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11 ways to present top risks to the board

When approaching the challenge of risk reporting, there are a number of key questions risk leaders may want to ask themselves: how do you present top risks to the board, what’s the best way of engaging with them, and what information do they need to know?

These questions have been at the centre of risk reporting discussions held by our network of risk managers, who regularly interact with each other about the challenges they face when trying to communicate with different levels of the business about the risks they face.

To summarise the range of practical insights exchanged by Risk Leadership Network members about their experiences reporting on risks to the board, we have highlighted 11 key pieces of advice below.

1. Most boards like it to the point

Know your board members and be aware of how knowledgeable they are about risk-related matters. Do they have a lot of knowledge or not? Are they especially into risk? This may impact how you report to them.

2. Mitigate the need for detail

Organising pre-meetings with board members who want to receive a more detailed overview of the risks facing the business can help you mitigate the effect of their influence.

The risk report should be a catalyst for an informed discussion on risk, as opposed to a simple box-ticking exercise that just creates administrative burden for board members.

3. Get feedback

Get feedback from the board and CEO on what they are looking for.

Depending on the business and its reporting structure, this may not always be possible, so focus instead on what is most important for the board:

• What risk information will help them execute their current strategy?
• What assurance can you give them about the control environment of key risks?
• Check the information you are presenting against the question that the board will inevitably ask: so what?

4. Focus on KRIs

A risk report focused on high-level aggregated KRIs and appetite can give the board a better view of which risks and opportunities the company should focus on right now.

5. Include emerging risks

Include emerging risks and horizon scanning findings. This can provide an insight into which direction the organisation should be looking at, as well as helping the risk team to apply a strategic lens to the business' key risks and opportunities.

6. Don’t focus on long-term risks

The biggest and most important risks to a company will often be those long-term threats and opportunities that the board are aware of; hence the same risks could be presented over and over again. Unsurprisingly, the board will not need (nor want) to hear about these repeatedly.

7. Highlight risks you want the board to consider

Highlight the risks you want the board to discuss and those you need guidance on.

These could be:

• New and emerging risks, or risks related to new strategies
• Ways to enhance your risk management maturity or simplify your current approach
• Risk appetite/risk tolerance
• Whatever you believe would be relevant for them and helpful for management/you.

8. Talk in plain English

The board will want to talk about the business in plain English – without reference to special risk techniques, templates or terminology.

Ultimately, if you can tell them something they didn't know, then you've already added value.

Take two or three risk topics they intuitively understand, bring in the risk owner, and try to frame the risk as a problem statement with a clear gap, while referring to a few internal data points or facts that they may not be aware of.

This tends to result in lively discussion, a focus on practical actions and an ongoing review of progress.

9. Break up the discussion into manageable pieces

Break up any prolonged interaction and discussions with the board into manageable pieces that are very focused on the purpose of the session.

10. Strike a balance

Regular reporting needs to strike a balance between qualitative and quantitative, historic and forward-looking, summary and detailed, financial and non-financial risks.

Deep dives should be called out separately to regular reporting.

Likewise, more strategic sessions should focus on a much longer time horizon and focus and strategic risks.

11. Use visuals

Boards (and risk and audit committees) prefer visual presentations of top risks. Risk dashboards, highlighting key actions to be taken or already in place, are a good start.

Actions and decisions should come out of these meetings.

Are you an in-house risk leader who would benefit from collaborating with a global network of senior risk professionals? All our collaborations are bespoke and tailored to our members needs - so let us know what your risk reporting priorities are , and we'll look for an appropriate opportunity. 

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How to Perform Risk Assessment in PowerPoint

Creating a PowerPoint presentation requires creativity and attention to detail. However, it is equally important to recognize the potential risks that come with presenting information to an audience. In this article, we will explore the importance of risk assessment in business presentations and provide a step-by-step guide on how to perform risk assessment in PowerPoint.

Table of Contents

Understanding the Importance of Risk Assessment in Business Presentations

Risk assessment is the process of analyzing and evaluating potential risks to determine their impact on the success of a business presentation. This process helps to identify potential hazards or weaknesses that could affect the intended outcome of a presentation, and provides the opportunity to develop risk management strategies to mitigate these risks. Failure to undertake reasonable risk assessments can lead to negative consequences that can impact the credibility and reputation of a business.

One of the key benefits of conducting a risk assessment is that it allows businesses to anticipate potential problems and prepare for them in advance. This can help to minimize the impact of any issues that may arise during a presentation, and ensure that the presentation runs smoothly. Additionally, risk assessments can help businesses to identify opportunities for improvement and innovation, by highlighting areas where they may be able to take calculated risks to achieve better outcomes.

It is important to note that risk assessment is an ongoing process, and should be revisited regularly to ensure that businesses are prepared for any new risks that may arise. By regularly reviewing and updating risk assessments, businesses can stay ahead of potential problems and ensure that they are always prepared to deliver successful presentations.

Step-by-Step Guide to Performing Risk Assessment in PowerPoint

The following steps can be followed to perform risk assessments in PowerPoint:

• Identify potential risks in your PowerPoint presentation by analyzing the content and context in which it will be presented.
• Assess the probability and severity of these identified risks.
• Evaluate the potential impact of the identified risks on the success of the presentation.
• Develop risk management strategies or solutions to mitigate the identified risks.
• Implement and maintain risk management strategies, and continuously evaluate their effectiveness.

It is important to note that risk assessment should be an ongoing process throughout the development and delivery of the presentation. As new information or changes arise, it is necessary to reassess and adjust risk management strategies accordingly. Additionally, it is recommended to involve other stakeholders or team members in the risk assessment process to ensure a comprehensive evaluation of potential risks.

Identifying Potential Risks in Your PowerPoint Presentation

Potential risks in a PowerPoint presentation can vary depending on the context and nature of the presentation. Common risks may include technical difficulties, inaccurate data or information, and poor communication. Identifying these risks can help you to take proactive measures to improve the quality and success of your presentation.

Another potential risk in a PowerPoint presentation is the use of inappropriate or offensive language or images. It is important to consider your audience and ensure that your presentation is respectful and appropriate for the setting. Additionally, not properly citing sources or using copyrighted material without permission can also pose a risk. By being aware of these potential risks and taking steps to mitigate them, you can ensure that your presentation is effective and well-received.

Analyzing and Evaluating Risks Using PowerPoint Tools and Features

Microsoft PowerPoint provides a variety of tools and features that can be used to analyze and evaluate risk in a presentation. These tools can include built-in templates, charts and graphs, and data analysis tools that can help you to identify potential weaknesses or areas of concern in your presentation.

One of the most useful features of PowerPoint for analyzing and evaluating risks is the ability to create interactive simulations. These simulations can help you to visualize potential scenarios and their outcomes, allowing you to make more informed decisions about risk management. Additionally, PowerPoint’s collaboration tools make it easy to share your presentation with others, allowing for feedback and input from multiple stakeholders.

Another important aspect of using PowerPoint for risk analysis is the ability to customize your presentation to suit your specific needs. By tailoring your presentation to your audience and the specific risks you are analyzing, you can ensure that your message is clear and effective. This can be achieved through the use of custom graphics, animations, and other visual aids that help to convey complex information in a clear and concise manner.

Tips and Best Practices for Effective Risk Assessment in PowerPoint

Effective risk assessment in PowerPoint requires a systematic and structured approach. To ensure that your assessment is effective, consider the following tips:

• Understand the context and purpose of your presentation before beginning your assessment.
• Collaborate with others in your team or organization to gather different perspectives and insights on potential risks.
• Document your assessment and risk management strategies in a comprehensive report.
• Regularly evaluate the effectiveness of your risk management strategies and make adjustments as necessary.

Another important tip for effective risk assessment in PowerPoint is to identify and prioritize the most critical risks. This can be done by considering the likelihood and potential impact of each risk, as well as the resources available for risk management.

It is also important to communicate the results of your risk assessment to relevant stakeholders, such as senior management or clients. This can help to ensure that everyone is aware of the potential risks and the strategies in place to manage them.

How to Communicate Risks to Your Audience Using PowerPoint Slides

Communicating potential risks to your audience can be challenging, but PowerPoint can be an effective tool to help you communicate these risks in a clear and concise manner. Consider using charts, graphs, and other visuals to make your message more easily understandable. Additionally, be sure to explain the risks in a way that your audience can understand, rather than using technical jargon that may be confusing.

Another important aspect to consider when communicating risks is to provide context. Your audience needs to understand the severity of the risk and how it may impact them. Providing examples or case studies can help illustrate the potential consequences of not taking the risk seriously.

It’s also important to be transparent and honest when communicating risks. If there is uncertainty or unknown factors, be upfront about it and explain what steps are being taken to address these uncertainties. This can help build trust with your audience and show that you are taking the risks seriously.

Common Mistakes to Avoid While Conducting Risk Assessment in PowerPoint

While conducting risk assessments in PowerPoint, it is important to avoid common mistakes that can undermine the effectiveness of your assessment. Some common mistakes include failing to identify all potential risks, failing to document your assessment and risk management strategies, and failing to regularly evaluate the effectiveness of your strategies.

Another common mistake to avoid while conducting risk assessments in PowerPoint is failing to involve all relevant stakeholders in the process. It is important to gather input from all parties involved in the project or activity being assessed, as they may have unique insights into potential risks and risk management strategies. Additionally, failing to communicate the results of the risk assessment and risk management strategies to all stakeholders can lead to confusion and misunderstandings.

Integrating Risk Management Strategies into Your PowerPoint Presentation

Integrating risk management strategies into your PowerPoint presentation can help to ensure that your presentation is successful and meets the intended objectives. Examples of risk management strategies include contingency planning, regular practice sessions, and creating backup copies of your presentation materials. These strategies can help to prevent or overcome risks and improve the overall quality of your presentation.

Another important risk management strategy to consider is audience analysis. Understanding your audience’s needs, interests, and expectations can help you tailor your presentation to better meet their needs and increase engagement. This can involve conducting surveys or focus groups, researching your audience’s demographics and industry, and incorporating relevant examples and case studies into your presentation. By taking the time to analyze your audience, you can reduce the risk of delivering a presentation that misses the mark and increase the likelihood of achieving your desired outcomes.

Assessing the Impact of Risks on Your Business Goals with PowerPoint

The impact of risk on your business goals can be significant. In PowerPoint, you can use data analysis tools and indicators to assess the impact of potential risks on your business goals. Additionally, regular evaluation of your strategies can help to identify areas in which you can improve your risk assessment and management.

One important aspect of assessing the impact of risks on your business goals is to consider the potential financial losses that could occur. By using financial modeling tools in PowerPoint, you can estimate the potential financial impact of different risks on your business. This can help you to prioritize your risk management efforts and allocate resources more effectively.

Another key factor to consider when assessing the impact of risks on your business goals is the potential impact on your reputation. Negative publicity or damage to your brand can have long-lasting effects on your business, and it’s important to consider these risks when developing your risk management strategies. In PowerPoint, you can use visual aids and charts to help you analyze the potential impact of different risks on your reputation and develop strategies to mitigate these risks.

The Role of Data Analysis in Conducting Successful Risk Assessments with PowerPoint

Data analysis plays an important role in conducting successful risk assessments with PowerPoint. By using data analysis tools within Microsoft PowerPoint, you can identify patterns and trends in your presentation that can help to identify potential risks. Additionally, data analysis can help to determine the effectiveness of risk management strategies and make adjustments accordingly.

Creating a Comprehensive Risk Assessment Report using PowerPoint Templates

After performing a risk assessment in PowerPoint, it is important to document your findings and strategies in a comprehensive report. PowerPoint provides a variety of templates that can be used to create a comprehensive and visually appealing risk assessment report.

Collaborating with your Team for a More Effective Risk Assessment on PowerPoint

Collaborating with your team or organization can provide different perspectives on potential risks, and help to develop more effective risk assessment strategies. In PowerPoint, you can use collaboration tools to solicit feedback and input from others in your team or organization, which can help to create a more comprehensive and effective risk assessment plan.

Measuring the Effectiveness of Your Risk Assessments with Key Performance Indicators (KPIs) on PowerPoint

Measuring the effectiveness of your risk assessment strategies is important to determine whether your objectives have been met. In PowerPoint, you can use key performance indicators (KPIs) to measure the effectiveness of your strategies. An effective risk assessment plan should produce positive outcomes, such as improved communication and successful achievement of presentation objectives.

In conclusion, performing risk assessment in PowerPoint is essential for ensuring the success of your business presentation. By following a systematic and structured approach, using PowerPoint tools and features, and integrating risk management strategies, you can effectively identify and mitigate potential risks and increase the overall quality of your presentation.

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Risk Management PowerPoint Templates For Presentations:

The Risk Management PowerPoint templates go beyond traditional static slides to make your professional presentations stand out. Given the sleek design and customized features, they can be used as PowerPoint as well as  Google Slides templates . Inculcated with visually appealing unique and creative designs, the templates will double your presentation value in front of your audience. You can browse through a vast library of Risk Management Google Slides templates,  PowerPoint themes  and  backgrounds  to stand out in your next presentation.

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What is a risk management powerpoint template.

A Risk Management PowerPoint template is a ready-made presentation template that provides a structured framework for creating professional Risk Management presentations. The Risk Management PPT presentation template includes design elements, layouts, and fonts that you can customize to fit your content and brand.

How To Choose The Best Risk Management Presentation Templates?

Keep the following points in mind while choosing a Risk Management Presentation template for PowerPoint (PPT) or Google Slides:

• Understand your presentation goals and objectives.
• Make sure the Risk Management template aligns with your visual needs and appeal.
• Ensure the template is versatile enough to adapt to various types of content.
• Ensure the template is easily customizable.

Are Risk Management PowerPoint Templates Compatible With Google Slides?

Yes, all our Risk Management presentation templates are compatible and can be used as Risk Management Google Slides templates.

What Are The Advantages Of Risk Management Presentation Templates?

Risk Management PPT presentation templates can be beneficial because they:

• Add multiple visual and aesthetic layers to your slides.
• Ensure that complex information, insights and data is presented in a simplistic way.
• Enhance the overall visual appeal of the content.
• Save you a lot of time as you don’t have to start editing from scratch.
• Improve the professional outlook of your presentation.

Can I Edit The Elements In Risk Management PowerPoint Templates?

Yes, our Risk Management PowerPoint and Google Slides templates are fully editable. You can easily modify the individual elements including icons, fonts, colors, etc. while making your presentations using  professional PowerPoint templates .

How To Download Risk Management PowerPoint Templates For Presentations?

To download Risk Management presentation templates, you can follow these steps:

• Select the resolution (16*9 or 4*3).
• Select the format you want to download the Risk Management template in (Google Slides or PowerPoint).
• Make the payment (SlideUpLift has a collection of paid as well as free Risk Management PowerPoint templates).
• You can download the file or open it in Google Slides.

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Risk Management Presentation Slides - Risk Alert Board

How to utilize the risk management template in a proper way.

Download the best Risk Management Presentation Slides to present the risk identification, risk measurement, and validation report to your audience. It will show the slide you will be presenting and display the risk alert you will be using. You can use this slide to educate your attendees on the different risks that can affect your company. You can also show the risk management that a person can take to protect their company. This template  can be modified and altered as you required suiting your organization's needs.

Some risks which can affect the company are listed in this Risk Management PPT template  with Risk Alert Board. This multi-colored board displays the various levels of risk from low to extreme. It helps to identify the risk, measure the risk, and validate the report. In any company of any size, this risk management slide can explain the risk to your audience in such a manner that they can easily understand. The risk management presentation slide can describe the governance, risk, and compliance , the risk level, and the consequences of the risk to the organization in the form of a slide presentation that is understandable to the audience. 

Specialties  of the template

The risk management presentation slides can be a combination of written information, graphics, and video that illustrates how organizations' risk management policies and procedures can help reduce the risk to an acceptable level. These presentations are often used in corporate environments to support senior management and other key team members. The objective of this  Risk PowerPoint Template is to illustrate what has been achieved through the efforts put forth to ensure the company runs a smooth operation. It can show the progress made in reducing costs and dangers, which will instill confidence amongst employees. 

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• An effective way to present risk management.
• Helps to highlight the prevention methods and goals.
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Business Risks Diagram PowerPoint Template

The Business Risks Diagram PowerPoint Template is an editable presentation slide for business risks. Business risks are the estimated pitfalls that may impart retarding effects on business success. This retardation can happen both from financial and goal achievement perspectives. So, professionals make some crucial considerations initially to avoid loss in future business processes. This PPT template provides a modern diagram to showcase the categories and examples of all the risks. The diagram template is decorated through a decent color scheme and meaningful icons for enhanced communication with the teams or stakeholders. Professionals can use this slide to discuss the effects of mitigation strategies in multiple situations. 

The Business Risks Diagram PowerPoint Template shows a semi-circle bridge diagram divided into seven segments. A dual gradient color is used in this diagram. Through differential darkening at the inner edge of the diagram, a 3D effect is created on the bridge structure. The hollow core unit is to mention the presentation title, business name, or any other subject. On the first slide, these segments mention the categories of risks, e.g., production, price, casualty, technology, relationship, regulatory, and human. Through thin straight lines, these segments are associated with the outer text boxes that mention the risks along with the meaningful icons. For instance, the production risks are weather, health, field loss, and spoilage, and the factory icon represents this category. The following slide differs because it shows the infographic PowerPoint icons in the inner segments of the diagram. In place of the icons around the outer side, there are risk category titles and risk names. 

Presenters can conveniently alter the text and icons according to presentation needs. These slides are for business risk presentations; however, health professionals, marketing teams, and other professionals can also modify the text for risk presentations. So, our Business Risks Diagram PowerPoint Template can be used for meetings and online presentations because of its compatibility with all PowerPoint versions.

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Risk Analysis Powerpoint Presentation Slides

Identify and assess the factors that threaten the success of the project by employing this Risk Analysis Powerpoint Presentation Slides. Highlight the plans to manage the types of risks expected by using professionally designed Risk management plan PPT templates. Identify the types of risks associated with the project using the risk identification process PowerPoint complete deck. You can also showcase the framework for assessing the risk level with the aid of the readily available risk assessment PPT graphics. You can showcase the risk score and determine its likelihood of occurrence. Use the parameters present in the risk analysis table and analyze the risk level. Demonstrate the steps to calculate the risk and its certainty utilizing the business risk PPT slides. Mention how to respond to the risk by highlighting positive and negative risk factors. Reduce the effects of the risks by incorporating risk management strategies. Thus curb and manage the risk of your company by downloading this risk mitigation plan PPT Presentation.

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PowerPoint presentation slides

This complete presentation has a set of thirtytwo slides to show your mastery of the subject. Use this ready-made PowerPoint presentation to present before your internal teams or the audience. All presentation designs in this Risk Analysis Powerpoint Presentation Slides have been crafted by our team of expert PowerPoint designers using the best of PPT templates, images, data-driven graphs and vector icons. The content has been well-researched by our team of business researchers. The biggest advantage of downloading this deck is that it is fully editable in PowerPoint. You can change the colors, font and text without any hassle to suit your business needs.

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Content of this Powerpoint Presentation

Slide 1 : This slide introduces Risk Analysis. State Your Company Name and begin. Slide 2 : This slide shows content of the presentation. Slide 3 : This slide presents Risk Management Plan describing- Type of Risk, Outcome, Existing Risk Treatment Actions in Place, Rating, Proposed Risk Treatment Actions to Mitigate risk, Additional Resources, Target Date and Person Responsible. Slide 4 : This slide represents Risk Identification with a graph that shows the likelihood and impact of risk on the company and the strategy which the company might opt to mange the risk. Slide 5 : This is another slide on Risk Identification describing factors like cost, time, resources etc. Slide 6 : This slide showcases Risk Identification- Example describing Time period, Impact of Doing, Vulnerabilities and Contingency in case of a disaster. Slide 7 : This slide shows Risk register to keep a close track of all the risks faced by the company and their impact on the company performance. Slide 8 : This slide shows Risk Assessment describing Risk Rating Guide with probability and impact along with Risk scoring system describing Consequences, Likelihood of Occurrence and Likelihood of detection. Slide 9 : This is another slide continuing Risk Assessment, with this you can obtain the risk score and determine its likelihood of occurrence. Slide 10 : This slide presents Risk Analysis – Simplified Format with related table and text boxes. You can alter these values & parameters as per your requirements. Slide 11 : This slide displays Risk Analysis- Complex. This is a complex version of analysing the risk level. Follow the described steps to calculate risk. Slide 12 : This slide represents Risk Response plan describing positive and negative ways of responding to the risk levels. Slide 13 : This slide showcases Risk Response Matrix with the help of graph describing the probability of risk and the risk response associated with it. Slide 14 : This slide presents Risk Mitigation Strategies describing Technical, cost and scheduled risks. Slide 15 : This slide shows Mitigation Strategy with related imagery and text. Slide 16 : This slide displays Risk Mitigation Plan in a tabular form. Slide 17 : This slide showcases Risk Mitigation Chart with likelihood and impact of risk. Slide 18 : This slide shows Risk Control Matrix. This matrix helps you to keep a log of the control measures you have decided to take to manage the risk levels. Slide 19 : This slide presents Risk Tracker which could be used to track the risk factors and how we are planning to overcome the same. Slide 20 : This is another slide presenting Risk Item Tracking which could be used to track the risk factors and the progress we have made so far. Slide 21 : This slide displays Risk Analysis Icons. Slide 22 : This slide is titled Additional slides for moving forward. Slide 23 : This is Meet Our team slide with names and designation. Slide 24 : This is About Us slide to show company specifications etc. Slide 25 : This is a Financial slide. Show your finance related stuff here. Slide 26 : This is a Timeline slide to show information related with time period. Slide 27 : This slide is titled as Important Notes. Post your notes here. Slide 28 : This is a Puzzle slide with text boxes. Slide 29 : This is a Location slide with maps to show data related with different locations. Slide 30 : This is an Idea or Bulb slide to state a new idea or highlight information, specifications etc. Slide 31 : This slide shows Stock Chart with two products comparison. Slide 32 : This is a Thank You slide with address, contact numbers and email address.

Risk Analysis Powerpoint Presentation Slides with all 32 slides:

Use our Risk Analysis Powerpoint Presentation Slides to effectively help you save your valuable time. They are readymade to fit into any presentation structure.

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by Walsh Turner

December 29, 2021

Three Tips For Presenting Risk To The Board

Sometimes it’s hard to know when to report risks to your board. Major corporations will typically include within their proxy statements promises that senior management will frequently update the board about risks. Some companies — including Staples, American Express, Alliance Data Systems and SLM (the former Sallie Mae) — even touch on those policies in their filings.

Yet many companies don’t have formal protocols, or predetermined triggers for reporting — or “escalating” — risks to the board.

Leaving it up to managers to escalate risks to the board isn’t necessarily a bad thing, say directors and risk management professionals. It does, however, require board directors to instruct executives clearly about the kind of risks about which they expect to be notified.

As boards of directors become increasingly interested and involved in enterprise risk management, it’s important you have the tools necessary to present risks in a concise and effective manner. This will enable better decision making at the top, as well as solidify your seat at the table among leadership — ensuring success for your organization and your career.

How to Present Risks to Your Board:

Here are three tips for presenting risk to your board of directors and how the right risk management technology can help:

Highlight how risks are interrelated

Risks don’t stand alone, and neither should risk data. You need to make clear to the board how one risk affects the next so all parties can adequately problem solve — rather than create even bigger risks that might result from operating in silos. However, this is tough to do if all your critical risk information is locked away in disparate spreadsheets or different departments.

Risk management technology exists so organizations can consolidate risk and insurance data from across the enterprise; surface relevant information from wherever it’s hiding; connect it with other internal and external data; and then normalize the data so it’s all relatable. With the right functionality, integrated risk management technology can exploit its deep connection to expansive risk and insurance data and automatically create real-time visuals that take into account the full spectrum of risk.

Show what’s working…and what’s not

Equally important to showing how risks are interrelated is the ability to show how risk mitigation programs are performing. This can help the board to prioritize spending on mitigation efforts; understand the actual return on such investments; and even realize the value you bring to the organization by creating programs and offering tangible insight into what is working and what is not.

Not only does risk management technology provide eye-catching data visualizations — in the form of dashboards, charts and graphs — to help illustrate program effectiveness, but it allows for the automatic benchmarking of both internal and external claims in real time. This allows you and the board members to determine which programs are making an impact and deserve further attention, as well as how your organization’s claims (i.e. workers’ compensation claims) stack up against others. Learn more about how to manage the right risks at the right time in our white paper .

Talk with the board, not at the board

The best presentations are conversations. If you want to make an impact in the boardroom, you need to engage board members in conversation — not just spout off facts about key risks or your overall risk program. That means if board members have questions, you should have answers…and on the spot.

Risk management technology can make visualizing data dynamic — allowing users to instantly (and easily) manipulate images and drill deeper with more specific queries for any type of information. The data visualizations are comprehensive and up-to-date; have many layers; and are easy to produce on the fly and in the moment. These capabilities are vital when presenting risk to board level stakeholders. Risk management technology takes the myriad data and turns it into actionable priorities. This is extremely helpful when trying to convey a meaningful story to the board.

Out-of-date tools equal inadequate analysis

If you don’t have the right tools, presenting to the board can be a real challenge. Frankly, the spreadsheets and presentation software that many organizations continue to use cannot meet today’s demands. Rudimentary exhibits for boards and executive management do not enable effective discussion or understanding of risks and risk relationships.

These non-technical tools do not aggregate the cumulative cost of risks and interdependencies of risks, nor do they have the ability to drill-down on objects and show additional, related information as needed.

When presenting to your board of directors, expectations are high and effective communication is critical. With typically a very short presentation time available, you need to be able to provide a convincing and clear picture of the significant risks to your company’s objectives. Risk management technology can clearly highlight the interrelationships of the risks that are impacting your organization, show mitigation activities for key risks and facilitate meaningful conversation between you and the board.

“The reason there isn’t any standard is because it doesn’t make sense to have a pick list. The organization has to decide which drivers are relevant to them,” says Russell McGuire, director of enterprise risk services at risk consulting and software firm Riskonnect

Why Legacy Technology Should Frighten the C-Suite

Besides being kept up to date with risk information, the C-suite also needs be well aware of how legacy technology is holding its business back, and understand that the potential damages of archaic technology far exceed “mere inconveniences” for employees faced with resulting cumbersome and inefficient processes.

Now that you know the best ways to present information to your board, here are the top three frightening realities that stem from using legacy risk management technology to keep board members informed:

Legacy System Fright #1: Heightened Security Risks

Data breaches are becoming the way of the world. Cybersecurity is consistently named a top risk for businesses, with cybercrime costing the global economy an estimated $445 billion annually, according to a report from the Center for Strategic and International Studies called,  “Net Losses: Estimating the Global Cost of Cyber-Crime.”

Organizations that fall prey to data breaches can face huge losses in the form of compromised reputation, legal damages and declines in revenue and shareholder value. As such, organizations must look for ways to minimize the impact of a cybersecurity breach on their businesses—and deploying secure technology is one obvious solution.

But legacy systems of any kind—including those used for risk, insurance and claims—are often a deterrent to security, rather than a solution. First, they lack the additional security controls offered by more modern technology, including those that are cloud-based. Second, they often distract IT departments away from cybersecurity efforts because they must devote so much time to updating or patching countless applications in order for them to work on an internal server.

The right advanced risk management technology, however, will offer  end-to-end security , including controls like:

• Password policies that can be defined to fit client standards including timeouts, length, and password strength
• Client defined/assigned security roles for users–down to the field level–to prevent unauthorized access to any part of your system including objects, reports, page layouts and views, and specific fields
• Server protection at top tier data center facilities with adequate physical access controls
• Firewalls with tightly controlled perimeters, intrusion detection systems and proactive log monitoring
• Third party validation services that attest to the secure nature of the software

Further, truly  Integrated Risk Management Technology  can actually consolidate or reduce the amount of applications being used (from enterprise risk management and Sarbanes-Oxley solutions, to claims management and compliance and regulatory management solutions, to health and safety management solutions)—creating tremendous efficiencies for the IT department.

Less time spent managing multiple applications might mean more time devoted to broader and more meaningful cybersecurity efforts. Plus, fewer applications likely means less risk of one or a multitude of those applications causing a breach or falling out of compliance.

Legacy System Fright #2: Low Quality Data

Data quality is top of mind for most executives as they want to avoid making and being held accountable for poor decisions based on erroneous or incomplete data. Still, in a recent KPMG study,  84% of CEOs indicated they’re concerned about the quality of the data on which they base their decisions .

Legacy risk management systems can contribute to this data distrust. Often, such systems are unable to seamlessly import or export real-time data, particularly in standardized formats that would make sense to any stakeholder across the enterprise.

In addition, data can rarely be integrated. This means different data sets don’t “talk to each other,” and changes to one set of data won’t be reflected in another set of data—even if the data is ultimately related and does in fact affect each other. It also means data typically must be updated manually or “re-keyed” multiple times.

These limitations translate into “rear-view mirror data” at best, and entirely inaccurate data at worst. Either way, trends are difficult to identify, and confident decision-making is a struggle—whether that decision making is on behalf of risk, safety or claims managers, or the leadership overseeing their programs and initiatives.

Inaccurate and untimely data aside, legacy system data is also difficult to report—almost always necessitating the manual creation of graphs and charts from static data representing a fleeting snapshot in time. As such, creating reports is time consuming, and the data within those reports is further out of date by the time it reaches decision makers’ hands—also hindering confident decision making.

Conversely, Integrated Risk Management Technology can surface relevant risk information from wherever it’s hiding in an organization and analyze it, connect it with other internal and external data, and normalize it securely in the cloud. It also makes risk data dynamic—updated and visualized in real time. Questions can be asked and answered on the spot, in the same meeting, rather than weeks at a time elapsing while a new report is crafted. With such advanced technology, actionable intelligence is as easy to create as it is to consume.

Legacy System Fright #3: Unproductive Workforce

All too often, the benefits of employee engagement and productivity are considered “soft” or “intangible,” when really, hard costs and definite ROI can in fact be attributed to unproductive and productive workforces respectively.

For instance, investment in technology beyond a legacy system might seem like a “nice to have” from leadership, because of course, they want the best for their people. But when leadership only views such an upgrade as means to save employees from inconveniences—instead of as solution that will lead to cost cutting and revenue generation across the business—making the case for investment can be difficult.

A productive workforce  is not  employees just “whistling while they work” and pleasantly checking the boxes on their to-do lists each day. A productive workforce is innovative—in ways that technology cannot and never will be. Yet, to be productive, employees need the resources and tools to do the parts of their job that make them unproductive.

Look at it this way, the inefficiencies spurred by legacy systems can hinder IT from working on preventing security breaches, even though the hefty costs associated with a breach and its potential negative impact on any organization have already been discussed above.

Similar inefficiencies can also mean claims managers are spending more time processing claims than actually investigating them, hindering them from detecting expensive fraudulent claims or uncovering claims trends that could lead to a reduction in the frequency or severity of claims and associated costs.

The same could be said for risk and safety managers: Legacy systems might be forcing them to be reactive rather than proactive–resulting in heightened incident, insurance and legal costs to name a few. No…employee productivity is not just a feel good initiative. The costs of unproductivity are very real.

Integrated Risk Management Technology enables productivity, however–driving innovation by automating and streamlining administrative tasks so employees have more time to do higher-value work; as well as by supplying them with higher quality data and visibility into that data to improve decision making at all levels across the organization.

In conclusion, while the realities posed by legacy systems can in fact be frightening, advanced risk management technology now exists that can turn an organizational nightmare into a dream come true.

Parts of this article were originally published on Agendaweek.com .

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In-depth coverage of a hidden danger in baby food: Toxic Inaction leaves kids at risk

by LISA FLETCHER, ANDREA NEJMAN, MIKE GRIFFITH and NATHAN AARON

WASHINGTON — Hundreds of families across the US are dealing with children who were poisoned by lead hiding in applesauce pouches marketed to kids. The ensuing recall made national headlines. It was a disturbing case study and something the Spotlight team has been reporting on for years - uncovering signs of contaminated baby food as far back as 2017. Nearly a decade later, there’s no final action from the FDA or Congress to protect kids.

In this half-hour special, National Correspondent Lisa Fletcher and Senior Producer Andrea Nejman reveal the FDA's blatant failure to act. From passing the buck, to quietly changing its own deadlines and refusing to break its silence, the reporting demonstrates how the agency has lost ground on its mission, and lost faith with those it is supposed to protect. In no-holds-barred exclusive interviews, you will meet the people who are on the front lines battling for change: from the halls of Congress and the courtrooms, to a mom who has taken matters into her own hands and nicknamed ‘the real FDA.’

A SERIOUS PROBLEM

There is a reason that lead was removed from gasoline and paint.

Lead is a toxic heavy metal. Science shows that exposure to it causes a permanent decrease in IQ, and increased risk of physical and neurological damage.

Heavy metals, including lead, arsenic, cadmium and mercury, have a cumulative effect in the body - meaning they build up over time. Even low levels of exposure to heavy metals can cause serious and often irreversible damage to brain development. Babies and children are most vulnerable to their neurotoxic effects.

A 2021 bombshell Congressional report found that manufacturers "knowingly sell baby food containing high levels of toxic heavy metals." Investigators found that industry self-regulation failed to protect consumers because manufacturers were permitted to set their own "dangerously high internal standards for toxic heavy metal levels." The report showed that baby food makers' internal practices allowed the companies to conceal higher levels of toxic metals in finished baby food products.

In the aftermath of the Congressional report, the Food and Drug Administration reacted, saying in part:

"The FDA takes exposure to toxic elements in the food supply extremely seriously, especially when it comes to protecting the health and safety of the youngest and most vulnerable in the population."

But a Spotlight on America investigation discovered the same agency that called the issue a high priority failed to act when it first appeared on its radar.

YEARS OF INACTION

The FDA says its work on this issue started long before 2017, telling us in a statement it takes "toxic elements in baby food very seriously," and established a workgroup years ago to "prioritize" the issue. However, in 2021, Congressional investigators found that workgroup had "not resulted in new or stronger regulations to protect babies," and said the FDA "failed to confront the risks of toxic heavy metals in baby food."

The Spotlight team has produced more than a dozen television investigations examining the issue of baby food.

We've tracked down and interviewed people who are key to putting this puzzle of inaction together:

• Leading scientists who say they brought data to the FDA in 2017 demonstrating high levels of dangerous, toxic metals in leading brands of baby food and the agency did nothing
• Attorneys who are taking the latest science, research and expert testimony to the courts on behalf of thousands of families who believe their children were damaged by "excessive levels" of toxic heavy metals in the food they trusted to feed their babies
• US lawmakers who have been fighting for change for years and calling-out colleagues for partisan gamesmanship at the expense of children's health
• State lawmakers who've had enough and are pushing, and passing, legislation that holds manufacturers to account when no one else will

You can find links to our past investigations below:

• EXCLUSIVE: Part 1: FDA knew about toxins in baby food, failed to take meaningful action
• Part 2: Evidence shows major baby food makers ignored warnings about toxic contamination
• As baby food industry is slow to reduce toxic metals, blueprint already exists
• FDA not acting fast enough to protect babies from toxic metals in food, congressman claims
• Spotlight exposes contaminated baby food in federal WIC program, Congress responds
• Groundbreaking legal battle seeks to show toxic metals in baby food can cause autism
• New baby food law aimed to protect Californians, federal bill in the works
• Exclusive: Investigation uncovers even more kids sickened by lead in fruit pouches
• Maryland lawmaker introduces bill to protect babies from toxic metals in food
• US Congressman demands FDA commit to deadlines for reducing toxic metals in baby food
• Families face devastating waiting game after children were poisoned by lead in food
• Rudy's Law passes in Maryland, requiring testing baby food for toxic metals

AN AGENCY ON THE CLOCK

Earlier this spring, the leading voice on this issue on the Hill, Rep. Raja Krishnamoorthi, D-Ill., confronted the FDA's commissioner in a heated hearing, frustrated that three years had passed since the Congressional investigation exposing both dangerous inaction and ingredients, and that little's been done, leaving kids across America still consuming foods loaded with toxic heavy metals.

After Krishnamoorthi led the inquiry in 2021, the FDA created the Closer to Zero program, which was supposed to limit heavy metals in baby food by setting guidelines for industry. It was also supposed to inform consumers about these potentially dangerous ingredients not listed on the label.

"Unfortunately," Krishnamoorthi said, "they didn't follow through."

Three years later and Closer to Zero timelines have been repeatedly moved back, with not one final limit having been set. We discovered the agency quiety removed timelines from its website, making it nearly impossible for the public to hold them accountable. Because of our years of reporting on this issue, we have periodic screenshots of the agency's website.

Our 2021 archive shows the agency promised limits for lead and arsenic by April of 2024.

Those dates were erased from the FDA website and eventually replaced with "No Update."

"This is unacceptable. Completely unacceptable," Krishnamoorthi said to FDA Commissioner Robert Califf in a recent Congressional hearing.

Krishnamoorthi demanded to know where timelines stand but got no answer from Califf. In the weeks following the hearing, the agency again changed the dates, now targeting the end of 2025 for final guidelines.

THOUSANDS OF CASES

Kids across America are suffering from ADHD and Autism and many of their parents say it can be traced back to the food they ate at a time their bodies and brains were most vulnerable to the effects of toxic heavy metals.

"We have upwards of, I would say three to 4,000 families that we represent across the US," said Pedram Esfandiary.

Esfandiary is a partner at the Wisner Baum law firm, which launched the groundbreaking legal battle against several major baby food makers, alleging they knowingly sold food with "astronomical" amounts of toxic metals that has "wreaked havoc on the health of countless vulnerable children all so the defendants could maximize profits while deliberately misleading parents regarding the safety of their baby foods."

Esfandiary says a failure by the government to regulate manufacturers, and a failure by the manufacturers to regulate themselves has put families in the position of neither trusting the FDA nor baby food makers.

"And that is a pretty important story that we wanna tell the jury," said Esfandiary. "We're gonna say, listen, there is a reason for this. There is a reason why this specific child ate contaminated foods and suffered brain injury. It's because of the lack of laws and regulations."

A POSITIVE STEP

In the absence of Congress passing a law that regulates contaminants in baby food, and the FDA's long-overdue guidelines for heavy metals, states are taking matters into their own hands. On Jan. 1, 2024, a new law went into effect in California that requires baby food manufacturers to test their products for heavy metals. This spring, Maryland passed a similar law with even stronger parameters: requiring testing of the final product and publication of those test results via a QR code on the food labels.

The Maryland law, dubbed "Rudy's Law," is sponsored by State Delegate Deni Taveras and written by her chief of staff, Jason Nunez. It is named after 18-month-old Rudy Callahan. Rudy is a Maryland toddler who was poisoned by lead after consuming high levels of the toxic heavy metal in Wanabana applesauce pouches. The Wanabana recall earlier this year impacted at least 500 children nationwide.

WHAT PARENTS SHOULD KNOW

According to experts the Spotlight team has interviewed, the best thing parents can do is to vary the foods their children eat. This reduces the risk of repeating exposure to toxins, some of which may be concentrated in certain foods. Knowing the key culprits can also help. Produce including root vegetables like carrots and sweet potatoes can absorb more heavy metals, as well as some leafy vegetables like spinach. Rice is often known to contain arsenic, making infant rice cereal a potential source of the toxic metal. Brown rice tends to contain higher levels of arsenic than white rice. Experts say parents should not eliminate these ingredients, but be mindful of the risks while keeping them a part of a varied diet.

It's also important to know that "organic" does not mean free of heavy metals. Organic means there are no synthetic pesticides or herbicides used. The only way to know if a product is free of heavy metals is to obtain testing from the manufacturer.

The Clean Label Project evaluates infant and baby foods for heavy metals and other harmful ingredients you won't find on the label. You can find information about their practices, and which products they certify as pure here .

WHAT YOU CAN DO

Maryland and California have passed legislation that holds manufacturers accountable for testing their products for heavy metals, and several other states are weighing similar bills. But there's been no movement on the federal level.

In December 2023, Congressman Raja Krishnamoorthi introduced the INFANTS Act aimed at federally regulating what's in baby food through stricter guidelines and increased enforcement by the FDA. In May, Senator Amy Klobuchar introduced the companion bill in the US Senate, the Baby Food Safety Act of 2024.

Encouraging your member of Congress to move on this issue is as easy as calling their office or emailing and asking them to make this a priority. To find your members of Congress, and be directed to their contact information, click here .

You can watch and share our special coverage on YouTube here .

A .gov website belongs to an official government organization in the United States.

A lock ( ) or https:// means you've safely connected to the .gov website. Share sensitive information only on official, secure websites.

• About Adverse Childhood Experiences
• Risk and Protective Factors
• Program: Essentials for Childhood: Preventing Adverse Childhood Experiences through Data to Action
• Adverse childhood experiences can have long-term impacts on health, opportunity and well-being.
• Adverse childhood experiences are common and some groups experience them more than others.

What are adverse childhood experiences?

Adverse childhood experiences, or ACEs, are potentially traumatic events that occur in childhood (0-17 years). Examples include: 1

• Experiencing violence, abuse, or neglect.
• Witnessing violence in the home or community.
• Having a family member attempt or die by suicide.

Also included are aspects of the child’s environment that can undermine their sense of safety, stability, and bonding. Examples can include growing up in a household with: 1

• Substance use problems.
• Mental health problems.
• Instability due to parental separation.
• Instability due to household members being in jail or prison.

The examples above are not a complete list of adverse experiences. Many other traumatic experiences could impact health and well-being. This can include not having enough food to eat, experiencing homelessness or unstable housing, or experiencing discrimination. 2 3 4 5 6

Quick facts and stats

ACEs are common. About 64% of adults in the United States reported they had experienced at least one type of ACE before age 18. Nearly one in six (17.3%) adults reported they had experienced four or more types of ACEs. 7

Preventing ACEs could potentially reduce many health conditions. Estimates show up to 1.9 million heart disease cases and 21 million depression cases potentially could have been avoided by preventing ACEs. 1

Some people are at greater risk of experiencing one or more ACEs than others. While all children are at risk of ACEs, numerous studies show inequities in such experiences. These inequalities are linked to the historical, social, and economic environments in which some families live. 5 6 ACEs were highest among females, non-Hispanic American Indian or Alaska Native adults, and adults who are unemployed or unable to work. 7

ACEs are costly. ACEs-related health consequences cost an estimated economic burden of $748 billion annually in Bermuda, Canada, and the United States. 8

ACEs can have lasting effects on health and well-being in childhood and life opportunities well into adulthood. 9 Life opportunities include things like education and job potential. These experiences can increase the risks of injury, sexually transmitted infections, and involvement in sex trafficking. They can also increase risks for maternal and child health problems including teen pregnancy, pregnancy complications, and fetal death. Also included are a range of chronic diseases and leading causes of death, such as cancer, diabetes, heart disease, and suicide. 1 10 11 12 13 14 15 16 17

ACEs and associated social determinants of health, such as living in under-resourced or racially segregated neighborhoods, can cause toxic stress. Toxic stress, or extended or prolonged stress, from ACEs can negatively affect children’s brain development, immune systems, and stress-response systems. These changes can affect children’s attention, decision-making, and learning. 18

Children growing up with toxic stress may have difficulty forming healthy and stable relationships. They may also have unstable work histories as adults and struggle with finances, jobs, and depression throughout life. 18 These effects can also be passed on to their own children. 19 20 21 Some children may face further exposure to toxic stress from historical and ongoing traumas. These historical and ongoing traumas refer to experiences of racial discrimination or the impacts of poverty resulting from limited educational and economic opportunities. 1 6

Adverse childhood experiences can be prevented. Certain factors may increase or decrease the risk of experiencing adverse childhood experiences.

Preventing adverse childhood experiences requires understanding and addressing the factors that put people at risk for or protect them from violence.

Creating safe, stable, nurturing relationships and environments for all children can prevent ACEs and help all children reach their full potential. We all have a role to play.

• Merrick MT, Ford DC, Ports KA, et al. Vital Signs: Estimated Proportion of Adult Health Problems Attributable to Adverse Childhood Experiences and Implications for Prevention — 25 States, 2015–2017. MMWR Morb Mortal Wkly Rep 2019;68:999-1005. DOI: http://dx.doi.org/10.15585/mmwr.mm6844e1 .
• Cain KS, Meyer SC, Cummer E, Patel KK, Casacchia NJ, Montez K, Palakshappa D, Brown CL. Association of Food Insecurity with Mental Health Outcomes in Parents and Children. Science Direct. 2022; 22:7; 1105-1114. DOI: https://doi.org/10.1016/j.acap.2022.04.010 .
• Smith-Grant J, Kilmer G, Brener N, Robin L, Underwood M. Risk Behaviors and Experiences Among Youth Experiencing Homelessness—Youth Risk Behavior Survey, 23 U.S. States and 11 Local School Districts. Journal of Community Health. 2022; 47: 324-333.
• Experiencing discrimination: Early Childhood Adversity, Toxic Stress, and the Impacts of Racism on the Foundations of Health | Annual Review of Public Health https://doi.org/10.1146/annurev-publhealth-090419-101940 .
• Sedlak A, Mettenburg J, Basena M, et al. Fourth national incidence study of child abuse and neglect (NIS-4): Report to Congress. Executive Summary. Washington, DC: U.S. Department of Health an Human Services, Administration for Children and Families.; 2010.
• Font S, Maguire-Jack K. Pathways from childhood abuse and other adversities to adult health risks: The role of adult socioeconomic conditions. Child Abuse Negl. 2016;51:390-399.
• Swedo EA, Aslam MV, Dahlberg LL, et al. Prevalence of Adverse Childhood Experiences Among U.S. Adults — Behavioral Risk Factor Surveillance System, 2011–2020. MMWR Morb Mortal Wkly Rep 2023;72:707–715. DOI: http://dx.doi.org/10.15585/mmwr.mm7226a2 .
• Bellis, MA, et al. Life Course Health Consequences and Associated Annual Costs of Adverse Childhood Experiences Across Europe and North America: A Systematic Review and Meta-Analysis. Lancet Public Health 2019.
• Adverse Childhood Experiences During the COVID-19 Pandemic and Associations with Poor Mental Health and Suicidal Behaviors Among High School Students — Adolescent Behaviors and Experiences Survey, United States, January–June 2021 | MMWR
• Hillis SD, Anda RF, Dube SR, Felitti VJ, Marchbanks PA, Marks JS. The association between adverse childhood experiences and adolescent pregnancy, long-term psychosocial consequences, and fetal death. Pediatrics. 2004 Feb;113(2):320-7.
• Miller ES, Fleming O, Ekpe EE, Grobman WA, Heard-Garris N. Association Between Adverse Childhood Experiences and Adverse Pregnancy Outcomes. Obstetrics & Gynecology . 2021;138(5):770-776. https://doi.org/10.1097/AOG.0000000000004570 .
• Sulaiman S, Premji SS, Tavangar F, et al. Total Adverse Childhood Experiences and Preterm Birth: A Systematic Review. Matern Child Health J . 2021;25(10):1581-1594. https://doi.org/10.1007/s10995-021-03176-6 .
• Ciciolla L, Shreffler KM, Tiemeyer S. Maternal Childhood Adversity as a Risk for Perinatal Complications and NICU Hospitalization. Journal of Pediatric Psychology . 2021;46(7):801-813. https://doi.org/10.1093/jpepsy/jsab027 .
• Mersky JP, Lee CP. Adverse childhood experiences and poor birth outcomes in a diverse, low-income sample. BMC pregnancy and childbirth. 2019;19(1). https://doi.org/10.1186/s12884-019-2560-8 .
• Reid JA, Baglivio MT, Piquero AR, Greenwald MA, Epps N. No youth left behind to human trafficking: Exploring profiles of risk. American journal of orthopsychiatry. 2019;89(6):704.
• Diamond-Welch B, Kosloski AE. Adverse childhood experiences and propensity to participate in the commercialized sex market. Child Abuse & Neglect. 2020 Jun 1;104:104468.
• Shonkoff, J. P., Garner, A. S., Committee on Psychosocial Aspects of Child and Family Health, Committee on Early Childhood, Adoption, and Dependent Care, & Section on Developmental and Behavioral Pediatrics (2012). The lifelong effects of early childhood adversity and toxic stress. Pediatrics, 129(1), e232–e246. https://doi.org/10.1542/peds.2011-2663
• Narayan AJ, Kalstabakken AW, Labella MH, Nerenberg LS, Monn AR, Masten AS. Intergenerational continuity of adverse childhood experiences in homeless families: unpacking exposure to maltreatment versus family dysfunction. Am J Orthopsych. 2017;87(1):3. https://doi.org/10.1037/ort0000133 .
• Schofield TJ, Donnellan MB, Merrick MT, Ports KA, Klevens J, Leeb R. Intergenerational continuity in adverse childhood experiences and rural community environments. Am J Public Health. 2018;108(9):1148-1152. https://doi.org/10.2105/AJPH.2018.304598 .
• Schofield TJ, Lee RD, Merrick MT. Safe, stable, nurturing relationships as a moderator of intergenerational continuity of child maltreatment: a meta-analysis. J Adolesc Health. 2013;53(4 Suppl):S32-38. https://doi.org/10.1016/j.jadohealth.2013.05.004 .

Adverse Childhood Experiences (ACEs)

ACEs can have a tremendous impact on lifelong health and opportunity. CDC works to understand ACEs and prevent them.

• The Power of mRNA
• Responsibility

News Details

Moderna announces data to be presented at 2024 asco annual meeting.

Moderna to host an investor event via webcast on Monday, June 3 at 6:15 PM CDT

CAMBRIDGE, MA / ACCESSWIRE / May 22, 2024 / Moderna, Inc. (NASDAQ:MRNA) today announced that three abstracts on mRNA-4157 (V940), an investigational mRNA individualized neoantigen therapy, have been accepted for presentation at the 2024 American Society of Clinical Oncology (ASCO) Annual Meeting, which will be held May 31 - June 4 in Chicago, IL. mRNA-4157 (V940) is being jointly developed by Moderna and Merck, known as MSD outside of the United States and Canada.

The three abstract titles are:

Moderna Investor Event

Moderna will host a live webcast on Monday, June 3, from 6:15 to 7:15 PM CDT. The webcast will be available under " Events and Presentations " in the Investors section of the Moderna website at investors.modernatx.com . A replay of the webcast will be archived on Moderna's website for at least 30 days following the presentation.

About mRNA-4157 (V940)

mRNA-4157 (V940) is a novel investigational messenger RNA (mRNA)-based individualized neoantigen therapy (INT) consisting of a synthetic mRNA coding for up to 34 neoantigens that is designed and produced based on the unique mutational signature of the DNA sequence of the patient's tumor. Upon administration into the body, the algorithmically derived and RNA-encoded neoantigen sequences are endogenously translated and undergo natural cellular antigen processing and presentation, a key step in adaptive immunity.

Individualized neoantigen therapies are designed to train and activate an antitumor immune response by generating specific T-cell responses based on the unique mutational signature of a patient's tumor. KEYTRUDA is an immunotherapy that works by increasing the ability of the body's immune system to help detect and fight tumor cells. As previously announced from the Phase 2b KEYNOTE-942/mRNA-4157-P201 trial evaluating patients with high-risk stage III/IV melanoma, combining mRNA-4157 (V940) with KEYTRUDA may provide a meaningful benefit over KEYTRUDA alone.

About Moderna

Moderna is a leader in the creation of the field of mRNA medicine. Through the advancement of mRNA technology, Moderna is reimagining how medicines are made and transforming how we treat and prevent disease for everyone. By working at the intersection of science, technology and health for more than a decade, the company has developed medicines at unprecedented speed and efficiency, including one of the earliest and most effective COVID-19 vaccines.

Moderna's mRNA platform has enabled the development of therapeutics and vaccines for infectious diseases, immuno-oncology, rare diseases and autoimmune diseases. With a unique culture and a global team driven by the Moderna values and mindsets to responsibly change the future of human health, Moderna strives to deliver the greatest possible impact to people through mRNA medicines. For more information about Moderna, please visit modernatx.com and connect with us on X (formerly Twitter), Facebook, Instagram, YouTube and LinkedIn.

Forward-Looking Statements

This press release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, as amended, including statements regarding: the development of mRNA-4157 (V940); the ability of mRNA-4157 (V940) to stimulate an immune response. The forward-looking statements in this press release are neither promises nor guarantees, and you should not place undue reliance on these forward-looking statements because they involve known and unknown risks, uncertainties, and other factors, many of which are beyond Moderna's control and which could cause actual results to differ materially from those expressed or implied by these forward-looking statements. These risks, uncertainties, and other factors include, among others, those risks and uncertainties described under the heading "Risk Factors" in Moderna's Annual Report on Form 10-K for the fiscal year ended December 31, 2023 and in subsequent filings made by Moderna with the U.S. Securities and Exchange Commission, which are available on the SEC's website at www.sec.gov . Except as required by law, Moderna disclaims any intention or responsibility for updating or revising any forward-looking statements contained in this press release in the event of new information, future developments or otherwise. These forward-looking statements are based on Moderna's current expectations and speak only as of the date of this press release.

Moderna contacts:

Luke Mircea-Willats Senior Director, International Communications [email protected]

Investors: Lavina Talukdar Senior Vice President & Head of Investor Relations +1 617-209-5834 [email protected]

SOURCE: Moderna, Inc.

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Prognostic impact of BRCA mutation on metastasis-free survival in a localized/locoregional high-risk real-world prostate cancer population

Background: Understanding the prognostic impact of BRCA mutation status across prostate cancer (PCa) patient segments is critical to deploying the right therapies at the right time in a patient’s journey. Prior studies have shown that germline BRCA mutations are associated with poorer outcomes in an all-risk localized PCa population. To examine whether this association extends to a high-risk PCa population with either somatic or germline BRCA mutations, we evaluate the prevalence and independent prognostic impact of BRCA mutations in a real-world (RW), high-risk, localized/locoregional PCa population.

Methods: A retrospective study (2016-2023) was performed using a de-identified multimodal RW dataset of patients undergoing Tempus xT next-generation sequencing. Eligible patients had localized/locoregional PCa at primary diagnosis (pDx), were biopsied prior to metastatic diagnosis, received adjuvant radiotherapy and/or had a prostatectomy, and had an evaluable Gleason score (GS). Risk groups were categorized as low/intermediate (low/int)-risk (total GS <8) and high-risk (total GS ≥8). BRCA status was defined as BRCAm if the patient had a short variant that was predicted or known to be pathogenic or a copy number loss in BRCA1 or BRCA2 and BRCAwt if no mutation was detected. Median real-world metastasis-free survival (rwMFS), defined as time from primary intervention to first metastatic diagnosis, was estimated using Kaplan-Meier methods and stratified by combined BRCA status and risk group (BRCAm high-risk, BRCAm low/int-risk, BRCAwt high-risk, BRCAwt low/int-risk). To assess the independent prognostic value of BRCA status among all patients and within a high-risk subset, two multivariate Cox models were performed adjusting for risk group, age at pDx, baseline PSA, primary intervention type, and T and N stage at pDx.

Results: Among 607 eligible patients, 67 (11%) had a BRCA mutation (11 germline, 27 somatic, 29 tumor/unknown). Median rwMFS was longest in the BRCAwt low/int-risk group (n=147) at 50 mos (95% CI: 41, NA), followed by the BRCAwt high-risk group (n=393) at 36 mos (95% CI: 31, 42), and the BRCAm high-risk group (n=61) at 22 mos (95% CI: 11, 45). Median rwMFS estimates in the BRCAm low/int-risk group were unreliable due to a small sample size (n=6). From the adjusted Cox model, BRCAm patients had higher risk of metastasis compared to BRCAwt patients in the all-risk group (HR=1.48, 95% CI: 1.06, 2.09) and in the high-risk subset (HR=1.50, 95% CI: 1.04, 2.17).

Conclusions: Our findings show that BRCAm is independently prognostic of metastasis in a RW, localized/locoregional, high-risk PCa population. We identify high-risk BRCAm patients as a subgroup with significantly elevated risk of developing metastasis; clinical trials with targeted therapeutic intervention may be needed to address the clinical unmet need.

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