Fundamentals of Risk Management 4th edition by Paul Hopkin

Fundamentals of Risk Management 4th edition by Paul Hopkin

PDF Free Download | Fundamentals of Risk Management Understanding, Evaluating and Implementing Effective Risk Management 4th edition by Paul Hopkin

Contents of Fundamentals Risk Management

  • PART ONE Introduction to risk management
  • Learning outcomes for Part One
  • Part One further reading
  • Part One case studies
  • Rank Group: How we manage risk
  • ABIL: Risk management overview
  • BIS: Approach to risk
  • Approaches to defining risk
  • Definitions of risk
  • Types of risks
  • Risk description
  • Inherent level of risk
  • Risk classification systems
  • Risk likelihood and magnitude
  • Impact of risk on organizations
  • Level of risk
  • Impact of hazard risks
  • Attachment of risks
  • Risk and reward
  • Attitudes to risk
  • Risk and triggers
  • T ypes of risks
  • Timescale of risk impact
  • Four types of risk
  • Embrace opportunity risks
  • Manage uncertainty risks
  • Mitigate hazard risks
  • Minimize compliance risks
  • S cope of risk management
  • Origins of risk management
  • Development of risk management
  • Specialist areas of risk management
  • Simple representation of risk management
  • Enterprise risk management
  • Levels of risk management sophistication
  • Principles and aims of risk management
  • Principles of risk management
  • Importance of risk management
  • Risk management activities
  • Effective and efficient core processes
  • Implementing risk management
  • Achieving benefits
  • PART TWO A pproaches to risk management
  • Learning outcomes for Part Two
  • Part Two further reading
  • Part Two case studies:
  • United Utilities: Our risk management framework
  • Birmingham City Council: Scrutiny, accountability and risk
  • management
  • Tsogo Sun: Risk management process
  • Risk management standards
  • Scope of risk management standards
  • Risk management process
  • Risk management context
  • COSO ERM cube
  • Features of RM standards
  • Updating of existing standard
  • E stablishing the context
  • Scope of the context
  • External context
  • Internal context
  • Risk management context
  • Designing a risk register
  • Using a risk register
  • E nterprise risk management
  • Enterprise-wide approach
  • Definitions of ERM
  • ERM in practice
  • ERM and business continuity
  • ERM in energy and finance
  • Future development of ERM
  • Alternative approaches
  • Changing face of risk management
  • Managing emerging risks
  • Increasing importance of resilience
  • Different approaches
  • Structure of management standards
  • Future of risk management
  • PART THREE R isk assessment
  • Learning outcomes for Part Three
  • Part Three further reading
  • Part Three case studies:
  • AA: Risk governance
  • British Land: Our assessment of risk is a cornerstone
  • Guide Dogs NSW/ACT: List of major residual risks
  • Risk assessment considerations
  • Importance of risk assessment
  • Approaches to risk assessment
  • Risk assessment techniques
  • Nature of the risk matrix
  • Risk perception
  • Attitude to risk
  • Risk classification systems
  • Short-, medium- and long-term risks
  • Nature of risk classification systems
  • Examples of risk classification systems
  • FIRM risk scorecard
  • PESTLE risk classification system
  • Compliance, hazard, control and opportunity
  • Risk analysis and evaluation
  • Application of a risk matrix
  • Inherent and current level of risk
  • Control confidence
  • Ts of hazard risk response
  • Risk significance
  • Risk capacity
  • Loss control
  • Risk likelihood
  • Risk magnitude
  • Hazard risks
  • Loss prevention
  • Damage limitation
  • Cost containment
  • Defining the upside of risk
  • Upside of risk
  • Opportunity assessment
  • Riskiness index
  • Upside in strategy
  • Upside in projects
  • Upside in operations
  • PART FOUR R isk response
  • Learning outcomes for Part Four
  • Part Four further reading
  • Part Four case studies:
  • Intu Properties: Insurance renewal
  • The Walt Disney Company: Disclosures about market risks
  • Australian Mines Limited: Risk assessment and management
  • T olerate, treat, transfer and terminate
  • The Ts of hazard response
  • Tolerate risk
  • Treat risk
  • Transfer risk
  • Terminate risk
  • Strategic risk response
  • Risk control techniques
  • Types of controls
  • Hazard risk zones
  • Preventive controls
  • Corrective controls
  • Directive controls
  • Detective controls
  • Insurance and risk transfer
  • Importance of insurance
  • History of insurance
  • Types of insurance cover
  • Evaluation of insurance needs
  • Purchase of insurance
  • Captive insurance companies
  • Business continuity
  • Business continuity management
  • Business continuity standards
  • Successful business continuity
  • Business impact analysis (BIA)
  • Business continuity and ERM
  • Civil emergencies
  • PART FIVE R isk strategy
  • Learning outcomes for Part Five
  • Part Five further reading
  • Part Five case studies:
  • AMEC Foster Wheeler: Principal risks and uncertainties
  • BBC: Internal controls assurance
  • Emperor Watch & Jewellery: Risk management
  • Core business processes
  • Dynamic business models
  • Types of business processes
  • Strategy and tactics
  • Effective and efficient operations
  • Ensuring compliance
  • Reporting performance
  • Reputation and the business model
  • Components of the business model
  • Risk management and the business model
  • Reputation and corporate governance
  • CSR and risk management
  • Supply chain and ethical trading
  • Importance of reputation
  • Risk management context
  • Architecture, strategy and protocols
  • Risk architecture
  • Risk management strategy
  • Risk management protocols
  • Risk management manual
  • Risk management documentation
  • Risk management responsibilities
  • Allocation of responsibilities
  • Range of responsibilities
  • Statutory responsibilities of management
  • Role of the risk manager
  • Risk architecture in practice
  • Risk committees
  • Control of selected hazard risks
  • Cost of risk controls
  • Learning from controls
  • Control of financial risks
  • Control of infrastructure risks
  • Control of reputational risks
  • Control of marketplace risks
  • PART SIX R isk culture
  • Learning outcomes for Part Six
  • Part Six further reading
  • Part Six case studies:
  • Network Rail: Our approach to risk management
  • Ekurhuleni Metropolitan Municipality (EMM): Risk management
  • Ericsson: Corporate governance report
  • Risk-aware culture
  • Styles of risk management
  • Steps to successful risk management
  • Defining risk culture
  • Measuring risk culture
  • Alignment of activities
  • Risk maturity models
  • Importance of risk appetite
  • Nature of risk appetite
  • Risk appetite and the risk matrix
  • Risk and uncertainty
  • Risk exposure and risk capacity
  • Risk appetite statements
  • Risk appetite and lifestyle decisions
  • Risk training and communication
  • Consistent approach to risk
  • Risk training and risk culture
  • Risk information and communication
  • Shared risk vocabulary
  • Risk information on an intranet
  • Risk management information system (RMIS)
  • Risk practitioner competencies
  • Competency frameworks
  • Range of skills
  • Communication skills
  • Relationship skills
  • Analytical skills
  • Management skills
  • PART SEVEN R isk governance
  • Learning outcomes for Part Seven
  • Part Seven further reading
  • Part Seven case studies:
  • Severn Trent Water: Our approach to risk
  • Tim Hortons: Sustainability and responsibility
  • DCMS: Capacity to handle risk
  • Corporate governance model
  • Corporate governance
  • OECD principles of corporate governance
  • LSE corporate governance framework
  • Corporate governance for a bank
  • Corporate governance for a government agency
  • Evaluation of board performance
  • S takeholder expectations
  • Range of stakeholders
  • Stakeholder dialogue
  • Stakeholders and core processes
  • Stakeholders and strategy
  • Stakeholders and tactics
  • Stakeholders and operations
  • O perational risk management
  • Operational risk
  • Definition of operational risk
  • Basel II and Basel III
  • Measurement of operational risk
  • Difficulties of measurement
  • Developments in operational risk
  • Project risk management
  • Introduction to project risk management
  • Development of project risk management
  • Uncertainty in projects
  • Project lifecycle
  • Opportunity in projects
  • Project risk analysis and management
  • S upply chain management
  • Importance of the supply chain
  • Scope of the supply chain
  • Strategic partnerships
  • Joint ventures
  • Outsourcing of operations
  • Risk and contracts
  • PART EIGHT R isk assurance
  • Learning outcomes for Part Eight
  • Part Eight further reading
  • Part Eight case studies:
  • Unilever: Our risk appetite and approach to risk management
  • Colgate Palmolive: Damage to reputation
  • Sainsbury’s and Tesco: Principal risks and uncertainties
  • T he control environment
  • Nature of control environment
  • Purpose of internal control
  • Control environment
  • Features of the control environment
  • CoCo framework of internal control
  • Good safety culture
  • Risk assurance techniques
  • Audit committees
  • Role of risk management
  • Risk assurance
  • Risk management outputs
  • Control risk self-assessment
  • Benefits of risk assurance
  • Internal audit activities
  • Scope of internal audit
  • Role of internal audit
  • Undertaking an internal audit
  • Risk management and internal audit
  • Management responsibilities
  • Five lines of assurance
  • Reporting on risk management
  • Risk reporting
  • Sarbanes–Oxley Act of
  • Risk reports by US companies
  • Charities’ risk reporting
  • Public-sector risk reporting
  • Government report on national security
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