风险管理-Operational Risk

第四章风险管理目录一、风险值二、风险类三、风险管理流程四、企业风险管理（ERM）一、风险值1、风险指未来事件存在一定程度的不确定性。

影响风险的因素：1）不确定性越大，风险越大；2）时间延长，波动的可能性越大，风险越大。

例如：债券的到期日越长，债券市场价格波动的可能性和幅度就越大，该债券的风险就越大。

组织需要识别、评估和管理其所面临的风险，并针对这些风险制定相关对策，目的是实现公司使命、保护公司资产，同时避免非预期损失。

尽管风险很难确定和量化，但管理层必须尽最大努力来识别潜在的风险，并确认这些风险发生的概率。

在企业背景下，风险指面临的损失可能性的暴露程度。

例如，如果某公司确定某特定风险最高会导致$50000的损失，那么该公司就可能愿意最多花费$50000来减轻该风险。

该公司计算的损失金额即代表最大可能损失(极端损失或灾难性损失)。

该损失金额通常称作风险值(value at risk,VAR)。

2、风险值：在特定的概率水平（置信度）下，在给定期间可能会发生的最大损失。

1）风险值包括风险现金流(cash flow at risk)、风险收益(earnings at risk)以及每股收益(EPS)分布(均值和方差)。

通常采用的风险模型并不能解决完全非预期的损失，如原子弹袭击。

2）风险现金流：该方法类似于风险值。

不同之处在于，风险现金流是在一个确定时间段内，在既定的置信区间里，对一家企业或事业部相对于其目标现金流的变化进行预测。

3）风险收益：与风险现金流相同，风险收益是基于会计收益性态的分布假设，在一个确定的时间段内，根据既定的置信区间，对一家企业或事业部的会计收益的变化进行预测。

3、风险值的特征：1）应用：风险值（VAR）可用于任何能够定期按市场表现进行合理估价的投资组合（不仅能计算单个金融工具，还能计算多个投资组合的风险）；2）时间跨度/范围：风险值（VAR）评估特定时期内的投资组合，如一个交易日、一周或一月；3）基准货币：风险值（VAR）以货币度量风险；4）VAR度量：得出的风险值（VAR）指标用一个数字概括了组合的市场风险；5）前瞻性：风险值是前瞻性指标，可以事前计算；6）可衡量：可以简单明了地表明市场风险的大小。

风险管理之中包括了对风险的量度、评估和应变策略。

理想的风险管理，是一连串排好优先次序的过程，使之中的可以引致最大损失及最可能发生的事情优先处理、而相对风险较低的事情则押后处理。

现实情况里，优化的过程往往很难决定，因为风险和发生的可能性通常并不一致，所以要权衡两者的比重，以便作出最合适的决定。

风险管理亦要面对有效资源运用的难题。

这牵涉到机会成本(opportunity cost) 的因素。

把资源用于风险管理，可能使能运用于有回报活动的资源减低；而理想的风险管理，正希翼能够花至少的资源去去尽可能化解最大的危机。

“风险管理”曾经在1990 年代西方商业界前往中国进行投资的行政人员必修科目。

当年不少MBA 课程都额外加入“风险管理”的环节。

风险管理( risk management)在降低风险的收益与成本之间进行权衡并决定采取何种措施的过程。

确定减少的成本收益权衡方案 (trade-off) 和决定采取的行动计划 (包括决定不采取任何行动)的过程成为风险管理。

首先，风险管理必须识别风险。

风险识别是确定何种风险可能会对企业产生影响，最重要的是量化不确定性的程度和每一个风险可能造成损失的程度。

其次，风险管理要着眼于风险控制，公司通常采用积极的措施来控制风险。

通过降低其损失发生的概率?缩小其损失程度来达到控制目的。

控制风险的最有效方法就是制定切实可行的应急方案，编制多个备选的方案，最大限度地对企业所面临的风险做好充分的准备。

当风险发生后，按照预先的方案实施，可将损失控制在最低限度。

再次，风险管理要学会规避风险。

在既定目标不变的情况下，改变方案的实施路径，从根本上消除特定的风险因素。

例如设立现代激励机制、培训方案、做好人材备份工作等等，可以降低知识员工流失的风险。

对于现代企业来说，风险管理就是通过风险的识别、预测和衡量、选择有效的手段，以尽可能降低成本，有计划地处理风险，以获得企业安全生产的经济保障。

这就要求企业在生产经营过程中，应对可能发生的风险进行识别，预测各种风险发生后对资源及生产经营造成的消极影响，使生产能够持续进行。

风险与风险管理风险是指在某个活动、决策或计划中可能发生的潜在损失或不确定性。

无论是个人生活中的决策，还是企业经营中的策略，都存在着各种各样的风险。

风险管理是指采取一系列措施来识别、评估、控制和监控风险的过程。

通过有效的风险管理，可以减少潜在的损失，并提高决策或计划的成功率。

风险管理的第一步是识别风险。

这包括对可能的风险进行全面的评估，分析其潜在影响和发生概率。

只有准确地识别了风险，才能采取相应的措施来应对。

评估风险是风险管理的第二步。

这将涉及到对每个已识别风险的潜在损失进行定量或定性的评估。

通过评估风险，可以确定哪些风险对决策或计划的成功性可能造成最大的影响。

控制风险是风险管理的核心步骤。

一旦风险识别和评估完成，就需要制定相应的对策来控制和减轻风险的发生和影响。

这可能包括采取措施来降低风险的概率，或者减少风险事件发生后的影响。

最后一步是监控风险。

风险是一个动态的概念，在决策或计划过程中可能会出现新的风险。

因此，通过不断监控风险的发展，可以及时采取措施来应对新的风险，并调整原有的风险管理策略。

风险管理的重要性不言而喻。

它可以帮助个人和企业减小潜在的损失，并提高决策或计划的成功率。

没有风险管理，我们将无法在不确定的环境中做出明智的决策，也无法有效地控制和应对风险事件的发生。

然而，风险管理也存在一些挑战和限制。

首先，风险的识别和评估本身就是一个复杂的任务，需要对各种因素进行综合考虑。

然后，风险管理需要资源和专业知识的支持，对于个人或资源有限的企业来说可能具有一定的难度。

此外，风险管理还需要与不同利益相关方进行有效的沟通和合作。

因为风险可能涉及到各方的利益冲突，所以在风险管理过程中，需要进行有效的协商和妥协，以确保各方的权益得到保护。

总之，风险是我们生活和工作中无法回避的现实。

通过风险管理，我们可以更加理性和有效地应对风险，降低潜在的损失，并提高决策或计划的成功率。

风险管理需要全面的识别、评估、控制和监控，同时也需要资源和专业知识的支持，以及与各方的有效沟通和合作。

风险管理术语1、风险风险risk事件发生的不确定性。

纯粹风险pure risk只有损失机会没有获利可能的风险。

投机风险speculative risk既有损失机会又有获利可能的风险财产风险property risk因发生自然灾害、意外事故而使个人或单位占有、控制或照看的财产遭受损毁、灭失或贬值的风险。

责任风险liability risk因个人或单位的行为造成他人的财产损失或人身伤害，依法律或合同应承担赔偿责任的风险。

人身风险personal risk因事故发生造成人的死亡、伤残或疾病的风险。

信用风险credit risk在经济交往中，因义务人违约或违法致使权利人遭受经济损失的风险。

环境风险environmental risk因职业、收入、居住环境、工作环境和生活习惯等因素导致人死亡、患病或伤残的风险。

职业风险occupational risk因工作环境导致人死亡、患病或伤残的风险。

自然风险natural risk因自然力的不规则变化产生的现象所导致危害经济活动、物质生产或生命安全的风险。

巨灾风险catastrophic risk; catastrophe因一次重大自然灾害、疾病传播、恐怖主义袭击或人为事故造成巨大损失的风险。

社会风险social risk因个人或单位的行为，包括过失行为、不当行为及故意行为对社会生产及人们生活造成损失的风险。

政治风险political risk因种族、宗教、利益集团和国家之间的冲突，或因政策、制度的变革与权力的交替造成损失的风险。

经济风险economic risk在经营活动中，因受市场供求关系、经济贸易条件等因素变化的影响或经营决策的失误等导致损失的风险。

税收风险tax risk因税收政策变动导致个人或单位利益受损的风险。

法规风险legal risk; regulatory risk因国家法律法规变动导致个人或单位利益受损的风险。

2、风险因素风险因素hazard促使某一特定风险事故发生、增加损失机会或加重损失程度的原因或条件。

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。

SAP Executive Insight PaperOperational Safety and Risk ManagementOperational Risk ManagementA Clear Path to Proactively Managing Risk and Ensuring Operational ContinuityWithout a consistent way to manage people, assets, and process safety, companies are more susceptible to risks that drive up costs and can cause serious incidents. Y ou must proactively manage and reduce operational risk, but it requires discipline.This SAP Executive Insight Paper answers the following questions:•What can we do to ensure operational continuity?•How can we give our people the skills and tools necessary to ensure safe operations?•How can we manage operational risks while delivering return on investment?At A GlAncEExecutive SummaryMany organizations are under pressure to increase workplace and process safe-ty, improve asset performance, and gain visibility into operational risks before in-cidents occur. The fact is, asset-intensive industries continue to suffer from un-planned downtime, failure to meet planned production rates, and too many safety and environmental incidents. As long as operational risks are not proac-tively managed, companies will struggle to improve profitability because of pro-duction interruptions, lost productivity, collateral damage to their brand, and loss of shareholder value.For corporate officers, catastrophic events can now have life-altering conse-quences. CEOs and COOs must sign documents that confirm compliance across all facilities – so it’s no longer acceptable to say, “I didn’t know.” And as a result, they need multiple, effective risk-reduction strategies. At the same time, COOs face unpredictable economic con-ditions, increasing competition, higher operational costs, supply chain con-cerns, and an aging asset infrastructure and workforce. These trends are chal-lenging COOs and safety business lead-ers to make plants safer and more reli-able by increasing visibility into – and control over – assets, processes, and people. The ultimate goal is to increase operational continuity across operations so that everything happens in a con-trolled, intentional, and safe manner. BArrIErS to oPErAtIonAl contInuItyThe question is – how exactly do you achieve operational continuity and move toward a zero-incident safety record? Given the incredible complexity and vari-ability across plants, this is not obvious. Many companies in asset-intensive in-dustries operate more like loose confed-erations than unified organizations be-cause of inconsistencies in key areassuch as:•People – When standardizing opera-tions, you may need to account forhuge variations in knowledge and ex-perience between employees, as wellas contractors. People can also intro-duce many small, undocumented vari-ations in processes and proceduresthat can lead to catastrophic events.•Assets – Operating assets may differwidely in age, mechanical integrity,technological sophistication, and over-all reliability.•Processes – Manufacturing processesare quite complex, and operating per-sonnel often deviate from approvedprocedures either because they be-lieve it is an insignificant change or be-cause they think their way is better.Disparate processes increase com-plexity, operational risk, and cost.•Visibility – The IT infrastructure atplants can vary from archaic andstand-alone to state-of-the-art and ful-ly integrated. Systems can use proprie-tary data formats and inconsistentmaster data definitions and reporting,making it impossible to have the uni-fied reporting essential for planning,decision making, and effectivemanagement.thE PAth ForwArdSAP recommends a proactive path for-ward that allows operations executives todrive alignment across each of theseareas (described above) as part of enter-prise transformation, enabling opera-tional continuity – and ultimately,sustainability:•Step 1: Identify risks – Perform acomprehensive risk analysis to assessoperational risks across your enter-prise and the effectiveness of opera-tional controls. Once you understandthe highest risks, you can define andput into operation improved plans andprocesses, which may include new pol-icies and procedures, enabling technol-ogy, employee training, and more. Thishelps you transform operations, man-age execution, and ensure changes areexecuted consistently across plants.•Step 2: record and learn from all in-cidents – Implement a comprehensiveincident management program. Inju-ries, spills, and other incidents are anindication that a risk was not ade-quately managed. Near misses andobservations of unsafe acts and condi-tions should be analyzed for organiza-tional learning and preventive action.This requires a system that is easy touse and fosters a safety culture whereeveryone reports and learns fromincidents.•Step 3: deploy analytics for ongoingvisibility and control – Use analyticsto monitor day-to-day operational ac-tivities and have visibility into whetherpeople are doing what’s required to de-liver real improvements in safety andoperational continuity. These tools pro-vide visibility into key risk and perfor-mance indicators based on historicaland real-time data. Automatic moni-toring of leading indicators enables op-erations leaders to make changes thatimprove outcomes.The following sections explore this pathforward in more detail, with a focus onhelping operations executives to:•Understand the enabling technologies•Lead the change to a proactive safetyculture•Plan for reducing risks while accelerat-ing progress3SAP Executive Insight Paper – Operational Risk ManagementthE ESSEntIAl comPonEntSLeverage T echnology to Achieve Operational ContinuityOperational continuity requires consis-tent execution enabled by better process integration and information manage-ment. By replacing fragmented systems and reactive management practices with an integrated solution and automated processes, management gains visibility and control across global operations, re-sulting in informed, proactive operational risk management.In practical terms, you need:•Analytics and performance manage-ment systems for visibility and con-trol – These applications help alignobjectives between corporate and operations, so summary and detailed information can be shared at all levels and functional boundaries. Y ou can:–Monitor operational risk scorecards –Align sustainability objectives by us-ing dashboards and key analytics tomonitor performance–Identify, assess, control, and man-age your risk portfolio–Use a closed-loop process to ensureconsistent execution of correctiveand preventive actions •Environment, health, and safety (EhS) management processes to im-prove operational safety and perfor-mance – The right EHS system lets you identify and control EHS risks to prevent incidents and management system failures. Y ou can:–Identify and assess key risks–Create comprehensive EHS risk andcontrol registers and prioritize risk-reduction activities–Capture incidents and near missesto identify root causes and preventrecurrences–Align operating procedures withrisk-based safety instructions andprovide them to workers–Ensure workers have the right train-ing, certifications, andcompetencies–Act to reduce operational risk with-out compromising safety–Maintain a holistic view of EHS risksthat is visible to everyone •Integrated software that provides a shared framework of data and work processes to maximize collaborationand effective risk management across functional areas – Safe opera-tions require good communication and close collaboration between produc-tion, maintenance, EHS, and other departments, as each has key informa-tion needed to run operations safely. By integrating key data and processes, you can minimize data conflicts and gaps to maximize asset productivity. Y ou can:–Execute guided procedures andworkflows in areas such as workclearances, work permitting, correc-tive actions, and incidentinvestigations–Make key operational safety dataautomatically visible to workers viaintegration between instruments,equipment, and enterprise software –Improve data integrity and themeaningfulness of reports by shar-ing common data structures–Improve process visibility for eachasset to ensure safe operation–Automate data collection from bothSAP® and non-SAP softwaresystemsT ogether, these solutions enable you to:•Monitor performance against targets and benchmarks•See the real-time status of manage-ment system processes and tasks •Gain visibility into exceptions, trends, and risk hot spots for quick action•T ake action to prevent incidents and drive continuous improvementARcelORMittAl BRAsilmill productsArcelorMittal Brasil is one of Latin America’s main steelmaking companies, with a significant presence in the long and flat carbon steel sec-tors. The company chose the SAP® Environment, Health, and Safety Management application to replace its disparate collection of legacy health and safety solutions. As a result, ArcelorMittal Brasil standardized its processes and set a benchmark for excellence within the global ArcelorMittal group.results•Greater access to consolidated environment, health, and safety (EHS) data with online ana-lytics and management reports•Single solution for standardized EHS management•Real-time integration of EHS practices throughout facilities and business areas •Improved collaboration with health service providers, clinical labs, and insurance companies•Ability to negotiate better insurance rateslEAdErShIP From thE toP downManage Change and Drive T ransformationAs you know, simply implementing the right system isn’t enough to effect the deep, broad, and permanent changes needed to enable transformative opera-tional risk management. These invest-ments must be accompanied by cultural changes from the top down and greater collaboration at the executive level – specifically between the CIO and COO. lEAdInG culturAl trAnSFormAtIonPlant managers and workers can be re-sistant to new technology and processes in their operations – partly because they don’t understand it, and partly because they assume it is management’s way of imposing what it wants on the plant floor. But eventually employees embrace the technology because they see how it makes their jobs safer and their work processes more consistent and automat-ed. This leads to a cultural transforma-tion that makes everyone more safety conscious and engaged in continuously improving plant operations and process-es for a zero-incident environment.T o help organizations through this transformation, executives and manag-ers must lead the way forward. For exam-ple, they can:•“Walk the talk” by performing regular, on-site inspections and audits and publicizing results. This lets everyone know safety and compliance are top of mind from the boardroom down.•Make it clear to plant managers that it is no longer enough to “look good on paper.” They must demonstrate that their plants are making progress on achieving zero incidents while also im-proving performance in areas such as asset downtime, production yield, and compliance costs.•Leverage mobile technologies to giveemployees and contractors instant ac-cess to safety procedures deliveredjust in time. This helps ensure every-one performs tasks the correct way –with no excuses for noncompliance.•Reward people at all levels for beingleaders for change. Companies can re-ward reporting of safety observationsand sharing of lessons learned to im-prove safety and operational continu-ity, and turn employees into ambassa-dors of change by having them sharebest practices at other plants.•Make proactive risk reduction a topmanagement priority. For example,reviewing the status of corrective andpreventive actions regularly with em-ployees can create a shared responsi-bility for safety and operationalcontinuity.FAcIlItAtInG collABorAtIonBEtwEEn It And oPErAtIonST raditionally, COOs are focused on oper-ational systems, and CIOs are focused onbusiness systems. What is unique aboutoperational risk management (ORM) ini-tiatives is that they bring these two par-ties together, because ORM transforma-tion merges their priorities. Why?Because COOs now need to leveragebusiness systems (which are run by IT)to gain the visibility, reporting, and con-trol they need, as well as to extend busi-ness systems to work with operationalsystems.For this reason, CIOs and COOs mustcollaborate and work together to makethe changes needed to meet perfor-mance and ORM goals and objectives. Itall starts with a clear action plan (basedon current operational needs) that alignsoperations and IT departments to sharethe responsibility for managing initiativestogether.VAleRO eneRgy cORpORAtiOnoil and gasLeading oil refiner Valero Energy Corporationused a distributed network of the SAP® Manufac-turing Integration and Intelligence applicationat its many refineries to gain greater visibilityinto operations such as safety, energy usage,unit performance, and inventory. This real-timeview helped Valero realize benefits that includebetter optimization of refinery operations andUS$120 million in energy savings in the firstyear alone.results•US$120 million in annual energy savings in2009•Cross-comparison of all refineries with com-mon dashboards and key operational metrics•Optimization of refinery operations – such asrefinery run rates and tank pressures• A 63% reduction in environmental incidentssince 2006•Reduction of total recordable incident rates byalmost 30% since 2004•Real-time visibility that supports preemptivesafety measures and faster corrective actions•More accurate and timely visibility into vendor-managed inventory•Improved preventative maintenance andavoidance of unplanned shutdowns5SAP Executive Insight Paper – Operational Risk ManagementStart Simple and Replicate Success–Most catastrophic events occur becauseof a failure to properly identify and con-trol hazards. Risk is often introducedwhen people make small, undocumentedchanges on the job that seem inconse-quential at the time – but ultimately in-crease risk. T o ensure the changes youmake are low risk and successful, youmust proceed carefully, incrementally,and with clear documentation, systemat-ic process compliance enabled by tech-nology, and worker buy-in.PIlot chAnGES FIrStCompanies should develop milestonesand pilot new initiatives, technologies, orprocess changes in a single plant. Oncethey have been proven successful and re-liable, replicate them across all plants. T oprogress faster, you can even have multi-ple pilots at different plants runningconcurrently.FocuS on chAnGE thAt mAkES AdIFFErEncEFocus on change that has an impact.Start with something that’s easy to cost-justify and addresses a high-priority is-sue affecting operational continuity inmeasurable ways so you can show im-mediate improvements. Hard metricsimpress upon people at all levels thatORM investments are worth the time,cost, and effort. They also encourageother executives to embrace and co-sponsor future initiatives.StAndArdIzE And AutomAtEProGrESS rEPortInGIn most cases, the traditional weekly ormonthly reports that operations execu-tives receive about operational risk andsafety are spreadsheets filled with datathat has not been gathered consistently across the organization. Data errors, out-dated figures, and data omissions arecommon, impairing visibility and makingit difficult to assess real progress towardoperational continuity and prioritize nextsteps.It is important to gradually automateand standardize how data is collectedfrom plants so you can compare “applesto apples” across locations and gain situ-ational awareness of what is happeningin the field. For example, many compa-nies are implementing ORM scorecardsfor plant managers, operations execu-tives, and even the COO. As part of thisprocess, you also must determine whatmetrics to monitor to ensure you realizeexpected ROI. And remember – when itcomes to ORM, everyone is a stakehold-er, not just the C-level executives. Thechanges you make impact the everydaylives and safety of workers and contrac-tors on the front lines. So develop com-munication vehicles for ORM initiativesthat reach employees at all levels. chooSE A comPlEtE It SolutIon to EnABlE orm trAnSFormAtIon Achieving your ORM vision requires asound action plan and the right informa-tion technology to enable it in a cost-effective manner – now and in the future.In choosing IT solution providers, look forone that can deliver a complete solutionthat will fully support the scope of yourtransformation efforts, as well as a flexi-ble solution that can be implemented in-crementally. Equally important, your ITpartner must have the resources andknow-how to help you implement pro-cess changes while keeping your opera-tions running smoothly. And to safeguardyour investments, be sure your solutionprovider is a stable, trusted business thatwill be here for you in the future.A FocuS on chAnGE wIth ImPActchAMpiOn technOlOgies inc. chemicalsChampion T echnologies Inc., a specialty chemical company, offers environmentally sound solutions for oil and gas production facilities. T o enhance corporate sustainability, the company deployed the incident and accident management func-tionality of the SAP® Environment, Health, and Safety Management application. Integrated with the SAP ERP application, the software is helping Champion improve its environment, health, and safety compliance.results•Enhanced corporate sustainability •Simplified environment, health, and safety (EHS) reporting and compliance, including ISO certification•Created an integrated tool for global incident management•Improved business intelligence, helping pre-vent incidents and accidents•Improved visibility via extensive reporting functionality and security tracking •Enabled support for ongoing company growth •Improved productivity of EHS staff7SAP Executive Insight Paper – Operational Risk Management T aking Next StepsThe benefits of implementing operation -al risk management in an integrated, holistic manner can be significant. Companies can:•Reduce safety and environmental inci-dent rates by 25%–50%1•Reduce lost profit opportunities•Improve asset availability and overall equipment effectiveness•Improve efficiency and effectiveness of risk management processes 40%–60%1•Effectively manage change that im -proves processes•Reduce capital project costs•Reduce cost of EHS programs and activities 20%–30%1lEVErAGE SAP SoFtwArE toSuPPort your trAnSFormAtIon Most software products advertised today as “ORM solutions” only provide partial process support and are difficult to im -plement across a global organization. Only SAP offers a complete, integrated ORM solution that can scale globally and connect the plant floor to the enterprise. Our commitment to operational risk management is demonstrated by contin-ued investment in software extensions for our analytics; performance manage-ment; EHS; and asset management solu-tions, and integrated mobility and in-memory applications. Key ORM solutions include:•the SAP ErP application, which inte-grates and supports key business pro-cesses and operations across the enterprise•the SAP Environment, health, and Safety management application, which automates EHS processes, facil-itates compliance, and helps you iden-tify, manage, and mitigate EHS risks •Business analytics solutions fromSAP, which empower individuals,teams, and business networks to make more-informed decisions and meet their goals•SAP Businessobjects™ risk manage-ment and SAP Businessobjects Pro-cess control applications, which sup-port a preventive, real-time approach to governance, risk, and compliance •the SAP Enterprise Asset manage-ment solution, which helps capital- intensive industries manage all phases of the asset lifecycle and gain real-time visibility into asset performance, main-tenance, and reliability•the work clearance management functionality of SAP ErP , which sup-ports complex, integrated lockout/ tagout safety procedure requirements during maintenance activities•Enterprise mobility solutions from SAP that offer mobile applications and underlying infrastructure that provide real-time access to information to im-prove safety and productivity•the SAP manufacturing Integration and Intelligence application, which provides a direct connection between shop-floor systems and business oper -ations – so that all data that affects manufacturing is visible in real time to support condition-based and predic-tive maintenance•the SAP hAnA™ platform, enabling real-time analysis of massive amounts of risk and operational data to power predictive analytics, which can reduce risk and improve safety•Visualization solutions from SAP , which enable 3-D training and commu-nication of complex information, such as work procedures in manufacturing and maintenance, to increase the safe-ty and productivity of people and assetsthE roAd AhEAd – And how SAP cAn hElPFOOtnOte1. Percentages are derived from the SAP valueengineering benchmarking/customer database./contactsap© 2012 SAP AG. All rights reserved., B2B 360° Services are registered。

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.。