Course Background:
Operational risk events refer to operational events that cause financial losses or affect the reputation of the bank, customers and employees caused by inadequate or faulty internal procedures, employees and IT systems, as well as external factors, including: internal fraud, external fraud, employment system and workplace safety, customers, products and business activities, damage to physical assets, business interruption and IT system failure, execution, delivery and process management (for further information, please refer to the International Agreement for Harmonization of Capital Measurement and Capital Standards: A Revised Framework, i.e. "Appendix 7: Detailed Classification of Loss Events" of Basel II.
Paying attention to operational risk has become an unavoidable topic for China's commercial banks, operational risk is the top priority of the current banking industry risk management, the unclear ownership of the operation power of bank employees is the root cause of operational risk, and the integration of IT platform to clearly define the operation right is the top priority of state-owned commercial banks.
Course Duration:0.5 days - 1 day, 6 hours a day.
Course Target:Financial practitioners, theoretical researchers, and risk management professionals in the corporate world.
Course Method:Class discussion + case sharing + summary and reflection + brain map refinement.
Course outline
Lecture 1: Operational Risk Management
1. Basic elements of an operational risk management framework
1.Personnel.
2.System.
3.Internal Controls.
2. Strategies and policies for operational risk management
1.Operational risk management strategy.
2.Operational risk management policy.
Interpretation:Operational Guidelines for Banking Practitioners
3. Organizational structure design of operational risk
1.Operational Risk Management Organizational Design Principles.
2.Operational risk management organizational model.
3.Operational risk management network structure.
Fourth, the process of operational risk management
1.Operational risk policy development.
2.Operational risk identification.
3.Operational risk measurement.
4.Operational risk assessment and analysis.
5.Operational risk capital management.
6.Operational risk management reports.
5. Basic management tools for operational risks
6. Basel Accord Amendments to Operational Risks
1.Operational risk management and Pillar 1 revision.
2.Operational risk management and Pillar 2 revision.
3.Operational risk management and Pillar 3 revision.
4.Changing roles in operational risk management in the post-crisis era.
2.Adequacy ratio of high-quality liquid assets.
3.Liquidity match rate.
4. Liquidity ratio requirements are put forward according to the asset scale of commercial banks.
Lecture 2: Main Manifestations of Operational Risk
1.The post setting and staffing are not sound.
2.Failure to implement business handover in accordance with regulations.
3.The bank's internal staff** customer handles the settlement business.
4.The review and handling of payment and settlement business are not strict.
5.Weak controls on important transactions and operations.
6.The review of customer account opening is not strict.
Lecture 3: Control and prevention measures for specific operational risks of counters
1. Risk control measures for deposit and withdrawal business
1.Personal settlement business.
Case Study:Bank A has a customer deposit and withdrawal risk event.
2.Corporate deposit business.
Case Study:Case of misappropriation of customer funds by Li Li, an employee of W branch.
3.Loss reporting business.
Case Study:Cases in which a bank was found liable for illegal acts in handling loss reporting business.
Case Study:The elderly customer is unconscious, and the heir goes to the bank to handle the risk of loss reporting business.
Case Study:A risk case of improper operation by a bank teller when reporting loss, resulting in the loss of customer funds.
Case Study:There was a risk case in the bank where "the wife reported the loss of the password for her husband".
4.Reconciliation operations.
Case Study:Case of embezzlement of funds by Chen of Bank H.
5.Wipe the accounts.
Case Study:A case in which a bank was found liable for illegal acts in handling the account erasure business.
Cash long and short business
1) The business manifestation of long and short errors.
2) Accounting methods for long and short payment business.
3) Business risk prevention measures for long and short payment errors.
Inquiry, freezing, and deducting business
1) The "competent authority" that performs inquiry, freezing and deduction operations
2) The process specification of the competent authority to handle the inquiry, freezing and deduction business.
3) Assist in inquiry, freezing, and deducting business principles.
4) Restrictions on the scope of inquiry, freezing, and deducting business by the competent authority.
5) Inquire, freeze, and deduct risk points and preventive measures in business links.
2. Risk performance and preventive measures of counter cashier business
1.Management of seals.
2.Management of important blank credentials.
Case Study:Case of embezzlement of funds by Shao of Bank B.
3.Management of tail containers.
Case Study:Case of embezzlement of cash in the tail box by Liu, an employee of Bank W.
3. Risk control measures for wealth management business
1.Regulatory requirements for wealth management business.
2.The main risks currently exist in the wealth management business.
Case Study:The risk of employees of Minsheng Bank selling wealth management products in violation of regulations.
Case Study:CEB misleads consumers to purchase wealth management products.
4. Risk warning for wealth management business
Lecture 4: Internal control of specific operational risks on the counter
1. Internal control at the level of professional ethics
1.Professional ethics is the core of risk prevention (character is more important than ability).
2.Cultivate good professional ethics, and professional ethics become the backbone of corporate culture.
3.Characteristics of ethical risk.
4.Star employees can't be overlooked.
2. Risk prevention and control at the institutional level
1.The implementation of the system in place is the premise of controlling the occurrence of risks.
Improve the mutual supervision and restraint mechanism for personnel in key positions
1) Job rotation.
2) Mandatory leave.
3) Outgoing audits.
3.Establish and improve a long-term mechanism for risk prevention.