Efnisyfirlit

• Cover
• Half Title
• Series Page
• Title Page
• Copyright Page
• Dedication Page
• Contents
• List of figures
• List of tables
• Biography
• Foreword
• Preface
• Part A Foundations of risk governance
• 1 Emergence of risk governance
• 1.1 Risk management and regulation
• 1.2 Biases and blind spots
• 1.3 Timing and incentives
• 1.4 Financial institutions as risk governance catalysts
• 1.5 Conclusion
• Notes
• 2 Structures of risk governance
• 2.1 Defining risk and risk management
• 2.2 The role of the board of directors
• 2.2.1 Risk appetite and strategy
• 2.2.2 Risk framework and policy
• 2.2.3 Supervising the executive
• 2.2.4 Risk accountability
• 2.3 Board risk committee
• 2.4 Risk in the executive – chief risk officer
• 2.5 Risk management function
• 2.6 Compliance function
• 2.7 Assurance
• 2.8 Three lines model (aka three lines of defence)
• 2.9 Executive compensation
• 2.10 Risk disclosures
• 2.11 Evidence for risk governance
• Notes
• Further reading and resources
• 3 Assessing and embedding risk culture
• 3.1 Risk culture/climate versus organisational culture
• 3.2 Risk culture and risk management maturity
• 3.3 Measuring risk culture
• 3.3.1 Observation and interviews
• 3.3.2 Risk culture surveys
• 3.3.3 Other data sources
• 3.4 Building risk culture
• 3.4.1 Guidance for boards
• 3.4.2 Speaking up and listening up
• Notes
• Further reading and resources
• 4 Incentives and accountability
• 4.1 Accountability
• 4.2 Remuneration and performance measurement
• 4.2.1 Components of executive compensation
• 4.2.2 Time trends in executive compensation
• 4.2.3 Controversies in executive compensation
• 4.2.4 Pay/performance sensitivity
• 4.2.5 The balanced scorecard and gateways
• 4.2.6 Deferrals and share-based remuneration
• Notes
• Part B The risk management process
• 5 Risk management process overview
• 5.1 Communication and consultation
• 5.2 Scope, context and criteria
• 5.3 Risk assessment
• 5.4 Risk treatment
• 5.5 Recording and reporting
• 5.6 Monitoring and review
• 6 Communicating and influencing for risk governance
• 6.1 Dealing with hostility and suspicion
• 6.2 Dealing with apathy and overconfidence
• 6.3 Use of storytelling
• 6.4 Appealing to fear
• 6.5 General principles
• 6.6 Quantitative information
• Notes
• Further reading and resources
• 7 Context, criteria and risk appetite
• 7.1 Context
• 7.1.1 SMEs
• 7.1.2 Start-ups
• 7.2 Criteria
• 7.2.1 Public sector
• 7.3 Risk appetite
• Notes
• Further reading and resources
• 8 Risk analysis
• 8.1 Quantitative risk analysis
• 8.1.1 Case study: Larry’s Luxury Food and Wine (with accompanying spreadsheet)
• 8.2 Analysing risk interactions
• 8.2.1 Interactions at Singapore Airlines
• 8.2.2 Interactions at BHP
• 8.2.3 Credit and operational risk interactions in banking
• 8.3 Managing model risk
• 8.4 Subjective risk analysis
• Notes
• Further reading and resources
• 9 Risk treatment
• 9.1 Treatments and their (unforeseen) consequences
• 9.2 Treating ‘financial risks’
• 9.3 Operational treatments and flexibility
• 9.4 Financial flexibility as a risk management strategy
• 9.4.1 Case study: Larry’s Luxury Food and Wine revisited
• 9.4.2 Case study: BHP revisited
• 9.5 Treating multiple risks simultaneously
• 9.6 Evaluating expensive risk treatments
• Notes
• Further reading and resources
• 10 Report, monitor, review
• 10.1 Link to objectives
• 10.2 Reporting to line 1
• 10.3 Board risk reporting
• 10.4 Monitoring and review
• Note
• Part C Case studies
• 11 Volkswagen Dieselgate case
• Notes
• 12 CBA/conduct risk case study
• 12.1 Governance, culture and accountability at the CBA
• Notes
• Further reading and resources
• 13 Strategic risk management
• 13.1 Strategic risk identification with the PESTLE
• 13.2 Evaluating strategic risk through scenario analysis
• 13.3 Treating strategic risk: flexibility and preparedness
• 13.4 Monitoring and reviewing strategic risk
• Notes
• Further reading and resources
• 14 Climate risk management
• 14.1 Potential strategic responses
• 14.1.1 Accept
• 14.1.2 Operational adaptation
• 14.1.3 Diversification and transition
• 14.1.4 Divestment
• 14.1.5 Managed decline
• 14.1.6 Insurance and other contractual solutions
• 14.1.7 Financial flexibility
• 14.2 Governance of climate risk
• 14.2.1 Board focus
• 14.2.2 Disclosure
• 14.2.3 Communication
• 14.2.4 Incentives
• 14.2.5 Analysis
• Notes
• Further reading and resources
• 15 Cyber risk
• 15.1 Nature of impact
• 15.2 Why is cyber risk so challenging?
• 15.3 Cyber security frameworks
• 15.4 Insurance
• Notes
• Further reading and resources
• 16 COVID-19 pandemic
• 16.1 Behaviour changes and dread risk
• 16.2 Financial and operational adaptation
• 16.3 Rethinking risk management: resilience and adaptability
• Notes
• Further reading and resources
• Risk governance glossary
• Index