Information Papers

Composite Risk Management

What is it? 
We recognize that our Soldiers and civilians are vital Army assets whether engaging the enemy, resetting at home station, or visiting family in their hometown.  Composite Risk Management (CRM) is the Army’s primary risk management process for identifying and controlling risks across the full spectrum of Army missions, functions, operations, and activities.  
Composite Risk Management
CRM supplements a focus on the main operation with consideration of other risks to give a complete picture of exposure.  There is no separation of tactical or accidental, deployed or garrison, field or work area, on duty or off duty risks—it is risk management 24/7.  The enemy, materiel, the environment, and human factors—during a mission or outside of it—all interact.  Commanders, leaders, and individual Soldiers and civilians apply CRM through the identification of all hazards then determining and applying appropriate control measures to mitigate those hazards.

What has the Army done? 
The primary premise of CRM is that it does not matter where or how the loss occurs, the result is the same—decreased combat power or mission effectiveness. The guiding principles of CRM are:

What efforts does the Army plan to continue in the future? 
While readiness and force preservation remain a commander and leader responsibility, we continue our efforts to create a culture in which everyone, down to the individual, applies CRM.  CRM is an enabler of our success and the vehicle we are using to transform our mindset in how we address and mitigate risk.  When this approach permeates how our Soldiers and civilian employees think, we have created a cultural change that views the preservation of human capital on a par with Army values.  The Army will integrate these concepts into training in our schoolhouses, from initial military training to professional military education programs.  In the operational force, the Army Readiness Assessment Program assesses unit safety climate and enables battalion commanders to improve integration of CRM in unit operations and activities.

Why is this important to the Army? 
CRM links risk management to readiness and shifts our approach from accident-centric to people-centric.  The lynchpin of successful CRM is engaged leaders at all echelons—engaged leaders who are actively involved with their formations’ activities on and off duty and who work tirelessly to preserve our combat power.