Risk management process

  • Integrated process with standardized tools for identifying, assessing and reporting opportunities and risks
  • Decentralized management of specific opportunities and risks
  • Aggregation of opportunities and risks on a Group level
  • Regular reporting on operational and strategic opportunity/risk exposure

The BASF Group’s risk management process is based on the international risk management standard COSO II Enterprise Risk Management – Integrated Framework (2004) and has the following key features:

Organization of BASF Group’s risk management
Organization of BASF Group’s risk management (graphic)Enlarge image

Organization and responsibilities

  • Risk management is the responsibility of the Board of Executive Directors, which also determines the processes for approving investments, acquisitions and divestitures.
  • The Board of Executive Directors is supported by the corporate divisions Finance, Strategic Planning & Controlling and Legal, Taxes & Insurance, as well as the Corporate Controlling unit and the Chief Compliance Officer. They coordinate the risk management process at Group level and provide the structure and appropriate methodology. Opportunity and risk management is thus integrated in the strategy, planning and budgeting processes.
  • A network of risk managers in the business and central units advances the implementation of appropriate risk management practices in daily operations.
  • The management of specific opportunities and risks is largely delegated to the business units and is steered at a local level. Risks relating to exchange rates and raw material prices are an exception. In this case, there is an initial consolidation at a Group-wide level before derivative hedging instruments, for example, are used.
  • The internal auditing unit (Corporate Audit) is responsible for regularly auditing the risk management system established by the Board of Executive Directors in accordance with Section 91(2) of the German Stock Corporation Act. Furthermore, as part of its monitoring of the Board of Executive Directors, the Supervisory Board considers the effectiveness of the risk management system. An external auditor evaluates the establishment and suitability of an early detection system for risks.

Instruments

  • The Risk Management Process Manual, applicable throughout the Group, forms the framework for risk management and is implemented by the business units according to their particular business conditions.
  • A catalog of opportunity and risk categories helps to identify all relevant opportunities and risks as comprehensively as possible.
  • Standardized evaluation and reporting tools are available for the identification and evaluation of risks. The aggregation of opportunities, risks and sensitivities at the business and Group level using a Monte Carlo simulation helps us to identify effects and trends across the company.
  • Company management is informed about operational opportunities and risks (observation period of up to one year) in the monthly management report produced by the Corporate Controlling unit. In addition, the corporate divisions Strategic Planning & Controlling and Finance provide information twice a year about the aggregated opportunity/risk exposure of the BASF Group. Furthermore, if a new individual risk is identified which bears reputational risks or has a more than €10 million impact on earnings, it must be immediately reported.
  • As part of our strategy development, the Strategic Planning unit conducts strategic opportunity/risk analyses with a ten-year assessment period. These analyses are annually reviewed during the course of the strategic controlling and are adapted if necessary.

When BASF was included in the Dow Jones Sustainability Index in 2013, the company once again received special recognition for its risk management system.