{"id":71110,"date":"2024-11-13T11:37:20","date_gmt":"2024-11-13T10:37:20","guid":{"rendered":"https:\/\/swissgrc.com\/fr\/news\/rapport-erm-2024-resilience-entreprises-suisses\/"},"modified":"2024-11-13T11:37:20","modified_gmt":"2024-11-13T10:37:20","slug":"rapport-erm-2024-resilience-entreprises-suisses","status":"publish","type":"news","link":"https:\/\/swissgrc.com\/fr\/news\/rapport-erm-2024-resilience-entreprises-suisses\/","title":{"rendered":"Rapport ERM 2024 : les entreprises suisses se distinguent en mati\u00e8re de r\u00e9silience"},"content":{"rendered":"\t\t<div data-elementor-type=\"wp-post\" data-elementor-id=\"71110\" class=\"elementor elementor-71110\" data-elementor-settings=\"{&quot;ha_cmc_init_switcher&quot;:&quot;no&quot;}\" data-elementor-post-type=\"news\">\n\t\t\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-4eb2adc elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"4eb2adc\" data-element_type=\"section\" data-e-type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-2e90173\" data-id=\"2e90173\" data-element_type=\"column\" data-e-type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-c0162e3 elementor-widget elementor-widget-text-editor\" data-id=\"c0162e3\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p><strong><\/strong><\/p>\n<p class=\"wp-block-paragraph\"><strong>Dans un contexte d&rsquo;incertitude \u00e9conomique persistante, le rapport ERM 2024 met en \u00e9vidence les strat\u00e9gies de r\u00e9silience des entreprises de l&rsquo;espace DACH, les soci\u00e9t\u00e9s suisses s&rsquo;imposant comme les chefs de file en mati\u00e8re de stabilit\u00e9 financi\u00e8re. <\/strong><strong>\u00c9labor\u00e9 par l&rsquo;Institute of Financial Services Zug IFZ de la Lucerne School of Business et par l&rsquo;Institute for Controlling de la Kiel University of Applied Sciences, le rapport de cette ann\u00e9e propose une analyse compl\u00e8te fond\u00e9e sur une \u00e9tude de sept ans portant sur 500 entreprises. Il \u00e9claire les pratiques de r\u00e9silience qui ont permis aux organisations de traverser les r\u00e9centes \u00ab polycrises \u00bb, soit des difficult\u00e9s \u00e9conomiques successives aggrav\u00e9es par des pressions mondiales et r\u00e9gionales.<\/strong><\/p>\n<p><strong><\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-6984d13 elementor-widget elementor-widget-text-editor\" data-id=\"6984d13\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t\n<p class=\"wp-block-paragraph\"><\/p>\n<p class=\"wp-block-paragraph\"><\/p>\n<p>Alors que les entreprises allemandes et autrichiennes continuent de composer avec les effets de ces difficult\u00e9s, les organisations suisses se distinguent par leur approche proactive de la gestion des risques, la solidit\u00e9 de leur planification des liquidit\u00e9s et l&rsquo;adaptabilit\u00e9 de leurs mesures strat\u00e9giques. Pourtant, malgr\u00e9 la r\u00e9silience remarquable de la Suisse, le rapport indique que les tensions \u00e9conomiques commencent \u00e0 affecter jusqu&rsquo;aux entreprises suisses les plus stables. Apr\u00e8s une br\u00e8ve reprise cons\u00e9cutive \u00e0 la pand\u00e9mie, de nouvelles pressions apparaissent et mettent \u00e0 l&rsquo;\u00e9preuve les strat\u00e9gies de r\u00e9silience.<\/p>\n<p><strong>Principaux enseignements du rapport ERM 2024<\/strong><\/p>\n<p>Le rapport ERM identifie trois piliers essentiels de la r\u00e9silience financi\u00e8re sur lesquels les entreprises de la r\u00e9gion DACH peuvent s&rsquo;appuyer pour renforcer leur stabilit\u00e9 et leur capacit\u00e9 d&rsquo;adaptation&nbsp;: la <strong>gestion des risques d&rsquo;entreprise (ERM)<\/strong>, la <strong>r\u00e9silience strat\u00e9gique<\/strong> et la <strong>gestion des ressources<\/strong>.<\/p>\n<ul>\n<li><strong>Gestion des risques d&rsquo;entreprise (ERM)<\/strong>&nbsp;: les entreprises suisses sont en t\u00eate en mati\u00e8re de gestion proactive des risques, en int\u00e9grant l&rsquo;analyse de sc\u00e9narios, les tests de r\u00e9sistance et la planification des liquidit\u00e9s. Cette approche leur permet de d\u00e9tecter t\u00f4t les risques \u00e9mergents et d&rsquo;y r\u00e9pondre rapidement, pr\u00e9servant ainsi leur stabilit\u00e9 en p\u00e9riode de turbulences.<\/li>\n<li><strong>R\u00e9silience strat\u00e9gique<\/strong>&nbsp;: le rapport souligne que la construction de la r\u00e9silience d\u00e9passe le seul champ financier et exige une capacit\u00e9 d&rsquo;adaptation des structures et de la culture d&rsquo;entreprise. Les entreprises suisses excellent sur ce point, en cultivant une \u00ab&nbsp;culture de la r\u00e9silience&nbsp;\u00bb port\u00e9e par l&rsquo;engagement de la direction, la diversification des cha\u00eenes d&rsquo;approvisionnement et des mod\u00e8les d&rsquo;affaires agiles qui leur permettent de saisir des opportunit\u00e9s en temps de crise.<\/li>\n<li><strong>Gestion des ressources<\/strong>&nbsp;: les entreprises financi\u00e8rement r\u00e9silientes g\u00e8rent \u00e9galement leurs ressources avec efficacit\u00e9, en maintenant des ratios de fonds propres \u00e9lev\u00e9s, une croissance r\u00e9guli\u00e8re du chiffre d&rsquo;affaires et des r\u00e9serves de liquidit\u00e9s flexibles. Si les entreprises suisses se distinguent par la solidit\u00e9 de leurs liquidit\u00e9s, les entreprises autrichiennes pr\u00e9sentent des vuln\u00e9rabilit\u00e9s accrues en raison de niveaux d&rsquo;endettement plus \u00e9lev\u00e9s et de structures de co\u00fbts moins adaptables. Cet \u00e9cart met en \u00e9vidence l&rsquo;importance de la flexibilit\u00e9 dans la gestion financi\u00e8re \u00e0 l&rsquo;\u00e9chelle de la r\u00e9gion.<\/li>\n<\/ul>\n<p> <\/p>\n<p><strong>Un regard comparatif sur la r\u00e9silience dans la r\u00e9gion DACH<\/strong><\/p>\n<p>Le rapport ERM 2024 propose une analyse comparative de la r\u00e9silience dans la r\u00e9gion DACH et met en lumi\u00e8re les forces et les d\u00e9fis propres \u00e0 chaque pays&nbsp;:<\/p>\n<ul>\n<li><strong>Suisse<\/strong>&nbsp;: les entreprises suisses sont surrepr\u00e9sent\u00e9es parmi les entreprises r\u00e9silientes, avec des positions de fonds propres solides, de faibles risques d&rsquo;insolvabilit\u00e9 et une croissance r\u00e9guli\u00e8re du chiffre d&rsquo;affaires. Toutefois, m\u00eame ces entreprises commencent \u00e0 ressentir les effets de crises cumul\u00e9es \u00e0 mesure que les pressions s&rsquo;accentuent.<\/li>\n<li><strong>Allemagne<\/strong>&nbsp;: les entreprises allemandes font preuve d&rsquo;une r\u00e9silience mod\u00e9r\u00e9e, tout en restant expos\u00e9es aux vuln\u00e9rabilit\u00e9s des cha\u00eenes d&rsquo;approvisionnement mondiales.<\/li>\n<li><strong>Autriche<\/strong>&nbsp;: les entreprises autrichiennes sont confront\u00e9es \u00e0 des risques plus \u00e9lev\u00e9s en raison d&rsquo;un endettement plus lourd et de structures de co\u00fbts moins flexibles, ce qui traduit un besoin urgent de renforcer les pratiques de r\u00e9silience.<\/li>\n<\/ul>\n<p> <\/p>\n<p><strong>La contribution de Swiss GRC au rapport ERM 2024<\/strong><\/p>\n<p>Swiss GRC est fi\u00e8re d&rsquo;avoir contribu\u00e9 au rapport ERM 2024 par un article invit\u00e9 intitul\u00e9 <strong>\u00ab&nbsp;Financial Sustainability Through Integrated Risk Management and Resilience&nbsp;\u00bb<\/strong>, r\u00e9dig\u00e9 par le CEO, Besfort Kuqi, le Head Marketing &amp; Communications, Yahya Mohamed Mao, et le Head Business Strategy &amp; Business Development, Nikolai Tsenov. L&rsquo;article pr\u00e9sente la r\u00e9silience comme une pierre angulaire de la croissance durable et examine comment les organisations peuvent atteindre une stabilit\u00e9 financi\u00e8re de long terme en ancrant la r\u00e9silience au c\u0153ur de leurs r\u00e9f\u00e9rentiels de <a href=\"https:\/\/swissgrc.com\/fr\/risk-management-software\/\">gestion des risques<\/a>.<\/p>\n<p>La contribution de Swiss GRC met l&rsquo;accent sur des strat\u00e9gies concr\u00e8tes&nbsp;: constituer des marges de man\u0153uvre financi\u00e8res, renforcer la r\u00e9silience des cha\u00eenes d&rsquo;approvisionnement et cultiver une culture d&rsquo;entreprise centr\u00e9e sur la r\u00e9silience. L&rsquo;article souligne que la r\u00e9silience n&rsquo;est pas seulement une strat\u00e9gie d\u00e9fensive, mais \u00e9galement une voie vers une croissance durable, qui aide les entreprises \u00e0 instaurer la confiance avec leurs parties prenantes et \u00e0 \u00e9voluer avec assurance dans le paysage des risques complexe d&rsquo;aujourd&rsquo;hui.<\/p>\n<p>Pour approfondir les r\u00e9sultats et d\u00e9couvrir les perspectives de Swiss GRC sur la r\u00e9silience, t\u00e9l\u00e9chargez l&rsquo;int\u00e9gralit\u00e9 du <strong>rapport ERM 2024<\/strong> <a href=\"https:\/\/hub.hslu.ch\/financialmanagement\/wp-content\/blogs.dir\/488\/files\/sites\/16\/2024\/11\/ERM-Report-2024.pdf\">ici<\/a>.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-c4975da elementor-view-stacked elementor-shape-square elementor-widget__width-auto elementor-fixed elementor-widget elementor-widget-icon\" data-id=\"c4975da\" data-element_type=\"widget\" data-e-type=\"widget\" data-settings=\"{&quot;_position&quot;:&quot;fixed&quot;}\" data-widget_type=\"icon.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t<div class=\"elementor-icon-wrapper\">\n\t\t\t<a class=\"elementor-icon elementor-animation-grow\" href=\"tel:0041412207500\">\n\t\t\t<i aria-hidden=\"true\" class=\"icon icon-phone1\"><\/i>\t\t\t<\/a>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-4bcd157 elementor-view-stacked elementor-shape-square elementor-widget__width-auto elementor-fixed elementor-widget elementor-widget-icon\" data-id=\"4bcd157\" data-element_type=\"widget\" data-e-type=\"widget\" data-settings=\"{&quot;_position&quot;:&quot;fixed&quot;}\" data-widget_type=\"icon.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t<div class=\"elementor-icon-wrapper\">\n\t\t\t<a class=\"elementor-icon elementor-animation-grow\" href=\"https:\/\/swissgrc.com\/fr\/contact\/\">\n\t\t\t<i aria-hidden=\"true\" class=\"icon icon-email1\"><\/i>\t\t\t<\/a>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-3e177b6 elementor-view-stacked elementor-shape-square elementor-widget__width-auto elementor-fixed elementor-widget elementor-widget-icon\" data-id=\"3e177b6\" data-element_type=\"widget\" data-e-type=\"widget\" data-settings=\"{&quot;_position&quot;:&quot;fixed&quot;}\" data-widget_type=\"icon.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t<div class=\"elementor-icon-wrapper\">\n\t\t\t<a class=\"elementor-icon elementor-animation-grow\" href=\"https:\/\/outlook.office365.com\/owa\/calendar\/BuchungsseiteSwissGRCDiscoveryCall@swissgrc.com\/bookings\/s\/rpj1TEhKVE6NqHsINYMApA2\" https=\"\">\n\t\t\t<i aria-hidden=\"true\" class=\"icon icon-calendar\"><\/i>\t\t\t<\/a>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"<p>Le rapport ERM 2024, \u00e9labor\u00e9 par l&rsquo;Institute of Financial Services Zug IFZ de la Lucerne School of Business et l&rsquo;Institute for Controlling de la Kiel University of Applied Sciences, met en lumi\u00e8re les strat\u00e9gies de r\u00e9silience des entreprises de la r\u00e9gion DACH. Les soci\u00e9t\u00e9s suisses s&rsquo;y imposent comme des r\u00e9f\u00e9rences en mati\u00e8re de stabilit\u00e9 financi\u00e8re.<\/p>\n","protected":false},"author":8,"featured_media":71111,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"_eb_attr":"","_swissgrc_real_author":"Yahya Mohamed Mao","real_author_title":"Chief Marketing Officer","real_author_bio":"Yahya Mohamed Mao is Chief Marketing Officer and Member of the Executive Board at Swiss GRC. In this role, he drives the company's global marketing and communications strategy, shaping brand positioning and market expansion across key regions.","real_author_photo":54996,"_links_to":"","_links_to_target":""},"categories":[30],"tags":[],"class_list":["post-71110","news","type-news","status-publish","format-standard","has-post-thumbnail","hentry","category-industry-news"],"acf":[],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO Pro 5.0.3 - aioseo.com -->\n\t<meta name=\"description\" content=\"Le rapport ERM 2024 place les entreprises suisses en t\u00eate de la r\u00e9gion DACH en mati\u00e8re de r\u00e9silience, avec une gestion des risques proactive et une croissance durable.\" \/>\n\t<meta name=\"robots\" content=\"max-image-preview:large\" \/>\n\t<meta name=\"author\" content=\"Yahya Mohamed Mao\"\/>\n\t<meta name=\"google-site-verification\" content=\"google-site-verification=BAztS2wKP0jEfbvHt4_mrvvD17WwzZg1w1A6R9uoQRU\" \/>\n\t<link rel=\"canonical\" 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