Unit 2 Flashcards

1
Q

What are the 5 Stakeholder relationships?

A
  1. Principal - contribute capital
  2. Agency - paid by principal
  3. Controlling - supervise principal/agents
  4. Advisory - advise principal/agent
  5. incidental - affected by behaviour & actions of the principal/agent
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2
Q

Define Risk Tolerance

A

More detailed statements (of Appetite)
quantitative by nature
apply to specific category of risk

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3
Q

Define Risk Limits

A

A group of guidelines that may be used today by employees responsible for risk decisions

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4
Q

Define Risk Capacity

A

the maximum exposure of risk that an organisation can accept

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5
Q

Define Agency Risk

A

“misalignment of interest of stakeholders

namely directors from shareholders’ interest”

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6
Q

What are 3 points that will maximise success of a partnership?

A

“-Ensure that it is the best option

  • ensure that it’s the right alliance partner
  • monitor progress of alliance”
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7
Q

Describe 2 Utility functions

A

“Monotonic increasing (more is better)

Concave (marginally increasing i.e. decreases as wealth increases)”

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8
Q

What is the Prospect function?

A

“Takes into account investor’s starting point

reflects ambivalence of extreme gains or losses”

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9
Q

What is the CROs responsibilities?

A
"leadership & direction
design and implement ERM framework
ongoing risk policy development
risk reporting
allocation of economic capital across the firm"
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10
Q

What are the potential Risk Function structures?

A

“Offensive vs. Defensive
Policy & policing - within in rules defined by RMF
Partnership - work together in a client-consultant type relationship”

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11
Q

what is the 3 step risk management Function?

A

“1. Risk Awareness

  1. Risk Measurement
  2. Risk Control - Response”
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12
Q

List Risk identification tools?

A
"SWOT
check-lists
prompt lists
taxonomy-structure classification
case studies
process analysis"
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13
Q

List the Risk identification techniques?

A
Delphi technique
Brainstorming
Surveys
independent group analysis
Gap analysis - current vs. desired exposure
interviews
working groups
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14
Q

Elements of a risk register

A
  • labelling or numbering system
  • category of risk
  • description of risk - clear and understandable
  • information of likelihood and re-occurence
  • impact and timeframe
  • response action
  • risk owner
    subject to rigorous document control
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15
Q

4 key emerging risks

A

Globalisation
technological
changing market structures
restructuring - M&A activities

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16
Q

Define Underwriting risk

A

risk of errors in the selection, approval or pricing of insurance risks

17
Q

Define economic risk

A

risk of impacts of macroeconomic factors on an organisation and/or its customers

18
Q

Define insurance risk

A

Risk of fluctuations in timings, frequency and severity of insured events, relative to the expectations of the firm at the time of underwriting or pricing

19
Q

Define Legal Risk

A

any risk arising from the understanding of and adherence to legislation, including changes in accepted interpretation

  1. Political or social pressure
  2. provisions in important contracts
  3. Judgement against organisation by courts
20
Q

Define Regulatory risk

A

risk of losses arising as a result of changes in legislations

21
Q

Define Political risk

A

any risk of loss related to political decisions or indecisions, 1 changes in government or 2 events relating to political instability

22
Q

Define Reputational risk

A

A risk event or circumstance that could have an adverse impact on an organisations reputation or brand value

23
Q

Define Strategic Risk

A

risk related to the achievement of an organisation’s overall strategic business plans and objective
-covers all the risks that might prevent an organisation meeting its objectives

24
Q

Define Demographic risk

A

Risk arising from demographic changes such as mortality rates, impacting both customers and employment

25
Q

Define Moral hazard

A

Where a party/person behaves differently from the way they would have if they were fully exposed to the consequences of that actions
(i.e. party behave inappropriately or less carefully then they would have otherwise
leaving the organisation to bear some of the consequences of the action)