spinster-波斯顿蕨
毕
业
设
计（论文）
外
文
文
献
翻
译
文献、资料中文题目：风险管理
文献、资料英文题目：
Risk Management
文献、资料来源：
文献、资料发表（出版）日期：
院
（部）
：
专
业：
班
级：
姓
名：
学
号：
指导教师：
翻译日期：
2017.02.14
外文文献翻译译文
一、外文原文
原文：
Risk
Management
This
chapter
reviews
and
discusses
the
basic
issues
and
principles
of
risk
management,
including:
risk
acceptability
(tolerability);
risk
reduction
and
the
ALARP principle; cautionary and
precautionary principles. And presents a case
study
showing
the
importance
of
these
issues
and
principles
in
a
practical
management
context. Before we take a closer look,
let us briefly address some basic features of risk
management.
The purpose of
risk management is to ensure that adequate
measures are taken to
protect
people,
the
environment,
and
assets
from
possible
harmful
consequences
of
the activities being undertaken, as
well as to balance different concerns, in
particular
risks and costs. Risk
management includes measures both to avoid the
hazards and to
reduce their potential
harm. Traditionally, in industries such as
nuclear, oil, and gas,
risk
management
was
based
on
a
prescriptive
regulating
regime,
in
which
detailed
requirements
were set
with regard to
the design
and operation of
the arrangements.
This
regime
has
gradually
been
replaced
by
a
more
goal-oriented
regime,
putting
emphasis on what to achieve rather than
on the means of achieving it.
Risk
management
is
an
integral
aspect
of
a
goal-
oriented
regime.
It
is
acknowledged
that
risk
cannot
be
eliminated
but
must
be
managed.
There
is
nowadays
an enormous drive and enthusiasm in various
industries and in society as a
whole
to
implement
risk
management
in
organizations.
There
are
high
expectations
that risk
management is the proper framework through which
to achieve high levels of
performance.
Risk
management
involves
achieving
an
appropriate
balance
between
realizing
opportunities
for
gain
and
minimizing
losses.
It
is
an
integral
part
of
good
management practice and
an essential element of good corporate governance.
It is an
iterative process consisting
of steps that, when undertaken in sequence, can
lead to a
continuous improvement in
decision-making and facilitate a continuous
improvement
in performance.
To
support
decision-making
regarding
design
and
operation,
risk
analyses
are
carried
out.
They
include
the
identification
of
hazards
and
threats,
cause
analyses,
consequence
analyses,
and
risk
descriptions.
The
results
are
then
evaluated.
The
totality of the analyses
and the evaluations are referred to as risk
assessments. Risk
assessment
is
followed
by
risk
treatment,
which
is
a
process
involving
the
development and
implementation of measures to modify the risk,
including measures
designed to avoid,
reduce (“optimize”), transfer, or retain the risk.
Risk transfer means
sharing
with
another
party
the
benefit
or
loss
associated
with
a
risk.
It
is
typically
affected through
insurance. Risk management covers all coordinated
activities in the
direction and control
of an organization with regard to risk.
In
many
enterprises,
the
risk
management
tasks
are
divided
into
three
main
categories:
strategic
risk,
financial
risk,
and
operational
risk.
Strategic
risk
includes
aspects and factors
that are important for the enterprise’s
long
-term strategy and plans,
for example mergers and acquisitions,
technology, competition,
political
conditions,
legislation and regulations, and labor
market. Financial risk includes the enterprise’s
financial situation, and includes:
Market risk, associated with the costs of goods
and
services,
foreign
exchange
rates
and
securities
(shares,
bonds,
etc.).
Credit
risk,
associated
with
a
debtor’s
failure
to
meet
its
obligations
in
accordance
with
agreed
terms. Liquidity risk, reflecting lack
of access to cash; the difficulty of selling an
asset
in
a
timely
manner.
Operational
risk
is
related
to
conditions
affecting
the
normal
operating
situation:
Accidental
events,
including
failures
and
defects,
quality
deviations, natural disasters. Intended
acts; sabotage, disgruntled employees, etc. Loss
of
competence,
key
personnel.
Legal
circumstances,
associated
for
instance,
with
defective contracts and liability
insurance.
For an enterprise to become
successful in its implementation of risk
management,
top management needs to be
involved, and activities must be put into effect
on many
levels. Some important
points to ensure success are: the
establishment of a strategy
for risk
management, i.e., the principles of how the
enterprise defines and implements
risk
management.
Should
one
simply
follow
the
regulatory
requirements
(minimal
requirem
ents), or should one
be the “best in the class”? The establishment of a
risk
management
process
for
the
enterprise,
i.e.
formal
processes
and
routines
that
the
enterprise is
to
follow.
The
establishment of management structures,
with
roles and
responsibilities,
such
that
the
risk
analysis
process
becomes
integrated
into
the
organization.
The
implementation
of
analyses
and
support
systems,
such
as
risk
analysis tools, recording systems for
occurrences of various types of events, etc. The
communication, training, and
development of a risk management culture, so that
the
competence, understanding, and
motivation level within the organization is
enhanced.
Given
the
above
fundamentals
of
risk
management,
the
next
step
is
to
develop
principles and a methodology that can
be used in practical decision-making. This is
not, however, straightforward. There
are a number of challenges and here we address
some
of
these:
establishing
an
informative
risk
picture
for
the
various
decision
alternatives,
using
this
risk
picture
in
a
decision-
making
context.
Establishing
an
informative risk picture
means identifying appropriate risk indices and
assessments of
uncertainties. Using the
risk picture in a decision making context means
the definition
and
application
of
risk
acceptance
criteria,
cost
benefit
analyses
and
the
ALARP
principle,
which
states
that
risk
should
be
reduced
to
a
level
which
is
as
low
as
is
reasonably practicable.
It
is common to define and describe risks in terms of
probabilities and expected
values.
This
has,
however,
been
challenged,
since
the
probabilities
and
expected
values
can
camouflage
uncertainties;
the
assigned
probabilities
are
conditional
on
a
number
of
assumptions
and
suppositions,
and
they
depend
on
the
background
knowledge.
Uncertainties
are
often
hidden
in
this
background
knowledge,
and
restricting
attention
to
the
assigned
probabilities
can
camouflage
factors
that
could
produce
surprising
outcomes.
By
jumping
directly
into
probabilities,
important
uncertainty
aspects
are
easily
truncated,
and
potential
surprises
may
be
left
unconsidered.
Let us, as an
example, consider the risks, seen through the eyes
of a risk analyst