|Statement||Peter Sheldon Green.|
|LC Classifications||HD61 .G7 1992|
|The Physical Object|
|Pagination||xi, 204 p. ;|
|Number of Pages||204|
|LC Control Number||93136749|
Managing Reputational Risk shows how any organisation canapply simple risk management principles to build stakeholderconfidence and safeguard and enhance reputation. It positionsreputation and its associated threats and opportunities where theyrightfully belong: in the domain of the board room, at the heart ofgood corporate governance, leading-edge strategy development,effective risk /5(3). JUDY LARKIN is a specialist in reputation risk management, advising organisations on how to manage the threats and opportunities from emerging . Reputational risk in financial institutions is the most comprehensive book in this new and challenging risk branch. Whereas market, credit and operational risks usually cause a direct, somewhat easily quantifiable hit in the balance sheet, offering a headline to news outlets, reputational risk most of the time is a consequence of those hits in the public perception and in several occasions can. Also, the value of reputation gets higher as the ability to recover from reputational pitfalls strengths, but it decreases in a framework with high uncertainty and risk.
Download Strategic Reputation Risk Management books, Reputation is a commercially valuable asset. This book focuses upon how enhanced reputation can contribute to commercial asset management through increased share price premium and competitive performance, while reputation loss can significantly erode the ability of the business to. Provides a comprehensive overview of financial risk management, including credit, market, operational, liquidity, legal, and reputational risk areas Discusses the latest trends and next generation techniques emerging in financial risk management Provides risk assessment and risk alignment tools and examples This book offers a good basic. Reputation risk management involves a culture of integrity and authenticity. In view of the recent economic downturn, from which the world is still reportedly recovering, people – and companies – are more and more risk averse. This is pertinent not only as it relates to corporate reputation risk issues but also to individual leadership styles. Reputation risk vs. risk management and strategic risk. Unfortunately, reputational risk is often neglected or confused with other types of corporate risk. Let’s look at how they all relate to one another. Enterprise risk management is the process of minimizing the costs and damage of strategic risk. Board directors and C-suites understand.
Reputational risk at Deutsche Bank is defined as the risk of possible damage to Deutsche Bank’s brand and reputation, and the associated risk to earnings, capital or liquidity arising from any association, action or inaction which could be perceived by stakeholders to be inappropriate, unethical or inconsistent with the Bank’s values and. Reputational risk may be a misnomer, as it may be more practical to consider reputational impact. Any risk event, market, credit, operational, or strategic, can have a reputational impact. For this reason, some firms consider reputational impact in the other aspects of their risk management programs, rather than managing a separate reputational. Reputation risk must be considered a material risk and strategic risk. Reputation risk management is inextricably linked to the company’s risk management and crisis management disciplines, as well as to the alignment of strategy and culture with the enterprise’s commitment to . The Reputation Risk Handbook is not just for practitioners – those who manage risk and reputation directly — but for those who have oversight of risk management – .