treats them with great importance under corporate law, and requires disclosure legally and institutionally to try to pressure them from outside. This phenomenon is not appropriate for all countries and companies, but we have no choice but to pay keen attention to matters recognized as global standards by gaining popular consultation in many countries. In this article, I argued that ESG-related risks should be treated the same as any other risk in an internal control system. ESG risks are sometimes intricately linked to other risks and need to be managed along with the various risks involved. ERM can be seen as a control process suitable for the integrated management of these complex risks. I analyzed the five processes of ERM step by step, focusing on ESG-related risk management, and presented practical samples if necessary. ESG risk management was explained faithfully to the basic process of COSO's ERM, which can be seen as a global standard, and the analysis was conducted with the ambiguity and variability of ESG risk in mind.