Risk management at the top : a guide to risk and its by Mark Laycock

By Mark Laycock

With over 30 years' adventure of possibility administration in banks, Mark Laycock presents a complete yet succinct non-technical assessment of hazard and its governance in monetary associations. Bridging the space among texts on governance and the more and more technical features of possibility administration the booklet covers the most probability forms skilled via banks - credits, marketplace, operational and liquidity - outlines these risks Read more...


by no means earlier than has there been such strain for businesses to decide to extra rigorous company governance values. threat administration on the most sensible offers a present, non-executive director's advisor to Read more...

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5: Risk Appetite Ch. 6: Risk Culture Part II: Specific Risks Ch. 7: Credit Risk Ch. 8: Market Risk Ch. 9: Operational Risk Ch. 10: Liquidity Risk Part III: Regulatory Environment Ch. 13: Regulatory Environment Ch. 11: Other Risks Ch. 12: Risk Interactions 38 Risk Management at the Top The role of the Board in overseeing risk has come to the fore. Comments from regulators, industry groups and the wider society are making their expectations known. This chapter looks at some of the mechanics and issues in overseeing risk.

Whether a metric stimulates action is part of the concept around risk appetite. However, not Risk Oversight 41 every risk needs a formal risk appetite statement, sometimes common sense should be sufficient, for example “don’t shoot customers”. Issues can arise when “common sense” is interpreted differently, for example, due to bias or risk culture. Other sources of information at the bottom are scenarios. 1 Although scenarios can also be performed at the top, for example to explore strategic alternatives or consequences, a significant number are performed at the bottom.

To add to the complexity of interpretation, the 10% may represent a team of 100 people, while the 50% represents a team of 10. 2). This linkage is assisted if the bottom-up metrics are model inputs for the top-down metric. 3). If the risk information is used in compensation, then it is one feature that supports consistency in the risk culture of the organisation. Difficulties around consistency arise if the bottom-up metrics are not used as inputs to the model for the top-down metric. 3 MODELS The previous section mentioned the need for models to summarise information and in doing so reduce its volume and variety.

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