风险管理【外文翻译】
财务风险管理外文翻译英文文献
财务风险管理中英文资料翻译Financial Risk ManagementAlthough financial risk has increased significantly in recent years,risk and risk management are not contemporary issues. The resultof increasingly global markets is that risk may originate with eventsthousands of miles away that have nothing to do with the domesticmarket。
Information is available instantaneously，which means thatchange, and subsequent market reactions, occur very quickly.The economic climate and markets can be affected very quickly bychanges in exchange rates，interest rates, and commodity prices. Counterpartiescan rapidly become problematic. As a result，it is important toensure financial risks are identified and managed appropriately。
Preparationis a key component of risk management。
What Is Risk?Risk provides the basis for opportunity. The terms risk and exposure havesubtle differences in their meaning. Risk refers to the probability of loss，while exposure is the possibility of loss, although they are often usedinterchangeably。
风险管理介绍(双语)
IDENTIFICATION OF HIGHER RISK JOBS 发现风险较高的项目
Higher risk jobs attract a Project Risk/Liability Uplift fee 风险较高的项目应增加项目风险/责任费 风险较高的项目应增加项目风险 责任费
TYPICAL RISK AREAS AT PROPOSAL STAGE 建议书阶段考虑的风险范围
RISK ASSESSMENT – LIKELIHOOD 风险评估 – 可能性
RISK ASSESSMENT – CONSEQUENCES 风险评估 – 后果
RISK ASSESSMENT - RISK LEVEL 风险评估 – 风险等级
RISK TREATMENT 风险处理
Do not take on the risk – sometimes clients want to pass on risks which they are best placed to manage 不接受风险 – 业主将风险转移给， 业主将风险转移给， 以使风险得到更好的管理 Accept risk but limit financial liability by having a specified limit of liability in the contract 接受风险，但在合同中列出具体的责任限额，从而限定的财务责任 接受风险，但在合同中列出具体的责任限额，从而限定的财务责任 责任限额 Accept risk but limit extent of exposure eg report disclaimers 接受风险，但限定受影响可能性的范围， 接受风险，但限定受影响可能性的范围，如：提出否认责任 Accept risk and manage 接受风险， 接受风险，并进行管理 Transfer risk to a third party 将风险转移给第三方
风险管理【外文翻译】
外文文献翻译译文一、外文原文原文：Risk ManagementThis chapter reviews and discusses the basic issues and principles of risk management, including: risk acceptability (tolerability); risk reduction and the ALARP principle; cautionary and precautionary principles. And presents a case study showing the importance of these issues and principles in a practical management context. Before we take a closer look, let us briefly address some basic features of risk management.The purpose of risk management is to ensure that adequate measures are taken to protect people, the environment, and assets from possible harmful consequences of the activities being undertaken, as well as to balance different concerns, in particular risks and costs. Risk management includes measures both to avoid the hazards and to reduce their potential harm. Traditionally, in industries such as nuclear, oil, and gas, risk management was based on a prescriptive regulating regime, in which detailed requirements were set with regard to the design and operation of the arrangements. This regime has gradually been replaced by a more goal-oriented regime, putting emphasis on what to achieve rather than on the means of achieving it.Risk management is an integral aspect of a goal-oriented regime. It is acknowledged that risk cannot be eliminated but must be managed. There is nowadays an enormous drive and enthusiasm in various industries and in society as a whole to implement risk management in organizations. There are high expectations that risk management is the proper framework through which to achieve high levels of performance.Risk management involves achieving an appropriate balance between realizing opportunities for gain and minimizing losses. It is an integral part of good management practice and an essential element of good corporate governance. It is aniterative process consisting of steps that, when undertaken in sequence, can lead to a continuous improvement in decision-making and facilitate a continuous improvement in performance.To support decision-making regarding design and operation, risk analyses are carried out. They include the identification of hazards and threats, cause analyses, consequence analyses, and risk descriptions. The results are then evaluated. The totality of the analyses and the evaluations are referred to as risk assessments. Risk assessment is followed by risk treatment, which is a process involving the development and implementation of measures to modify the risk, including measures designed to avoid, reduce (“optimize”), transfe r, or retain the risk. Risk transfer means sharing with another party the benefit or loss associated with a risk. It is typically affected through insurance. Risk management covers all coordinated activities in the direction and control of an organization with regard to risk.In many enterprises, the risk management tasks are divided into three main categories: strategic risk, financial risk, and operational risk. Strategic risk includes aspects and factors that are important for the enterprise’s long-term strategy and plans, for example mergers and acquisitions, technology, competition, political conditions, legislation and regulations, and labor market. Financial risk includes the enterprise’s financial situation, and includes: Market risk, associated with the costs of goods and services, foreign exchange rates and securities (shares, bonds, etc.). Credit risk, associated with a debtor’s failure to meet its obligations in accordance with agreed terms. Liquidity risk, reflecting lack of access to cash; the difficulty of selling an asset in a timely manner. Operational risk is related to conditions affecting the normal operating situation: Accidental events, including failures and defects, quality deviations, natural disasters. Intended acts; sabotage, disgruntled employees, etc. Loss of competence, key personnel. Legal circumstances, associated for instance, with defective contracts and liability insurance.For an enterprise to become successful in its implementation of risk management, top management needs to be involved, and activities must be put into effect on many levels. Some important points to ensure success are: the establishment of a strategyfor risk management, i.e., the principles of how the enterprise defines and implements risk management. Should one simply follow the regulatory requirements (minimal requirements), or should one be the “best in the class”? The establishment of a risk management process for the enterprise, i.e. formal processes and routines that the enterprise is to follow. The establishment of management structures, with roles and responsibilities, such that the risk analysis process becomes integrated into the organization. The implementation of analyses and support systems, such as risk analysis tools, recording systems for occurrences of various types of events, etc. The communication, training, and development of a risk management culture, so that the competence, understanding, and motivation level within the organization is enhanced. Given the above fundamentals of risk management, the next step is to develop principles and a methodology that can be used in practical decision-making. This is not, however, straightforward. There are a number of challenges and here we address some of these: establishing an informative risk picture for the various decision alternatives, using this risk picture in a decision-making context. Establishing an informative risk picture means identifying appropriate risk indices and assessments of uncertainties. Using the risk picture in a decision making context means the definition and application of risk acceptance criteria, cost benefit analyses and the ALARP principle, which states that risk should be reduced to a level which is as low as is reasonably practicable.It is common to define and describe risks in terms of probabilities and expected values. This has, however, been challenged, since the probabilities and expected values can camouflage uncertainties; the assigned probabilities are conditional on a number of assumptions and suppositions, and they depend on the background knowledge. Uncertainties are often hidden in this background knowledge, and restricting attention to the assigned probabilities can camouflage factors that could produce surprising outcomes. By jumping directly into probabilities, important uncertainty aspects are easily truncated, and potential surprises may be left unconsidered.Let us, as an example, consider the risks, seen through the eyes of a risk analystin the 1970s, associated with future health problems for divers working on offshore petroleum projects. The analyst assigns a value to the probability that a diver would experience health problems (properly defined) during the coming 30 years due to the diving activities. Let us assume that a value of 1 % was assigned, a number based on the knowledge available at that time. There are no strong indications that the divers will experience health problems, but we know today that these probabilities led to poor predictions. Many divers have experienced severe health problems (Avon and Vine, 2007). By restricting risk to the probability assignments alone, important aspects of uncertainty and risk are hidden. There is a lack of understanding about the underlying phenomena, but the probability assignments alone are not able to fully describe this status.Several risk perspectives and definitions have been proposed in line with this realization. For example, Avon (2007a, 2008a) defines risk as the two-dimensional combination of events/consequences and associated uncertainties (will the events occur, what the consequences will be). A closely related perspective is suggested by Avon and Renan (2008a), who define risk associated with an activity as uncertainty about and severity of the consequences of the activity, where severity refers to intensity, size, extension, scope and other potential measures of magnitude with respect to something that humans value (lives, the environment, money, etc.). Losses and gains, expressed for example in monetary terms or as the number of fatalities, are ways of defining the severity of the consequences. See also Avon and Christensen (2005).In the case of large uncertainties, risk assessments can support decision-making, but other principles, measures, and instruments are also required, such as the cautionary/precautionary principles as well as robustness and resilience strategies. An informative decision basis is needed, but it should be far more nuanced than can be obtained by a probabilistic analysis alone. This has been stressed by many researchers, e.g. Apostolicism (1990) and Apostolicism and Lemon (2005): qualitative risk analysis (QRA) results are never the sole basis for decision-making. Safety- and security-related decision-making is risk-informed, not risk-based. This conclusion isnot, however, justified merely by referring to the need for addressing uncertainties beyond probabilities and expected values. The main issue here is the fact that risks need to be balanced with other concerns.When various solutions and measures are to be compared and a decision is to be made, the analysis and assessments that have been conducted provide a basis for such a decision. In many cases, established design principles and standards provide clear guidance. Compliance with such principles and standards must be among the first reference points when assessing risks. It is common thinking that risk management processes, and especially ALARP processes, require formal guidelines or criteria (e.g., risk acceptance criteria and cost-effectiveness indices) to simplify the decision-making. Care must; however, be shown when using this type of formal decision-making criteria, as they easily result in a mechanization of the decision-making process. Such mechanization is unfortunate because: Decision-making criteria based on risk-related numbers alone (probabilities and expected values) do not capture all the aspects of risk, costs, and benefits, no method has a precision that justifies a mechanical decision based on whether the result is over or below a numerical criterion. It is a managerial responsibility to make decisions under uncertainty, and management should be aware of the relevant risks and uncertainties.Apostolicism and Lemon (2005) adopt a pragmatic approach to risk analysis and risk management, acknowledging the difficulties of determining the probabilities of an attack. Ideally, they would like to implement a risk-informed procedure, based on expected values. However, since such an approach would require the use of probabilities that have not been “rigorously derived”, they see themselves forced to resort to a more pragmatic approach.This is one possible approach when facing problems of large uncertainties. The risk analyses simply do not provide a sufficiently solid basis for the decision-making process. We argue along the same lines. There is a need for a management review and judgment process. It is necessary to see beyond the computed risk picture in the form of the probabilities and expected values. Traditional quantitative risk analyses fail inthis respect. We acknowledge the need for analyzing risk, but question the value added by performing traditional quantitative risk analyses in the case of large uncertainties. The arbitrariness in the numbers produced can be significant, due to the uncertainties in the estimates or as a result of the uncertainty assessments being strongly dependent on the analysts.It should be acknowledged that risk cannot be accurately expressed using probabilities and expected values. A quantitative risk analysis is in many cases better replaced by a more qualitative approach, as shown in the examples above; an approach which may be referred to as a semi-quantitative approach. Quantifying risk using risk indices such as the expected number of fatalities gives an impression that risk can be expressed in a very precise way. However, in most cases, the arbitrariness is large. In a semi-quantitative approach this is acknowledged by providing a more nuanced risk picture, which includes factors that can cause “surprises” relative to the probabilities and the expected values. Quantification often requires strong simplifications and assumptions and, as a result, important factors could be ignored or given too little (or too much) weight. In a qualitative or semi-quantitative analysis, a more comprehensive risk picture can be established, taking into account underlying factors influencing risk. In contrast to the prevailing use of quantitative risk analyses, the precision level of the risk description is in line with the accuracy of the risk analysis tools. In addition, risk quantification is very resource demanding. One needs to ask whether the resources are used in the best way. We conclude that in many cases more is gained by opening up the way to a broader, more qualitative approach, which allows for considerations beyond the probabilities and expected values.The traditional quantitative risk assessments as seen for example in the nuclear and the oil & gas industries provide a rather narrow risk picture, through calculated probabilities and expected values, and we conclude that this approach should be used with care for problems with large uncertainties. Alternative approaches highlighting the qualitative aspects are more appropriate in such cases. A broad risk description is required. This is also the case in the normative ambiguity situations, as the risk characterizations provide a basis for the risk evaluation processes. The main concernis the value judgments, but they should be supported by solid scientific assessments, showing a broad risk picture. If one tries to demonstrate that it is rational to accept risk, on a scientific basis, too narrow an approach to risk has been adopted. Recognizing uncertainty as a main component of risk is essential to successfully implement risk management, for cases of large uncertainties and normative ambiguity.A risk description should cover computed probabilities and expected values, as well as: Sensitivities showing how the risk indices depend on the background knowledge (assumptions and suppositions); Uncertainty assessments; Description of the background knowledge, including models and data used.The uncertainty assessments should not be restricted to standard probabilistic analysis, as this analysis could hide important uncertainty factors. The search for quantitative, explicit approaches for expressing the uncertainties, even beyond the subjective probabilities, may seem to be a possible way forward. However, such an approach is not recommended. Trying to be precise and to accurately express what is extremely uncertain does not make sense. Instead we recommend a more open qualitative approach to reveal such uncertainties. Some might consider this to be less attractive from a methodological and scientific point of view. Perhaps it is, but it would be more suited for solving the problem at hand, which is about the analysis and management of risk and uncertainties.Source: Terje Aven. 2010. “Risk Management”. Risk in Technological Systems, Oct, p175-198.二、翻译文章译文：风险管理本章回顾和讨论风险管理的基本问题和原则，包括：风险可接受性（耐受性）、风险削减和安全风险管理原则、警示和预防原则，并提出了一个研究案例，说明在实际管理环境中这些问题和原则的重要性。
财务风险管理外文文献翻译原文+译文
财务风险管理外文文献翻译原文+译文财务风险管理外文文献翻译原文+译文【2016年8月】目录原文：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 aschanges 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 systems What 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 with internal 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 ishighly desirable. However, standard theories of probability often fail in the analysis of financial markets. Risks usually do not exist in isolation, and the interactions 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 riskines s, 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 ofrisk 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 theexposures 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 riskmanagement policy. For example, it might be possible to change where and how business is done, thereby reducing the。
风险与风险管理
风险与风险管理风险与风险管理（Risk and Risk Management）在生活中，我们常常会面临各种各样的风险。
风险是指可能带来不确定性和不良影响的事件或行为。
这些风险可能来自于内部或外部，包括自然灾害、经济波动、技术故障、人为错误等等。
为了降低风险对个人、组织或社会的影响，人们采取了风险管理的措施。
风险管理是指通过识别、评估和控制风险，从而保护和增加个人、组织或社会的价值。
它涉及到一系列的活动，包括风险评估，风险控制和风险监测。
通过风险管理，我们可以更好地应对风险，减少损失，增加利益。
首先，风险管理的第一步是识别和评估风险。
在这个阶段，我们需要识别潜在的风险，并评估其可能性和影响程度。
通过对风险的认识和理解，我们可以更好地预测和应对潜在的问题。
例如，在投资决策中，我们需要评估市场波动的风险，并根据这些风险来调整我们的投资组合。
其次，风险管理还包括风险控制的措施。
一旦风险被确认和评估，我们就需要采取相应的措施来降低风险。
这可能包括预防措施，如安全培训和设备维护；补救措施，如人员调度和设备替换；以及应急措施，如应急预案和应对策略。
通过这些措施，我们可以减少风险事件的发生概率，降低损失的程度。
最后，风险管理还需要进行监测和评估。
一旦风险控制措施实施，我们需要监测风险的状况，并对风险管理策略进行评估。
这可以帮助我们追踪风险的变化和进展，并根据需要对风险管理策略进行调整。
通过这种持续的监测和评估，我们可以更好地应对新的风险，并改进我们的风险管理方法。
然而，风险管理并不是一项简单的任务。
它需要有经验的专业人士来进行风险评估和决策，并需要广泛的知识和技能。
此外，风险管理还需要投入大量的时间和资源。
因此，对于个人、组织或社会来说，进行有效的风险管理是一项挑战，但也是非常重要的。
要做好风险管理，我们需要培养风险意识和风险文化。
风险意识是指认识到风险的存在和重要性，以及对风险的关注和警觉性。
风险文化是指将风险管理视为一项重要的活动，并通过培养风险意识和行为来促进风险管理的实施。
风险管控英语
风险管控英语以下是关于“风险管控”的英语相关内容：**一、英语释义**“风险管控”常见的英语表述有：“Risk Management and Control” 或“Risk Control and Management”**二、短语**1. “risk assessment and control”（风险评估与控制）2. “risk identification and management”（风险识别与管理）3. “effective risk control measures”（有效的风险控制措施）4. “risk control framework”（风险控制框架）5. “enterprise risk management and control”（企业风险管理与控制）6. “financial risk control”（财务风险控制）7. “operational risk management”（运营风险管理）8. “strategic risk control”（战略风险控制）9. “risk control system”（风险控制系统）10. “risk management policies and controls”（风险管理政策和控制）**三、单词**1. “risk”（n. 风险；危险；冒险 v. 冒…的危险；冒险干）2. “management”（n. 管理；经营；处理）3. “control”（n. 控制；管理；抑制；操纵装置 v. 控制；支配；掌管；抑制）**四、用法**1. “risk”作名词时，常见搭配有“high risk”（高风险）、“low risk”（低风险）、“financial risk”（财务风险）等；作动词时，常用“risk doing sth.”（冒险做某事）的结构。
2. “management”常与“project management”（项目管理）、“human resource management”（人力资源管理）等搭配使用。
商业银行风险管理中英文对照外文翻译文献
商业银行风险管理中英文对照外文翻译文献(文档含英文原文和中文翻译)“RISK MANAGEMENT IN COMMERCIAL BANKS”(A CASE STUDY OF PUBLIC AND PRIVATE SECTOR BANKS) - ABSTRACT ONLY1. PREAMBLE:1.1 Risk Management:The future of banking will undoubtedly rest on risk management dynamics. Only those banks that have efficient risk management system will survive in the market in the long run. The effective management of credit risk is a critical component of comprehensive risk management essential for long-term success of a banking institution. Credit risk is the oldest and biggest risk that bank, by virtue of its very nature of business, inherits. This has however, acquired a greater significance in the recent past for various reasons. Foremost among them is the wind of economic liberalization that is blowing across the globe. India is no exception to this swing towards market driven economy. Competition from within and outside the country has intensified. This has resulted in multiplicity of risks both in number and volume resulting in volatile markets. A precursor to successful management of credit risk is a clear understanding about risks involved in lending, quantifications of risks within each item of the portfolio and reaching a conclusion as to the likely composite credit risk profile of a bank.The corner stone of credit risk management is the establishment of a framework that defines corporate priorities, loan approval process, credit risk rating system, risk-adjusted pricing system, loan-review mechanism and comprehensive reporting system.1.2 Significance of the study:The fundamental business of lending has brought trouble to individual banks and entire banking system. It is, therefore, imperative that the banks are adequate systems for credit assessment of individual projects and evaluating risk associated therewith as well as the industry as a whole. Generally, Banks in India evaluate a proposal through the traditional tools of project financing, computing maximum permissible limits, assessing management capabilities and prescribing a ceiling for an industry exposure. As banks move in to a new high powered world of financial operations and trading, with new risks, the need is felt for more sophisticated and versatile instruments for risk assessment, monitoring and controlling risk exposures. It is, therefore, time that banks managements equip themselves fully to grapple with the demands of creating tools and systems capable of assessing, monitoring and controlling risk exposures in a more scientific manner.Credit Risk, that is, default by the borrower to repay lent money, remains the most important risk to manage till date. The predominance of credit risk is even reflected in the composition of economic capital, which banks are required to keep a side for protection against various risks. According to one estimate, Credit Risk takes about 70% and 30%remaining is shared between the other two primary risks, namely Market risk (change in the market price and operational risk i.e., failure of internal controls, etc.). Quality borrowers (Tier-I borrowers) were able to access the capital market directly without going through the debt route. Hence, the credit route is now more open to lesser mortals (Tier-II borrowers).With margin levels going down, banks are unable to absorb the level of loan losses. There has been very little effort to develop a method where risks could be identified and measured. Most of the banks have developed internal rating systems for their borrowers, but there hasbeen very little study to compare such ratings with the final asset classification and also to fine-tune the rating system. Also risks peculiar to each industry are not identified and evaluated openly. Data collection is regular driven. Data on industry-wise, region-wise lending, industry-wise rehabilitated loan, can provide an insight into the future course to be adopted.Better and effective strategic credit risk management process is a better way to Manage portfolio credit risk. The process provides a framework to ensure consistency between strategy and implementation that reduces potential volatility in earnings and maximize shareholders wealth. Beyond and over riding the specifics of risk modeling issues, the challenge is moving towards improved credit risk management lies in addressing banks’readiness and openness to accept change to a more transparent system, to rapidly metamorphosing markets, to more effective and efficient ways of operating and to meet market requirements and increased answerability to stake holders.There is a need for Strategic approach to Credit Risk Management (CRM) in Indian Commercial Banks, particularly in view of;(1) Higher NPAs level in comparison with global benchmark(2) RBI’ s stipulation about dividend distribution by the banks(3) Revised NPAs level and CAR norms(4) New Basel Capital Accord (Basel –II) revolutionAccording to the study conducted by ICRA Limited, the gross NPAs as a proportion of total advances for Indian Banks was 9.40 percent for financial year 2003 and 10.60 percent for financial year 20021. The value of the gross NPAs as ratio for financial year 2003 for the global benchmark banks was as low as 2.26 percent. Net NPAs as a proportion of net advances of Indian banks was 4.33 percent for financial year 2003 and 5.39 percent for financial year 2002. As against this, the value of net NPAs ratio for financial year 2003 for the global benchmark banks was 0.37 percent. Further, it was found that, the total advances of the banking sector to the commercial and agricultural sectors stood at Rs.8,00,000 crore. Of this, Rs.75,000 crore, or 9.40 percent of the total advances is bad and doubtful debt. The size of the NPAs portfolio in the Indian banking industry is close to Rs.1,00,000 crore which is around 6 percent of India’ s GDP2.The RBI has recently announced that the banks should not pay dividends at more than 33.33 percent of their net profit. It has further provided that the banks having NPA levels less than 3 percent and having Capital Adequacy Reserve Ratio (CARR) of more than 11 percent for the last two years will only be eligible to declare dividends without the permission from RBI3. This step is for strengthening the balance sheet of all the banks in the country. The banks should provide sufficient provisions from their profits so as to bring down the net NPAs level to 3 percent of their advances.NPAs are the primary indicators of credit risk. Capital Adequacy Ratio (CAR) is another measure of credit risk. CAR is supposed to act as a buffer against credit loss, which isset at 9 percent under the RBI stipulation4. With a view to moving towards International best practices and to ensure greater transparency, it has been decided to adopt the ’ 90 days’ ‘ over due’ norm for identification of NPAs from the year ending March 31, 2004.The New Basel Capital Accord is scheduled to be implemented by the end of 2006. All the banking supervisors may have to join the Accord. Even the domestic banks in addition to internationally active banks may have to conform to the Accord principles in the coming decades. The RBI as the regulator of the Indian banking industry has shown keen interest in strengthening the system, and the individual banks have responded in good measure in orienting themselves towards global best practices.1.3 Credit Risk Management(CRM) dynamics:The world over, credit risk has proved to be the most critical of all risks faced by a banking institution. A study of bank failures in New England found that, of the 62 banks in existence before 1984, which failed from 1989 to 1992, in 58 cases it was observed that loans and advances were not being repaid in time 5 . This signifies the role of credit risk management and therefore it forms the basis of present research analysis.Researchers and risk management practitioners have constantly tried to improve on current techniques and in recent years, enormous strides have been made in the art and science of credit risk measurement and management6. Much of the progress in this field has resulted form the limitations of traditional approaches to credit risk management and with the current Bank for International Settlement’ (BIS) regulatory model. Even in banks which regularly fine-tune credit policies and streamline credit processes, it is a real challenge for credit risk managers to correctly identify pockets of risk concentration, quantify extent of risk carried, identify opportunities for diversification and balance the risk-return trade-off in their credit portfolio.The two distinct dimensions of credit risk management can readily be identified as preventive measures and curative measures. Preventive measures include risk assessment, risk measurement and risk pricing, early warning system to pick early signals of future defaults and better credit portfolio diversification. The curative measures, on the other hand, aim at minimizing post-sanction loan losses through such steps as securitization, derivative trading, risk sharing, legal enforcement etc. It is widely believed that an ounce of prevention is worth a pound of cure. Therefore, the focus of the study is on preventive measures in tune with the norms prescribed by New Basel Capital Accord.The study also intends to throw some light on the two most significant developments impacting the fundamentals of credit risk management practices of banking industry – New Basel Capital Accord and Risk Based Supervision. Apart from highlighting the salient features of credit risk management prescriptions under New Basel Accord, attempts are made to codify the response of Indian banking professionals to various proposals under the accord. Similarly, RBI proposed Risk Based Supervision (RBS) is examined to capture its direction and implementation problems。
英语论文参考：风险管理
英语论文参考：风险管理英语论文参考:风险管理风险管理是对一个组织即将到来的威胁和危险的识别过程。
在一个组织中，风险可以通过多种方式进入，它可以来自项目失败、金融市场、组织中的事故，如洪水、地震、龙卷风、断电、公共卫生和安全以及法律风险等。
很难说，一个组织可以解决所有即将到来的`风险的组织如地震，我们可以假定地震破坏的业务，但我们不能说多少，但也有一些替代即将到来的威胁像断电我们可以用发电机维持经营。
Introduction 简介Risk management is a identification process of upcoming threats and danger to an organisation. In an organisation risk can enter through many ways, it can come from project failure, financial market, an accident in organisation such as flood, earthquake, cyclone, power failure, public health and safety and legal risk etc. Risk can be low to medium, or medium to high. It is difficult to say that an organisation can solve all the upcoming risks to the organisation like earthquake, we can just assume that earthquake can damage the business, but we cannot say how much, but there are some alternatives of upcoming threats like in power failure we can use generator to keep running the business.1) Purpose of risk management within an enterprise- The purpose of risk management in an organisation to identify problems before they enter and create problems in the organisation, so that risk management handling process may be planed.It is a continuous looking ahead process so it is an important part of a business. Early detection of risk is important because it is easier, not much expensive, and changes can made easily in theplanned process. It is easy to maintain a strategy and solve the risks when they are in early stage. A successful manager can monitor risks before they create problems in a business. The lack of information can is dangerous in a business so the staff of the organisation should be well training so that they can assume the risk when it is in early stage and report to the management as soon as possible.2) Benefits of risk management within an enterprise- An effective risk management program can help the organisations to manage their risks and maximise success opportunities .There are too many benefits of risk management to an organisation, like less time consuming, less costly, less labour. The managers of an organisation should train the staff that they can discuss the risks with the management when it is in early stage. Communication is a beneficial way for an organisation it helps to understand the most important risk areas. Staff can provide information in written or discuss with the management. So it can be early identification for the management and an alert to the management about the upcoming threats. The potential risk management benefits are ; supporting business planning, use of resources in effective ways, continuous improvement in the business, fewer dangers and threats, increase of new opportunities, increasing communication between staff and management, helps and focus internal audit programme etc.3) A Reviewing of activities and internal environment- By reviewing the internal environment of a organisation we can assume that how we can identify the risks and found risk in the organisation is acceptable or unacceptable, if it is unacceptable then how can we manage that risk to avoid an upcoming danger or threat. It can be found by an audit committee or by a group.Risk can affect the internal environment of the organisation .It depends on the organisations staff that how well they are trained by the management, it depends on the skills of the staff that how they will handle it or will they handle it themselves or will report to management of the organisation.The staff and management should perform their duties with responsibilities and complete their assignments on the given time frame by the management. There should be a continuous monitoring of activities in the organisation and the management should do something for the development of the staff and give them a proper and continuous training so they can be perfect in performing their duties.B. Setting objectives- All the organisations face the risks from internal and external environments. Objectives should be exist before the management can identify risks affecting the achievements of the organisation. An agency should develop related objectives. There are three broad categories of objectives ”operations, reporting, and compliance. In operations the company should do all the operations and work very effectively and in a progressive way, there should not be the minor faults in the formulations of the products and services of the company. If there are any risks around the operation the management should make a report and find the solutions of the involved risks. If they will avoid the so there will not be compliance risks for the company, and the company can achieve their target successfully.There are some questions that what risks should a company not accept for example quality compromises and environmental and rules and regulations set by the government. They must not accept the legal risks. All the product and services should be astandard quality. Always worst outcomes should be assessed for the development of the company.C. Event identification- An event is a incident arising from external and internal sources that can affect implementation of strategy. There are some external and internal factors through which we can identify events. Economic changes can affect the company financially. Ups and down in the currency of the country can affect the import and export of the company. Natural environments can also affect the company. Environmental damage can cause by failure in the rules and regulations set by law. Loss of funds through frauds can be a serious problem for the company. Failure to measurement of product can be another deficit for the company. Project delay can affect the company, s reputation. Failure of contractors and partners can be another bad situation for the company. Technical faults can also be costly for the company, It can be time consuming and affect the company, s target and reputation.D. Risk assessment with particular reference to the impact and likelihood of risk- In an organisation it is possible that an event can occur and affect the achievements of the objectives. It can decrease the value of the goods and services, so that risk should analysed because of their impacts. Management should consider the future events, expected or unexpected. They should always finding that what is worst that can happen or damage the reputation of the organisation. Considering the risk appetite the amount of risk is acceptable or not, most likely the government entities risk is low than the private organisations. Tolerance level is high in the private organisations. Risk assessment can use quantitative and qualitative methods. If the management already miss to give notification to the controller and it can be failure torecover the funds. Lack of notification can result in investigation.E. Risk response- Management determines that how can be respond to the risk, reviewing and impact, evaluating costs and benefits and selecting options within the entity, s risk tolerance. Management should keep trying to avoid the risk if there are other alternatives in front of company. By doing that the risk management we can find out what is good for the company. If the risk occurs the specific actions should taken by the management to reduce the risk level. Reducing risk by sharing the impact of the risk can be beneficial for the organisation. If the organisation will accept the risk without doing anything then the results can be dangers.It is easy to analyse the cost side in spite of benefit side. Management should first find the risks in each division or in each business unit. A view of risk can be depicted in several ways focusing on major risks and event categories across divisions. If the risk is in the program unit can be tolerated but it depends of the level of the risk.F. Control activities- there is a major role of effectiveness and efficiency in control activities. Control activities should be tested to ensure that there is not material weakness or difficulties. Management also should ensure that control activities are carried out in a timely manner. Internal auditor can also support management by providing assurance on the effectiveness and efficiency of control activities. In an organisation they must provide the receipt to customers, cash should be handle with care, information system and data processing system should be strong enough, financial reporting, accounts receivable , and investments should handle with care. Misuse of company, s assets, corruption and fraudulent reports should be should beprobe properly.The management should focus on the core areas like information system, contracts, purchasing, grants and other programs, services provided to the community, revenue collection, salaries of employees, and property. Risk with large and moderate impacts should be addressed with control activities.G. information communication- Information is major source to identify risks, and respond them in a appropriate way even is external or internal. Information should available for widespread use, all the transactions should recorded and tracked in actual timing, management should have immediate access to operating and financial information more effectively. If the risk is in tolerance than that, s all right otherwise an action should take immediately. Data reliability in information system should assessed carefully, poor assessment or bad management decisions can affect the targets. Communication is another way to be safe from risks, managers and staff needs to discuss the matters with each other, and tries to find the solutions for the problems. If necessary they should take actions immediately.H. Monitoring- In an organisation ongoing monitoring activities should be continuous process. Ongoing monitoring activities will occur through management activities. Division head, Line manager, controller, senior management, internal auditor, and external auditor can evaluate the monitoring process. A variety of evaluation techniques are available like checklist, questionnaire, flowchart techniques, performance steps etc. Reporting to the management about the risks is a good way to keep an eye in the organisation it will be far seeing process which can keep safe the organisation from unwanted danger andthreats.Conclusion: Savoury aroma coffee shopee should identify threats coming in the way of achieving objectives and start creating hazards. They should do proper assessment and need to find solution. This solution should be bigger than problem. They have to be very competent and efficient.。
风险术语的英文对照
风险术语的英文对照1. Risk Assessment - 风险评估2. Risk Management - 风险管理3. Risk Mitigation - 风险缓解4. Risk Identification - 风险识别5. Risk Analysis - 风险分析6. Risk Control - 风险控制7. Risk Response - 风险应对8. Risk Avoidance - 风险避免9. Risk Transfer - 风险转移10. Risk Tolerance - 风险容忍度11. Risk Probability - 风险概率12. Risk Impact - 风险影响13. Risk Assessment Matrix - 风险评估矩阵14. Risk Register - 风险登记册15. Risk Treatment Plan - 风险处理计划16. Risk Exposure - 风险暴露度17. Risk Control Measures - 风险控制措施18. Risk Indicator - 风险指标19. Risk Communication - 风险沟通20. Risk Event - 风险事件请注意，上述术语仅提供参考，具体的风险管理术语可能根据行业和上下文有所不同。
Risk management is an essential component of any organization, as it involves the identification, assessment, and mitigation of potential risks that could impact the achievement of objectives. In order to effectively manage risks, itis crucial to have a clear understanding of various risk terminologies and their corresponding translations in English.Risk assessment, or 风险评估, is the process of identifying and evaluating potential risks to determine their likelihood and potential impact. This involves analyzing the probability of a risk occurring and assessing the potential consequences it could have on the organization. Risk assessments are typically conducted using various tools and techniques such as risk matrices, scenario analysis, and historical data.Once risks have been identified and assessed, the organization can proceed with risk management, or 风险管理. This involves developing strategies and action plans to minimize or eliminate the identified risks. Risk management aims to reduce the likelihood of a risk occurring or its potential impact if it does occur. It includes risk mitigation, or 风险缓解, which involves implementing measures to reduce the probability and/or severity of a risk.Risk identification, or 风险识别, is the process of identifying potential risks that could impact the organization's objectives. This includes analyzing internal and external factors that could lead to risks, such as changes in regulations, market volatility, or operational vulnerabilities. Risk analysis, or 风险分析, is the process of evaluating the identified risks to determine their potential impact and prioritize their treatment.Risk control, or 风险控制, involves implementing measures to reduce or manage the identified risks. This includes developingand implementing risk control measures, such as implementing safety protocols, conducting regular inspections, or implementing redundancy measures. Risk response, or 风险应对, refers to the actions taken by the organization to address identified risks. This could include accepting the risk, avoiding the risk, transferring the risk to a third party, or implementing measures to mitigate the risk.Risk avoidance, or 风险避免, refers to the strategy of completely eliminating the exposure to a particular risk. This could involve making changes to business processes, discontinuing certain activities, or avoiding certain markets or investments. Risk transfer, or 风险转移, involves transferring the responsibility and financial implications of a risk to another party, such as purchasing insurance coverage.Risk tolerance, or 风险容忍度, refers to the level of risk that an organization is willing to accept in order to achieve its objectives. This involves striking a balance between maximizing opportunities and minimizing potential risks. Risk probability, or 风险概率, refers to the likelihood or chance of a risk occurring. Risk impact, or 风险影响, refers to the magnitude of the consequences that would result if a risk were to occur.A risk assessment matrix, or 风险评估矩阵, is a tool used to evaluate and prioritize risks based on their likelihood and impact. It provides a visual representation of risks and helps in determining appropriate risk management strategies. A risk register, or 风险登记册, is a document that records all identified risks, along with their likelihood, potential impact, and mitigation measures.To implement effective risk management, organizations develop risk treatment plans, or 风险处理计划, which outline the specific actions to be taken to manage identified risks. These plans include a clear description of the risk, its potential impact, the desired risk treatment strategy, and the individuals responsible for its implementation.Risk exposure, or 风险暴露度, refers to the level of vulnerability or susceptibility of the organization to a particular risk. It considers the organization's potential financial, operational, and reputational losses resulting from a risk event. Risk control measures, or 风险控制措施, are actions implemented to mitigate or prevent identified risks. These measures may include implementing internal controls, conducting training programs, or investing in technologies to mitigate risks.Risk indicators, or 风险指标, are quantitative or qualitative measures used to monitor and assess risks. These indicators help in identifying early warning signs of emerging risks, enabling timely and proactive risk management. Risk communication, or 风险沟通, refers to the process of sharing information about risks within the organization or with external stakeholders. Effective risk communication is crucial for ensuring that everyone understands the risks, their potential impact, and the organization's strategiesfor managing them.Overall, understanding and utilizing risk terminologies in both English and their native language is vital for effective riskmanagement. It ensures clear communication, facilitates collaboration, and enhances the organization's ability to identify, assess, and mitigate risks. By effectively managing risks, organizations can safeguard their interests, minimize losses, and enhance their overall performance and resilience.。
风险管理
七、风险管理在中国的发展
中国对于风险管理的研究开始于1980年代。一些 学者将风险管理和安全系统工程理论引入中国， 在少数企业试用中感觉比较满意。中国大部分企 业缺乏对风险管理的认识，也没有建立专门的风 险管理机构。作为一门学科，风险管理学在中国 仍旧处于起步阶段。 进入到上世纪90年代，随着资产证券化在国际上 兴起，风险证券化也被引入到风险管理的研究领 域中。而最为成功的例子是瑞士再保险公司发行 的巨灾债券，和由美国芝加哥期货交易所发行的 PCS期权。
1、风险的识别
①
②
③
风险的识别是风险管理的首要环节。只有在全面了解各种风险的基 础上，才能够预测危险可能造成的危害，从而选择处理风险的有效 手段。常见的方法有： 生产流程分析法（是对企业整个生产经营过程进行全面分析，对其 中各个环节逐项分析可能遭遇的风险，找出各种潜在的风险因素。 生产流程分析法可分为风险列举法和流程图法。 ） 财务表格分析法（财务表格分析法是通过对企业的资产负债表、损 益表、营业报告书及其他有关资料进行分析，从而识别和发现企业 现有的财产、责任等面临的风险。） 保险调查法（采用保险调查法进行风险识别可以利用两种形式：A、 通过保险险种一览表，企业可以根据保险公司或者专门保险刊物的 保险险种一览表，选择适合本企业需要的险种。这种方法仅仅对可 保风险进行识别，对不可保风险则无能为力。 B、委托保险人或者 保险咨询服务机构对本企业的风险管理进行调查设计，找出各种财 产和责任存在的风险。）
风险管理
科技名词定义
中文名称： 风险管理 英文名称： risk management 定义： 决定如何对待并规划项目风险的管理活动。 应用学科： 通信科技（一级学科）；政策、法规 与管理（二级学科）。
商业银行风险管理中英文对照外文翻译文献
商业银行风险管理中英文对照外文翻译文献(文档含英文原文和中文翻译)“RISK MANAGEMENT IN COMMERCIAL BANKS”(A CASE STUDY OF PUBLIC AND PRIVATE SECTOR BANKS) - ABSTRACT ONLY1. PREAMBLE:1.1 Risk Management:The future of banking will undoubtedly rest on risk management dynamics. Only those banks that have efficient risk management system will survive in the market in the long run. The effective management of credit risk is a critical component of comprehensive risk management essential for long-term success of a banking institution. Credit risk is the oldest and biggest risk that bank, by virtue of its very nature of business, inherits. This has however, acquired a greater significance in the recent past for various reasons. Foremost among them is the wind of economic liberalization that is blowing across the globe. India is no exception to this swing towards market driven economy. Competition from within and outside the country has intensified. This has resulted in multiplicity of risks both in number and volume resulting in volatile markets. A precursor to successful management of credit risk is a clear understanding about risks involved in lending, quantifications of risks within each item of the portfolio and reaching a conclusion as to the likely composite credit risk profile of a bank.The corner stone of credit risk management is the establishment of a framework that defines corporate priorities, loan approval process, credit risk rating system, risk-adjusted pricing system, loan-review mechanism and comprehensive reporting system.1.2 Significance of the study:The fundamental business of lending has brought trouble to individual banks and entire banking system. It is, therefore, imperative that the banks are adequate systems for credit assessment of individual projects and evaluating risk associated therewith as well as the industry as a whole. Generally, Banks in India evaluate a proposal through the traditional tools of project financing, computing maximum permissible limits, assessing management capabilities and prescribing a ceiling for an industry exposure. As banks move in to a new high powered world of financial operations and trading, with new risks, the need is felt for more sophisticated and versatile instruments for risk assessment, monitoring and controlling risk exposures. It is, therefore, time that banks managements equip themselves fully to grapple with the demands of creating tools and systems capable of assessing, monitoring and controlling risk exposures in a more scientific manner.Credit Risk, that is, default by the borrower to repay lent money, remains the most important risk to manage till date. The predominance of credit risk is even reflected in the composition of economic capital, which banks are required to keep a side for protection against various risks. According to one estimate, Credit Risk takes about 70% and 30%remaining is shared between the other two primary risks, namely Market risk (change in the market price and operational risk i.e., failure of internal controls, etc.). Quality borrowers (Tier-I borrowers) were able to access the capital market directly without going through the debt route. Hence, the credit route is now more open to lesser mortals (Tier-II borrowers).With margin levels going down, banks are unable to absorb the level of loan losses. There has been very little effort to develop a method where risks could be identified and measured. Most of the banks have developed internal rating systems for their borrowers, but there hasbeen very little study to compare such ratings with the final asset classification and also to fine-tune the rating system. Also risks peculiar to each industry are not identified and evaluated openly. Data collection is regular driven. Data on industry-wise, region-wise lending, industry-wise rehabilitated loan, can provide an insight into the future course to be adopted.Better and effective strategic credit risk management process is a better way to Manage portfolio credit risk. The process provides a framework to ensure consistency between strategy and implementation that reduces potential volatility in earnings and maximize shareholders wealth. Beyond and over riding the specifics of risk modeling issues, the challenge is moving towards improved credit risk management lies in addressing banks’readiness and openness to accept change to a more transparent system, to rapidly metamorphosing markets, to more effective and efficient ways of operating and to meet market requirements and increased answerability to stake holders.There is a need for Strategic approach to Credit Risk Management (CRM) in Indian Commercial Banks, particularly in view of;(1) Higher NPAs level in comparison with global benchmark(2) RBI’ s stipulation about dividend distribution by the banks(3) Revised NPAs level and CAR norms(4) New Basel Capital Accord (Basel –II) revolutionAccording to the study conducted by ICRA Limited, the gross NPAs as a proportion of total advances for Indian Banks was 9.40 percent for financial year 2003 and 10.60 percent for financial year 20021. The value of the gross NPAs as ratio for financial year 2003 for the global benchmark banks was as low as 2.26 percent. Net NPAs as a proportion of net advances of Indian banks was 4.33 percent for financial year 2003 and 5.39 percent for financial year 2002. As against this, the value of net NPAs ratio for financial year 2003 for the global benchmark banks was 0.37 percent. Further, it was found that, the total advances of the banking sector to the commercial and agricultural sectors stood at Rs.8,00,000 crore. Of this, Rs.75,000 crore, or 9.40 percent of the total advances is bad and doubtful debt. The size of the NPAs portfolio in the Indian banking industry is close to Rs.1,00,000 crore which is around 6 percent of India’ s GDP2.The RBI has recently announced that the banks should not pay dividends at more than 33.33 percent of their net profit. It has further provided that the banks having NPA levels less than 3 percent and having Capital Adequacy Reserve Ratio (CARR) of more than 11 percent for the last two years will only be eligible to declare dividends without the permission from RBI3. This step is for strengthening the balance sheet of all the banks in the country. The banks should provide sufficient provisions from their profits so as to bring down the net NPAs level to 3 percent of their advances.NPAs are the primary indicators of credit risk. Capital Adequacy Ratio (CAR) is another measure of credit risk. CAR is supposed to act as a buffer against credit loss, which isset at 9 percent under the RBI stipulation4. With a view to moving towards International best practices and to ensure greater transparency, it has been decided to adopt the ’ 90 days’ ‘ over due’ norm for identification of NPAs from the year ending March 31, 2004.The New Basel Capital Accord is scheduled to be implemented by the end of 2006. All the banking supervisors may have to join the Accord. Even the domestic banks in addition to internationally active banks may have to conform to the Accord principles in the coming decades. The RBI as the regulator of the Indian banking industry has shown keen interest in strengthening the system, and the individual banks have responded in good measure in orienting themselves towards global best practices.1.3 Credit Risk Management(CRM) dynamics:The world over, credit risk has proved to be the most critical of all risks faced by a banking institution. A study of bank failures in New England found that, of the 62 banks in existence before 1984, which failed from 1989 to 1992, in 58 cases it was observed that loans and advances were not being repaid in time 5 . This signifies the role of credit risk management and therefore it forms the basis of present research analysis.Researchers and risk management practitioners have constantly tried to improve on current techniques and in recent years, enormous strides have been made in the art and science of credit risk measurement and management6. Much of the progress in this field has resulted form the limitations of traditional approaches to credit risk management and with the current Bank for International Settlement’ (BIS) regulatory model. Even in banks which regularly fine-tune credit policies and streamline credit processes, it is a real challenge for credit risk managers to correctly identify pockets of risk concentration, quantify extent of risk carried, identify opportunities for diversification and balance the risk-return trade-off in their credit portfolio.The two distinct dimensions of credit risk management can readily be identified as preventive measures and curative measures. Preventive measures include risk assessment, risk measurement and risk pricing, early warning system to pick early signals of future defaults and better credit portfolio diversification. The curative measures, on the other hand, aim at minimizing post-sanction loan losses through such steps as securitization, derivative trading, risk sharing, legal enforcement etc. It is widely believed that an ounce of prevention is worth a pound of cure. Therefore, the focus of the study is on preventive measures in tune with the norms prescribed by New Basel Capital Accord.The study also intends to throw some light on the two most significant developments impacting the fundamentals of credit risk management practices of banking industry – New Basel Capital Accord and Risk Based Supervision. Apart from highlighting the salient features of credit risk management prescriptions under New Basel Accord, attempts are made to codify the response of Indian banking professionals to various proposals under the accord. Similarly, RBI proposed Risk Based Supervision (RBS) is examined to capture its direction and implementation problems。
风险管理(英文版)
relates. Where the risk assessment is generic it should be clearly stated.
Indicate the people who could be affected (including contractors and the public) and the frequency and duration of exposure – precise details are not required.
Unsafe working practices
Continuous loading & unloading of components
F Consequence (outcome)
Details of harm
Value 1 to 5
Broken limbs
3
Broken fingers
1
G Existing control measures used
2
Annual monitoring @ OHD
2
6
Page 1
Re-assess risks to show how proposed actions will be effective in reducing the risk.
Also consider whether any new hazards will be introduced .
D
Hazardous Event: Give a very brief description of the hazard scenario or event – i.e. what
happens that could lead to harm.
企业风险管理(中英文)
• At each payment date, only the net value of cash flows is exchanged 只在每个交割日交易净现金流
• The cash flows are based on a notional principal or notional amount 现金流基于名义本金交易量进行计算
– Gibson Greetings – Barings Bank 巴林银行 – Orange County, California 橙县，加州
• Model failure 金融模型失败
– Long Term Capital Management 长期资本管理
• Accounting improprieties 不适当做账
不恰当地管理金融衍生物
• Financial model failures 金融模型失败 • Improper accounting for derivatives
对于衍生物的不适当的会计记账手段
Mismanagement of Financial Risk
金融风险的不妥当管理 • Mismanagement of derivatives 衍生物的不善管理
最初致力于避免衍生工具带来的灾难
– Developing into optimizing firm value
发展到最优化公司价值
• Chief Risk Officer 设立首席风险执行官 • Sarbanes-Oxley Act in the U. S. – 2002 SOX法案 • Increased focus on risk models
出售者有义务应购买者要求履行期权合约
企业风险管理(中英文)
风险转移 (Risk Transfer)
总结词
风险转移是通过将风险暴露转移给其他实体 或第三方来降低潜在损失的管理策略。
详细描述
风险转移通常涉及保险、外包或与其他企业 合作等手段。通过将这些风险转移给更能够 应对和管理风险的实体，企业可以降低自身
风险敞口。
风险容忍 (Risk Tolerance)
• Enterprise Risk Management Organization and Processes
目录
• Corporate risk management culture and awareness
• Case Analysis of Enterprise Risk Management
Case Three: Credit Risk Management Practice of a Certain Enterprise
某企业的信用风险管理实践
This case study examines how a certain enterprise manages credit risks through effective credit policies and procedures.
风险管理信息系统
数据收集
收集内外部数据，包括 财务、市场、行业等数
据。
数据处理
对收集的数据进行清洗、 整合和加工，生成风险
管理所需的信息。
数据分析
运用统计分析、机器学 习等技术，对数据进行 深入分析，发现潜在风
险。
数据展示
将分析结果以图表、报 告等形式展示给管理层 和业务部门，支持决策
制定。
05
制定风险管理政策和流程，明 确各部门在风险管理中的职责 和角色。
101条风险管理准则中英文
１０１条风险管理准则原文及译文 2010.01 update 一般准则【准则条文】１．英文：「An organization risk management program must be tailored to its overall objectives and should change when those objectives change.」译文：「一个组织的风险管理规划方案必需配合企业之整体目标，且应随着目标之改变而改变．」２．英文：「If you are in a “safe”business (relatively immune from depression, bankruptcy or shifts in products market), you risk management program can be more “risky”and less costly.」译文：「假如您要安稳地经营（亦即免除相当程度的经济萧条，破产或产品市场转换之冲撃）您的风险管理方案最好能够更具冒险性及成本最低性．」３．英文：「Don’t risk more than you can afford to lose.」译文：「不要冒自己所不能够承担之风险．」４．英文：「Don’t risk a lot for a little」译文：「切勿冒因小利而受大害之风险」５．英文：「C onsider the odds of an occurrence」译文：「多加考虑损失发生之可能性．」６．英文：「Have clearly defined objectives which are consistent with corporate objectives」译文：「必需要有明确之风险管理目标且此目标需与企业目标一致．」７．英文：「The risk management department, as a user of services, should award business on the basis of ability to perform.」译文：「风险管理部门是属服务部门，因此该部门对企业利润之回馈应以其执行能力之高低为认定之基础．」８．英文：「For any significant loss exposure, neither loss control nor loss financing alone is enough; control and financing must be combined in the right proportion.」译文：「对任何重大之风险仅以控制对策或理财对策处理是不够的,必需将此两类对策做适当比例正确之搭配始可．」风险辨认衡量准则【准则条文】９．英文：「Review financial statements to help identify and measure risks.」译文：「评估财务报表有助于辨认和衡量风险．」１０．英文：「Use flow charts to identify sole source suppliers or other contingent business interruption exposures.」译文：「使用流程图分析有助于辨认一个供货商所引发之风险或其它连带营业中断风险．」１１．英文：「To more fully identify and assess risks, you must visit the plants and relate to operations people.」译文：「如果要能更完整地辨认和评估风险，风险管理人员应亲身访问工厂和有关之操作人员．」１２．英文：「A reliable data base is essential to estimate probability and severity.」译文：「可靠之数据储存库对估计机率和幅度是相当重要的．」１３．英文：「Accurate and timely risk information reduces risk, in any of itself.」译文：「正确和及时之风险信息有助于降低风险．」１４．英文：「The risk manager should be involved in the purchase or design of any new operation to assure that there are no built-in risk management problems.」译文：「风险管理人员应涉及任何新计划之设计规划或任何新购置方案之工作，俾便事先能确保不产生风险管理上之问题．」１５．英文：「Be certain environmental risks are evaluated in mergers, acquisitions and joint ventures.」译文：「企业在合并、购买和短期合营事业上应确定已完成环境风险之评估工作．」１６．英文：「Select hazardous waste contractors on their risk control measures and their financial stability or insurance protection. 」译文：「选择处理具有危险性之废弃物之厂商时应以该厂商在处理废弃物时所采取之风险控制手段是否良好，他们本身之财务结构是否稳定，或从事此危险工作所引发之责任或损失是否良好之保险保障为主要之考虑依据．」１７．英文：「Look for incidental involvement in critical risk areas, （ie. aircraft and nuclear products, medical malpractice, engineering design, ect.）」译文：「在重要的风险区域范围内，积极寻求可能涉及的非所愿事件．（重要的风险区域范围指的是航空和核子科技产品，医疗作业失误、工程设计等工作而言．）」风险控制准则【准则条文】１８．英文：「Risk control works, it is cost effective and helps control local operating costs.」译文：「风险控制是项积极改善风险单位本身性质之工作．它可使成本做最有效之运用同时亦有助单位或部门营运成本之控制．」１９．英文：「The first ( and incontrovertible ) reason for risk control is the preservation of life.」译文：「风险控制首要的（和无可置疑的）理由乃是对人们生命的保护．」２０．英文：「A property conservation program should be designed to protect corporate assets-not the underwriter.」译文：「财产保全维护计划是为了保护公司的资产而设计的──并非为了保全人而设计的．」２１．英文：「Be mindful that key plants and sole source suppliers may need protection above and beyond normal HPR (highly protected risks)requirements.」译文：「对重要工厂和单一供货商应予留意也许它们需要超过HPR正常要求标准的防护措施．」２２．英文：「Use the risk control services of your broker and insurer as an extension of your corporate program. Don’t let them go off on a tangent.」译文：「要把保险经纪人和保险人所提供之风险控制服务视为自己公司的风险控制规划方案延伸的一部份．不能让他们突然地改变既有之服务内容．」２３．英文：「Quality control should not be substitute for a full product liability program.Quality control only assures the product is made according to specifications, whether good or bad.」译文：「质量控制不应视为全部产品责任损失控制方案之替代品．所谓质量控制仅是能确保产品是依据既定之规格制造，不管此一规格是好是坏．」２４．英文：「Most of the safety-related “standards”of governmental agencies should be considered as minimum requirements.」译文：「政府机关所订有关的安全法规或标准应视为风险控制之最低要求．」２５．英文：「Duplicate and separately store valuable papers and back-up data processing media.」译文：「复制并分开储存有价值之数据文件且储备许多计算机处理数据上需要的软硬件零件．」２６．英文：「Avoid travel by multiple executives in a single aircraft.」译文：「避免安排许多重要主管同乘一架航空器从事旅游或考察」风险理财准则【准则条文】２７．英文：「Risk management should focus on two separate zones of risk relative to the maximum dollar loss the company can survive form a single occurrence:. Below this level-optimize the use of insurance relative to current cost.. Above this level-transfer risk (usually insurance) to maximum extent possible-cost effectiveness is not a criterion in this zone; survival is.译文：「风险管理应着重一次损失之发生，企业能承受之最大损失能力之水平或范围下所分开的两个不同之风险范围．．低于此一范围水平之风险－求取保险与非保险对策之适切成本组合．．高于此一范围水平之风险－尽最大可能转移风险（通常利用保险）此时成本之有效性非决策标准而以存活之机会为决策标准．」２８．英文：「An entity with an unlimited budget can benefit from adopting all riskmanagement measures which have benefits to the entity with an expected presentvalue greater than the expected present value of costs of those measures to thatentity.」译文：「较少预算限制之经济个体只要对所有之风险管理方案采取预期收益现值大于预期成本现值之方案即可获益．」２９．英文：「When, for budgetary or practical reasons, an entity must choose betweenmutually exclusive risk management measures, the entity should choose the measurethat offers it the greatest excess of benefits over costs. When both benefits and costsare expressed as expected present values.」译文：「当为了有限之预算或实际之理由时，经济个体在选取互相冲突之风险管理方案时，经济个体应选择预期收益现值与预期成本现值差额最大的风险管理方案．」３０．英文：「Competitive bidding which causes market disruption should be avoided.」译文：「公开竞标易引起市场崩溃应予避免．」３１．英文：「Never depend solely on someone else’s insurance .」译文：「不要单单依赖某一保险人提供之保险．」３２．英文：「Retrospective rating plans of more than one year hamper flexibility.」译文：「超过一年以上之追溯费率计划反而妨碍弹性程度．」３３．英文：「A tax advantage should be considered a “plus”-not a principal reason for a risk financing decision.」译文：「税负减轻之优点仅能视为有利因子－它不是风险理财决策之主要理由．」３４．英文：「Risk taking presents an opportunity for economic gain.」译文：「冒风险意谓着在经济上获益之机会．」索赔管理准则【准则条文】３５．英文：「The risk manager should be notified immediately (with-in 24 hours)of any major loss or potential loss.」译文：「对任何重大或潜在之损失，风险经理应立即（24小时内）获得通知．」３６．英文：「Major liability claims should be reviewed for adequacy of investigation and accuracy of reserve.」译文：「对于重大责任损失查勘之适当性和损失准备之正确性应特别注意评估．」３７．英文：「Be careful of local plant involvement in property and liability claims. Local personnel may be too defensive to properly review a major claim.」译文：「特别留意涉及各地工厂部门之财产和责任索赔案件．因为各地工厂部门之人员容易为了减低其损失发失之责任而隐瞒实情以致重大之索赔关键无法正确评估．」３８．英文：「Request early advance payments on large property and business interruption losses.」译文：「对于重大的财产和营业中断损失及早要求保险人预付部份赔款．」３９．英文：「Secure several estimates or an appraisal of self-insured vehicle physical damage losses.」译文：「对于自行承担之车辆实体毁损应尽可能获取数种之估价数据．」４０．英文：「Aggressive claims subrogation ( insured and self-insured) reduces costs.」译文：「主动积极运用代位求偿（不管是被保损失之索赔或未保损失之理贴）可降低理赔成本．」４１．英文：「A claim and disability management program, directed toward getting the employee back to work as soon as possible can save money even though theemployee cannot do all phases of the job. 」译文：「索赔和伤残管理规划中应尽可能使员工回复原有之工作，即使员工无法胜任原有所有之工作但可使企业组织节省金钱之花费．」４２．英文：「Periodically audit claims reserves of insurers and self-insurance administrators.」译文：「定期审查保险人和自我保险人所设立的损失理赔准备．」４３．英文：「The best claim is a closed claim.」译文：「最好的索赔就是结束索赔．」员工福利准则【准则条文】４４．英文：「The provisions and costs of employee benefit programs should be clearly and frequently communicated to employees.」译文：「员工福利方案的成本和条款应该时常清楚地与员工沟通．」４５．英文：「When installing a new benefit plan, it is harder to reduce benefits than to improve them later on.」译文：「当设计一项新的福利项目时，要了解清楚的是将福利给付或项目缩减比事后改善福利项目和内容还难．」４６．英文：「A poor employee benefit program can generate more employee relations problems than no plan at all .」译文：「一个差劲的员工福利计划会比不设立员工福利计划产生更多的人事关系纠纷之问题．」４７．英文：「Employee contributions, even small ones, can help you assess the real popularity of a benefit plan.」译文：「员工醵出额即使很小也能有助于评估员工福利方案真正被接受支持之普遍程度．」４８．英文：「Know the benefit plans of the companies with whom you compete for labor.」译文：「应深切了解在人力市场上与自己公司互相竞争的同业公司之员工福利计划．」４９．英文：「Benefit consultants and brokers are not efficiency replacements for in-house stall functions.」译文：「福利顾问和经纪人无法有效取代内部专业职员之功能．」５０．英文：「Collective bargaining of employee benefits should involve corporate benefit professionals.」译文：「员工福利在集体议商制定时，公司的福利专业人员应积极涉入参与．」５１．英文：「Legislation and regulation are intensifying in the employee benefit field.Make your company’s opinions known to the government before legislation isenacted.」译文：「政府之立法和管理规定对员工福利具有重大实质之影响．故立法通过和执行前，自己企业公司之意见应让政府单位知道．」退休年金准则【准则条文】５２．英文：「The ultimate cost of any pension plan is equal to the benefits paid, plus the cost of administration, less any investment earning of the fund.」译文：「任何退休计划终极成本等于给付支出额加上行政处理费用扣除资金之投资收益．」５３．英文：「For the most part different actuarial methods and/ or assumptions may alter the incidence of cost, but seldom alter the ultimate level of cost.」译文：「对于大部份不同的精算成本方法和（或）精算假设也许改变了每年退休成本的偶然不同性，但很少改变终极成本之水平．」５４．英文：「Clearly identify your corporate objectives with respect to your retirement program.」译文：「明确确认公司目标与退休计划方案之关系．」５５．英文：「Recognize that retirement plans are long-term obligations which will span many political, economic and social environments.」译文：「确认退休计划是属长期之责任义务，这种计划涵盖了许多政治的、经济的和社会的层面环境．」５６．英文：「Identify the nature and extent of pension liability prior to any acquisition or divestiture.」译文：「做任何有关退休债务之取或舍之决定前，应认清该退休债务之性质和程度范围．」５７．英文：「Establish formal investment objectives with respect to your pension funds which define risk , diversification and absolute performance parameters.」译文：「应正式以书面建立与退休基金有关之投资目标，此目标应包括投资所可能产生风险之范围，投资项目之多元化之内容和肯定会影响投资绩效之因素有那些．」５８．英文：「Monitor the performance of your pension fund in the context of your investment objectives.」译文：「应以投资书面目标评估退休基金之投资绩效．」５９．英文：「Identify and monitor your corporate exposure as a result of participation in any industry wide multiemployer pension plans.」译文：「辨认和评估因参加任何同业之合同退休计划所可能产生之不利影响．」国际性风险管理准则【准则条文】６０．英文：「Multinational organizations should step up to their international risk management responsibilities.」译文：「多国籍企业应逐步提升国际性风险管理之责任．」６１．英文：「Establish a worldwide risk and insurance management program; don’t rely totally on a difference-in-conditions approach.」译文：「多国籍企业应设立全球性风险和保险管理规划方案；不可完全仰赖条款差异保险．」６２．英文：「A combination of admitted and non-admitted insurance usually provides the best world wide insurance program.」译文：「被认可保险与不被认可保险之组合通常提供了最佳的全球性保险计划．」６３．英文：「Avoid the use of long-term policies overseas.」译文：「避免使用海外之长期保单．」６４．英文：「Be sensitive to and don’t underestimate nationalism when implementinga worldwide risk management program.」译文：「在执行全球性风险管理方案时，尤需保持警觉，并且不能低估国家主义所致之严重问题．」６５．英文：「Don’t ignore local objections to worldwide programs.」译文：「不要忽视海外当地对全球性计划方案之反对．」风险管理行政准则【准则条文】６６．英文：「Establish a level of authority via management policy statement.」译文：「透过一份管理策略说明书建立起不同的权责标准．」６７．英文：「Prepare and universally distribute a corporate risk management manual.」译文：「编制并普通分发公司的风险管理手册．」６８．英文：「Set up realistic annual objectives with your brokers, underwriters and vendors and measure their accomplishments and results.」译文：「与您的经纪人，保险人和厂商设立实际具体可完成之年度目标俾便评估其成效和结果．」６９．英文：「Verify the accuracy of all relevant information you receive.」译文：「应证实您所获取所有有关信息之精确性．」７０．英文：「R ead every insurance policy carefully.」译文：「仔细阅读每一张保险单．」７１．英文：「Keep program design simple」译文：「应尽量保持风险管理方案设计之简明化．」７２．英文：「Consolidate-where it makes sense to do so.」译文：「如果行政工作程序合并简化具积极意义时就该合并．」７３．英文：「Develop record retention procedures.」译文：「应发展一套纪录保存之程序．」７４．英文：「Keep intercomany premium allocation confidential. 」译文：「公司单位部门间之保费分摊应使人信服．」７５．英文：「Establish administrative procedures in writing.」译文：「应以书面建立行政处理程序．」风险管理技巧准则【准则条文】７６．英文：「Insurance policy provisions should be uniform as to named insured, notice and cancellation clauses, territory, etc.」译文：「保单条款中有关记名被保人、通知和注销条款、投保区域之规定等应求取一致．」７７．英文：「The “notice ”provision in all insurance policies should be modified to mean notice to a specific individual.」译文：「所有保单中之“通知”条款应被修订成通知特定单位或个人之通知条款．」７８．英文：「Primary policies with annual aggregates should have policy periods which coincide with excess policies.」译文：「年度累积式基本保单之期间应与超额保单期间一致．」７９．英文：「Joint loss agreements should be obtained from fire and boiler and machinery insurers.」译文：「应取得火灾和锅炉机械保险之联合共同损失协议条款．」８０．英文：「Add “drive other car”protection to your corporate automobile insurance.」译文：「公司的汽车保险方案中应加入“驾驶他车”之保障条款」８１．英文：「Eliminate coinsurance clauses.」译文：「应消除共保条款」８２．英文：「Know the implications of and difference between “claims made”and “pay on behalf of”liability contracts.」译文：「应该认识清楚“请求索赔”责任保单和“代被保人赔偿”责任保单之涵义和其间之区别」８３．英文：「Risks accepted under contracts are not necessarily covered under contractual liability coverage.」译文：「透过契约而承受的风险不一定需由契约责任保险来承保．」８４．英文：「Add employees as insured’s to liability contracts. Use discretionary language to avoid defending hostile persons.」译文：「应将员工纳入责任保险之被保人中．并采用较为广义弹性之用语以避免并防范怀有恶意之他人．」风险管理沟通准则【准则条文】８５．英文：「All communication providing or requesting information should be expressed in clear, objective language, leaving no room for individual interpretation.」译文：「沟通上所要提供之信息或所需之信息均应以明确且客观之用语显示，千万勿令人有两可解释之余地．」８６．英文：「All communications and relationships should be conducted with due consideration to proprietary information.」译文：「所有之沟通及工作关系应充份尊重考虑最高负责人意思后才予实施．」８７．英文：「Communicate effectively up and down and avoid management surprises.」译文：「沟通应有效地做到上闻下达之地步并避免令管理人员闻讯后感到讶异．」８８．英文：「Don’t tell senior management anything-ask them, counsel them, inform them.」译文：「对最高管理阶层人员千万勿用「告诉」字眼－而是用「请问」、「建议」、「通知」他们之字眼．」８９．英文：「Communicate in business language, avoid insurance jargon.」译文：「应以一般商业用语沟通，避免用艰深之保险术语．」９０．英文：「Obtain letters of intent or interpretations regarding agreements(coverage or administration) which are outside of and/or in addition to actual insurance orservice contracts. Never rely on verbal agreements.」译文：「对于保险契约或服务契约本身外的协议或额外的协议（保障或行政事项），应确实获得有关解释说明之书面文件．絶对不可依赖口头上之协议来行事．」９１．英文：「The immediate supervisor to the risk management function should be educated in principles of risk management.」译文：「对于直接执行风险管理职能之主管应受过风险管理专业教育训练始可．」９２．英文：「Communicate every insurance exclusion and no insurance implication to your management . 」译文：「风险管理人员应就每一保险契约中之免责事项及其所显示之保险以外之涵义与管理阶层人员沟通．」９３．英文：「In competitive bidding situations, advise each competitor that the first bid is the only bid and stick to it.」译文：「在竞标中，应向每一位投标人建议每人的第一次标价就是唯一的标价并坚持此一原则．」９４．英文：「Risk managers should meet with underwriters rather than relying totally on others for market communications」译文：「风险管理人员应经常主动拜访保险人，以便取得市场信息而不应完全依赖其它的人和事来取得市场信息．」风险管理哲学准则【准则条文】９５．英文：「The risk manager ( and his corporation ) should avoid developing the reputation of a “shopper”or “market burner”. This reputation can bedetrimental to the corporations best interests and the risk managers credibility.」译文：「风险管理人员（或其公司）应避免建立起「购买者」或「市场交易带头者」之名声．此种名声能够阻碍公司最佳利益之获取和损及风险管理人员之信赖度．」９６．英文：「Determine your personal level of risk aversion and temper intuitive judgments up or down accordingly.」译文：「确定自己的风险偏好之程度并据此调适主观直觉之判断．」９７．英文：「Program design will always be a function of current practicalities tempered by management’s level of risk aversion.」译文：「风险管理方案之规划常是管理决策者实际风险偏好程度之显示．」９８．英文：「Everyone is in business to make a fair profit」译文：「企业中每一个人均要有为公司赢得顾客满意，赚取合理利润之心志．」９９．英文：「Long term, good faith relationships are not obsolete.」译文：「长期且诚信的关系是絶不会过时的．」１００．英文：「Integrity is not out of style」译文：「诚笃正直的心絶不会落伍．」１０１．英文：「Common sense is the most important ingredient in risk management.」译文：「普通常识是风险管理中最重之要素．」。
商业银行风险管理外文及翻译
外文文献翻译Commercial Bank Risk Management: An Analysis of the Process外文文献：Commercial Bank Risk Management：An Analysis of the Process AbstractThroughout the past year, on-site visits to financial service firms were conducted to review and evaluate their financial risk management systems。
The commercial banking analysis covered a number of North American super-regionals and quasi±money—center institutions as well as several firms outside the U。
S。
The information obtained covered both the philosophy and practice of financial risk management. This article outlines the results of this investigation。
It reports the state of risk management techniques in the industry。
It reports the standard of practice and evaluates how and why it is conducted in the particular way chosen。
In addition，critiques are offered where appropriate. We discuss the problems which the industry finds most difficult to address, shortcomings of the current methodology used to analyze risk，and the elements that are missing in the current procedures of risk management.1。
外文翻译--风险管理在项目管理中的地位
Two, clear the source of project risk is the basis for comprehensive risk management
项目风险是指可能导致项目损失的不确定性。不同类型的项目有不同的风险，相同类型的项目根据其所处的环境、采用的技术等不同，其风险也是各不相同的。一般来说，项目风险分为以下四类。
2、项目管理方面的风险。项目管理风险包括项目过程管理的方方面面，如项目计划的时间、资源分配（包括人员、设备材料）、项目质量管理、项目管理技术（流程、规范、工具等）的采用以及外包商的管理等。
2, the risk of project management. The risk of project management including project process management aspects, such as the time of the project plan, the allocation of resources (including personnel, equipment and materials), project quality management, project management (process, specification, tools etc.) and the use of outsourcing management etc..
Project risk is the risk that may lead to project uncertainty of loss. Different types of projects have different risk, the same types of projects according to their environment, the technology and so on, the risk is not the same. Generally speaking, the project risk is divided into the following four categories.
(风险管理)风险术语中英文对照
R23/24/25
Toxicbyinhalation,incontactwithskinandifswallowed.
吸入、与皮肤接触和吞食是有毒的；
R23/25
Toxicbyinhalationandifswallowed.
吸入和吞食是有毒的；
R24
Toxicincontactwithskin.
吸入和与皮肤接触有极高毒性；
R26/27/28
Verytoxicbyinhalation,incontactwithskinandifswallowed.
吸入、与皮肤接触和吞食有极高毒性；
R26/28
Verytoxicbyinhalationandifswallowed.
吸入和吞食有极高毒性；
R27
使用中可能形成易燃/爆炸性蒸气空气混合物；
R19
Mayformexplosiveperoxides.
可能生成爆炸性过氧化物；
R20
Harmfulbyinhalation.
吸入有害；
R20/21
Harmfulbyinhalationandincontactwithskin.
吸入和与皮肤接触是有害的；
R20/21/22
（风险管理）风险术语中英文对照
RiskPhrases
英文解释
中文解释
R1
Explosivewhendry.
干燥时有爆炸性；
R2
Riskofexplosionbyshock,friction,fireorothersourcesofignition.
受冲击、摩擦、着火或其他引燃源有爆炸危险；
R3
Extremeriskofexplosionbyshock,friction,fireorothersourcesofignition.
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外文翻译risk managementMaterial Source Author:Karl Heil Risk management is a systematic process of identifying and assessing company risks and taking actions to protect a company against them. Some risk managers define risk as the possibility that a future occurrence may cause harm or losses, while noting that risk also may provide possible opportunities. By taking risks, companies sometimes can achieve considerable gains. However, companies need risk management to analyze possible risks in order to balance potential gains against potential losses and avoid expensive mistakes. Risk management is best used as a preventive measure rather than as a reactive measure. Companies benefit most from considering their risks when they are performing well and when markets are growing in order to sustain growth and profitability.The task of the risk manager is to predict, and enact measures to control or prevent, losses within a company. The risk-management process involves identifying exposures to potential losses, measuring these exposures, and deciding how to protect the company from harm given the nature of the risks and the company's goals and resources. While companies face a host of different risks, some are more important than others. Risk managers determine their importance and ability to be affected while identifying and measuring exposures. For example, the risk of flooding in Arizona would have low priority relative to other risks a company located there might face. Risk managers consider different methods for controlling or preventing risks and then select the best method given the company's goals and resources. After the method is selected and implemented, the method must be monitored to ensure that it produces the intended results.THE EVOLUTION OF RISK MANAGEMENTThe field of risk management emerged in the mid-1970s, evolving from the older field of insurance management. The term risk management was adopted because the new field has a much wider focus than simply insurance management. Risk management includes activities and responsibilities out-side of the generalinsurance domain, although insurance is an important part of it and insurance agents often serve as risk managers. Insurance management focused on protecting companies from natural disasters and basic kinds of exposures, such as fire, theft, and employee injuries, whereas risk management focuses on these kinds of risks as well as other kinds of costly losses, including those stemming from product liability, employment practices, environmental degradation, accounting compliance, offshore outsourcing, currency fluctuations, and electronic commerce. In the 1980s and 1990s, risk management grew into vital part of company planning and strategy and risk management became integrated with more and more company functions as the field evolved. As the role of risk management has increased to encompass large-scale, organization-wide programs, the field has become known as enterprise risk management.TYPES OF RISK MANAGERS AND TYPES OF RISKCompany managers have three general options when it comes to choosing a risk manager:1.Insurance agents who provide risk assessment services and insuranceadvice and solutions to their clients;2.Salaried employees who manage risk for their company (often chieffinancial officers or treasurers);3.Independent consultants who provide risk-management services for a fee.Because risk management has become a significant part of insurance brokering, many insurance agents work for fees instead of for commissions. To choose the best type of risk manager for their companies, managers should consider the company's goals, size, and resources.Managers also should be aware of the types of risks they face. Common types of risks include automobile accidents, employee injuries, fire, flood, and tornadoes, although more complicated types such as liability and environmental degradation also exist. Furthermore, companies face a number of risks that stem primarily from the nature of doing business. In Beyond Value at Risk, Kevin Dowd sums up these different types of risks companies face by placing them in five general categories:1.Business risks, or those associated with an organization's particular marketor industry;2.Market risks, or those associated with changes in market conditions, suchas fluctuations in prices, interest rates, and exchange rates;3.Credit risks, or those associated with the potential for not receivingpayments owed by debtors;4.Operational risks, or those associated with internal system failures becauseof mechanical problems (e.g., machines malfunctioning) or human errors(e.g., poor allocation of resources);5.Legal risks, or those associated with the possibility of other parties notmeeting their contractual obligations.In addition, environmental risks constitute a significant and growing area of risk management, since reports indicate the number and intensity of natural disasters are increasing. For example, the periodical Risk Management reported that there were about five times as many natural disasters in the 1990s as in the 1960s. The year 2004 was one of the worst in history, with three major hurricanes hitting the state of Florida and a tsunami causing death and devastation in the Pacific Rim. Some observers blame the rising number of natural disasters on global warming, which they believe will cause greater floods, droughts, and storms in the future.Furthermore, any given risk can lead to a variety of losses in different areas. For example, if a fire occurs, a company could lose its physical property such as buildings, equipment, and materials. In this situation, a company also could lose revenues, in that it could no longer produce goods or provide services. Furthermore, a company could lose human resources in such a disaster. Even if employees are not killed or injured, a company would still suffer losses because employers must cover benefits employees draw when they miss work.ASSESSING RISKS ASSOCIATED WITH DOING BUSINESSOne way managers can assess the risks of doing business is by using the risk calculator developed by Robert Simons, a professor at the Harvard Business School. Although the risk calculator is not a precise tool, it does indicate areas where risks and potential losses exist, such as the rate of expansion and the level of internal competition. Using the risk calculator, managers can determine if their company has a safe or dangerous amount of risk. The risk calculator measuresthree kinds of internal pressures: risk stemming from growth, corporate culture, and information management. Rapid growth, for example, could be a risk and lead to losses, because if a company grows too quickly, it may not have enough time to train new employees adequately. Hence, unchecked growth could lead to lost sales and diminished quality.Managers can assess the increased risk associated with growth by determining if sales goals are set by top management without input from employees. If a company sets sales goals in this manner, then it has a high level of risk in that the goals may be too difficult for employees to meet. In cases where employees feel extreme pressure in trying to achieve goals, they may take unnecessary risks. Similarly, companies that rely heavily on performance-based pay also tend to have higher levels of risk.To assess risk arising from corporate culture, managers should determine what percentage of sales comes from new products or services developed by risk-taking employees. If the percentage is high, then the amount of risk is also high, because such a company depends significantly on new products and the related risks. In addition, a corporate culture that allows or encourages employees to work independently to develop new products increases company risk, as does a high rate of new product or service failures.Finally, managers can determine business risks resulting from information management by determining if they and their subordinates spend a lot of time gathering information that should already be available. Another way of assessing these risks is by managers considering whether they look at performance data frequently and whether they notice if reports are missing or late.RISK MANAGEMENT METHODSRisk managers rely on a variety of methods to help companies avoid and mitigate risks in an effort to position them for gains. The four primary methods include exposure or risk avoidance, loss prevention, loss reduction, and risk financing. A simple method of risk management is exposure avoidance, which refers to avoiding products, services, or business activities with the potential for losses, such as manufacturing cigarettes. Loss prevention attempts to root out the potential for losses by implementing such things as employee training and safetyprograms designed to eradicate risks. Loss reduction seeks to minimize the effects of risks through response systems that neutralize the effects of a disaster or mishap.The final option risk managers have is to finance risks, paying for them either by retaining or transferring their costs. Companies work with risk managers insofar as possible to avoid risk retention. However, if no other method is available to manage a particular risk, a company must be prepared to cover the losses—that is, to retain the losses. The deductible of an insurance policy is an example of a retained loss. Companies also may retain losses by creating special funds to cover any losses.Risk transferring takes place when a company shares its risk with another party, such as an insurance provider, by getting insurance policies that cover various kinds of risk that can be insured. In fact, insurance constitutes the leading method of risk management. Insurance policies usually cover (a) property risks such as fire and natural disasters, (b) liability risks such as employer's liability and workers' compensation, and (c) transportation risks covering air, land, and sea travel as well as transported goods and transportation liability. Managers of large corporations may decide to manage their risks by acquiring an insurance company to cover part or all of their risks, as many have done. Such insurance companies are called captive insurers.Risk managers also distinguish between preloss and postloss risk financing. Preloss risk financing includes financing obtained in preparation for potential losses, such as insurance policies. With insurance policies, companies pay premiums before incurring losses. On the other hand, postloss financing refers to obtaining funds after losses are incurred (i.e., when companies obtain financing in response to losses). Obtaining a loan and issuing stocks are methods of postloss financing.During the implementation phase, company managers work with risk managers to determine the company goals and the best methods for risk management. Generally, companies implement a combination of methods to control and prevent risks effectively, since these methods are not mutually exclusive, but complementary. After risk management methods have been implemented, risk managers must examine the risk management program to ensure that it continues to be adequate and effective.ENTERPRISE RISK MANAGEMENTAs the field of risk management expanded to include managing financial, environmental, and technological risks, the role of risk managers grew to encompass an organization-wide approach known as enterprise risk management (ERM). This approach seeks to implement risk awareness and prevention programs throughout a company, thus creating a corporate culture able to handle the risks associated with a rapidly changing business environment. Practitioners of ERM incorporate risk management into the basic goals and values of the company and support those values with action. They conduct risk analyses, devise specific strategies to reduce risk, develop monitoring systems to warn about potential risks, and perform regular reviews of the program.In the United States, the Sarbanes-Oxley Act of 2002 provided the impetus for a number of large firms to implement enterprise risk management. Passed in the wake of scandals involving accounting compliance and corporate governance, the act required public companies to enact a host of new financial controls. In addition, it placed new, personal responsibility on boards of directors to certify that they are aware of current and future risks and have effective programs in place to mitigate them. "Fueled by new exchange rules, regulatory initiatives around the globe, and a bevy or reports that link good corporate governance with effective risk management, attention is turning to ERM," Lawrence Richter Quinn noted in Financial Executive. "[Some executives believe that it] will save companies from any number of current and future ills while providing significant competitive advantages along the way."In late 2004 the London-based Treadway Commission's Committee of Sponsoring Organizations (COSO) issued Enterprise Risk Management-Integrated Framework,which provided a set of "best practice" standards for companies to use in implementing ERM programs. The COSO framework expanded on the work companies were required to do under Sarbanes-Oxley and provided guidelines for creating an organization-wide focus on risk management. According to Financial Executive, between one-third and one-half of Fortune 500 companies had launched or were considering launching ERM initiatives by the end of 2004.译文风险管理资料来源: 作者：卡尔埃尔风险管理是一个对公司风险进行识别、评估，并采取措施，加以防范的系统过程。