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Methodological aspects of forming a risk management system in agricultural enterprises
The article explores the methodological aspects of forming a risk management system and substantiates directions for its implementation taking into consideration agricultural enterprises. It has been proven that the full-scale military aggression not only became a catalyst for new risks previously uncharacteristic of the sector but also transformed and intensified traditional threats, leading to changes in the operational environment of agricultural enterprises and the economic nature of risk. It is argued that the war has turned stochastic, probabilistic risks into systemic threats, which result in a shift in the primary goal of risk management—from profit optimization under uncertainty to ensuring the survival and resilience of the business model. The study concludes that existing methodological approaches to the risk management must be improved to enable the assessment of complex, interrelated, and often catastrophic risks faced by Ukrainian agricultural enterprises.
It is substantiated that a risk management system should be understood as a set of elements united by a common goal, objectives, and principles, interacting within a single information field. This system includes the owner and personnel of the enterprise, endowed with defined risk management powers and responsibilities, and is regulated by the internal organizational documents, tools, forms, techniques, and methods of data collection, systematization, and processing, as well as the implementation of management decisions.
Based on the systematization of methodological aspects of risk management, the article proposes an interpretation of risk management in agricultural enterprises as a continuous activity of identifying and analyzing risks, selecting, and implementing methods for their minimization and neutralization to prevent the occurrence of risk situations in economic activities and to avoid the loss of resources and/or economic benefits.
The stages of the risk management process in agricultural enterprises are outlined, and its structural elements are identified—from defining the essence of this activity to establishing interaction and consultation. Emphasis is placed on the need to introduce digital technologies into crop and livestock production to optimize production processes and create informational support for risk management.
The article substantiates the expediency of implementing ISO 31000 and the COSO framework in the risk management practice of agricultural enterprises. This approach allows the principles of ISO 31000 to serve as guiding philosophy, while COSO components are used to build the internal architecture of the risk management system. The necessity of developing a sectoral risk management strategy based on the FAO CRM model is justified. Such a strategy should encompass risks related to production, logistics and export, food security, and long-term climate change. The introduction of a multi-level risk management system is proposed, which will facilitate the transition from a passive loss-compensation model to a proactive model of resilience management for agricultural producers.
Keywords: risk management system, agricultural enterprise, risk analysis methods, risk management standards, integrated risk management.
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