FINANCIAL
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A category of risks related to unexpected changes in external markets, prices, rates, and liquidity supply and demand. See also market risk, credit risk, and liquidity risk.
FINANCIAL MARKET Unexpected changes in external markets (such as stock markets), prices (such as commodity prices), or rates (such as interest rates), related to (a) general market movements (although the source for this is often economic risk) or (b) a specific ast on the company’s balance sheet. Some examples include equity market risk, interest rate risk, and currency risk.
FINANCIAL CREDIT Unexpected changes in credit markets (availability), prices (credit spreads), or credit‐worthiness of issuers, related to (a) general credit market movements (although the source for this is often economic risk) or (b) a specific issuer of a fixed‐income curity on the company’s balance sheet or (c) a counterparty to whom the company has extended credit.
FINANCIAL LIQUIDITY
新人体艺术
Unexpected changes in liquidity supply or demand, related to three
different levels of impact on the company: (a) untimely ast sales;
(b) inability to meet contractual demands; or (c) default. A change in
liquidity supply involves an unexpected change in the ability to ll
asts as expected in the market, in terms of price, volume, or
timeliness. A change in liquidity demand involves an unexpected
地藏王菩萨传奇change in demand for liquidity by option holders, such as
bondholders exercising early put options or ‘‘run‐onthe‐bank’’
situations for financial rvices companies, where account holders
suddenly request the withdrawal of funds from their accounts, en
mas.
STRATEGIC
A category of risks related to unexpected changes in key elements of strategy formulation or execution. This is highly variable by company and must be customized.
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STRATEGIC STRATEGY Viability of strategy—such as choice of products, distribution channels, markets, or value proposition— does not match expectations. This is highly variable by company and must be customized.
STRATEGIC EXECUTION Strategy is not implemented as expected. Note: Execution risk is highly variable by company and must be customized.
STRATEGIC GOVERNANCE Governance is not functioning as expected
STRATEGIC
STRATEGIC
RELATIONSHIPS
Unexpected change in strategic relationships (e.g., parent company
or joint venture partner)
STRATEGIC COMPETITOR Unexpected change in competitive landscape, such as new entrants, aggressive competitor actions against the company, price wars, and so forth.
STRATEGIC SUPPLIER Unexpected changes in supplier environment, such as supplier capacity, supplier failure, or change in the cost of goods or rvices. This also includes unexpected changes in rating agency ratings or regulatory licens.
梦见田地STRATEGIC ECONOMIC Unexpected changes in the economy. This is often the source of risk that triggers multiple simultaneous unexpected changes in other items, such as consumer disposable income (impacting demand for the company’s products or rvices), employment markets (impacting the company’s fixed expens), inflation/deflation (impacting the company’s variable costs), items related to market risk, and items related to credit risk.
STRATEGIC EXTERNAL
RELATIONS
Unexpected changes in the company’s relationship with external
stakeholders with public voices, such as the media, consumer
advocates, equity analysts, rating agencies, regulators, and
politicians.
STRATEGIC LEGISLATIVE/
REGULATORY
尿蛋白是怎么回事Unexpected changes in laws or regulations
STRATEGIC INTERNATIONAL Unexpected changes in the business environment of foreign countries in which the company operates, such as unexpected changes in the government’s stability, attitude toward foreign companies, and tariffs.
OPERATIONAL
A category of risks related to unexpected changes in elements related to operations, such as human resources, technology, process, and disasters.
OPERATIONAL
HUMAN
RESOURCES
Human resources (i.e., people) are not performing as expected, such
as unexpected changes in talent management, performance,
productivity, and conduct.
OPERATIONAL TECHNOLOGY Technology not performing as expected. Some examples include data curity, data privacy, data integrity, capacity, and reliability
蛤蜊冬瓜汤的做法OPERATIONAL LITIGATION Unexpected civil suits or judgments against company
未来的近义词OPERATIONAL COMPLIANCE Level of compliance not matching expectations (e.g., fines for noncompliance are higher than expected)
OPERATIONAL EXTERNAL
FRAUD
Unexpected change in the amount of fraud by external parties.
OPERATIONAL DISASTERS Unexpected natural or man‐made disasters, such as weather‐related (such as hurricane, flood, tornado, earthquake, and drought), health‐related (such as pandemic), accidental (such as fire), general acts of destruction (such as war, terrorism, and rioting), and specific acts of destruction against the company (such as product tampering, attack on employees, and sabotage). This also includes unexpected man‐made disasters caud by company employees or agents, such as environment damage.
OPERATIONAL PROCESSES Process are not functioning as expected (e.g., process are too convoluted)
