Quiz 1 Flashcards

(57 cards)

1
Q

An approach to risk management when risk assessment is being undertaken by the Board of Directors, the Chief Executive Officers (CEO) and the other top-level management of an organization

A

Top-down Risk Assessment

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1
Q

An approach to risk management when risk assessment are undertaken by involving individual members of staff and local department management

A

Bottom-up Risk Assessment

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2
Q

Risk Assessment Technique where the use of structured questionnaires and checklists to collect information that will assist with the recognition of the significant risks

A

Questionnaires and Checklists

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3
Q

Risk Assessment Technique where collection and sharing of ideas at workshops to discuss the events that could impact the objectives, core processes or key dependencies

A

Workshops and Brainstorming

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4
Q

Risk Assessment Technique where physical inspections of premises and activities and audits of compliance with established systems and procedures

A

Inspections and Audits

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5
Q

Risk Assessment Technique where Analysis of the processes and operations within the organization to identify critical components that are key to success

A

Flowcharts and Dependency Analysis

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6
Q

A most commonly used risk assessment techniques where an analysis of the strengths, weaknesses, opportunities, and threats faced by the organization

A

SWOT Analysis

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7
Q

Risk Assessment Technique where Considers the political, economic, social, technological, legal and ethical (or environmental) risks faced by the organization

A

PESTLE Analysis

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8
Q

Risk Assessment Technique where a structured approach that ensures that no risks are omitted. It is often undertaken of hazardous chemical installations and complex transport installations and complex transport structures, such as railways and nuclear power

A

HAZOP (Hazard and Operability)

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9
Q

Risk Assessment Technique where a very analytical and time-consuming approach just like HAZOP

A

FMEA (Failures Modes and Effect Analysis)

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10
Q

Risk Assessment Technique where one of the most popular tools of analyzing risk

A

Bow-Tie Analysis

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11
Q

It is the overall process of risk identification, risk analysis and risk evaluation

A

Risk Management Process

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12
Q

It’s purpose is to find, recognize and describe risks that might help or prevent an organization in achiecing its objectives.

A

Risk Identification

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13
Q

It’s purpose is to comprehend the nature of risk and its characteristics including, the level of risk

A

Risk Analysis

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14
Q

It’s purpose is to support decisions where it involves comparing the results of the risk analysis with the established risk criteria to determine where additional action is required

A

Risk Evaluation

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15
Q

According to ISO it is only useful if the conclusions of the assessment are used to inform decisions and/or to identify the appropriate risk responses for the type of risk under consideration

A

Risk Management Process

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16
Q

When undertaking risk assessment, it is common to identify several risk that should impact the company’s objectives, there is a need to reduce the number of risks to a level that will be consedered priority level for management, or the risks that are most important to the achievement of the company’s objectives

A

Risk Significance

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17
Q
  • Is a simple visual presentation of the signifianct risks that have been recognized or identified
  • The most commonly used ________ is the likelihood/impact matrix, on that demonstrates the relationship between the likelihood of the risk materializing and the impact of the event should the risk materialize
A

Risk Matrix

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18
Q

It determines the nature and type of impact which could occur assuming that a particular event situation or circumstances has occured

A

Consequence Analysis

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19
Q

Represents the long-term approach of the organization to risks or this is the established risk criteria

A

Risk Attitude

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20
Q

Reflects the amount and type of risks that an organiztion is willing to pursue or retain or the more immediate need to take risk in order to achieve objectives

A

Risk appetite

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21
Q

It includes all the risks that have already been identified, plus any emerging risks that are starting to appear

A

Universe of Risk

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22
Q

is the level of risk that the organization fells comfortable taking and embedding into core processes because, regardless of the likelihood of the risk materializing, the impact is so small that it would not be significant if it did materialize or there will be a likelihood of a risk materializing that is considered so remote that it is assumed that it will not occur, even though it would be very serious if it did.

23
Q

Includes all of the risks that have high-likelihood and will be intolerable for the organization

A

Critical Zone

24
Include all the risks with medium-likelihood/medium impact that will require some judgement before acceptance
Concerned zone and cautious zone
25
It's purpose is to enable the organization to identify where similar risks exist within the organization
Risk Classification Systems
26
Offers a classification system for the risk to the key dependencies in the organization.
Firm Risk Scorecard
27
is the measure of how much risk the organization should take or can afford to take and this is compatible with the organization's attitude to risks
Risk capacity
28
is the actual risk the organization is taking and this may not be the same as the risk appetite of the organization
Risk exposure
29
Risk that changes in financial market prices and rates that will reduce the value of a security or a portfolio
Market risk
30
risk that the value of a fixed-income security will fall as a result of an increase in market interest rates
Interest rate risk
31
risk associated with volatility in stock prices
Equity price risk
32
Arises from open or imperfect hedged position in particular foreign currency denominated assets and liabilities leading to fluctuations in profits or values as measured in a local currency
Foreign exchange risk
33
risk associated with commodity prices volatility
Commodity price risk
34
Risk of an economic loss from the failure of a counterparty to fulfill its contractual obligations, or from the increased risk of default during the term of the transaction
Credit Risk
35
Corresponds to the debtor's incapacity or refusal to meet his/her dept obligations, whether interest or principal payment on the loan contracted, by more than a reasonable relief period from the due date
Default risk
36
Risk of taking over the collaterized, or escrowed, assets of a defaulted borrower or counterparty
Bunkruptcy risk
37
risk that the perceived creditworthiness of the borrower or counterparty might deteriorate
Downgrade risk
38
Risk due to the exchange of cash flows when a transaction is settled. This risk is greatest when payment occur in different time zones, especially for foreign exchange transactions, such as currency swaps, where notional amounts are exchanged in different currencies
Settlement risk
39
Comprises of: Funding liquidity risk and Trading liuidity risk
Liquidity Risk
40
relates to a firm's ability to raise the necessary cash to roll over its debt; to meet the cash, margin, and collateral requirements of counterparties, and to satisfy capital withdrawals
Funding Liquidity Risk
41
Often simply called liquidity risk, is the risk that an institution will not be able to execure a transaction at the prevailing market price because there is, temporarily, no appetite for the deal on the other side of the market
Trading Liquidity risk
42
Refers to potential losses resulting from a range of operational weaknesses including inadequate systems, management failure, faulty controls, fraud, and human erros; in the banking industry.
Operational Risk
43
Relates to the losses that may result from human errors such as pushing the wrong button on a computer, inadvertently destroying a file, or entering the wrong value for the parameter input of a model
Human factor risk
44
Are risk related to legal or governmental actions that can have a material impact on the achivement of business objectives.
legal and regulatory risk
45
Refers to the classic risk of the world of business, such as uncertainty about the demand for products, or the price that can be charged for those products, or the cost of producing and delivering products
Business risk
46
refers to the risk of significant investments for which there is a high uncertainty about success and profitability. It can also be related to a change in the strategy of a company's vis-à-vis its competitors
Strategic risk
47
The potential loss to financial capital, social capital and/or market share resulting from damge to a firm's reputation. It can be divided into two main classes: the belief that an enterprise can and will fulfill its promises to counterparties and creditors; and the belief that the enterprise is a fair dealer and follows ethical practices.
Reputation risk
48
Concerns the potential for the failure of one institution to create a chain reaction or domino effect on other institution and consequently threaten the stability of financial markets and even the global economy
Systematic risk
49
Are being applied to lessen the likelihood of the risk occurring and minimize the impact of the risk to the organization
Loss controls
50
is about reducing the likelihood of an adverse event occurring, although it will also be concerned with reducing the magnitude of an event that does occur
Loss prevention
51
Is concerned with reducing the magnitude of the event when it does materialize
Damage Limitation
52
* Is concerned with reducing the impact and consequences of the event * Will be concerned with ensuring the lowest cost of repairs, as well as business continuity plans to ensure that the organization can continue operations following damage to the asset that has been affected
Cost containment
53
When an organization realizes that solving a particular risk-based problem has brought a benefit rather than a cost
Upside of Risk
54
Strategic issues are vitally important, and failure to implement strategy or the selection of an inappropriate strategy can be amongst the most devastating risks to hit an organization
Upside in Strategy
55
The benefit of good risk management within projects are that the project is more likely to be delivered on time, to budget and at the required quality
Upside in Projects
56
Risk management evaluation of operations can enable the organization to deliver the most effective and efficient activities, operations and processes
Upside in Operations