IN THIS ARTICLE
Controlling Credit Risk
Four Basic Rules
Six Even More Basic Rules
Articles and Newsletters
First and foremost, compliance decisions should be made not only on the basis of sound policy and regulatory mandates but also on the basis of how compliance procedures are viewed by regulators. Examiners want to see a financial institution enforcing existing regulatory requirements. However, they also are not antagonists on a witch hunt. They honestly want to product the kind of findings - good or bad - that will help a company to thrive. They do not get a thrill out of putting forth adverse findings.
Building a solid framework begins with cataloging the company's people, processes and technology, and continues on into deriving the means by which a stable policy is designed to formalize the way the the company tracks operational risk and identifies those risks within the organization's personnel and departments. Tasking, tracking, and managing risk are central features of governance.
Companies large and small should implement operational risk frameworks that formalize their operational risk management. There really is no excuse, in this day and age - especially with ready access to information and guidance - that any size financial institution cannot position operational risk practices into the loan flow process.
Risk can't be managed if there is no framework through which to manage it.
Reviewing and formalizing an operational risk framework does not need to be a complicated exercise. The size, complexity, and risk profile will dictate the ways and means by which risk is managed.
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