Gain a complete understanding of the core concepts, frameworks and strategies of enterprise risk management with this comprehensive text for students and risk professionals.
Gain a complete understanding of the core concepts, frameworks and strategies of enterprise risk management with this comprehensive text for students and risk professionals.
Kate Boothroyd is the Director of KB Risk Consulting Limited, a risk management consultancy. She is an accredited Institute of Risk Management trainer and lead developer on the IRM's updated Enterprise Risk Management Certificate. She is based in Huddersfield, UK. Clive Thompson was Deputy Chair of the IRM until 2020. He has been a risk manager and consultant delivering projects globally and is a Certified Fellow of the IRM. He is based in West Sussex, UK.
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Section ONE: Introduction to risk management; Chapter 01: What is risk and why is it important?; Chapter 02: Risk as an opportunity as well as a threat; Chapter 03: Risk management standards; Chapter 04: The four steps of risk management; Section TWO: Enterprise risk management; Chapter 05: Risk management in context; Chapter 06: Enterprise risk management; Chapter 07: The background, aims and principles of risk management; Chapter 08: Risk architecture and strategy; Chapter 09: Roles, responsibilities, and documentation; Chapter 10: Implementing enterprise risk management; Chapter 11: Processes for risk management; Section THREE: Defining context and objectives and assessing risk; Chapter 12: The context for ERM; Chapter 13: Setting objectives for ERM; Chapter 14: Assessing risks: Risk identification, considerations, causes, and consequences; Chapter 15: Classifying risks; Chapter 16: Assessing risks: Risk analysis; Chapter 17: Different lenses for considering risk; Chapter 18: Assessing risks: Risk evaluation; Section FOUR: Risk response: monitor, review, and report; Chapter 19: Managing and responding to risk; Chapter 20: Controlling downside risk; Chapter 21: Risk treatment controls for threats; Chapter 22: Controlling upside risk; Chapter 23: Ongoing monitoring and review; Chapter 24: Reporting on risk management; Section FIVE: Decision making: Risk culture, appetite and tolerance; Chapter 25: Culture and behaviours; Chapter 26: Risk appetite and tolerance; Section SIX: Corporate governance and assurance; Chapter 27: Introducing corporate governance; Chapter 28: Stakeholders, ethics, and corporate social responsibility; Chapter 29: Different approaches to risk management; Chapter 30: The control environment; Chapter 31: Internal audit activities; Chapter 32: Risk assurance techniques; Section SEVEN: Organisational environment: Resilience and sustainability; Chapter 33: Strategy and the risk environment; Chapter 34: The organization's business model, visions and values; Chapter 35: Resilience; Chapter 36: Surviving shocks and disruption: ERM, BCP and resilience; Chapter 37: Sustainability; Section EIGHT: Different approaches; Chapter 38: Insurance; Chapter 39: Banking, legal, supply chain, and IT approaches to risk management; Chapter 40: New approaches to the four steps of risk management; Section NINE: Adding value; Chapter 41: How risk management adds value; Chapter 42: Maturity and continual improvement; Chapter 43: Risk practitioner competencies; Chapter 44: How risk practitioners add value
