Enterprise Risk Management (eBook)

John R.S. Fraser is the former Senior Vice President, Internal Audit, and Chief Risk Officer of Hydro One Networks Inc., one of North America's largest electricity transmission and distribution companies. Rob Quail is the Principal of Robert Quail Consulting. His professional focus is on the subject of enterprise risk management, and he has nearly 20 years of experience in developing and applying ERM tools and practices. Betty Simkins, PhD, is Regents Professor of Finance, Williams Companies Chair, and Department Head in the Department of Finance at Oklahoma State University's Spears School of Business. She serves on the Commodity Futures Trading Commission Market Risk Advisory Committee.

Foreword to the Second Edition by Robert S. Kaplan Foreword to the First Edition by Robert S. Kaplan

Part I: Overview and Drivers of Enterprise Risk Management

Chapter 1: Enterprise Risk Management: An Introduction and Overview

Chapter 2: A Brief History of Risk Management

Chapter 3: Strategic Risk Management: The Third Paradigm

Chapter 4: The Role of the Board of Directors and Senior Management in Enterprise Risk Management

Chapter 5: How to Teach Enterprise Risk Management: A Learner-Centered Activities Approach

Chapter 6: The Role of the Board in Risk Management Oversight

Part II: Enterprise Risk Management, Culture, and Control

Chapter 7: ERM Frameworks

Chapter 8: Becoming the Lamp Bearer: The Emerging Roles of the Chief Risk Officer

Chapter 9: Creating a Risk-Aware Culture

Chapter 10: Key Risk Indicators

Chapter 11: Decision Risk Management

Chapter 12: Increasing Adoption of Enterprise Risk Management in the U.S. Federal Government

Chapter 13: Toolmaking in Risk Management: The Case of Core Values and the Formalization of "Risk Appetite"

Chapter 14: Incorporating Risk Acumen and Enterprise Risk Management into Innovation Approaches

Chapter 15: Scenario Planning as an Enrichment of ERM

Chapter 16: Unconscious Bias and Risk Management

Chapter 17: Cognitive Bias: A Practical Approach

Part III: Enterprise Risk Tools and Techniques

Chapter 18: Risk Appetite and Tolerance in Competitive Strategy

Chapter 19: How to Plan and Run a Risk Management Workshop

Chapter 20: How to Prepare a Risk Profile

Chapter 21: How to Allocate Resources Based on Risk

Chapter 22: Quantitative Risk Assessment in ERM

Chapter 23: Risk Appetite

Chapter 24: Organizational Decision Making

Chapter 25: The Challenges of and Solutions for Implementing Enterprise Risk Management

Part IV: Types of Risk

Chapter 26: Market Risk Management and Common Elements with Credit Risk Management

Chapter 27: Credit Risk Management

Chapter 28: Operational Risk Management

Chapter 29: Managing Financial Risk and Its Interaction with Enterprise Risk Management

Chapter 30: Climate Change Risk

Chapter 31: Cybersecurity: Risks and Governance

Chapter 32: Foreign Exchange Risk Management

Chapter 33: Risk Management and Outsourcing

Chapter 34: Leveraging ERM for Growth

Chapter 35: Commercial and D&O Insurance for Large Corporations

Chapter 36: Managing Risk Associated with Project Delivery: A How-To Guide

Part V: Special Topics and Case Studies

Chapter 37: The Rise and Evolution of the Chief Risk Officer: Enterprise Risk Management at Hydro One

Chapter 38: Enterprise Risk Management in the Public Sector: A First Look at the U.S. Department of Commerce

Chapter 39: A Review of Academic Research on Enterprise Risk Management

Chapter 40: Lessons from the Academy: ERM Implementation in the University Setting

Chapter 41: Enterprise Risk Management: Lessons from the Field

Chapter 42: Financial Reporting and Disclosure Risk Management

Chapter 43: Directors and Risk: Whither the Best Practices: Evidence from Canada