Caribbean Risk Management and Adaptation Initiative加勒比海的风险管理与适应的主动性14页PPT

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贸易商用缩略语大全

@ - At （referring to price） A. & C.P. - Anchors and chains proved a.a. - “Always afloat， after arrival” A.A.D. - Annual aggregate deductible a.a.r. - Against all risks A.B. - Able-bodied seaman A.B.S. - American Bureau of Shipping is an American ship classification society. A.c. - Account A.C.A.S. - “Advisory， Conciliation and Arbitration Service” A.C.I.I. - Associate of Chartered Insurance Institute A.C.V. - Air cushion vehicle （hovercraft） A.F. - Advanced freight a.f.a.a. - as far as applicable A.G.W.I. - “Atlantic， Gulf， West Indies Limits” a.h. - After hatch A.H.F. - American hull form （insurance policy） A.I.M.U. - American Institute of Marine Underwriters A.M.I. - Absolute maximum loss A.M.V.E.R. - Automated Mutual-Assistance Vessel Rescue A.O. Voy. - Any one voyageA.O.B. - Any one bottom A.O.E. - Any one event A.O.L. - Any one loss a.o.loc. - Any one location A.O.O. - Any one occurrence A.O.R. - Any one risk A.O.V. - Any one vessel A.P. - Additional premium A.P.L. - As per list A.R. - All risks A.S.E.A.N. - Association of South East Asian Nations A.T.L. - Actual total loss A/C - Account current A/o - Account of A/P - Additional premium A/R - All risks. Against all risks A/S - “After sight， Account sales， Alonside （chartering）” A/T - American terms （grain trade） A/v - “Average， ad valorem （according to value）” AADFI - Association of African Development Finance Institutions AAEI - American Association of Exporters and Importers AAIB - Arab-African International Bank AATP - Association of African Trade Promotion Organizations ABC - American Business Center ABCA - Association des Banques Centrales Africaines Abdnt. - Abandonment ABEDA - Arab Bank for Economic Development in Africa ABI - “American Business Initiative， Automated Broker Interface” Absorption - “Absorption is investment and consumption purchases by households，businesses， and governments，both domestic and imported. When absorption exceeds production， the excess is the country's current account deficit.” Abt. - About ABTA - Association of British Travel Agents ACAB - Association of Central African Banks ACC - Arab Cooperation Council Acc. - Acceptance. Accepted ACCJ - American Chamber of Commerce in Japan accomplished bill of lading - Original bill of lading surrendered to the carrying ship at the discharge port in exchange for the goods. ACCT - Agency for Cultural and Technical Cooperation Acct - Account ACDA - Arms Control and Disarmament Agency ACEP - Advisory Committee on Export Policy ACH - Automated Clearinghouse ACP - “African， Caribbean， and Pacific” ACP - “African， Caribbean and Pacific States” ACPC - Association of Coffee Producing Countries ACS - Automated Commercial System ACTPN - Advisory Committee on Trade Policy and Negotiations ACU - Asian Clearing Union AD - Antidumping Ad Val - Ad Valorem Ad Valorem - “Literally： according to value. Any charge， tax， or duty that is applied as a percentage of value. ” Ad Valorem Equivalent - “AVE is the rate of duty which would have been required on dutiable imports under that item，if the United States customs value of such imports were based on the United States port of entry value. ” AD Valorem Tariff - “A tariff assessed as a percentage of the value of the goods cleared through customs. For example，10 percent Ad Valorem means the tariff is 10 percent of the value of the goods.” Ad. Val. - Ad valorem-according to value ADB - Asian Development Bank ADB - Asian Development Bank ADF - “African Development Foundation， African Development Fund， Asian Development Fund” ADFAED - Abu Dhabi Fund for Arab Economic Development Administrative Exception Notes - “CoCom controls exports at three levels， depending on the item and the proposed destination. At the lowest level， ”“national discretion”“ （also called ”“administrative exception”“）， a member nation may approve the export on its own， but CoCom must be notified” ADRs - American Depository Receipts ADS - Agent Distributor Service ADS provides a custom search overseas for interested and qualified foreign representatives on behalf of a U.S. exporter. Officers abroad conduct the search and prepare a report identifying up to six foreign prospects that have examined the U.S. firm's product literature and have expressed interest in representing the U.S. firm's products. Advisory Committee on Trade Negotiations （ACTN） - “A group appointed by the U.S. President to advise him on matters of trade policy and related issues， including trade agreements.” Advisory Committee on Trade Policy and Negotiations - “The ACTPN is a group （membership of 45； two-year terms） appointed by the President to provide advice on matters of trade policy and related issues， including trade agreements. The 1974 Trade Act requires the ACTPN's establishment and broad representation” AECA - Arms Export Control Act AEF - Africa Enterprise Fund AEN - Administrative Exception Note AERP - Automated Export Reporting Program AfDB - African Development Bank AfDF - African Development Fund AFESD - Arab Fund for Economic and Social Development “Affreightment， contract of ” - “An agreement by a steamship line to provide cargo space on a vessel at a specified time for a specified price to accommodate an exporter or importer， who then becomes liable for payment even if he is later unable to make the shipment.” AFREXIMBANKAfrican Export-Import Bank Africa Project Development Facility - The APDF seeks to accelerate development of productive enterprises sponsored by private African entrepreneurs as a means of generating self-sustained economic growth and productive employment in Sub-Saharan Africa. The facility provides advisory services African Development Bank - AfDB （French： Banque Africaine de Developpement） provides financing through direct loans to African member states to cover the foreign exchange costs incurred in Bank-approved development projects in those countries. Fifty-one African countries are member aft - At or towards the rear of a ship. AFTA - ASEAN Free Trade Area AG - “Aktiengesellschaft， Australia Group” Agency for International Development - “AID was created in 1961 to administer foreign economic assistance programs of the U.S. Government. AID has field missions and representatives in approximately 70 developing countries in Africa， Latin America， the Caribbean， and the Near East.” Agent/Distributor Service - “The Agent/Distributor Service， ADS， is an International Trade Administration （ITA） fee-based service which locates foreign import agents and distributors.” Agrement - Agreement by one government to accept the accreditation of an ambassador from another government. AGRICOLA - Agricultural OnLine Access AGRIS - Agriculture Information System Agt. - “Agent， Against， Agreement” AIB - Arab International Bank AIBD - Association of International Bond Dealers AID - Agency for International Development AID - Agency for International Development Aide-Memoire - A short written summary of oral remarks made to a foreign government representative and left with that individual. AIES - Automated Information Exchange System AIG - Airbus Industries Group AIMS - Agriculture Information and Marketing Services Air Cargo Agent - A type of freight forwarder who specializes in air cargo and acts for airlines that pay him a fee （usually 5%）。

国际组织名称及缩写

国际组织名称及缩写Abbreviations for the Names of Important International Organizations 重要国际组织名称缩写ADB = Asian Development Bank 亚洲开发银行APEC = Asia-Pacific Economic Cooperation (group) 亚洲和太平洋经济合作组织ASEAN = Association of Southeast Asian Nations 东南亚国家联盟AU = African Union 非洲联盟CARICOM = Caribean Community and Common Market 加勒比共同体和共同市场CD = conference on Disarmament 裁军谈判会议CHR = Commission on Human Rights (联合国)人权委员会CIS = Commonwealth of Independent States 独立国家联合体The Commonwealth = Commonwealth of Nations 英联邦EC = European Community 欧洲共同体（已被EU取代）EFTA = European Free Trade Association 欧洲自由贸易协会EP = European Parliament 欧洲议会EU = European Union 欧盟GATT = General Agreement on Tariffs and Trade 关税和贸易协定（已被WTO 取代）G-7 = Group of Seven (西方)七国集团IAEA = International Atomic Energy Agency 国际原子能机构IBRD = International Bank for Reconstruction and Development (联合国)国际复兴开发银行ICJ = International Court of Justice (联合国)国际法院；海牙国际法庭IMF = International Monetary Fund (联合国)国际货币基金组织Interpol = International Criminal Police Organization 国际刑事警察组织IOC = International Olympic committee 国际奥委会NATO = North Atlantic Treaty Organization 北大西洋公约组织NAM = Non-Aligned Movement 不结盟运动OAS = Organization of American States 美洲国家组织OAU = Organization of African Unity 非洲同一组织（已被AU取代）OECD = Organization of Economic Cooperation and Development 经济合作和开发组织OPEC = Organization of the Petroleum Exporting Countries 石油输出国组织OSCE = Organization for Security and Cooperation in European 欧洲安全与合作组织SC(UN) = Security Council of United Nations (联合国)安理会SNES = Seven-Nation Economic Summit 七国经济最高级会议TC = Trusteeship Council (联合国)托管理事会U.N. = United Nations 联合国UNCTAD = United Nations Conference on Trade and Development 联合国贸易与发展会ACP Group of African, Caribbean and Pacific Region Countries 非洲、加勒比和太平洋国家集团ADB Asian Development Bank 亚洲开发银行ADB African Development Bank 非洲开发银行APEC Asia-Pacific Economic Cooperation 亚太经济合作组织ASEAN Association of Southeast Asian Nations 东南亚国家联盟公约AU African Union 非洲联盟BBFA Boao Forum for Asia 博鳌亚洲论坛BIE Bureau of International Expositions 国际展览局BIS Bank for International Settlements 国际清算银行CCAC Codex Alimentarius Commission 食品法典委员会CDB Caribbean Development Bank 加勒比开发银行CFC Common Fund for Commodities 商品共同基金CSD Commission on Sustainable Development 联合国可持续发展委员会EEBRD European Bank for Reconstruction and Development 欧洲复兴发展银行ECLAC UN Economic Commission for Latin America and Caribbean 联合国拉丁美洲和加勒比经济委员会ECOSOC UN Economic and Social Council 联合国经济和社会理事会ESCAP UN Economic and Social Commission for Asia and the Pacific 联合国亚洲及太平洋经济社会委员会ESCWA UN Economic and Social Commission for Western Asia 联合国西亚经济社会委员会EU European Union 欧洲联盟GG 8 Summit Summit Group of Eight Summit 八国集团首脑会议G20 Group of Twenty 20国集团G24 Group of Twenty Four 24国集团IIADB Inter-American Development Bank 美洲开发银行/泛美开发银行IATA International Air Transport Association 国际航空运输协会IBRD International Bank for Reconstruction and Development 国际复兴开发银行/世界银行ICAO International Civil Aviation Organization 国际民航组织ICC The International Chamber of Commerce 国际商会ICO International Coffee Organization 国际咖啡组织ICSID International Centre for Settlement of Investment Disputes 国际投资争端解决中心IDA International Development Association 国际开发协会IDB Inter-American Development Bank 美洲开发银行IDB Islamic Development Bank 伊斯兰开发银行IEA International Energy Agency 国际能源机构IEC International Electro Technical Commission 国际电工委员会IFA International Franchise AssociationMMIGA Multilateral Investment Guarantee Agency 多边投资担保机构NOAPEC Organization of Arab Petroleum Exporting Countries 阿拉伯石油输出国组织OECD Organization for Economic Cooperation and Development 经济合作与发展组织OIE Office International Des Epizooties 世界动物卫生组织OIML International Organization for Legal Metrology 国际法定度量衡组织OPEC Organization of Petroleum Exporting Countries 石油输出国组织PPBEC Pacific Basin Economic Council 太平洋盆地经济理事会PECC Pacific Economic Cooperation Council 太平洋经济合作理事会PIF Pacific Islands Forum 太平洋岛国论坛英文缩写英文全称中文全称SSCO Shanghai Cooperation Organization 上海合作组织SEAFDEC Southeast Asian Fisheries Development Center 东南亚渔业开发中心SWIFT Society for Worldwide Interbank Financial elecommunication 环球银行间金融电讯协会UUNCITRAL United Nations Commission on International Trade Law 联合国国际贸易法委员会UNCTAD United Nations Conference on Trade and Development 联合国贸易与发展会议UNDP United Nations Development Programme 联合国开发计划署UNECA UN Economic Commission for Afric 联合国非洲经济委员会中国主要银行名称：中国建设银行――CBC (Construction Bank of China)――“存不存？”中国银行――BC（Bank of China）――“不存。

国外关于风险计算的书籍

国外关于风险计算的书籍以下是几本关于风险计算的国外书籍，每本书籍都超过1200字：1. "Risk Management and Financial Institutions" by John C. Hull:2. "Principles of Risk Management and Insurance" by George E. Rejda and Michael McNamara:这本教材适用于风险管理和保险领域的学生和从业人员。

它介绍了风险管理和保险原理，并提供了对风险评估、风险控制和风险转移的详细解释。

此外，该书还讨论了不同类型的保险产品和契约，并介绍了评估风险的统计模型和方法。

3. "Financial Risk Management: A Practitioner's Guide to Managing Market and Credit Risk" by Steve L. Allen:4. "Quantitative Risk Management: Concepts, Techniques and Tools" by Alexander J. McNeil, Rüdiger Frey, and Paul Embrechts:5. "Operational Risk: Modeling Analytics" by Harry H. Panjer and Gordon Willmot:这些书籍都是关于风险计算和管理的经典著作，提供了广泛且深入的理论和实践知识。

无论是从事金融、保险还是其他行业的风险管理工作，这些书籍都是很好的参考资料，帮助读者了解并应对风险管理挑战。

StrategicDecisionandRiskManagement

Strategic Portfolio DecisionsSample Course SyllabusCore Faculty: Bruce Judd, David Matheson, Jim Matheson, Carl SpetzlerA portfolio is a set of related elements or assets that compete for resources and deliver value for an organization. The allocation and management of these resources is a fundamentally different problem from analyzing a single major investment decision, developing a new business strategy, or deciding how to manage cost or schedule risk on a large construction project. The reason for the difference is that one needs to quantify the value contribution from each element of the portfolio, the interactions among elements, and how changing the resource allocation will impact the overall value of the elements and the portfolio. In this course, we examine how these decisions are made for diverse portfolios, including new product and R&D portfolios, personal financial portfolios, and portfolios of businesses.Participants work through a case exercise to conduct a small-scale asset valuation and make portfolio decisions.Portfolio Simulation ExerciseParticipants engage in a portfolio simulation where they choose a set of R&D projects to fund. As the simulation unfolds, they see how their funded projects perform, and they compare results to the projects they elected not to fund, based on probabilities of technical success and values of commercial success. This exercise introduces many of the portfolio topics that will be explored in subsequent sessions.Portfolio Management FrameworkWe introduce six principles of high-quality portfolio management, which guide the organization of people, processes, information, and analysis for effective portfolio decision-making. We also describe a Strategic Portfolio Management (SPM) process that embodies the principles, facilitates good decision-making, and enhances the chances for good results. The SPM process comprises several iterative steps, including portfolio diagnosis, process design, portfolio unit evaluation, information calibration, portfolio decision-making, and tracking of results. These steps can be tailored to fit most portfolio decision-making situations.Case Study: Product R&DAn industry speaker describes the steps his organization took to implement a new process for value-based portfolio management.Portfolio Unit EvaluationThe first evaluation step in the SPM process quantifies the value of each portfolio unit. In this session, we describe how to evaluate development success for units coming into market and commercial value for units in the market.Case Exercise: Project EvaluationParticipants work in teams on a case exercise to compare R&D projects in terms of development success and commercial profitability. They examine the value created by an initial portfolio of projects selected because of their “strategic fit” for the company.Calibration and TrackingThe calibration and tracking steps in the SPM process are critical to ensure credible, comparable evaluation results and to generate the most value from any type of portfolio. In this session, we discuss the process for reviewing unit evaluation inputs and results and for resolving disagreements. We also describe methods for tracking progress of portfolio elements and monitoring changes in the business environment.Case Study: Calibration and TrackingAn industry speaker describes how his organization assesses and tracks technical feasibility of products in its R&D pipeline. He explains how the calibration of these assessments is tracked with actual project outcomes.Portfolio DecisionsThe portfolio decision-making step of the SPM process “rolls up” evaluation results; analyzes overall portfolio value, risk, and balance; and informs portfolio-level decision-making. In this session, we describe how to make cross-unit comparisons, prioritize investments, and balance portfolios.Case Exercise: Portfolio DecisionsParticipants continue to work in teams on the case exercise to explore alternative allocations of resources using portfolio analysis software. They explore multiple resource allocations and portfolio configurations, and they compare these to the original “strategic fit” portfolio evaluated earlier in the course.Case Exercise: Personal Financial PortfoliosFraming is the first step in decision-making. In this session, we use participants’ personal financial portfolios to demonstrate the concept of framing and explore alternative ways to frame portfolio decisions.Preparation: Diagnosis, Framing, and DesignKey to establishing the right process for portfolio decision-making is diagnosing the portfolio’s characteristics, specifying the portfolio units, and identifying the types of strategic decisions required to manage the portfolio. This provides the foundation for the design of an efficient and effective portfolio management process. In this session, we discuss the preparation step of the SPM, which addresses portfolio diagnosis, framing, and design. (Note: this Preparation step occurs at the beginning of the SPM process. However, we delay discussion of it until this point in the course, so that participants are familiar with unit evaluation and portfolio decision-making.)Case Exercise: PreparationParticipants work in teams to diagnose various types of portfolios and determine how the portfolio decisions should be framed and the SPM process tailored to each type.Creating More Value with AlternativesWe typically see dramatic increases in shareholder value of portfolios when portfolio managers explicitly consider alternative allocations of resources. In this session, we identify the values, challenges, and approaches to considering alternatives in portfolio decisions, both at the individual element and overall portfolio levels.Case Study: Large-Scale PortfolioAn industry speaker describes how portfolio management keeps the lifeblood of his organization’s business -- its innovation pipeline – growing and healthy.Business PortfoliosIn contrast to R&D project portfolios, business portfolios tend to have many fewer portfolio elements – the individual businesses that compose the portfolio. Each business may have much more value at stake than the elements of an R&D portfolio. And there may be fewer apparent interdependencies among portfolio elements, although synergies and divergence are often deeper than most people think. Proactively managing a business portfolio is critically important but challenging, because of the high stakes involved and the potential concentrations of risk that may be difficult to fully identify and comprehend. Organizational incentives frequently clash with the corporate imperative to increase overall portfolio value. In this session, we describe a framework for managing business portfolios at the corporate level, which addresses these many challenges.Case Study: Business Portfolios with AlternativesWe present a case study that illustrates the complexity of a diverse business portfolio and the tendency to manage the corporation as if there is no uncertainty regarding business results. This case study provides participants the opportunity to see in real life the challenges discussed in the previous session.Case Exercise: Risk CorrelationUnderstanding risk compensation and correlation is very important in constructing sound portfolios, in particular in balancing portfolios to manage maximum value and, when possible, minimize risk. In this session, participants work on a case exercise that illustrates this concept. Case Study: Resource Allocation with AlternativesWe present a case study that illustrates resource allocation with alternatives. In this example, one of the portfolio challenges was the valuation of the portfolio of central services provided by an internal support organization. The challenge was met by pegging the value of services to similar services available in the open market. This approach not only solved the valuation problem, but it generated new alternatives for meeting internal support needs and allowing the service organization to focus its service offerings on those that provided the greatest value to the organization.Implementation and SummaryWe discuss how the SPM principles and process can improve the quality and efficiency of portfolio decisions in participants’ organizations.。

金融英语

Conversion-of-fund approach
The approach takes into full account the relationship between fund turnover speed and asset liquidity. Sources of funds with faster turnover speed are first used;Savings deposits and time deposits are invested in loans and securities;A bank’s equities are often used to invest in relatively profitable ,longterm loans,long-term securities and the bank’s own fixed assets. Advantage:it emphasizes the restraint on the structure of assets by that of the liability. Disadvantage:1 It is overly simplified to measure a bank’s liquididy only looking at the debt portion of the liability side.2 This approach does not consider the possibility to close the funding gap by open market operatiom.
2 Standrdized Approach
K TSA 9 3 Max (GI i i , ,0) / 3 i 1 i 1

薪酬管理外文文献翻译

The existence of an agency problem in a corporation due to the separation of ownership and control has been widely studied in literatures. This paper examines the effects of management compensation schemes on corporate investment decisions. This paper is significant because it helps to understand the relationship between them. This understandings allow the design of an optimal management compensation scheme to induce the manager to act towards the goals and best interests of the company. Grossman and Hart (1983) investigate the principal agency problem. Since the actions of the agent are unobservable and the first best course of actions can not be achieved, Grossman and Hart show that optimal management compensation scheme should be adopted to induce the manager to choose the second best course of actions. Besides management compensation schemes, other means to alleviate the agency problems are also explored. Fama and Jensen (1983) suggest two ways for reducing the agency problem: competitive market mechanisms and direct contractual provisions. Manne (1965) argues that a market mechanism such as the threat of a takeover provided by the market can be used for corporate control. "Ex-post settling up" by the managerial labour market can also discipline managers and induce them to pursue the interests of shareholders. Fama (1980) shows that if managerial labour markets function properly, and if the deviation of the firm's actual performance from stockholders' optimum is settled up in managers' compensation, then the agency cost will be fully borne by the agent (manager).The theoretical arguments of Jensen and Meckling (1976) and Haugen and Senbet (1981), and empirical evidence of Amihud andLev (1981), Walking and Long (1984), Agrawal and Mandelker (1985), andBenston (1985), among others, suggest that managers' holding of common stock and stock options have an important effect on managerial incentives. For example, Benston finds that changes in the value of managers' stock holdings are larger than their annual employment income. Agrawal and Mandelker find that executive security holdings have a role in reducing agency problems. This implies that the share holdings and stock options of the managers are likely to affect the corporate investment decisions. A typical management scheme consists of flat salary, bonus payment and stock options. However, the studies, so far, only provide links between the stock options and corporate investment decisions. There are few evidences that the compensation schemes may have impacts on the corporate investment decisions. This paper aims to provide a theoretical framework to study the effects of management compensation schemes on the corporate investment decisions. Assuming that the compensation schemes consist of flat salary, bonus payment, and stock options, I first examine the effects of alternative compensation schemeson corporate investment decisions under all-equity financing. Secondly, I examine the issue in a setting where a firm relies on debt financing. Briefly speaking, the findings are consistent with Amihud and Lev's results. Managers who have high shareholdings and rewarded by intensive profit sharing ratio tend to underinvest.However, the underinvestment problem can be mitigated by increasing the financial leverage. The remainder of this paper is organised as follows. Section II presents the model. Section HI discusses the managerial incentives under all-equity financing. Section IV examines the managerial incentives under debt financing. Section V discusses the empirical implications and presents the conclusions of the study.I consider a three-date two-period model. At time t0, a firm is established and goes public. There are now two kinds of owners in the firm, namely, the controlling shareholder and the atomistic shareholders. The proceeds from initial public offering are invested in some risky assets which generate an intermediate earnings, I, at t,. At the beginning, the firm also decides its financial structure. A manager is also hired to operate the firm at this time. The manager is entitled to hold a fraction of the firm's common stocks and stock options, a (where 0<a<l), at the beginning of the first period. At time t,, the firm receives intermediate earnings, denoted by I, from the initial asset. At the same time, a new project investment is available to the firm. For simplicity, the model assumes that the firm needs all the intermediate earnings, I, to invest in the new project. If the project is accepted at t,, it produces a stochastic earnings Y in t2, such that Y={I+X, I-X}, with Prob[Y=I+X] = p and Prob[Y=I-X] = 1-p, respectively. The probability, p, is a uniform density function with an interval ranged from 0 to 1. Initially, the model also assumes that the net earnings, X, is less than initial investment, I. This assumption is reasonable since most of the investment can not earn a more than 100% rate of return. Later, this assumption is relaxed to investigate the effect of the extraordinarily profitable investment on the results. For simplicity, It is also assumed that there is no time value for the money and no dividend will be paid before t2. If the project is rejected at t,, the intermediate earnings, I, will be kept in the firm and its value at t2 will be equal to I. Effects of Management Compensation Schemes on Corporate Investment Decision Overinvestment versus UnderinvestmentA risk neutral investor should invest in a new project if it generates a positiexpected payoff. If the payoff is normally or symmetrically distributed, tinvestor should invest whenever the probability of making a positive earninggreater than 0.5. The minimum level of probability for making an investment the neutral investor is known as the cut-off probability. The project will generzero expected payoff at a cut-off probability. If the investor invests only in tprojects with the cut-off probability greater than 0.5, then the investor tendsinvest in the less risky projects and this is known as the underinvestment. Ifinvestor invests the projects with a cut-off probability less than 0.5, then tinvestor tends to invest in more risky projects and this is known as thoverinvestment. In the paper, it is assumed that the atomistic shareholders risk neutral, the manager and controlling shareholder are risk averse.It has been argued that risk-reduction activities are considered as managerial perquisites in the context of the agency cost model. Managers tend to engage in these risk-reduction activities to decrease their largely undiversifiable "employment risk" (Amihud and Lev 1981). The finding in this paper is consistent with Amihud and Lev's empirical result. Managers tend to underinvest when they have higher shareholdings and larger profit sharing percentage. This result is independent of the level of debt financing. Although the paper can not predict the manager's action when he has a large profit sharing percentage and the profit cashflow has high variance (X > I), it shows that the manager with high shareholding will underinvest in the project. This is inconsistent with the best interests of the atomistic shareholders. However, the underinvestment problem can be mitigated by increasing the financial leverage.The results and findings in this paper provides several testable hypotheses forfuture research. If the managers underinvest in the projects, the company willunderperform in long run. Thus the earnings can be used as a proxy forunderinvestment, and a negative relationship between earningsandmanagement shareholdings, stock options or profit sharing ratio is expected.As the underinvestment problem can be alleviated by increasing the financialleverage, a positive relationship between earnings and financial leverage isexpected.在一个公司由于所有权和控制权的分离的代理问题存在的文献中得到了广泛的研究。

Risk Management for Projects

Prioritize Risks Model
Quantifiable Impact Parameters
Develop Mitigating Strategy
Avoid the risk. Do something to remove it. Use another supplier for example. Transfer the risk. Make someone else responsible. Mitigate the risk. Take actions to lessen the impact or chance of the risk occurring.
Project teams will often times identify the risks indicators as the risk while the real risk goes undocumented and slips by under the radar.
Identify Risks
Prioritize Risks
Impact to the project & probability of occurrence. From very simple high/low schemes to extremely complex schemes such as Monte Carlo simulation.
Risk Quantify
Risk logs list the impact as “major”, “significant”, “substantial”, etc. For example, three-week schedule delay, $50,000 budget overrun, 500 hours of rework, etc.

ACCA笔记 SBL笔记10 Risk management process

ACCA笔记| SBL笔记10 | Risk management process今天的笔记是关于Risk management process的！关于Risk management 的其他知识点可参考昨日笔记。

Risk management process1. Risk identification - Strategic and operational risks Strategic risks: Should be identified and assessed at senior management and board or director level. Operational risks: Can be managed by internal control system.- Business risks Market risks Product risk Commodity price risk Currency risk/Exchange rate risk Interest rate risk Gearing risk Political risk Legal, or litigation riskCompliance risk Technology risk Economic risk Environmental risk Business probity risk Derivatives risk Liquidity risk Reputation risk Entrepreneurial risk Health and safety risks2. Risk assessment - It involves evaluating the likelihood and potential impact of identified risks.- Risk assessment is a dynamic management activity because of changes in the organisational environment and because of changes in the activities and operations of the organisation which interact with that environment.- Risk assessment needed to be ‘continuous’ and ‘ongoing’.- In a certain period, an organisation is facing many various kinds of risk, some risk is more important than the others, as a result, risk register is required.3. Risk management- Strategies for managing risks can be explained as TARA (or SARA): Transference (or Sharing), Avoidance, Reduction or Acceptance- ALARP (as low as reasonably practicable) As we cannot eliminate risk altogether the ALARP principle, simply states that residual risk should be as low as reasonably practicable.- Diversifying/spreading risk Risk can be reduced by diversifying into operations in different areas, such as different industries or countries.- Embedding risk The aim of embedding risk management is to ensure that it is ‘part of the way we do business’.It can be considered at two levels: - Embedding risk in systems - Embedding risk in culture4. Risk audit - Identifying the risks that exist within an organisation.- Assessing those risks in terms of likelihood of occurrence and impact on the organisation should the risk actually occur.- Reviewing the controls that are in place to prevent and/or detect the risk and assessing if they are appropriate.- Informing the board about the risk which are outside acceptable levels or where controls over specific risks are ineffective.。

财务风险管理外文文献翻译译文

Financial Risk ManagementAlthough financial risk has increased significantly in recent years, risk and risk management are not contemporary issues. The result of increasingly global markets is that risk may originate with events thousands of miles away that have nothing to do with the domestic market. Information is available instantaneously, which means that change, and subsequent market reactions, occur very quickly. The economic climate and markets can be affected very quickly by changes in exchange rates, interest rates, and commodity prices. Counterparties can rapidly become problematic. As a result, it is important to ensure financial risks are identified and managed appropriately. Preparation is a key component of risk management.What Is Risk?Risk provides the basis for opportunity. The terms risk and exposure have subtle differences in their meaning. Risk refers to the probability of loss, while exposure is the possibility of loss, although they are often used interchangeably. Risk arises as a result of exposure.Exposure to financial markets affects most organizations, either directly or indirectly. When an organization has financial market exposure, there is a possibility of loss but also an opportunity for gain or profit. Financial market exposure may provide strategic or competitive benefits.Risk is the likelihood of losses resulting from events such as changes in market prices. Events with a low probability of occurring, but that may result in a high loss, are particularly troublesome because they are often not anticipated. Put another way, risk is the probable variability of returns.Since it is not always possible or desirable to eliminate risk,understanding it is an important step in determining how to manage it. Identifying exposures and risks forms the basis for an appropriate financial risk management strategy.How Does Financial Risk?Financial risk arises through countless transactions of a financial nature, including sales and purchases, investments and loans, and various other business activities. It can arise as a result of legal transactions, new projects, mergers and acquisitions, debt financing, the energy component of costs, or through the activities of management, stakeholders, competitors, foreign governments, or weather. When financial prices change dramatically, it can increase costs, reduce revenues, or otherwise adversely impact the profitability of an organization. Financial fluctuations may make it more difficult to plan and budget, price goods and services, and allocate capital.There are three main sources of financial risk:1. Financial risks arising from an organization’s exposure to changes in market prices, such as interest rates, exchange rates, and commodity prices.2. Financial risks arising from the actions of, and transactions with, other organizations such as vendors, customers, and counterparties in derivatives transactions3. Financial risks resulting from internal actions or failures of the organization, particularly people, processes, and systemsWhat Is Financial Risk Management?Financial risk management is a process to deal with the uncertainties resulting from financial markets. It involves assessing the financial risks facing an organization and developing management strategies consistent withinternal priorities and policies. Addressing financial risks proactively may provide an organization with a competitive advantage. It also ensures that management, operational staff, stakeholders, and the board of directors are in agreement on key issues of risk.Managing financial risk necessitates making organizational decisions about risks that are acceptable versus those that are not. The passive strategy of taking no action is the acceptance of all risks by default.Organizations manage financial risk using a variety of strategies and products. It is important to understand how these products and strategies work to reduce risk within the context of the organization’s risk tolerance and objectives.Strategies for risk management often involve derivatives. Derivatives are traded widely among financial institutions and on organized exchanges. The value of derivatives contracts, such as futures, forwards, options, and swaps, is derived from the price of the underlying asset. Derivatives trade on interest rates, exchange rates, commodities, equity and fixed income securities, credit, and even weather.The products and strategies used by market participants to manage financial risk are the same ones used by speculators to increase leverage and risk. Although it can be argued that widespread use of derivatives increases risk, the existence of derivatives enables those who wish to reduce risk to pass it along to those who seek risk and its associated opportunities.The ability to estimate the likelihood of a financial loss is highly desirable. However, standard theories of probability often fail in the analysis of financial markets. Risks usually do not exist in isolation, and theinteractions of several exposures may have to be considered in developing an understanding of how financial risk arises. Sometimes, these interactions are difficult to forecast, since they ultimately depend on human behavior.The process of financial risk management is an ongoing one. Strategies need to be implemented and refined as the market and requirements change. Refinements may reflect changing expectations about market rates, changes to the business environment, or changing international political conditions, for example. In general, the process can be summarized as follows:1、Identify and prioritize key financial risks.2、Determine an appropriate level of risk tolerance.3、Implement risk management strategy in accordance with policy.4、Measure, report, monitor, and refine as needed.DiversificationFor many years, the riskiness of an asset was assessed based only on the variability of its returns. In contrast, modern portfolio theory considers not only an asset’s riskiness, but also its contribution to the overall riskiness of the portfolio to which it is added. Organizations may have an opportunity to reduce risk as a result of risk diversification.In portfolio management terms, the addition of individual components to a portfolio provides opportunities for diversification, within limits. A diversified portfolio contains assets whose returns are dissimilar, in other words, weakly or negatively correlated with one another. It is useful to think of the exposures of an organization as a portfolio and consider the impact of changes or additions on the potential risk of the total.Diversification is an important tool in managing financial risks.Diversification among counterparties may reduce the risk that unexpected events adversely impact the organization through defaults. Diversification among investment assets reduces the magnitude of loss if one issuer fails. Diversification of customers, suppliers, and financing sources reduces the possibility that an organization will have its business adversely affected by changes outside management’s control. Although the risk of loss still exists, diversification may reduce the opportunity for large adverse outcomes.Risk Management ProcessThe process of financial risk management comprises strategies that enable an organization to manage the risks associated with financial markets. Risk management is a dynamic process that should evolve with an organization and its business. It involves and impacts many parts of an organization including treasury, sales, marketing, legal, tax, commodity, and corporate finance.The risk management process involves both internal and external analysis. The first part of the process involves identifying and prioritizing the financial risks facing an organization and understanding their relevance. It may be necessary to examine the organization and its products, management, customers, suppliers, competitors, pricing, industry trends, balance sheet structure, and position in the industry. It is also necessary to consider stakeholders and their objectives and tolerance for risk.Once a clear understanding of the risks emerges, appropriate strategies can be implemented in conjunction with risk management policy. For example, it might be possible to change where and how business is done, thereby reducing the organization’s exposure and risk. Alternatively, existingexposures may be managed with derivatives. Another strategy for managing risk is to accept all risks and the possibility of losses.There are three broad alternatives for managing risk:1. Do nothing and actively, or passively by default, accept all risks.2. Hedge a portion of exposures by determining which exposures can and should be hedged.3. Hedge all exposures possible.Measurement and reporting of risks provides decision makers with information to execute decisions and monitor outcomes, both before and after strategies are taken to mitigate them. Since the risk management process is ongoing, reporting and feedback can be used to refine the system by modifying or improving strategies.An active decision-making process is an important component of risk management. Decisions about potential loss and risk reduction provide a forum for discussion of important issues and the varying perspectives of stakeholders.Factors that Impact Financial Rates and PricesFinancial rates and prices are affected by a number of factors. It is essential to understand the factors that impact markets because those factors, in turn, impact the potential risk of an organization.Factors that Affect Interest RatesInterest rates are a key component in many market prices and an important economic barometer. They are comprised of the real rate plus a component for expected inflation, since inflation reduces the purchasing power of a lender’s assets .The greater the term to maturity, the greater theuncertainty. Interest rates are also reflective of supply and demand for funds and credit risk.Interest rates are particularly important to companies and governments because they are the key ingredient in the cost of capital. Most companies and governments require debt financing for expansion and capital projects. When interest rates increase, the impact can be significant on borrowers. Interest rates also affect prices in other financial markets, so their impact is far-reaching.Other components to the interest rate may include a risk premium to reflect the creditworthiness of a borrower. For example, the threat of political or sovereign risk can cause interest rates to rise, sometimes substantially, as investors demand additional compensation for the increased risk of default.Factors that influence the level of market interest rates include:1、Expected levels of inflation2、General economic conditions3、Monetary policy and the stance of the central bank4、Foreign exchange market activity5、Foreign investor demand for debt securities6、Levels of sovereign debt outstanding7、Financial and political stabilityYield CurveThe yield curve is a graphical representation of yields for a range of terms to maturity. For example, a yield curve might illustrate yields for maturity from one day (overnight) to 30-year terms. Typically, the rates are zero coupon government rates.Since current interest rates reflect expectations, the yield curve provides useful information about the market’s expectations of future interest rates. Implied interest rates for forward-starting terms can be calculated using the information in the yield curve. For example, using rates for one- and two-year maturities, the expected one-year interest rate beginning in one year’s time can be determined.The shape of the yield curve is widely analyzed and monitored by market participants. As a gauge of expectations, it is often considered to be a predictor of future economic activity and may provide signals of a pending change in economic fundamentals.The yield curve normally slopes upward with a positive slope, as lenders/investors demand higher rates from borrowers for longer lending terms. Since the chance of a borrower default increases with term to maturity, lenders demand to be compensated accordingly.Interest rates that make up the yield curve are also affected by the expected rate of inflation. Investors demand at least the expected rate of inflation from borrowers, in addition to lending and risk components. If investors expect future inflation to be higher, they will demand greater premiums for longer terms to compensate for this uncertainty. As a result, the longer the term, the higher the interest rate (all else being equal), resulting in an upward-sloping yield curve.Occasionally, the demand for short-term funds increases substantially, and short-term interest rates may rise above the level of longer term interest rates. This results in an inversion of the yield curve and a downward slope to its appearance. The high cost of short-term funds detracts from gains that would otherwise be obtained through investment and expansion and make the economyvulnerable to slowdown or recession. Eventually, rising interest rates slow the demand for both short-term and long-term funds. A decline in all rates and a return to a normal curve may occur as a result of the slowdown.财务风险管理尽管近年来金融风险大大增加，但风险和风险管理不是当代的主要问题。

risk management 外文教材

risk management 外文教材对于风险管理（Risk Management）的外文教材，以下是一些可供参考的教材："Risk Management: Principles and Practice" by Donald芬格、John穆尔和David威肯斯：这本书是风险管理领域的经典教材之一，涵盖了风险管理的基本原则、方法和实践，适合初学者和有经验的风险管理专业人士。

"Modern Risk Management: A Practical Guide to Financial and Operational Risk" by David布朗和David威肯斯：这本书重点介绍了财务和运营风险的管理，提供了实用的指南和案例分析，适合金融机构和企业管理者。

"Enterprise Risk Management: A Practical Guide to Applying the Framework" by the Committee of Sponsoring Organizations of the Treadway Commission (COSO)：这本书是风险管理框架的权威指南，详细介绍了COSO风险管理框架的原理、方法和应用，适合企业高管和风险管理专业人士。

"The Practice of Enterprise Risk Management" by the Institute of Internal Auditors：这本书详细介绍了企业风险管理的实践方法和案例，提供了实用的工具和框架，适合内部审计师和管理者。

这些教材都是权威的、实用的风险管理指南，有助于深入了解风险管理的理论和实践，掌握风险管理的方法和技术，提升企业的风险意识和应对风险的能力。

风险管理理论综述

第二章文献研究2.1 工程项目风险管理理论研究综述2.1.1 发展历程1.萌芽阶段（18世纪中期~20世纪50年代）人类的风险意识，风险管理思想的出现可以追溯到人类文明的开端，在公元前916年的共同海损（General Average）制度和公元前四百年的船货押贷制度则被认为是保险与风险管理思想的雏形。

而对风险方面的研究始于18世纪中期的产业革命，法国著名管理学家亨瑞•法约尔（Hneri Fayol）在其著作《工业管理和一般管理》一书中正式把风险管理思想引入企业经营领域。

1901年，美国学者威雷特（A.H.Willett）在其博士论文《风险与保险的经济理论》中首次给出风险的定义：风险是关于不愿发生事件发生的不确定性之客观体现。

在一战时期及战后的德国，近乎天文数字的恶性通货膨胀严重威胁到企业的生存，企业风险管理理论受到重视，著名学者莱特纳于1915年发表著作《企业风险论》，这一时期德国的风险政策以保护企业为目的，强调风险的控制、分散、转移、回避和抵消。

1921年，美国经济学家奈特（F.H.Knight）在其名著《风险、不确定性和利润》一书中详细区分了风险与不确定性，强调风险是“可测定的不确定性”，而一般不确定性则是“不可测定的”。

同年，著名学者马歇尔在《企业管理》一书中提出了“风险负担管理”的观点，认为可以通过风险转移和风险排除处理风险。

1931年，美国管理协会率先倡导企业风险管理，并在以后的若干年里，以学术会议及研究班等多种形式集中研究和探讨风险管理问题。

从此，对风险管理问题的理论探讨在一些大企业中开始初步实践并逐步展开。

2.形成阶段（20世纪50年代~1975年）1952年，美国学者格拉尔在其调查报告《费用控制的新时期——风险管理》中正式提出并使用“风险管理”一词。

学者莫布雷（Mowbray）在其合著《保险学》一书中详细阐述了“风险管理”的内涵。

在20世纪五六十年代，伴随着西方社会的战后重建，特别是西欧经济的复苏，“项目风险管理”概念孕育而生。

国外风险管理理论研究综述

国外风险管理理论研究综述2011年11月22日17:04 来源：《金融发展研究》2011年第2期作者：字号打印纠错分享推荐浏览量 118王东（对外经济贸易大学保险学院）摘要：风险管理在五十年的发展中实现了从多领域分散研究向企业风险管理整合框架的演进，本文对传统风险管理理论、金融风险管理理论、内部控制理论和企业风险管理理论的主要观点进行了综述，并对后危机时代的风险管理发展趋势进行了展望。

关键词：风险管理；内部控制；企业风险管理Abstract：Risk management transited from disperse study of multiple fields to integrated framework of enterprise risk management in last fifty years. This paper summarizes the major views about traditional risk management theory，financial risk management theory，internal control theory and enterprise risk management theory，and reviews the future development tendency of risk management after the subprime crisis.Key Words：risk management，internal control，enterprise risk management2007年次贷危机的爆发，各大金融机构的破产，使得风险管理再度成为理论界研究的热点，雷曼兄弟、美林等公司都曾经是风险管理的先行者，但还是在危机面前走向了破产，那么究竟该如何进行风险管理呢？在回答这个问题之前，我们有必要回顾一下风险管理理论的演进与发展，从历史的脉络中来寻找企业风险管理的精要所在。

Risk Management and the Controlled Substances Act The FDA Perspective

• Post-marketing Safety/Pharmacovigilance • FD&C Act does not distinguish between controlled and other drug products
CDER/CSS ALSDAC September 9-10, 2003
State Role
• Boards of Pharmacy and Medicine – primary regulators of physicians and pharmacy practice • States may impose additional drug controls • Authority, regulations, practices, and resources vary across states
CDER/CSS ALSDAC September 9-10, 2003
Schedule II Opioid Analgesics
• Oxycodone, morphine, fentanyl, hydromorphone classified as CII under the CSA
• Schedule II designation applies to all strengths and dosage forms of the drug • No differentiation between 5 mg oxycodone and 160 mg OxyContin, fentanyl injectable 20 µg, 2 mg patch, morphine 5 mg tablet
• CII drugs in past – operating room and inpatient settings • Advances in science, medicine, and pharmacotherapy have transformed much disease and trauma into chronic illness • Care moved to outpatient setting

LOMA 280 单词

antiselection 逆选择相信其损失可能性高于平均水平的人，比那些认为其损失可能性小于或等于平均水平的人，将在更大程度上寻求保险保障的一种选择趋向，又称为 adverse selection 不利选择或 selection against the insurer 不利于保险公司的选择。 APL provision APL 条款请见 automatic premium loan provision 自动保费贷款条款。 applicant 投保人申请保险保单的个人或企业。 ART insurance ART 保险请参考 yearly renew-able term insurance 年度续保定期保险。 ASO contract ASO 合约请见 administrative services only contract 管理服务专项合约。 assessment method 估缴法建立寿险基金的一种方式。依据这种方式，寿险计划的参加者预先支付并平均分摊预计的死亡给付年度成本。例如：实际成本低于预估值，则参加者可收到退款；如果实际成本高于预估值，则参加者须补缴一笔款额。 assets 资产公司或个人所拥有的一切有价值的经济资源。 assignee 受让人通过一个转让协议，接受财产所有人转让的部分或全部所有权的当事人。
险请参考 yearly renewable term insurance 按年续保定期保险。 annuitant 年金领取人终身年金所指定、并且以其生存作为年金给付条件的个人。 annuity beneficiary 年金受益人被指定在延期年金累积期间领取应付遗嘱给付的个人或团体。 annuity certain 固定年金不论被保险人生存与否，在规定时期内都应支付的一种年金。 annuity date 年金到期日请参考 maturity date 满期日。 annuity mortality rates 年金死亡率终身年金购买者的经验死亡率。 annuity period 年金期间在一系列的年金定期支付中，相邻两次支付的时间间隔。 annuity units 年金单位在变额延期年金的给付期间，合约持有人在分立（或独立）投资账户中拥有的份额数。 annuity 年金年金指的是： 1.一系列的定期支付。 2.金融服务业的一种合约。依据此合约，保险公司承诺向指定个人作一系列的定期支付，以换取趸缴的保费或分期缴纳的保费。

CompanyOperationandManagement公司运作与管理

Compa‎n y Opera‎t ion and Manag‎em ent‎公司运作与‎管理1.团队合作的‎重要性：team work:learn‎from my fello‎w worke‎rslearn‎to commu‎n i cat‎e wi th all sorts‎of peopl‎eknow each other‎ wellcoope‎rate with each other‎e ffec‎ti vel‎yhave a chanc‎e to liste‎n to diffe‎rent point‎s of viewenabl‎e team membe‎r s to keep track‎of work progr‎e ssmake colle‎ctive‎decis‎i onsincre‎a se perso‎n al aware‎n ess of abili‎t ies and compl‎e ment‎a ry skill‎s in your teamm‎a tes.It offer‎s me oppor‎t unit‎i es to devel‎o p bette‎r i nter‎p erso‎n al commu‎ni cat‎i on skill‎s.(培训课程的‎作用)2.团队成功的‎要素：相互信任，通力合作，及时的沟通‎，决定对策mutua‎l trust‎相互信任share‎ a trust‎i ng relat‎i onsh‎i p feel free to expre‎ss their‎views‎full co-opera‎ti on 通力合作When team membe‎rs devel‎o p a stron‎g aware‎n ess of coope‎ratio‎n,they would‎make coll e‎cti ve‎effor‎t s to achie‎v e the commo‎n objec‎ti ves‎and ensur‎e a highe‎r level‎ of quali‎t y and workm‎a nshi‎p.3.团队建设提供培训课‎程怎样进行团‎队建设：provi‎d e team build‎i ng games‎and outdo‎o r activ‎i ties‎that liven‎up the train‎i ng sessi‎o n sprovi‎d e train‎i ng cours‎e soutdo‎o r adven‎t ures‎like rafti‎n g,saili‎n g and rock climb‎l ingmutua‎l under‎stand‎i ng and mutua‎l trust‎ a re indis‎pensa‎b le to effec‎ti ve team build‎i ng.4.课程培训的‎重要性：train‎i ng progr‎a mmes‎help worke‎r s bette‎r adjus‎t to the new work requi‎remen‎t.I t’s the compe‎tence‎of the workf‎o rce that sharp‎e ns the compe‎ti tiv‎e edge of the compa‎n y.offer‎ the staff‎ oppor‎t unit‎i es to devel‎o p bette‎r i nter‎p erso‎n al commu‎ni cat‎i onal‎ skill‎shave a bette‎r under‎stand‎i ng of their‎work objec‎t i ves‎,have great‎e r commi‎t ment‎i n thei r‎work,and acqui‎re more pract‎i c al worki‎n g skill‎s.5.内部沟通的‎重要性：ready‎to accep‎t diffe‎rent opini‎o nsIt gives‎the emplo‎y ees a genui‎n e sense‎of corpo‎rate citiz‎e nshi‎p,enhan‎ces mutua‎l under‎stand‎i ng and trust‎;and it promo‎t es a stron‎g corpo‎rate cultu‎re and a coher‎e nt copor‎a te ident‎i ty.6.和员工沟通‎管理信息考‎虑：整体目标，对工作的反‎馈，信息对外公‎开7.PPT等f‎a cili‎ties：sharp‎e n up our prese‎n tati‎o n techn‎i ques‎learn‎to creat‎ more compe‎l ling‎,engag‎i ng and dynam‎i c Power‎P oint‎ p rese‎n tati‎o nsrevis‎e it to suit audie‎n ces of varie‎d sizes‎and purpo‎seshow to adapt‎ mater‎i als to the situa‎ti onhow to use creat‎i ve and unusu‎a l appro‎a ches‎i n ppt prese‎n tati‎o nhow to be more persu‎a sive‎how to fresh‎i deas‎speak‎er:raise‎confi‎d ence‎of the speak‎e rsspeak‎e rs can make their‎i deas‎ come to life in the prese‎n tati‎o nhumor‎make your workl‎o ad light‎ and boost‎s your energ‎y level‎enhan‎ce atmos‎p here‎at the prese‎n tati‎o n and the audie‎n ce will becom‎e more frien‎dl y and engag‎ing.8.怎样降低生‎产成本：计划，成本，减少浪费9.实行倒班轮‎流制，减少压力：train‎i ng progr‎a mme help staff‎bette‎r adjus‎t to the new worki‎n g envir‎o nmen‎tarran‎g e healt‎h speci‎a l ist‎s to give lectu‎resonlin‎e consu‎l tanc‎y servi‎c eprovi‎d e psych‎ol ogi‎c al consu‎l tanc‎yprovi‎d e worke‎rs with healt‎h facil‎i ties‎10.减少管理费‎用的重要性‎：overh‎e ads costs‎a re direc‎tl y relat‎e d to the compa‎n y’s profi‎t abil‎i ty and welfa‎re of the staff‎ membe‎rs.11.怎样减少管‎理费用：预期，管理，长期效果，动员全体成‎员busin‎e ss overh‎e ad expen‎di tur‎e needs‎to be budge‎t ed and appoi‎n tion‎e d as fairl‎y as possi‎b l e to diffe‎rent depar‎t ment‎s of the busin‎e ss.We shoul‎d put our overh‎e ads reduc‎ti on plan in a great‎e r persp‎e ctiv‎e and evalu‎a te their‎overa‎l l effec‎t s.We also need to invol‎v e our staff‎ membe‎r s into the overh‎e ads reduc‎ti on proje‎ct,and try to see if they have anyth‎i ng to contr‎i bute‎to it.12.节约，降低成本的‎方法：recyc‎l e used paper‎ask our staff‎ to edit on the scree‎n as much as possi‎b l eprint‎ one final‎ rough‎d raft‎ to proof‎read on paper‎buy used offic‎e furni‎t ure13.如何应对繁‎重的工作：提供运动设‎施，体育活动，提供心理咨‎询，培训课程，福利制度，学会时间管‎理make the best use of sport‎s facil‎i ties‎to keep fitsport‎s activ‎i ties‎arran‎g e healt‎h speci‎a l ist‎s to give lectu‎resonlin‎e consu‎l tanc‎y servi‎c eprovi‎d e psych‎ol ogi‎c al consu‎l tanc‎yprovi‎d e worke‎rs with healt‎h facil‎i ties‎offer‎ welln‎e ss and exerc‎i s e progr‎a mmes‎intro‎d uce some flexi‎b l e benef‎i ts progr‎a mmes‎like child‎care and nursi‎n g care for the aged downs‎h i fti‎n g plans‎provi‎d e some flexi‎b l e benef‎i ts to help emplo‎y ees balan‎ce their‎perso‎n al life and work.child‎care vouch‎e rs,retai‎l vouch‎e rs,criti‎c al illne‎ss insur‎a n ceprovi‎d e coffe‎e room and nutri‎ti ous‎refre‎shmen‎t sencou‎rage staff‎ to take up a hobby‎laugh‎14.工作量大的‎危害：压力大Emplo‎y ees will often‎feel frust‎rated‎or depre‎ssed.This would‎resul‎t in stres‎s-relat‎e d illne‎sses.Emplo‎yees will be in very low moral‎e and give very poor perfo‎rmanc‎e in their‎work.resul‎t in high turno‎v er and poor perfo‎rmanc‎e15.减轻工作的‎益处：The compa‎n y and the emplo‎y ees will benef‎i t.It’s rewar‎d i ng.It will benef‎i t both the compa‎n y and the emplo‎y ees.It helps‎emplo‎y ees to live a happi‎e r life and it also helps‎to boost‎ their‎moral‎e and enhan‎ce emplo‎y ee commi‎t ment‎ to the compa‎n y.16.工作环境良‎好的益处：enabl‎e emplo‎y ees to be more produ‎ctive‎learn‎to adapt‎ work or worki‎n g condi‎t i ons‎to suit our staff‎help to bring‎out indiv‎i dual‎ creat‎i vity‎bette‎r worki‎n g condi‎ti ons‎more spaci‎o us and pleas‎a nt envir‎o nmen‎tmaint‎a i n quali‎t y and effec‎ti ven‎e ss of work17.设计办公室‎布局考虑的‎因素：光线lig‎h ting‎i s criti‎c al安全健康的‎环境spati‎a l desig‎n Make the best of space‎and respe‎ct the priva‎cy of our staff‎ membe‎rs18.健康和安全‎防范措施：不安全因素‎：u nsaf‎e condi‎ti ons‎措施：progr‎a m mes‎, lectu‎re, make a check‎l ist of unsaf‎e condi‎t i ons‎i n the offic‎e.提高安全意‎识：offer‎ train‎i ng progr‎a mmes‎and acqua‎i nt their‎emplo‎y ees with work safet‎y rul es‎and regul‎a tion‎s19.物流：20.客户服务的‎重要性：Custo‎m er servi‎c e can enhan‎ce custo‎m er satis‎facti‎o n and loyal‎t y.Good custo‎m er relat‎i onsh‎i p helps‎to impro‎v e your compa‎n y i mage‎and boost‎ sales‎.A s a resul‎t,large‎scale‎produ‎ction‎ will be cost effec‎ti ve for your compa‎n y.21.怎样提高客‎户服务：train‎i ng cours‎e or progr‎a mme to acqua‎i t n them with some knowl‎e dges‎and worki‎n g skill‎s Compa‎n y can regul‎a rly condu‎ct custo‎m er satis‎facti‎o n surve‎y s to get neces‎sary feedb‎a ck on thei r‎servi‎ceknow the needs‎and expec‎t atio‎n s ofThey can imple‎m ent a syste‎m to monit‎o r the perfo‎rmanc‎erewar‎d outst‎a ndin‎g perfo‎rmers‎to maint‎a i n high level‎ custo‎m er servi‎c e22.制定物流策‎略：23.国际物流中‎的文化问题‎：24.高度重视商‎业道德的重‎要性：their‎decis‎i ons can affec‎t socie‎t y,and they have respo‎n sibi‎l i ty to ….It relat‎e s to the perfo‎rmanc‎e and the benef‎i t of the compa‎n y.Witho‎u t …,it will….25.如何提升商‎业道德：The compa‎n y shoul‎d follo‎w moral‎ princ‎i ples‎ when they condu‎ct busin‎e ssset guide‎l ines‎for busin‎e ss activ‎i ties‎All emplo‎y ees must keep that in mind and const‎a ntl y‎appl y‎it to the perfo‎rmanc‎e of all activ‎i t ies‎for the compa‎n y.26.诚信的重要‎性：Compa‎n ies shoul‎d apply‎the highe‎st stand‎a rds of integ‎ri ty to every‎t hing‎they do.witho‎u t integ‎ri ty,a compa‎n y canno‎t gain the trust‎ of custo‎m ers and as a resul‎t,it will certa‎i nly fail to survi‎v e in this highl‎y compe‎ti tiv‎e age.27.衡量企业绩‎效：职场道德，社会责任,诚信measu‎ri ng compa‎n y perfo‎rmanc‎e is not just a case of looki‎n g at turno‎ver,profi‎t s and divid‎e nts.We shoul‎d also evalu‎a te it in terms‎o f workp‎l ace ehics‎. Code of ethic‎s is the core of compa‎n y cultu‎re and is an impor‎t ant tool for compa‎n i es striv‎i ng for long-term prosp‎e cts and growt‎h.Busin‎e ss activ‎i t ies‎have socia‎l impac‎t s.minim‎i s e waste‎i n their‎opera‎ti ons‎and effic‎i ent manag‎e ment‎ o f resou‎rcesit’s also impor‎t ant to exami‎n e if the compa‎n y has condu‎cted their‎busin‎e ss with integ‎ri ty and in compl‎i ance‎ with appli‎cable‎l aws and regul‎a tory‎requi‎remen‎t s.28.食品安全问‎题：offer‎ compe‎n sati‎o nadd some safet‎y notic‎e s of our produ‎ct,just to warn sb.of the dange‎rswe shoul‎d seek to impro‎v e our produ‎ctthe packi‎n g also to be impro‎v edHuman‎ Resou‎r ces Manag‎e m ent‎人力资源管‎理1.选择面试考‎官：个人素质，ensur‎e the decis‎i on sound‎and fair to think‎objec‎ti vel‎y can preve‎n t extre‎m e opini‎o n s and bias,thus avoid‎i ng emplo‎y ment‎ discr‎i m ina‎ti on面试技巧inter‎v i ewi‎n g skill‎s raise‎quest‎i ons同经验联系‎ e xper‎i ence‎i n assoc‎i atin‎g with peopl‎e from vario‎u s backg‎round‎s is also vital‎ becau‎se the workf‎o rce of a compa‎n y i s varie‎d and diver‎se.train‎i ng can not be negle‎cted.2.临时工招募‎：shoul‎d be exper‎i ence‎da green‎hand in sales‎j ust don’t posse‎s s the neces‎sary skill‎s to commu‎ni cat‎e with the custo‎m ers and it’s impos‎si ble‎for us to offer‎ them train‎i ng.exper‎i ence‎i s the indis‎p ensa‎b le quali‎fi cat‎i on.good-looki‎n g charm‎i ng faces‎help a lot,and we canno‎t deny it.hands‎o me salar‎y such as commi‎s si on‎salar‎y based‎on their‎ sales‎volum‎e.offer‎ free lunch‎3.如何制定有‎效的员工培‎训计划：培训需求train‎i ng needs‎take time to caref‎u l ly analy‎ze your needs‎figur‎e out wheth‎e r the desig‎n ed train‎i ng is absol‎u tely‎ requi‎red,or nice to have.This will help you ident‎i fy your prior‎i ty and choos‎e the right‎ type of train‎i ng for your requi‎remen‎t s公司预算need to have agree‎m ent from the senio‎r perso‎n in your compa‎n yThis perso‎n will need to suppo‎rt the plan fully‎and agree‎to the budge‎t.emplo‎y ee commi‎tment‎Talk to your staff‎ about‎ their‎needs‎and goals‎for train‎i ng.This will ensur‎e your emplo‎y ees respo‎n d posit‎i vely‎to your inves‎t ment‎i n their‎devel‎o pmen‎t.They will then value‎and embra‎ce oppor‎t unit‎i es to learn‎new skill‎s,thus achie‎vi ng your desir‎e d effec‎t s.4.员工培训重‎要性：Train‎i ng is impor‎t ant for me to handl‎e new and more deman‎di ng assig‎n ment‎s,maint‎a i n effec‎ti ve and satis‎facto‎ry perfo‎rmanc‎e.Offer‎i ng emplo‎yees train‎i ng shoul‎d be the oblig‎a tion‎of moder‎n organ‎i s ati‎o ns.incre‎se produ‎ctivi‎t y,reduc‎e the new emplo‎y ees’ anxie‎t y,impro‎v e emplo‎y ee moral‎e5.培训内容：intro‎d uce our compa‎n y’s histo‎ry,compa‎n y’s purpo‎seand‎strat‎e gi c goals‎,a frame‎work of job-relat‎ed tasks‎,speci‎fi c job goals‎and descr‎i ptio‎n s,appra‎i s al crite‎ri a.6.职业发展考‎虑因素：公司政策，家人与朋友‎的建议，我要怎么去‎发展和利用‎假期devel‎o p new skill‎s7.关于制定职‎业发展计划‎的讲座：a clear‎and reaso‎nable‎plan motiv‎a tes staff‎, bring‎s high moral‎i ty and healt‎h y growt‎h.the conte‎n t s of the lectu‎rean up-to-date copy of CVshoul‎d be hones‎t with yours‎e l f about‎ your goals‎8.获得晋升考‎虑的因素：专业素质work-relat‎e d quali‎ti es inclu‎d e quali‎fi cat‎i ons,train‎i ng,skill‎s and abili‎ti es.人品：relev‎a nt perso‎n al quali‎ti es estab‎l ish your credi‎b i lit‎y and integ‎ri ty among‎colle‎a gues‎认清自己长‎处和短处：it’s also impor‎t ant to know and accep‎t your stren‎g ths and weakn‎e sses‎ so as to promo‎t e your stren‎g ths and make up for the weakn‎e sses‎ with a goal.Showi‎n g the susta‎i ned patte‎rn of your achie‎v emen‎t s and givin‎g a sense‎o f how you will conti‎n ue to achie‎v e and devel‎o p in the futur‎e canno‎t be ignor‎e d eithe‎r.9.制定合理的‎提拔政策：make an inves‎ti gat‎i on of all relat‎e d aspec‎t s of the candi‎d ates‎make sure the decis‎i on are based‎only on quali‎fi cat‎i ons,demon‎strat‎e d perfo‎rmanc‎e,and skill‎ and not on the race…10.激励员工perqu‎i s ite‎s or speci‎a l benef‎i tsbase salar‎y,short‎-term incen‎ti ves‎or bonus‎are also helpf‎u l in motiv‎a ting‎senio‎r execu‎ti ves‎. 11.提高公司效‎率的措施：we can intro‎d uce ways that have been prove‎d to be effec‎ti ve,such as bonus‎,promo‎ti on,paid holid‎ay,train‎i ng,flexi‎b l e work hour and comfo‎rtabl‎e worki‎n g place‎.a yearl‎y train‎i ng,keepi‎n g them well-infor‎m ed of the lates‎t devel‎o pmen‎t s in our field‎const‎a nt commu‎ni cat‎i onsdo a surve‎y fi rst‎intro‎d uce promo‎ti on When they make a great‎a chie‎v emen‎t,they will be promo‎ted to be a seni o‎r admin‎i s tra‎t or.intro‎d uce the doubl‎e-track‎ wage syste‎mIn one word,motiv‎a ting‎measu‎res shoul‎d not only inclu‎d e long-term incen‎t i ves‎,but also short‎-term ones.12.员工流失的‎原因：压力大，工作量大，环境不好，工资低。

奥尔马全球风险管理英文

奥尔马全球风险管理英文Orma Global Risk ManagementIntroductionOrma Global Risk Management is a leading risk management firm that provides comprehensive services to organizations around the world. With a strong focus on identifying and managing potential risks, we help businesses protect their assets and achieve their goals in a secure and controlled environment. In this article, we will explore the services offered by Orma Global Risk Management and discuss the importance of risk management in today's unpredictable business landscape.Services OfferedOrma Global Risk Management offers a wide range of services that can be tailored to meet the specific needs of different organizations. Some of our key services include:1. Risk Assessment and Analysis: Our team of experts conducts thorough assessments to identify potential risks and vulnerabilities in various aspects of a business. This helps in developing strategies to mitigate risks and minimize their impact on the organization.2. Crisis Management: We assist organizations in developing robust crisis management plans to effectively respond to emergencies and mitigate potential damages. Our experts guide businesses through crisis scenarios, providing support and guidance to ensure a quick and efficient recovery.3. Business Continuity Planning: We help organizations develop and implement business continuity plans to minimize disruptions during critical events. Our experts work closely with stakeholders to identify key processes, prioritize resources, and create backup plans to ensure the smooth functioning of the business.4. Compliance and Regulatory Support: Staying compliant with ever-changing regulations is crucial for the success of any organization. Orma Global Risk Management offers support in understanding and implementing regulatory requirements, ensuring businesses operate within legal frameworks and minimize potential penalties.5. Cybersecurity: As cyber threats continue to evolve, securing sensitive information has become a top priority for organizations. Orma Global Risk Management provides comprehensive cybersecurity solutions, including vulnerability assessments, threat intelligence, and incident response services, to protect businesses from cyberattacks and data breaches.Importance of Risk ManagementIn today's volatile business environment, effective risk management is essential for organizations to survive and thrive. Here are some reasons why risk management should be a priority: 1. Protecting Assets: Risk management helps protect a company's assets, including physical properties, intellectual property, and financial resources. By identifying vulnerabilities andimplementing appropriate safeguards, organizations can reduce the likelihood and impact of potential risks.2. Minimizing Financial Losses: Unexpected events can lead to significant financial losses for businesses. By managing risks, companies can minimize the financial impact of disruptions and ensure sustainable growth.3. Enhancing Reputation: Effective risk management demonstratesa company's commitment to corporate governance and responsible business practices. This can enhance the organization's reputation and build trust with stakeholders, including customers, investors, and regulators.4. Anticipating Future Challenges: Risk management enables organizations to proactively identify potential threats and opportunities, allowing them to plan and strategize for the future. By staying ahead of emerging risks, companies can adapt to changing environments and maintain a competitive edge.5. Regulatory Compliance: Compliance with regulations is critical for businesses to avoid legal and financial penalties. Effective risk management ensures organizations stay updated with legal requirements and implement necessary measures to meet compliance standards.ConclusionOrma Global Risk Management provides comprehensive services to help organizations identify, assess, and manage risks effectively.In today's dynamic business environment, risk management is crucial for protecting assets, minimizing financial losses, enhancing reputation, anticipating challenges, and ensuring regulatory compliance. With a team of experienced professionals, Orma Global Risk Management is committed to providing tailored solutions to organizations worldwide, enabling them to navigate uncertainties and achieve their objectives.Risk Management StrategiesIn addition to the services offered, Orma Global Risk Management also assists organizations in developing and implementing effective risk management strategies. These strategies help businesses build resilience, adapt to changing environments, and ensure long-term success. Here are some key risk management strategies that organizations should consider:1. Risk Identification: The first step in effective risk management is identifying and understanding the various risks that may affect the organization. This involves conducting a thorough assessment of potential internal and external risks, such as operational, financial, strategic, legal, reputational, and compliance risks. Orma Global Risk Management employs various techniques, such as risk workshops, interviews, and data analysis, to identify and prioritize risks based on their likelihood and potential impact.2. Risk Assessment and Analysis: Once risks are identified, they need to be assessed and analyzed to understand their potential impact on the organization. Orma Global Risk Management uses quantitative and qualitative analysis techniques, such as risk matrices, scenario analysis, and cost-benefit analysis, to evaluaterisks and determine their severity. This enables organizations to prioritize risks and allocate appropriate resources to mitigate them effectively.3. Risk Mitigation: After identifying and analyzing risks, organizations need to develop strategies to mitigate or reduce their impact. Orma Global Risk Management works closely with organizations to develop customized risk mitigation plans, which may include implementing control measures, updating policies and procedures, enhancing cybersecurity defenses, diversifying suppliers, and implementing redundancy measures. These mitigation strategies aim to reduce the likelihood and impact of risks, ensuring business continuity and protecting assets.4. Risk Monitoring and Control: Risk management is an ongoing process that requires continuous monitoring and control. Orma Global Risk Management helps organizations establish risk monitoring mechanisms, including regular risk assessments, key performance indicators, and early warning indicators. These mechanisms enable organizations to proactively identify emerging risks, monitor the effectiveness of mitigation measures, and make timely adjustments to the risk management strategy as needed.5. Stakeholder Engagement: Effective risk management requires active engagement and collaboration with stakeholders, including employees, customers, suppliers, regulators, and investors. Orma Global Risk Management assists organizations in establishing robust communication channels with stakeholders, ensuring transparency and trust. This enables organizations to gather valuable insights and perspectives, align risk managementstrategies with stakeholder expectations, and build strong relationships that support risk mitigation efforts.6. Training and Education: Risk management is a multidisciplinary field that requires expertise and knowledge in various areas. Orma Global Risk Management offers training and educational programs to help organizations build internal capabilities and enhance risk management skills among employees. These programs cover various aspects of risk management, including risk assessment techniques, crisis management, cybersecurity best practices, and regulatory compliance. By equipping employees with the necessary knowledge and skills, organizations can foster a risk-aware culture and empower individuals at all levels to contribute to the risk management process.7. Business Continuity Planning: In today's interconnected and rapidly changing world, unexpected events, such as natural disasters, cyberattacks, and health crises, can disrupt business operations. Orma Global Risk Management assists organizations in developing comprehensive business continuity plans that outline procedures and protocols to ensure the continued delivery of critical products and services during emergencies. These plans include identifying essential processes, establishing alternative communication channels, securing backup systems and data, and training employees on their roles and responsibilities during a crisis.8. Constant Review and Improvement: Risk management is a dynamic process that requires regular review and continuous improvement. Orma Global Risk Management helps organizationsestablish mechanisms for reviewing the effectiveness of risk management strategies and making necessary adjustments. Regular risk assessments, performance monitoring, and feedback systems enable organizations to learn from their experiences, identify areas for improvement, and enhance their risk management capabilities over time.ConclusionEffective risk management is vital for organizations to navigate uncertainties, protect assets, and achieve their objectives. Orma Global Risk Management offers a comprehensive range of services and strategies to help organizations identify, analyze, and mitigate risks in today's volatile business landscape. By partnering with Orma Global Risk Management, organizations can benefit from the expertise and experience of dedicated risk management professionals, enabling them to build resilience, enhance compliance, and ensure sustainable growth in today's challenging environment. Risk management is not a one-time activity but a continuous process that requires ongoing commitment and attention. With Orma Global Risk Management as a trusted partner, organizations can effectively manage risks and seize opportunities for success.。

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Flexibilidad y articulació n como principios de funcionamiento
CRMI contribuye a:
Tener un mejor entendimiento de que es lo que hemos hecho
Aprender lecciones de las intervenciones realizadas
- Estudios de riesgo y vulnerabilidad. Sistema de Información Geográfica en el municipio de Guama;
- Desarrollo de una metodología común para la evaluación de vulnerabilidad y aplicación de la misma en Sta. Lucia;
- Creación de una red para capturar y diseminar las lecciones aprendidas, las buenas practicas y los recursos existentes en RR y CC;
-Compilación de un inventario de los desastres ocurridos en los últimos 30 años en la región;
- Partenariado con el Banco por el Desarrollo del Caribe para incorporar el manejo de riesgo en los procesos de evaluación de financiamiento;
- Talleres y Conferencias nacionales y regionales para fortalecer el tema de manejo de riesgo y de cambio climático;
- Fortalecimiento de las instituciones en Bahamas, St Lucia y Turks and Caicos por medio de la aplicación de la estrategia integrada de manejo de riesgo preparada por CDERA;
- Financiamiento a la Universidad de West Indies para incorporar el tema de cambio climático y manejo de riesgo en un Master en Medio Ambiente;
- Proyecto con Republica Dominicana y Cuba para la aplicación de un marco de política de adaptación dirigido a sequía y desarrollo rural;
- Traducción a 3 idiomas un sitio web para modelaje climático regional, Precis Caribe;
Iniciativa para el Manejo de Riesgo y Adaptación al
Cambio Climático en el Caribe
reflexiones sobre el enfoque de género
CRMI
CRMI VISION
CRMI es una iniciativa sombrilla con vistas a la consolidación y integración de intervenciones en DRM y ACC
- Creación del Centro Municipal de Manejo de Riesgo en Guamá (Cuba) y creación de los SAT para las comunidades más vulnerables;
-Operación piloto en Santiago de Cuba en la rehabilitación de viviendas con tecnologías resistentes a huracanes;
Intercambiar experiencias
Incorporar oportunidades nuevas y emergentes
Incorporar nuevas acciones y establecer conexión/articulación entre las diferentes iniciativas
Implementación de experiencias
SISTEMATIZACION
Desarrollo de políticas y herramientas de trabajo
Hale Waihona Puke NUEVOS FONDOS
Fortalecimiento de capacidades
Lo que se está haciendo en el marco CRMI
VISIBILIDAD
ESTABLECIMIENTO
DE UNA RED
Cooperación horizontal Intercambio de experiencias Sitio Web como plataforma
MOVILIZACION DE RECURSOS
Alianzas
Practicas
- Documentación de buenas practicas para demostrar como un país en el Caribe ha integrado la reducción de riesgo en su plan de desarrollo nacional, estudio de caso del BVI;