CHAPTER 18

RISK MANAGEMENT
by Hannes Valtonen, CFA
LEARNING OUTCOMES

After completing this chapter, you should be able to do the following:

a Define risk and identify types of risk;

b Define risk management;

c Describe a risk management process;

d Describe risk management functions;

e Describe benefits and costs of risk management;

f Define operational risk and explain how it is managed;

g Define compliance risk and explain how it is managed;

h Define investment risk and explain how it is managed;

i Define value at risk and describe its advantages and weaknesses.

Definition and Classification of Risks 147

INTRODUCTION 1
Risk is part of your daily life, and whether you realise it or not, you often act as a risk
manager. Before crossing a busy road, you first assess that it is safe for you to do so; if
you take a toddler to the swimming pool, you make sure that she is wearing inflatable
armbands before she gets into the water and that she is never left unattended; you
have probably purchased car, home, and/or health insurance to protect you and your
family against accidents, disasters, or illnesses. Thus, in the course of your life, you are
well acquainted with identifying risks, assessing them, and selecting the appropriate
response, which is what risk management is about.

This chapter puts the emphasis on the types of risks that companies in the invest-
ment industry (investment firms) and people working for these companies face. It is
important for companies to develop a structured process that helps them recognise
and prepare for a wide range of risks. Although risk management is sometimes
viewed as a specialist function, a good risk management process will encompass the
entire company and filter down from senior management to all employees, giving
them guidance in carrying out their roles. Any action that you take as an employee
may affect your company’s risk profile, even if these actions are “only” regular daily
activities. An unintentional error can cause substantial damage to a company, so it is
important that you gain a good understanding of the types of risks companies in the
investment industry face and that you learn how these risks are managed.

Risk

M a nage m e n t

DEFINITION AND CLASSIFICATION OF RISKS 2

Risk can take different forms. Although there is no universal classification of risks,
this section identifies typical risks to which companies in the investment industry
are exposed.

2.1  Definition of Risk

Risk arises out of uncertainty. It can be defined as the effect of uncertain future events
on a company or on the outcomes the company achieves. One of these outcomes
is the company’s profitability, which is why the effects of risk on profit and rates of
return are often assessed.

© 2014 CFA Institute. All rights reserved.

148 Chapter 18 ■ Risk Management

Events that have or could have a negative effect, leading to losses or negative rates
of return, tend to be emphasised in discussions of risk. Some of these events are
external to the company. For example, a bank that has a large portfolio of commercial
loans may suffer substantial losses if the economy goes into recession and corporate
defaults increase. Other events, such as internal fraud or network failure, are inter-
nal to the company. But not all outcomes from events are negative. Some events can
have a positive effect on the company, creating opportunities for gains. For example,
a company that takes the risk of investing in a country with tight capital controls (or
controls on flows in financial markets) may benefit if the capital controls are lifted
and the company becomes one of the few foreign companies licensed to buy and sell
securities in that country. So, the assessment of risk needs to include opportunities
as well as threats.

2.2  Classification of Risks

Risks are classified according to the source of uncertainty. There is a long list of sources
of uncertainty, so there is a correspondingly long list of risks. Relatively well-­defined
categories of risk exist, but no standard risk classification system applies to all com-
panies because risks should be classified in a manner that helps managers make better
decisions in the context of their particular company and its environment.

All companies face the risk of not being able to operate profitably in a given com-
petitive environment, typically because of a shift in market conditions. For example,
a company’s ability to grow and remain profitable may be affected by changes in
customer preferences, the evolution of the competitive landscape, or product and
technology developments.

There are three risks to which companies in the investment industry are typically
exposed and that are discussed in this chapter:

■■ Operational risk, which refers to the risk of losses from inadequate or failed
people, systems, and internal policies and procedures, as well as from external
events that are beyond the control of the company but that affect its operations.
Examples of operational risk include human errors, internal fraud, system mal-
functions, technology failure, and contractual disputes.

■■ Compliance risk, which relates to the risk that a company fails to follow all
applicable rules, laws, and regulations and faces sanctions as a result.

■■ Investment risk, which is the risk associated with investing that arises from
the fluctuation in the value of investments. Although it is an important risk for
investment professionals, it is less important for individuals involved in support
activities, so it receives less coverage than operational and compliance risks in
this chapter.1

1  Investment risks are discussed elsewhere in the curriculum. It was introduced in the Quantitative
Concepts chapter and discussed further in the Investment Management chapter.
The Risk Management Process 149

THE RISK MANAGEMENT PROCESS 3

A good risk management process helps companies reduce the likelihood and severity
of adverse events and enhance management’s ability to realise opportunities. The
consequences of inadequate risk management include investment losses and even
bankruptcy. Other costly consequences are also possible, such as sanctions for the
breach of regulations, loss of licenses to provide financial services, and damage to the
company’s reputation and the reputations of its employees.

A risk management process provides a framework for identifying and prioritising risks;
assessing their likelihood and potential severity; taking preventive or mitigating actions,
if necessary; and constantly monitoring and making adjustments. A company’s risk
management process is not always consistently planned; it often evolves in response
to crises, incorporating the lessons learned and the new regulatory requirements that
sometimes follow these crises. Well-­run companies, however, benefit from people and
processes that enable forward-­looking attention to emerging risks.

3.1  Definition of Risk Management

Risk management is an iterative process used by organisations to support the identifi-
cation and management of risk (or uncertainty) and reduce the changes and/or effects
of adverse events while enhancing the realisation of opportunities and the ability to
achieve company objectives. These objectives may take different forms, but they are
typically driven by a company’s mission and strategy. A common corporate objective
is to create value in a business environment that is usually fraught with uncertainty.
So, an important objective of the risk management process is to help managers deal
with this uncertainty and identify the threats and opportunities their company faces.
One of the main functions of risk management is to find the right balance between
risk and return. Shareholders in a company or investors in a fund have invested their
money for the promise of a return at some risk level. By limiting the effect of events
that may derail the company’s ability to achieve its objectives while benefiting from
opportunities to grow the company profitably, risk management plays an important
role in delivering value for these shareholders and investors.

The involvement of the board of directors and senior management in risk management
is critical because they set corporate strategy and strategic business objectives. Although
directors and senior managers are in charge of setting the appropriate level of risk to
support the corporate strategy, risk management should involve all employees. One
employee making an inaccurate or fraudulent assessment can damage the reputation
of his or her company and even lead to its demise. Reputations take years to build but
they can be lost in an instant. Markets are increasingly interdependent, and media and
the internet can spread the news of a mistake or scandal across the globe in a matter
of minutes. Thus, risk management is critical to protecting reputations as well as
maintaining confidence among market participants and trust in the financial system.
150 Chapter 18 ■ Risk Management

3.2  Steps in the Risk Management Process

A structured risk management process generally includes five steps, as illustrated in
Exhibit 1.

Exhibit 1  Risk Management Process

tive
s IdenDetec
bjec tify t
O E

an ents
t
Se

d
v
Risk
Management
C o n t ro i t o r

Process

iti s n d
e Ris k
Mon

io r s s a
l an

Pr s s e
d

A
S ele
ct a Ris k
Re s p o n s e

3.2.1  Set Objectives

Setting objectives is an important part of business planning. Risk management enables
management to identify potential events that could affect the realisation of those
objectives. A company may set strategic objectives, which are typically high-­level
objectives connected to its mission. It may also define objectives that are related to its
operations. Many of these objectives depend on external factors that may be difficult
for companies to influence and control, which leads to a high degree of uncertainty.
A strong risk management process helps decision makers ensure that the company
is on track to achieve its objectives.

An important element in the setting of objectives is the company’s risk tolerance.

Risk tolerance is the level of risk that the company is able and willing to take on.
The ability to handle risk is primarily driven by the company’s financial health and
depends on its level of earnings, cash flows, and equity capital. Its willingness to take
on risk, which is also called its risk appetite, depends on its attitude toward risk and
on its risk culture.

3.2.2  Detect and Identify Events

The next step in the risk management process is to detect and identify events that
may affect achieving the company’s objectives. As previously mentioned, the outcome
of events can be negative—potentially leading to loss of earnings or assets—or they
can be positive.
The Risk Management Process 151

The aim of risk management is to try to capture the full range of risks, including hidden
or undetected ones. Therefore, companies should involve employees in many differ-
ent roles and business areas in order to detect and identify as many risks as possible.
But there will always be unforeseen hazards. No matter how hard companies try to
identify and reduce threats, they can never be completely identified or eliminated.
The complexity of the business environment makes it impossible to understand and
model the large number of possible outcomes and combinations of outcomes. What
risk management provides is a robust framework to help companies prepare for adverse
events, identify their occurrence as early as possible if they do materialise, and thus
reduce their effect. The process of identifying potential risks can also reveal hidden
value-­enhancing opportunities.

3.2.3  Assess and Prioritise Risks

No matter what form risk takes, two elements of it are typically considered, in particular
for undesirable events: the expected frequency of the event and the expected severity
of its consequences. Different expected levels of frequency and severity of outcomes
can be specified, as illustrated in Exhibit 2. This type of risk matrix can be used to
prioritise risks and to select the appropriate risk response for each risk identified.

Exhibit 2  Risk Matrix

Catastrophic

Extremely
Expected Severity

Harmful

Harmful

Slightly
Harmful

Negligible
Highly Unlikely Possible Likely Highly
Unlikely Likely

Expected Frequency

Depending on their expected level of frequency and severity, risks will receive different
levels of attention:

■■ Green. Risks in the green area should not receive much attention because they
have a low expected frequency and a low expected severity.

■■ Yellow. Risks coded yellow are either more likely but of low severity, or more
severe but unlikely. They should receive a little more attention than risks in the
green area, but less attention than risks in the orange area.
152 Chapter 18 ■ Risk Management

■■ Orange. Risks in the orange area have a higher expected frequency or higher
expected severity than risks coded yellow, so they should be monitored more
actively.

■■ Red. Risks coded red should receive special attention because they have a rela-
tively high expected frequency and their effect on the company would be severe.

■■ Black. Risks in the black area are highly unlikely but would have a catastrophic
effect. These risks are sometimes called “black swans”, which is in reference to
the presumption in Europe that black swans did not exist and is a belief that
persisted until they were discovered in Australia in the 17th century. These risks
are usually not identified until after they occur.

In practice, the selection of key risk measures is important for the risk management
function to be proactive and predictive. Key risk measures should provide a warning
when risk levels are rising. They require the collection and compilation of data from
various internal and external sources. The types of key risk measures vary among
industries and companies, and they need to be reviewed regularly to ensure that the
measures are still relevant and sensitive to risk events.

Example 1 shows two of the many key risk measures that may be used by a securities
brokerage firm. The example identifies the measure, the type of risk it is concerned
with, the source of data, and how to interpret the measure.

EXAMPLE 1.  TWO KEY RISK MEASURES USED BY A SECURITIES

BROKERAGE FIRM

Key Risk Source of

Measure Type of Risk Data Interpretation

Client satis- Operational Client A decrease in the client satisfac-

faction index risk surveys tion index may be an indication
that the quality of client services
is deteriorating, which may have
a negative effect on the firm’s
ability to generate revenue and
profit.
Number of Compliance Legal or An increase in the number of
fines paid risk compliance fines paid may be an indication
department that the firm does not comply
with the required laws and regu-
lations, which may result in the
firm losing its ability to operate.

3.2.4  Select a Risk Response

The next step in risk management is to formulate responses to deal with the risks
identified in the previous step. For each risk, management must select an appropriate
response and develop actions to align the company’s risk profile with its risk tolerance.
The Risk Management Process 153

It is important to recognise that all companies must take risks in the course of their
business activities to be able to create value. The restriction of activities to those that
have no risk would not generate sufficient returns for shareholders or investors, who
would thus be less willing to provide capital to companies or to invest their savings
in the range of investments available.

Therefore, each company must determine the risks that should be exploited, which are
often risks the company has expertise in dealing with and can benefit from. Companies
must also determine the risks that should be mitigated or eliminated, which are often
risks it has little or no expertise in dealing with. A risk management process that
enables managers to distinguish between the risks that are most likely to provide
opportunities and the risks that are most likely to be harmful helps companies generate
superior returns. Risk response strategies can be classified into four “T” categories:

■■ Tolerate. This strategy involves accepting the risk and its effect. In some cases,
the risk is well understood and taking it provides opportunities to create value.
In other cases, the risk must be taken because other risk response strategies are
unavailable or too costly.

■■ Treat. This strategy involves taking action to reduce the risk and its effect.

■■ Transfer. This strategy involves moving the risk and its effect to a third party.

■■ Terminate. This strategy involves avoiding the risk and its effect by ceasing an
activity.

Example 2 illustrates the use of the four risk response strategies by a bank.

EXAMPLE 2.  RISK RESPONSE STRATEGIES FOR A BANK

Assume that a bank has expertise in making loans to small companies in its home
country. A neighbouring country is opening its economy and experiencing strong
growth. The bank is looking for value-­enhancing opportunities and decides to
use its business expertise to make loans to small companies in the neighbouring
country. At this stage, the bank is willing to tolerate the risks of doing business
in a foreign country because the opportunity is potentially significant.

A few years later, the bank has a large portfolio of loans in the neighbouring
country, but the economic situation there is deteriorating. The bank is concerned
about the risk of an increasing number of borrowers defaulting on their loans;
this risk is called credit risk and is discussed in Section 6.2. Thus, the bank
decides to treat this credit risk by implementing stricter criteria before granting
loans to small companies and by obtaining additional collateral to back each
loan. Recall from the Debt Securities chapter that collateral refers to the assets
that secure a loan.

The economic situation in the neighbouring country continues to deteriorate

and the bank decides to transfer some of the credit risk to another financial
institution that is willing to purchase part of the bank’s portfolio of loans.
154 Chapter 18 ■ Risk Management

A few months later, the neighbouring country faces a recession, which leads
to social and political unrest. The bank makes the decision that it no longer wants
to do business there. It sells its remaining portfolio of loans to another financial
institution and ceases all activities in the neighbouring country. In doing so, the
bank terminates all risks.

In practice, investment firms set internal risk limits that incorporate the company’s
overall risk tolerance and risk management strategy—for example, by specifying the
maximum amount of a risky security that can be held or the maximum aggregate
exposure to one asset type or to one counterparty. Defining limits and then controlling
and monitoring those limits allows firms to implement risk response strategies.

3.2.5  Control and Monitor

Taking action in response to risk involves a range of controlling and monitoring
activities that must be performed in a timely manner. Policies and procedures pro-
vide a framework to help ensure that the risk responses are effectively implemented
and monitored. Relevant information must be identified, captured, and reported
accurately to enable people to carry out their responsibilities. Risk management, like
many processes, should be iterative and subject to regular evaluations and revisions.
Results must be used to make appropriate adjustments, which leads to a constant
improvement in the risk management process.

At some point, risks must be consolidated and managed at the company level, bringing
together different risks into an overall risk exposure. Enterprise risk management
(ERM) helps a company manage all its risks together in an integrated way rather than
managing each risk separately. The advantage of this approach is that it aligns risk
management with objectives at all levels of the company, from the corporate level to
the business unit level to the project level.

3.3  Risk Management Functions

If you process transactions, recruit people, manage information technology (IT)
projects, or interact with clients, you are an integral component of your company’s
operations. Any failure to follow the appropriate policies and procedures may have a
negative effect on your company.

Risk management functions vary by company, but it is typical for companies in the
investment industry to have a stand-­alone risk management function with a senior
head, often called the chief risk officer, who is capable of independent judgment and
action. The chief risk officer often reports directly to the board of directors. The
purpose of establishing a strong independent risk management function is to build
checks and balances to ensure that risks are seriously considered and balanced against
other objectives, such as profitability.

Despite the existence of specialist risk managers, risk management remains everyone’s
responsibility. Risk managers assess, monitor, and report on risks, and in some cases,
they may have an approval function or veto authority. But it is the members of the
business functions, such as portfolio managers or traders, who “own” the risk of their
deals. These employees have the most intimate knowledge of what they trade, and they
The Risk Management Process 155

must monitor their deals on a regular basis. The risk manager must ensure that all
relevant risks are identified, but the final judgment on the business decision lies with
the decision makers. Therefore, it is important for risk management to be part of the
company’s corporate culture and to be fully integrated with core business activities.

Companies will often use a three-­lines-­of-­defence risk management model, as illus-

trated in Exhibit 3 below.

Exhibit 3  Three Lines of Defence

Risk

ployees / Manager
Em s
e m ent and C
g om
ana pl
M ternal Audi
In t
ia
k

nc
Ris

Front-­line employees and managers, through their daily responsibilities, form the first
line of defence. The risk management and compliance groups operate as a second
line of defence, assisting and advising employees and managers while maintaining a
certain level of independence. An internal audit function then forms the third line of
defence. Internal audit is an independent function. Internal auditors follow risk-­based
internal audit programmes, delving into the details of business processes and ensuring
that information technology and accounting systems accurately reflect transactions.
Proactive auditors may also advise managers on how to improve risk management,
controls, and efficiency. Best practice suggests that internal auditors should report
directly to the audit committee of the board of directors to ensure their independence.
Thus, risk and audit committees of the board will often hear presentations from the
heads of risk management, compliance, and internal audit.

3.4  Benefits and Costs of Risk Management

Risk management provides a wide range of benefits to a company. It can help by

■■ supporting strategic and business planning;

■■ incorporating risk considerations in all business decisions to ensure that the

company’s risk profile is aligned with its risk tolerance;

■■ limiting the amount of risk a company takes, preventing excessive risk taking
and potential related losses, and lowering the likelihood of bankruptcy;
156 Chapter 18 ■ Risk Management

■■ bringing greater discipline to the company’s operations, which leads to more

effective business processes, better controls, and a more efficient allocation of
capital;

■■ recognising responsibility and accountability;

■■ improving performance assessment and making sure that the compensation sys-
tem is consistent with the company’s risk tolerance;

■■ enhancing the flow of information within the company, which results in better
communication, increased transparency, and improved awareness and under-
standing of risk; and

■■ assisting with the early detection of unlawful and fraudulent activities, thus
complementing compliance procedures and audit testing.

All of these benefits should enhance the company’s ability to create value.

The costs of establishing risk management systems include tangible costs, such as hiring
dedicated risk management personnel, putting in place procedures, and investing in
systems, and intangible costs, such as slower decision making and missed opportunities.

So, allocation of resources to risk management should be based on a cost–benefit

analysis. It is difficult to weigh the costs and benefits of risk management precisely
because it is impossible to observe, let alone measure, the cost of potential catastro-
phes that are averted. It is only in hindsight that the cost–benefit trade-­offs can be
identified. A case in point is Barings Bank’s collapse in 1995, which was triggered by
trading losses hidden in the bank’s Singapore branch. At the time, there was no ade-
quate and effective system for reconciling client orders and trades on a global basis.
Such a system could have revealed the losses before they wiped out all of the bank’s
equity capital. It is estimated that implementing this system would have cost about
£10 million, a small price to pay compared with the £827 million loss that brought
down Barings.

4 OPERATIONAL RISK

As mentioned earlier, operational risk is the risk of losses from inadequate or failed
people, systems, and internal policies and procedures, as well as from external events
that are beyond the control of the company but that affect its operations.

4.1  Managing People

Human failures range from unintentional errors to fraudulent activities. Many compa-
nies are exposed to occupational fraud (sometimes called internal fraud or employee
fraud), which is when an employee abuses his or her position for personal gain by
Operational Risk 157

misappropriating the company’s assets or resources. In a survey carried out by the

Association for Certified Fraud Examiners (ACFE), anti-­fraud experts estimated that
globally companies lose, on average, 5% of their annual revenues to fraud.2

One example of operational risk that has a human component and that is more fre-
quent in the financial services industry than in any other industry is rogue trading.
Rogue trading refers to situations wherein traders bypass management controls and
place unauthorised trades, at times causing large losses for the companies they work
for. Rogue trading may involve fraudulent trading that is done for personal enrich-
ment or to make up losses. Exhibit 4 lists a number of rogue trading incidents that
occurred in the past.

Exhibit 4  Historical Examples of Rogue Trading Incidents

Year of the
Loss Company Rogue Trader Estimated Loss

1995 Barings Bank Nick Leeson £827 million

1995 Daiwa Bank Toshihide Iguchi US$1.1 billion
1996 Sumitomo Corporation Yasuo Hamanaka ¥285 billion
2002 Allied Irish Banks John Rusnak US$691 million
2004 National Australia Bank Gianni Gray and AU$360 million
others
2004 China Aviation Oil Chen Jiulin US$550 million
2008 Société Générale Jérôme Kerviel €4.9 billion
2008 Groupe Caisse d’Epargne Boris Picano-­Nacci €751 million
2011 UBS Kweku Adoboli $2.3 billion

Source: Thomas S. Coleman, A Practical Guide to Risk Management (Charlottesville, VA:

Research Foundation of CFA Institute, 2011):91–92.

Banks, like most companies, have tried to learn from past events and plug the holes
in their systems and controls to prevent similar events from occurring. The failure
of Barings Bank in 1995 revealed the danger of not segregating front and back office
activities properly. In the small bank branch of Barings in Singapore, the same indi-
viduals managed both types of activities. An initial trading loss (a front office activity)
because of a human error was hidden in the accounting system (a back office activity),
and subsequent losses accumulated until they exceeded the bank’s equity capital.
Following Barings’ collapse, banks were required to establish a clear separation between
their front and back offices.

Companies can mitigate operational risks through education, by clearly communicating

policies and procedures and by having efficient and effective internal controls. Good
human resource management processes are also critical; hiring the right people and
motivating them with the right incentives are well-­known ingredients for success.

2  Information from http://www.acfe.com/press-­release.aspx?id=4294973129.

158 Chapter 18 ■ Risk Management

To avoid the risk of recruiting the wrong people, companies typically take various
precautions, such as the following:

■■ Carrying out background checks, such as checking criminal records and disci-
plinary records with regulators for new hires

■■ Verifying credentials and previous work experience

■■ Performing personality assessment tests

■■ Getting character references to confirm suitability

Although these precautions may appear to be standard, studies have shown that dis-
crepancies between presented and actual credentials are common. Cases in which
background checks of senior executives were not appropriately performed are regularly
reported. Because of a loss of trust, some of these executives had to resign when the
truth was revealed, even if they had performed successfully in their position.

Risk taking should also be considered in the structure of compensation, for example
when defining bonus payments for employees. It is particularly important for employees
who expose the company to significant risks, such as traders and investment staff. A
good compensation system should take into account the level of risk undertaken for
a given level of return and should reward those who achieve returns without taking
excessive risks. An example of an incentive that could lead to perverse behaviour is
rewarding traders for profits regardless of the risks they take. This approach would
give them all the upside for trading gains, but less downside for taking on risks and
trading losses. In practice, traders generating substantial losses typically lose their
jobs and reputations, but they usually do not have to pay back much compared with
the compensation they previously received. Some authorities are now imposing new
compensation structures that include deferred compensation to take into account
long-­term performance as well as claw-­back provisions, whereby employees may have
to return their bonuses if reported profitable deals result in losses later.

4.2  Managing Systems

Companies rely heavily on information technology (IT) systems. Consequently, tech-
nology has become an increasingly important source of operational risk. Automated
processes can reduce the frequency and severity of operational errors, but they are
not infallible. Failures of IT and communication systems can paralyse business oper-
ations or greatly reduce their efficiency, harming the company’s profitability via lower
revenues, higher costs, or a combination of both.

IT networks are inherently vulnerable to disruptions and outside interference because

of technical limitations and human factors. One source of risk is the behaviour of
employees who do not follow internal policies and, for instance, download unautho-
rised applications for personal or business use. The dangers of this practice include
malicious viruses and unlicensed, and perhaps incompatible, software getting into
company systems. In addition, IT departments are in a constant battle with hackers
who exploit weaknesses to penetrate systems. Key controls to protect systems and
business information include the establishment and communication of internal policies
Operational Risk 159

for users and IT technical staff, the creation of appropriate security standards and
configurations for systems, and the allocation of adequate personnel and technical
resources to maintain a well-­controlled IT environment.

The protection of confidential information is also important in the investment industry.

Data privacy has received a great deal of prominence recently because of a number
of cases in which companies and government agencies have allowed people’s private
information to enter the public domain, exposing them to the risk of fraud. A company
should understand how data are produced and flow internally, classify the information
by sensitivity, assess the risks of data loss, and adopt appropriate preventative mea-
sures. Many countries have strict laws and regulations for protecting customer data,
along with severe penalties for violating these laws and regulations.

4.3  Complying with Internal Policies and Procedures

The structure of a company varies with size and business activities engaged in, but
there are features common to all companies. For instance, power and authority are
delegated and responsibilities are assigned within most companies. In smaller entre-
preneurial companies, such assignments may be communicated informally, with
employees understanding their individual roles and degrees of authority. In larger
and more complex companies, the roles and levels of authority will be formally
defined and the business processes mapped out in more detail, usually embedded
in corporate management systems. Policies and procedures should explicitly set out
the delegation of authority and define clear responsibilities and accountability. These
definitions form the basis for the monitoring of and control over business processes
and provide feedback mechanisms.

The segregation of duties is an important principle that international companies

and regulators and other authorities in many countries require and recommend. As
mentioned earlier, a clear separation needs to exist between front and back offices. In
accounting departments, there should also be a clear separation between those who
enter items into the accounts and those who reconcile the bank statements with the
cash balances in the accounting system. This separation of roles reduces the risk that
employees who control cash will commit fraud or embezzle funds.

Compliance and internal audit functions are key to ensuring that employees are actually
following internal policies and procedures.

4.4  Managing the Environment

The type of environment in which a company operates can add layers of uncertainty
that need to be addressed.

4.4.1  Political Risk

Political risk is the risk that a change in the ruling political party of a country will lead
to changes in policies that can affect everything from monetary policy (money supply,
interest rates, and credit) and fiscal policy (taxation) to investment incentives, public
investments, and procurement. Some industries are heavily influenced by governments
that, for example, control natural resources or set prices of raw material inputs or
160 Chapter 18 ■ Risk Management

products. In these instances, a change in administration or policies can affect the

value of an investment. Political risk is inherent in all countries and should always be
considered, even if it is perceived to be relatively remote.

4.4.2  Legal Risk

Legal risk is the risk that an external party will sue the company for breach of contract
or other violations. A company should consider how it identifies and conforms to all
legal commitments it has undertaken.

The role of an in-­house legal expert is crucial to controlling legal risk. Most areas of
a company have dealings with external parties, such as deal counterparties, business
partners, suppliers, and service providers. An important control in managing the
legal risk of these external relationships is to have legal experts review every contract.
Companies should clearly delegate authority and specify who should review and
approve which type of contracts. The most significant deals usually require approval
at the level of the board of directors. Another control is to use template agreements
and standard contract terms and conditions that have been reviewed and approved
by the legal team.

The storage of records, documents, and all forms of communication must also be in
line with legal requirements for all relevant jurisdictions, a topic that will be discussed
in the Investment Industry Documentation chapter.

4.4.3  Settlement Risk

Settlement risk (or counterparty risk) is the risk that when settling a transaction, a
company performs one side of the deal, such as transferring a security or money, but
the counterparty does not complete its side of the deal as agreed, often because it
has declared bankruptcy. This risk is sometimes also called Herstatt risk because of
an incident in 1974 when the German Herstatt Bank ceased operations after coun-
terparties had honoured their obligation to transfer Deutsche Marks to Herstatt, but
before Herstatt honoured its obligation to transfer the equivalent amount in US dollars
back to these counterparties.

Although there are usually legal means to compel a counterparty to perform its obli-
gations, such measures are costly and time-­consuming. A counterparty is more likely
to find it difficult to fulfil its obligations during challenging economic times or when
bankruptcy is imminent than during profitable times. In the case of bankruptcy, it
may take months or years to receive assets through a bankruptcy resolution proce-
dure and the proceeds may only be a fraction of the original nominal amount of debt.

It is important to distinguish the risks inherent in bilateral arrangements from those

in transactions contracted through central counterparties, such as clearing houses. As
discussed in the Structure of the Investment Industry chapter, clearing houses may
step in to assume the risk of a counterparty failing to meet its contractual obligations.
Other arrangements to reduce this risk are margin requirements, discussed in the
Derivatives chapter, or standardised agreements.
Compliance Risk 161

COMPLIANCE RISK 5
Compliance risk is the risk that a company fails to comply with all applicable rules,
laws, and regulations. The risk of non-­compliance with laws and regulations is higher
than non-­compliance with internal policies and procedures because sanctions can
be applied. These sanctions can affect both individuals and companies and may be
severe. Ensuring compliance with rules and regulations has often been viewed as a
rather mundane chore, but the rapidly changing regulatory environment has recently
brought compliance to the forefront of business priorities. Many people believe that
the trend toward less regulation contributed to the global financial crisis that began
in 2008. The trend has reversed with the re-­imposition of greater regulation and
oversight. This increased legislation, in turn, has led to more compliance activities
and more compliance risk.

5.1  Framework for Legal and Regulatory Compliance

Every company has to follow a set of rules, beginning with the statutory laws and
other regulations imposed by regulatory bodies. In addition, many investment firms
must follow guidelines from regulators, stock exchanges, and industry associations
that have been given powers to oversee members. Because of their importance in
the financial system, banks and insurance companies have historically been subject
to heavy regulation, with detailed rules and scrutiny from regulatory authorities. For
example, banks are subject to the Basel Accords. Accords are international agreements
that usually take the name of the location where they are signed. The Basel Accords,
which define international standards regarding banks’ capital, leverage, and liquidity
requirements, are discussed on a regular basis in Basel, Switzerland. As of May 2014,
the latest version of these accords is Basel III.

Complying with applicable laws and regulations is required of every company. The
consequences of not doing so can be severe and can include financial penalties, loss
of business licenses, lawsuits by clients, and in serious cases, prison terms. Often the
greatest consequences are the damage to the company’s reputation and the loss of
existing and potential business opportunities.

Companies should have internal reporting procedures to encourage employees to

come forward and report instances in which they suspect someone has violated inter-
nal policies, procedures, laws, or regulations. This process is called whistle-­blowing.
Whistle-­blowing has become an important way for authorities to learn of violations,
and provisions to protect and reward whistle-­blowers have been strengthened in the
wake of financial scandals.

5.2  Example of Key Compliance Risks

Types of regulation and how to comply with them are outlined in the Regulation
chapter. Below are just a few examples of key compliance risks that have the potential
to inflict serious damage on investment firms and their employees.
162 Chapter 18 ■ Risk Management

5.2.1  Corruption
Corruption, which is defined as the abuse of power for private gain, has received height-
ened attention because of tightened laws and regulations on bribery and increased
regulatory scrutiny, investigations, prosecutions, and fines. Some national authorities
may apply these laws extra-­territorially, even to foreign entities. Firms that operate
through agents and other third parties should be aware that their responsibility for
preventing corruption extends to the actions of these third parties. Ignoring the
practices of third parties does not constitute a defence in the event of a regulatory
investigation.

To safeguard against corruption, companies must start by establishing a tone at the

top, with senior management communicating an unambiguous policy of zero tolerance
for unethical business practices and bribery. Risk assessments should identify major
risk areas and susceptible employees. For instance, employees who deal with govern-
ment officials for licensing or deal with government or state-­owned entities should be
given enhanced training and be monitored closely. Controls over corporate gifts and
hospitality, especially in payment-­processing areas, are crucial for the prevention of
illegal or unethical payments.

5.2.2  Tax Reporting

Compliance with tax regulations is complicated because the principles and rules vary
considerably by jurisdiction. Companies are continuously developing financial and
legal structures, often with the intention of minimising taxes overall. Uncertainty
exists in how tax authorities will apply their rules, which is compounded by the fact
that rules change regularly. A conservative approach is to conform to tried-­and-­tested
precedents. A more aggressive approach is to seek to exploit loopholes in the tax code,
low-­tax jurisdictions (so-­called offshore tax havens), and other grey areas.

There is a technical difference between “tax avoidance”, which means using tax code
provisions to minimise the tax that is owed, and “tax evasion”, which means not
paying taxes in violation of the tax law. In practice, however, the line between tax
avoidance and tax evasion is not always clear and expert tax advice is necessary. From
a risk-­management perspective, tax risk should be managed in a consistent manner,
incorporating the appropriate expertise at each stage of a transaction or financial
reporting cycle.

5.2.3  Insider Trading

There are laws that prohibit the trading of a security when in possession of important
confidential information pertaining to the security in question. Most markets have
recently tightened laws regulating insider trading. Another trend is an increase in inves-
tigations of insider trading; some such investigations are even relying on techniques
similar to those used in investigations of organised crime cases—including tapping
telephones, using evidence already collected to make peripheral suspects co-­operate,
and gradually closing in to catch the central participants of the scheme. Companies
must implement policies and procedures to ensure that traders understand the laws
and that nobody in the company will be in the position to violate them. Investment
firms that face a high risk of insider trading, such as investment banks, have “control
rooms” to monitor information flowing between teams. They also have virtual walls
or information barriers to restrict and segregate information and to manage other
conflicts of interest.
Investment Risk 163

5.2.4  Anti-­Money-­Laundering
Anti-­money-­laundering legislation is a set of rules to prevent money derived from
criminal activities from entering the financial system and acquiring the appearance
of being from legitimate sources. These rules require companies in the financial ser-
vices industry, including those in the investment industry, to obtain sufficient original
or certified documentation to perform a formal risk assessment on each client and
counterparty; the procedures of such an assessment are called know-­your-­customer
procedures.

International agreements defining basic principles and requirements for anti-­money-­

laundering frameworks have been developed and are implemented with slight varia-
tions according to the jurisdiction. A notable feature of most anti-­money-­laundering
regulation is a strict liability approach to compliance. That is, a company can be sub-
ject to severe sanctions as a result of not following required procedures and record
keeping, regardless of whether any suspicious transactions are handled or any actual
damage is caused.

INVESTMENT RISK 6
Risk is a critical element of investment decisions. Investors, for instance, buy equity
securities, commodities, or real estate. When they do, they are exposed to investment
risk—that is, the risk associated with investing. For example, investors may face losses
if the company in which they bought common shares loses value or goes bankrupt or
if commodity or real estate prices fall.

Investment risk can take different forms depending on the company’s investments and
operations. Companies in the investment industry typically experience three broad
types of investment risk:

■■ Market risk, which is the risk caused by changes in market conditions affecting
prices.

■■ Credit risk, which is the risk for a lender that a borrower fails to honour a con-
tract and make timely payments of interest and principal.

■■ Liquidity risk, which is the risk that an asset or security cannot be bought or
sold quickly without a significant concession in price.

A common theme for success in all types of investment risk management is the need
to understand the risks and price them accurately.

6.1  Market Risk

Market risk, which arises from price movements in financial markets, can be classified
into the risks associated with the underlying market instruments: equity price risk,
interest rate risk (for debt securities), foreign exchange rate risk, and commodity
price risk.
164 Chapter 18 ■ Risk Management

Many investment firms are in the business of assuming investment risks, and they tend
to tolerate market risks. But like any other company, they must align their risk profiles
with their risk tolerance. They often implement an approach called risk budgeting to
determine how risk should be allocated among different business units, portfolios,
or individuals. For example, an asset management firm may use the following risk
budgeting steps:

■■ Quantify the amount of risk that can be taken by the firm

■■ Set risk budgets and limits for each asset class and/or investment manager

■■ Allocate assets in compliance with the risk budgets

■■ Monitor to ensure that risk budgets are respected

Market risks that cannot be tolerated must be mitigated, and companies have different
alternatives available. One of them is to hedge unwanted risks by using derivative
instruments. The Derivatives chapter and Economics of International Trade chapter
offer examples of how companies can hedge unwanted risks.

6.2  Credit Risk

When assessing the creditworthiness of borrowers, it is important to consider both
their ability and willingness to repay their debts. For example, after the fall in real
estate prices in 2008, many homeowners in the United States were left with mortgage
loan balances that exceeded the market value of the property. Some of those borrow-
ers still had the ability to keep paying their mortgage loans but decided to default
and let the bank take possession of the property. This potentially unethical decision
is rational from a purely financial perspective, apart from the worse credit profile for
future borrowing.

The expected loss from credit exposure is a function of three elements: the amount of
money lent to a particular borrower, the probability that the borrower defaults, and
the loss that would be incurred if the borrower defaults. The amount that is at risk
may be reduced if collateral or guarantees from third parties are included. Enforcing
contract provisions to take possession of collateral, however, can be a time-­consuming
legal process. The value of collateral assets for a lender depends on their liquidity and
marketability—that is, how easy it is to sell the assets to a third party and at how much
of a discount if sold on short notice. Assets for which a steady market demand exists
and that can be moved and easily transferred are more valuable than assets that are
traded less frequently and are less mobile.

Various sources of independent information exist on borrower creditworthiness,

such as credit rating agencies, which should be used in conjunction with internal risk
analysis. Any analysis, whether internal or external, should involve a degree of critical
judgment and scepticism.

There are various approaches to managing credit risk, including the following:

■■ Set limits on the amount of exposure to a particular counterparty or level of

credit rating allowed. For example, a maximum limit of 5% exposure could be
set for a particular counterparty.
Value at Risk 165

■■ Require additional collateral and impose covenants. Covenants, discussed in the

Debt Securities chapter, are terms for loans that specify both what a borrower
must do (positive covenants) and what a borrower is not allowed to do (negative
covenants). For example, a bank may restrict borrowers from issuing more debt,
paying dividends, or entering into highly risky business ventures. When one of
the restrictive conditions is broken, the lender may recall the loan or demand
some action, such as the assignment of additional collateral.

■■ Transfer risk by using derivative instruments. Credit default swaps are often
used when companies want to protect themselves against the risk of a loss
in value of a debt security or index of debt securities, as discussed in the
Derivatives chapter.

Lending to governments or state-­owned companies creates another type of credit risk.

Sovereign risk is the risk that a government will not repay its debt because it does
not have either the ability or the willingness to do so. The unique aspect of sovereign
risk is that lenders have limited legal remedies available to compel the borrower to
repay or to be able to recover the assets themselves. A government can also prevent
borrowers in its country from repaying their debts to foreign investors—for example,
by implementing currency controls to make it difficult or impossible for money to
leave the country.

6.3  Liquidity Risk

Liquidity refers to the ability to buy and sell quickly without incurring a loss. It is a
core concern for companies and is often neglected when sources of financing, such
as bank credit, are plentiful. But during the global financial crisis of 2008, an acute
shortage of liquidity in the financial systems in many countries led to failures. These
failures occurred because some companies were unable to maintain access to sufficient
money to finance their working capital (inventories and receivables from customers
net of payables from suppliers) and, therefore, to keep their companies going.

Firms in the investment industry face a greater level of liquidity risk than, say, man-
ufacturers. To operate profitably, they need markets that can accommodate their
trades without significant adverse effects on prices. When markets are illiquid—either
temporarily, such as during financial crises, or more structurally, such as in some
emerging markets—the ability to trade assets is substantially reduced, which has a
negative effect on these firms.

VALUE AT RISK 7
Companies in the financial services industry expect that the assets and securities they
hold will provide them with a positive return. However, they also need to estimate the
potential loss on an investment if their forecasts for the asset or security turn out to be
inaccurate. This potential loss is often measured using a metric known as value at risk.
166 Chapter 18 ■ Risk Management

7.1  Use and Advantages of Value at Risk

Value at risk (VaR) was developed in the late 1980s and is now a widely used metric. It
relies on some of the statistical concepts, such as standard deviation, discussed in the
Quantitative Concepts chapter. VaR gives an estimate of the minimum loss of value
that can be expected for a given period with a given level of probability. For example,
an asset management firm may estimate that a portfolio has a VaR of $1 million for one
day with a probability of 5%. This means that there is a 5% chance that the portfolio
will fall in value by at least $1 million in a single day, assuming no further trading.
Put another way, a loss of $1 million or more for this portfolio is expected to occur,
on average, once in 20 trading days (1/0.05).

VaR offers several advantages:

■■ It is a standard metric that can be applied across different investments, portfo-

lios, business units, companies, and markets.

■■ It is relatively easy to calculate and well understood by senior managers and

directors.

■■ It is a useful tool for risk budgeting if there is a central process for allocating
capital across business units according to risk.

■■ It is widely used and mandated for use by some regulators.

7.2  Weaknesses of VaR

There are also weaknesses inherent in the VaR measure of risk. VaR gives an estimate
of the minimum, but not the maximum, loss of value that can be expected. Referring
back to the earlier example, the asset management firm can expect a loss of at least
$1 million 12 or 13 times a year (5% of the approximately 250 trading days a year).
VaR does not indicate the maximum loss of value the portfolio manager can expect
to bear in one day, and it does not guarantee that a loss in excess of $1 million will
not happen more frequently than a dozen times a year.

In practice, VaR often underestimates the frequency and magnitude of losses, mainly
because of erroneous assumptions and models. First, VaR primarily relies on historical
data to forecast future expected losses. But past returns may not be a good predictor
of future returns. In addition, history is not helpful in forecasting events that have
far-­reaching effects, but are unforeseen or considered impossible—that is, black swan
events. Second, VaR makes an assumption regarding the distribution of returns. For
example, it is often assumed that returns are normally distributed and follow the bell-­
shaped distribution presented in Exhibit 8 in the Quantitative Concepts chapter. The
use of historical data and the assumption of a normal distribution may work relatively
well in normal market conditions but not during periods of market turmoil.

The global financial crisis of 2008 is a case in point. Until 2007, most banks had a low
daily VaR, which gave them a false sense of security. Once the crisis hit, the number
of days when trading losses exceeded the daily VaR and the amount of those losses
were substantially higher than predicted. Some banks reported that the frequency of
losses was 10 to 20 times higher than the VaR predictions, and some banks recorded
losses that significantly reduced their equity capital.
Summary 167

To address these weaknesses, companies—in particular, banks—often use comple-

mentary risk management techniques in addition to VaR. These complementary
techniques include scenario analysis and stress testing, which focus on the effect of
more extreme situations that would not be fully captured or evaluated with VaR. For
example, an asset management firm may perform a scenario analysis by identifying
different scenarios for the economy (strong growth, moderate growth, slow growth,
no growth, mild recession, and severe recession) and then determining how each
scenario would affect the value of a portfolio and the firm’s earnings and equity cap-
ital. The firm may also engage in stress testing by examining the effect of extreme
market conditions, such as a liquidity crisis, to make sure that it would be resilient
and would survive the crisis.

It is worth noting that the weaknesses related to VaR apply to all measures that rely on
models. The risk arising from the use of models is collectively known as model risk.
This risk is associated with inappropriate underlying assumptions, the unavailability
or inaccuracy of historical data, data errors, and misapplication of models.

SUMMARY

Although most companies in the investment industry have dedicated risk manage-
ment functions, it is important to remember that risk is not just the responsibility of
the risk management team—everyone is a risk manager. So, even if you are not a risk
management specialist, you should still seek to understand risk management process,
systems, and tools and participate in risk management activities in your organisation.

The points below recap what you have learned in this chapter about risk management:

■■ Risk is defined as the effect of uncertain future events on a company or on

the outcome that the company achieves. Types of risks are often categorised
according to the source of risk: operational risk, compliance risk, and invest-
ment risk. The latter category includes market risk, credit risk, and liquidity
risk.

■■ Risk management is an iterative process that helps companies reduce the

chances and effects of adverse events while enhancing the realisation of oppor-
tunities. This process includes five steps: setting objectives, detecting and
identifying events, assessing and prioritising risks, selecting a risk response, and
controlling and monitoring activities.

■■ Risk assessment involves the identification of undesirable events and the esti-
mation of their expected frequency and the expected severity of their conse-
quences. It is important for a company to build a risk matrix and select key risk
measures to prioritise risks and warn when risk levels are rising.

■■ Risk response strategies include exploiting risks that the company has expertise
dealing with and can benefit from as well as mitigating or eliminating risks that
the company has little or no expertise in dealing with. Risk response strategies
include tolerating, treating, transferring, or terminating risk.
168 Chapter 18 ■ Risk Management

■■ Companies often use a three-­lines-­of-­defence risk management model, in which

employees and managers form the first line of defence, the risk management
and compliance groups operate as a second line of defence, and an internal
audit function forms the third line of defence.

■■ Allocation of resources to risk management should be based on a cost-­benefit

analysis. Typical costs include tangible costs, such as hiring dedicated risk
management personnel, putting procedures in place and investing in systems,
and intangible costs, such as slower decision making and missed opportunities.
Overall, risk management should have a positive effect on a company’s ability to
achieve its strategic objectives and improve its operations, ultimately leading to
value creation.

■■ Operational risk is the risk of losses from inadequate or failed people, systems,
and internal policies and procedures, as well as from external events that are
beyond the control of the company but that affect its operations. The reduction
of operational risk requires companies to manage people to reduce human fail-
ures ranging from unintentional errors to fraudulent activities; manage systems,
particularly IT and communication systems, and ensure compliance with inter-
nal policies and procedures; and manage political, legal, and settlement risks.

■■ Compliance risk is the risk that a company fails to comply with all applicable
rules, laws, and regulations. The company may face sanctions and damage to
its reputation as a result of non-­compliance. Examples of key compliance risks
that have the potential to inflict serious damage on investment firms and their
employees include corruption, inadequate tax reporting, insider trading, and
money laundering.

■■ Investment risks take different forms depending on the company’s investments

and operations. Investment firms typically experience: market risk, caused by
changes in market conditions affecting prices; credit risk, caused by borrow-
ers’ inability and/or unwillingness to make timely payments of interest and
principal; and liquidity risk, caused by difficulties in buying or selling assets or
securities quickly without a significant concession in price.

■■ Value at risk, which provides an estimate of the minimum loss of value that can
be expected for a given period of time with a given probability, is a widely-­used
metric to measure risk. By relying on historical data and making assumptions
about the distribution of returns, VaR suffers from weaknesses that are typical
of all measures that rely on models.
Chapter Review Questions 169

CHAPTER REVIEW QUESTIONS

1 The type of risk characterised by failed internal policies and procedures is clas-
sified as:

A operational.

B compliance.

C investment.

2 Which of the following situations best represents a compliance risk?

A Failure of an IT network paralyses business operations.

B A counterparty does not complete its side of a deal as agreed.

C An organisation fails to follow all applicable rules, laws, and regulations.

3 The final step in a risk management process most likely includes:

A controlling and monitoring activities.

B using a risk matrix to prioritise risks.

C hedging unwanted risk by using derivative instruments.

4 A risk matrix classifies risks according to:

A market, credit, and liquidity risk exposures.

B operational, compliance, and investment risk exposures.

C the expected level of frequency of the event and the expected severity of its
consequences.

5 The chief risk officer working at an investment management firm typically

reports directly to the:

A shareholders.

B board of directors.

C chief investment officer.

6 A company’s first line of defence to manage risk is its:

A internal auditors.

B employees and managers.

C risk and compliance officers.

© 2014 CFA Institute. All rights reserved.

170 Chapter 18 ■ Risk Management

7 A significant benefit of implementing a risk management process is most likely:

A the elimination of risk.

B less accountability.

C the more efficient allocation of capital.

8 An intangible cost of risk management is:

A hiring risk managers.

B putting compliance procedures in place.

C slowing down the decision-­making process.

9 Rogue trading is best described as an example of:

A investment risk.

B operational risk.

C compliance risk.

10 Which of the following situations most likely increases an organisation’s compli-

ance risk?

A Using agents and third parties

B Separating the front and back offices

C Monitoring and controlling business processes

11 Credit risk is best described as the risk:

A caused by changes in market conditions affecting prices.

B of failing to receive timely payments of interest and principal from

borrowers.

C that an asset cannot be bought and sold quickly without a significant con-
cession in price.

12 Value at risk:

A often overestimates the frequency of losses.

B assumes that the distribution of returns is random.

C provides an estimate of the minimum loss of value that can be expected.

Answers 171

ANSWERS

1 A is correct. Operational risk refers to the risk of losses from inadequate or

failed people, systems, and internal policies and procedures, as well as from
external events that are beyond the control of the organisation but that affect
its operations. B is incorrect because compliance risk relates to the risk that an
organisation fails to follow all applicable rules, laws, and regulations and faces
sanctions as a result. C is incorrect because investment risk is the risk associ-
ated with investing that arises from the fluctuation in the value of investments.

2 C is correct. Compliance risk is the risk that an organisation fails to follow all
applicable rules, laws, and regulations and faces sanctions as a result. B is incor-
rect because the risk that a counterparty does not complete its side of a deal as
agreed describes settlement risk (also called counterparty risk). A is incorrect
because failure of an IT network that paralyses business operations is an exam-
ple of operational risk.

3 A is correct. A risk management process generally includes five steps: set

objectives, detect and identify events, assess and prioritise risks, select a risk
response, and control and monitor activities. Controlling and monitoring activ-
ities are typically the final step of a risk management process. C is incorrect
because hedging unwanted risks by using derivative instruments is a response,
which relates to the fourth step of a risk management process. B is incorrect
because using a risk matrix to prioritise risks is associated with the third step of
a risk management process, assess and prioritise risks.

4 C is correct. A risk matrix is used to assess and prioritise the risks an organ-
isation faces. It classifies risks according to the expected level of frequency of
the event (e.g., highly unlikely, unlikely, possible, likely, or highly likely) and the
expected severity of its consequences (e.g., negligible, slightly harmful, harmful,
extremely harmful, or catastrophic). A and B are incorrect because they are
not related to risk matrices. Market, credit, and liquidity risks refer to types
of investment risks. Operational, compliance, and investment risks are risk
classifications.

5 B is correct. It is typical for companies in the investment industry to have a

stand-­alone risk management function with a chief risk officer who is capable of
independent judgment and action and who often reports directly to the board
of directors.

6 B is correct. Employees and managers, through their daily responsibilities, form

the first line of defence against risk. A is incorrect because internal auditors
form the third line of defence against risk. C is incorrect because risk and com-
pliance officers form the second line of defence against risk.

7 C is correct. One of the benefits of implementing a risk management process is

bringing greater discipline to the organisation’s operations, which leads to more
effective business processes, better controls, and the more efficient allocation
of capital. A is incorrect because implementing a risk management process can
serve to incorporate risk considerations in all business decisions to ensure that
172 Chapter 18 ■ Risk Management

the organisation’s risk profile is aligned with its risk tolerance, but it does not
lead to the elimination of risk. Some risks should be eliminated, but others may
be exploited—for example, the risks the organisation has expertise in dealing
with and can benefit from. B is incorrect because implementing a risk manage-
ment process leads to more rather than less accountability.

8 C is correct. The intangible costs of risk management are slower decision mak-
ing and missed opportunities. A and B are incorrect because hiring risk man-
agers and putting compliance procedures in place are tangible, not intangible,
costs of risk management.

9 B is correct. Rogue trading, which refers to situations in which traders bypass

management controls and place unauthorised trades that can cause large losses
for the companies they work for, is an example of operational risk. Operational
risk is the risk of losses from inadequate or failed people, systems, and internal
policies and procedures, as well as from external events that are beyond the
control of the company but affect its operations. A is incorrect because invest-
ment risk is the risk associated with investing that arises from the fluctuation in
the value of investments. C is incorrect because compliance risk relates to the
risk that an organisation fails to follow all applicable rules, laws, and regulations
and faces sanctions as a result.

10 A is correct. Using agents and third parties increases compliance risk. It is more
difficult to monitor and control these agents and third parties than internal
staff, but the company may still be responsible for the actions of these agents
and third parties. B and C are incorrect because separating the front and back
offices and monitoring and controlling business processes decrease compliance
risk.

11 B is correct. Credit risk is the risk for a lender that a borrower fails to honour
a contract and make timely payments of interest and principal. A is incor-
rect because the risk caused by changes in market conditions affecting prices
describes market risk. C is incorrect because the risk that an asset cannot be
bought and sold quickly without a significant concession in price describes
liquidity risk.

12 C is correct. Value at risk gives an estimate of the minimum, but not the
maximum, loss of value that can be expected for a given period of time with a
specified level of probability. A is incorrect because value at risk often underes-
timates, not overestimates, the frequency of losses. B is incorrect because value
at risk makes an assumption regarding the distribution of returns. For example,
it is often assumed that returns are normally distributed.