Managing Financial Risk and Its Interaction with Enterprise Risk Management
Erschienen am 20. Dezember 2010
22 Seiten
978-0-470-95236-8 (ISBN)
Beschreibung
This chapter first discusses financial risk management from a broadperspective, including possible definitions and examples ofindustry applications of financial hedging. The discussion thenmoves to a basic review of the theoretical rationales for managing(financial) risk and the related empirical findings.
The potential for the interaction of financial hedging withother areas of risk management (such as operational and strategic)is then explored. Finally, there is a discussion regarding thelessons that can be applied to Enterprise Risk Management from theknowledge base about financial hedging.
Weitere Details
Weitere Ausgaben
Person
John Fraser is the Vice President, Internal Audit, and ChiefRisk Officer of Hydro One Networks Inc. He is an Ontario andCanadian Chartered Accountant, a Fellow of the Association ofChartered Certified Accountants (U.K.), a Certified InternalAuditor, and a Certified Information Systems Auditor. Fraser hasmore than 30 years' experience in the risk and control field,mostly in the financial services sector. He is currently the Chairof the Advisory Committee of the Conference Board of Canada'sStrategic Risk Council and a Practitioner Associate Editor of theJournal of Applied Finance.
Betty J. Simkins, PhD, is the Williams Companies Professor ofBusiness and Professor of Finance at Oklahoma State University. Shehas published more than 40 journal articles and book chapters. Manyof these articles are on the topics of risk management andenterprise risk management. Simkins is also active in the financeprofession and currently serves on the board of directors for theFinancial Management Association, as co-editor of the Journal ofApplied Finance, as Executive Editor of FMA Online, and as pastpresident of the Eastern Finance Association. Prior to enteringacademia, she worked for ConocoPhillips and Williams Companies.
Inhalt
Foreword by Robert S. Kaplan.
Part I: Overview.
Chapter One: Enterprise Risk Management: An Introduction andOverview.
Chapter Two: A Brief History of Risk Management.
Chapter Three: ERM and Its Role in Strategic Planning andStrategy Execution.
Chapter Four: The Role of the Board of Directors and SeniorManagement in Enterprise Risk Management.
Part II: ERM Management, Culture and Control.
Chapter Five: Becoming the Lamp Bearer: The Emerging Roles ofthe Chief Risk Officer.
Chapter Six: Creating A Risk Aware Culture.
Chapter Seven: ERM Frameworks.
Chapter Eight: Identifying and Communicating Key RiskIndicators.
Part III: ERM Tools and Techniques.
Chapter Nine: How to Create and Use Corporate RiskTolerance.
Chapter Ten: How to Plan and Run a Risk Management Workshop.
Chapter Eleven: How to Prepare a Risk Profile.
Chapter Twelve: How to Allocate Resources Based on Risk.
Chapter Thirteen: Quantitative Risk Assessment in ERM.
Part IV: Types of Risk.
Chapter Fourteen: Market Risk Management and Common Elementswith Credit Risk Management.
Chapter Fifteen: Credit Risk Management.
Chapter Sixteen: Operational Risk Management Chapter.
Chapter Seventeen: Risk Management: Techniques in Search of aStrategy.
Chapter Eighteen: Managing Financial Risk and its Interactionwith Enterprise Risk Management.
Chapter Nineteen: Bank Capital Regulation and Enterprise RiskManagement.
Chapter Twenty: Legal Risk Post SOX and the Subprime Fiasco:Back to the Drawing Board.
Chapter Twenty One: Financial Reporting and Disclosure RiskManagement.
Part V: Survey Evidence and Academic Research.
Chapter Twenty Two: Who Reads What Most Often? A Survey ofEnterprise Risk Management Literature Read by Risk Executives.
Chapter Twenty Three: Academic Research on Enterprise RiskManagement.
Chapter Twenty Four: Enterprise Risk Management: Lessons fromthe Field.
Part VI: Special Topics and Case Studies.
Chapter Twenty Five: Rating Agencies Impact on Enterprise RiskManagement.
Chapter Twenty Six: Enterprise Risk Management: CurrentInitiatives and Issues.
Chapter Twenty Seven: Establishing ERM Systems in EmergingCountries.
Chapter Twenty Eight: The Rise and Evolution of the Chief RiskOfficer: Enterprise Risk Management at Hydro One.
Conclusion.
Endnotes.
About the Authors.
Index.
