...The definition of operational risk by the Basel Committee on Banking Supervision is broad in conceptual terms, but also brief in its wording. If we accept that operational risk represents loss resulting from inadequate or failed internal processes, people and systems, or from external events, then to appreciate the amount of assumed exposure we must: • specify the people, processes and systems that are responsible for operational risk events; and • estimate the frequency and impact of these events as well as assign corresponding responsibilities. I fully agree with the principle advanced by The Geneva Association that everyone is accountable for operational risk. The challenge is to identify everyone’s accountability, bearing in mind that the operational risk definition includes people, processes, systems, and whole organizations. In the last analysis, companies are made up of people. Table 1 presents a list of what I believe to be the top dozen operational risks encountered in nearly every entity. The pattern shown in Figure 1 helps in appreciating that these operational risks can be grouped into three major categories: • the more classical, with legal risk being one of them; • the more modern, where the role of people is emphasized; • those which are technology- and systems-oriented. One more reference is needed to complete this introduction. The myriad of operational riskswhich formthe aforementioned 12 classes have neither the same frequency, nor the same ...
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...Operational Risk measurement This is defined as “the risk of loss resulting from inadequate or failed internal processes, people and systems or from external events. This includes legal risk, but excludes strategic and reputation risk”.9 Such risks are likely to be significant in Islamic Banks due to specific contractual features and the general legal environment. Specific aspects that could raise operational risks in Islamic banks include the following: (1) The cancellation risks in non binding murabahah and istisnah[’a contracts. (2) Problems in internal control systems to detect and manage potential problems in operational processes and back office functions. (3) Technical risks of various sorts. (4) The potential difficulties in enforcing Islamic Finance contracts in a broader legal environment, (5) The risk of non-compliance with Shariah requirements that may impact on permissible income, (6) The need to maintain and manage commodity inventories often in illiquid markets, and (7) The potential costs and risks in monitoring equity type contracts and the associated Legal risks. In addition, increasing use structured finance transactions – specifically, Securitization of loans originated by banks to manage risks on the asset side – could47 Expose banks to additional legal risks. The three methods of measuring operational risks proposed in Basel II would need considerable adaptations in Islamic Banks owing to the...
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...≈√ F M A G u i d e l i n e s on Operational Risk Management These guidelines were prepared by the Oesterreichische Nationalbank in cooperation with the Financial Market Authority Published by: Oesterreichische Nationalbank (OeNB) Otto-Wagner-Platz 3, 1090 Vienna, Austria Austrian Financial Market Authority (FMA) Praterstraße 23, 1020 Vienna, Austria Produced by: Oesterreichische Nationalbank Editor in chief: Günther Thonabauer, Communications Division (OeNB) Barbara Nösslinger, Staff Department for Executive Board Affairs and Public Relations (FMA) Editorial processings: Chapter I and III: Roman Buchelt, Stefan Unteregger (OeNB) Chapter II and IV: Wolfgang Fend, Radoslaw Zwizlo, Johannes Lutz (FMA) Design: Peter Buchegger, Communications Division (OeNB) Typesetting, printing and production: OeNB Printing Office Published and printed at: Otto-Wagner-Platz 3, 1090 Vienna, Austria Inquiries: Oesterreichische Nationalbank Communications Division Otto-Wagner-Platz 3, 1090 Vienna, Austria Postal address: Post Office Box 61, 1011Vienna, Austria Phone (+43-1) 40420-6666 Telefax (+43-1) 40420-6696 Austrian Financial Market Authority (FMA) Executive Board Affairs & Public Relations Division Praterstraße 23, 1020 Vienna, Austria Phone (+43-1) 24959-5100 Orders: Oesterreichische Nationalbank Documentation Management and Communications Services Otto-Wagner-Platz 3, 1090 Vienna, Austria Postal address: Post Office Box 61, 1011Vienna, Austria Phone...
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...detailed assessment of formal operational risk disclosure in relation to the vertically integrated poultry producer Pilgrim’s Pride Corporation (PPC). Overall PPC establishes fair reporting of operational risks, however, these disclosures will be evaluated based on the risk related information formally disclosed in the company’s financial statements in contrast with evaluation of risk present considering bias of company risk measurement as well as assessment of risk applicable as determined from informal and third party sources. This report will specifically analyze risk in this way in regards to market risk, supply chain risk, country risk and environmental risk applicable to and disclosed by PPC. MARKET RISK PPC experiences significant to market risk in its operations. The following analyzes this risk in regards to its three main components: competitive rivalry, segments and seasonality. Competitive Rivalry PPC recognizes competition as a significant risk to its operations in its 2012 10-K. The company notes that the market remains fairly concentrated, with the four main chicken producers accounting for over 50% of the US industry’s market share. The company also discloses that it operates as the second largest in the US with a market share of 17.4%.1 As a result PPC discloses this market concentration and competitive rivalry as significant risk factors to the company. PPC does not disclose any additional data for the analysis of this risk in its 10-K. This is not...
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...CMI Level 5 Diploma in Management and Leadership Unit 5021 – Operational risk management CARE 4 ME Angela Jackson Content 1. Be able to understand the concept of risk management 2. Be able to understand the identification of risk and risk probability 3. Be able to understand the management of risk response approaches 1.Be able to understand the concept of risk management 1.1 - Discuss the meaning of risk to an organisation Good risk management awareness and practice at all levels is a critical success factor for any organisation. Risk is inherent in everything that an organisation does: treating patients, determining service priorities, project management taking decisions about future strategies or even deciding not to take any action at all. Risk management is the process of identifying, quantifying and managing the risks that an organisation faces. As the outcome of business activities are uncertain, they are said to have some element of risk. These risks include strategic failures, operational failures, financial failures, market disruptions, environmental disasters and regulatory violations. When it is impossible that companies remove all risk from the organisation, it is important that they properly understand and manage the risks that they are willing to accept in the context of the overall corporate strategy. The management of the company is primarily responsible for risk management, but the stakeholders; external auditor and other...
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...Unite Code7001Unit NamePersonal Development as a Strategic ManagerUnit LecturerParvez Ahmed Khan SubmissionDate 25/09/2009ASSIGNMENT QUESTIONWith reference to your organisation, write a report on PersonalDevelopment as a Strategic Manager. Your report should coverthe following learning outcomes and assessment criteria:- LO1. Be able to identify personal skills to achieve strategic ambitions Assessment Criteria 1.1Analyse the strategic direction of the organisation1.2 Evaluate the strategic skills required of the leader to achieve the strategicambitions1.3 Assess the relationship between existing, required and future skills toachieve the strategic ambitions LO2. Be able to manage personal leadership development to supportachievement of strategic ambitions Assessment Criteria 2.1 Discuss the opportunities to support leadership development2.2 Construct a personal development plan to direct leadership development2.3 Devise an implementation process for the development plan LO3. Be able to evaluate the effectiveness of the leadershipdevelopment plan Assessment Criteria 3.1 Assess the achievement of outcomes of the plan against original objectives3.2 Evaluate the impact of the achievement of objectives on strategic ambitions3.3 Review and update the leadership development plan LO4. Be able to promote a healthy and safe environment that supportsa culture of quality Assessment Criteria 4.1 Assess the impact of corporate and individual health and safetyresponsibilities...
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...Basel I The Basel Accords are some of the most influential—and misunderstood—agreements in modern international finance. Drafted in 1988 and 2004, Basel I and II have ushered in a new era of international banking cooperation. Through quantitative and technical benchmarks, both accords have helped harmonize banking supervision, regulation, and capital adequacy standards across the eleven countries of the Basel Group and many other emerging market economies. On the other hand, the very strength of both accords—their quantitative and technical focus—limits the understanding of these agreements within policy circles, causing them to be misinterpreted and misused in many of the world’s political economies. Moreover, even when the Basel accords have been applied accurately and fully, neither agreement has secured long-term stability within a country’s banking sector. Therefore, a full understanding of the rules, intentions, and shortcomings of Basel I and II is essential to assessing their impact on the international financial system. This paper aims to do just that—give a detailed, non-technical assessment of both Basel I and Basel II, and for both developed and emerging markets, show the status, intentions, criticisms, and implications of each accord. Basel I Soon after the creation of the Basel Committee, its eleven member states (known as the G-10) began to discuss a formal standard to ensure the proper capitalization...
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...Basel II to Basel III: Changes and Requirements Hesham Hamdy Chief Risk Officer, Arab International Bank Nairobi, 7-8 March 2012 Basel; what is it? • A New Standard for the Measurement of Risks in Banks, and for the Allocation of Capital to cover those risks, published by the Basel Committee of G10 Central Banks. • What Does Basel Committee Do? - Acts as Think-Tank for banking regulators - Issues guidance on best practice for banks - Standards accepted worldwide - Generally incorporated in national banking regulations Basel I • Basel I was the round of deliberations by central banks from around the world, and in 1988, the Basel Committee (BCBS) in Basel, Switzerland, published a set of minimum capital requirements for banks. This was known as the 1988 Basel Accord, and was enforced by law in the Group of Ten (G-10) countries in 1992 . • Basel I primarily focused on credit risk. Assets of banks were classified and grouped in five categories according to credit risk, carrying risk weights of zero (for example home country sovereign debt), ten, twenty, fifty, and up to one hundred percent (this category has, as an example, most corporate debt). Basel I (continued) • Banks with international presence were required to hold capital equal to 8 % of the risk-weighted assets. • Basel I was then widely viewed as outmoded because the world has changed as financial corporations, financial innovation and risk management have developed. Therefore, a more comprehensive set of...
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...Cisco IT Case Study Organizational Change and Advanced Services for Operational Success How Cisco IT Implemented Organizational Change and Advanced Services for Operational Success New organizational framework greatly improves operations. Given today’s pressing need to optimize IT services and resources while reducing costs and improving organizationwide productivity, the Cisco lifecycle methodology offers the framework needed to make operations more efficient and responsive. Cisco IT Network and Data Center Services (NDCS) changed from using a traditional organizational model to Cisco’s own lifecycle model, with substantial operations improvements across five different metrics. This case study describes Cisco IT’s internal infrastructure, a leading-edge enterprise IT environment that is among the largest and most complex in the world. “By moving from a traditional technology, silo-based organizational structure to a lifecycle-based model, we were able to improve our operational metrics considerably. Our number of cases decreased by approximately 60 percent, and our time-to-repair to get clients back up and running has decreased by almost 70 percent.” John Manville, Vice President, IT Network and Data Center Services, Cisco BACKGROUND An enterprise with 300 locations in 90 countries, Cisco has 46 data centers and server rooms supporting the 65,000-plus employees. Fourteen of the data centers/server rooms are production or customer-facing and 32...
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...WHAT IS BASEL II? Basel ii is a framework, and the standards it contains have been endorsed by the Central Bank Governors and Heads of Banking Supervision of the Group of Ten countries. It presents the outcome of the Basel Committee on Banking Supervision’s work over recent years to secure international convergence on revisions to supervisory regulations governing the capital adequacy of internationally active banks. Following the publication of the Committee’s first round of proposals for revising the capital adequacy framework in June 1999, an extensive consultative process was set in train in all member countries and the proposals were also circulated to supervisory authorities worldwide. The Committee subsequently released additional proposals for consultation in January 2001 and April 2003 and furthermore conducted three quantitative impact studies related to its proposals. As a result of these efforts, many valuable improvements have been made to the original proposals. The present paper is now a statement of the Committee agreed by all its members. It sets out the details of the agreed Framework for measuring capital adequacy and the minimum standard to be achieved which the national supervisory authorities represented on the Committee will propose for adoption in their respective countries. The Basel Committee on Banking Supervision is a committee of banking supervisory authorities that was established by the central bank governors of the Group of Ten countries in...
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...Where were the primary risks that New Century faces ?? New Century focused more on increasing their profits and sales, without regard to the risks in the line of business. The primary risks that New Century faced are identified below Operational risks Operating risks involve the company‘s ability to originate, retain, sell or securitize and service home mortgage loans to subprime borrowers, and to account for those transactions and properly reserve against risks relating to those transactions in an efficient and accurate manner. New Century’s zeal for increased sales and profits, lead to originating and selling more high risk mortgages and inability to monitor loan quality and poor underwriting standards, and application of improper accounting policies. And since the company was targeting subprime borrowers, it did not worry about borrower’s ability to repay the loan as long as the company could sell the mortgages to investors. This lead to high risk problems. Product Risk Product risks involve the fixed rate mortgages, adjustable rate mortgages, hybrid mortgages, and interest only mortgages. New Century offered a variety of options to borrowers, including non-traditional mortgage products such as interest only mortgages and adjustable rate mortgages at very low rates. This lead to a rapid increase in subprime mortgages and securitization. Since New Century was not only dependent on internal factors, this increased the risk for the company as any change in any external...
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...improve the regulation, supervision and risk management within the banking sector. The Basel Committee on Banking Supervision published the first version of Basel III in late 2009, giving banks approximately three years to satisfy all requirements. Largely in response to the credit crisis, banks are required to maintain proper leverage ratios and meet certain capital requirements. REASONS FOR FORMULATION OF BASEL III Reducing profitability of small banks and threat of takeover Lack of comprehensive approach to address risks Self-regulation in area of asset securitization Lack of safety Inability to strengthen the stability of financial system Failure to achieve large capital reductions Failure in enhancing the competitive equality amongst banks AIMS & OBJECTIVES OF BASEL III To minimize the probability of recurrence of crises to greater extent. To improve the banking sector's ability to absorb shocks arising from financial and economic stress. To improve risk management and governance. To strengthen banks' transparency and disclosures . To minimize the probability of recurrence of crises to greater extent. STRUCTURE OF BASEL III PILLAR 1- MINIMUM CAPITAL REQUIREMENTS Calculate required capital Required capital based on Market risk Credit risk Operational risk Used to monitor funding concentration PILLAR 2- SUPERVISORY REVIEW PROCESS Bank should have strong internal process Adequacy of capital based on risk evaluation PILLAR 3 – ENHANCED...
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...Cisco IT Case Study Organizational Change and Advanced Services for Operational Success How Cisco IT Implemented Organizational Change and Advanced Services for Operational Success New organizational framework greatly improves operations. Given today’s pressing need to optimize IT services and resources while reducing costs and improving organizationwide productivity, the Cisco lifecycle methodology offers the framework needed to make operations more efficient and responsive. Cisco IT Network and Data Center Services (NDCS) changed from using a traditional organizational model to Cisco’s own lifecycle model, with substantial operations improvements across five different metrics. This case study describes Cisco IT’s internal infrastructure, a leading-edge enterprise IT environment that is among the largest and most complex in the world. “By moving from a traditional technology, silo-based organizational structure to a lifecycle-based model, we were able to improve our operational metrics considerably. Our number of cases decreased by approximately 60 percent, and our time-to-repair to get clients back up and running has decreased by almost 70 percent.” John Manville, Vice President, IT Network and Data Center Services, Cisco BACKGROUND An enterprise with 300 locations in 90 countries, Cisco has 46 data centers and server rooms supporting the 65,000-plus employees. Fourteen of the data centers/server rooms are production or customer-facing and 32 are used for product...
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...Jack Handy of Saturday Night Live once said, “If you think a weakness can be turned into a strength, I hate to tell you this, but that’s another weakness.” While Handy might have merely said this in a comical sense, I would still agree because some of my weaknesses are my greatest strengths. One of my strengths is my drive. When I commit myself to completing a task, I am in many ways stubborn about seeing it through. My drive can also be a weakness in that I sometimes try to do too many things with perfection at the same time. During my bachelors, I was interning, volunteering and taking on friend and family issues. It was ambitious of me to think I could handle everything on top of a difficult academic schedule in school, but I tried. For me, it is difficult to understand and see the line between excess and enough drive, but this past experience has taught me that it is ok to say no and put less on my plate. Another strength is my ability and willingness to always try new things. That is how I got a chance to increase my intra personal traits by playing a major role in organizing the events of TECHNOCOM, a National level technical festival organized by our institution. This created a perfect platform for exposing myself in both leadership qualities and monitoring skills. Throughout my life I have observed two distinct career paths, my father’s and my uncle’s. My father is a veterinary doctor. He secured a government job in India, which he continues to hold...
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...degree of risk involved in a banks’ positions and activities. These approaches –and especially the one to measure credit risk- will require information from external credit assessment institution and information collected by banks about their borrowers creditworthiness. Maher Hasan Central Bank of Jordan To be presented in the Credit Alliance/ Information Alliance Regional Meeting in Amman 3-4 April 2002 1. Introduction The soundness of the banking system is one of the most important issues for the regulatory authorities. There are two main questions facing the regularity authorities regarding this issue: First, How should banking “soundness” be defined and measured? Second, What should be the minimum level of soundness set by regulators? The soundness of a bank can be defined as the likelihood of a bank becoming insolvent (Greenspan 1998). The lower this likelihood the higher is the soundness of a bank. Bank capital essentially provides a cushion against failure. If bank losses exceed bank capital the bank will become capital insolvent. Thus, the higher the bank capital the higher is the solvency of a bank. Up until the 1990s bank regulator based their capital adequacy policy principally on the simple leverage ratio defined as: Leverage Ratio = Capital Total Assets (1) The larger this ratio, the larger is the cushion against failure. The problem with the previous ratio is that it doesn’t distinguish between the assets according to its risks. The asset risk of a...
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