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Wartość ryzyka operacyjnego banku w ujęciu holistycznym

100%

Krysiak Z.

Bezpieczny Bank

2013

issue 1(50)

112-129

W 2004 r. Komisja Nadzoru Finansowego wprowadziła tzw. rekomendację M, która od czerwca 2013 r. będzie funkcjonowała w nowej wersji. Rekomendacja M skupia się na zarządzaniu ryzykiem operacyjnym w podejściu silosowym, czyli odbiegającym od najbardziej aktualnych trendów w zakresie ERM (ang. Enterprise Risk Management), powinna zmierzać w kierunku coraz bardziej kompleksowego i zintegrowanego podejścia do ryzyka w organizacji. Deficyt holistycznego zarządzania ryzykiem (HZR) w bankach skłania do postawienia następujących pytań: • Jakie są przyczyny takiego stanu? •Jak powinno wyglądać HZR i jakie są jego nieodzowne elementy? •Jakie są zasady konstytuujące funkcjonowanie HZR? •Jakie modele potrzebne w HZR są pomijane? •Jakie problemy w zakresie koncepcji i podejścia organizacji do ryzyka utrudnia stosowanie HZR? •Jak HZR i jego jakość może wpływać na wyniki finansowe przedsiębiorstwa?

This paper is dedicated to the topic of operational risk management linked to holistic approach in overall risk management within banking organization. A risk driven banking culture faces many challenges and obstacles. Banks are charged with many regulatory requirements, which on the one hand raise operational costs, and on the other reduce the potential for creative and innovative development of risk management systems. The Enterprise Risk Management (ERM) concept creates a good base for a holistic approach to risk treatment and can be assumed to be a great tool in solving many issues related to the inefficiency of the current risk management models in banks. Operational risk management viewed from a silo perspective can't be successful when facing financial distress or financial crisis on the market. Shifting operational risk management into a wider and holistic perspective seems to be a critical issue in accomplishing of the bank's goals by appropriate execution of strategy. A holistic approach to operational risk management helps to recognize its key role for business success. From that perspective operational risk management is a main driver of strategic risk and business risk as a whole. Operational risk management can be perceived as the main engine ot a bank's ship, which it fails, might not be able to bring the organization to its intended goals.

TLAC : Systemic Risk Issues and the Impact on Strategies of Cross-Border Banks

100%

Speyer B.

Bezpieczny Bank

2015

issue 3 (60)

23-36

The FSB's proposal on Total Loss Absorbing Capacity (TLAC) constitutes the last major building block of the post-crisis regulatory reform agenda for global financial markets. The proposal aims at creating the preconditions for an orderly liquidation of complex banking institutions that would ensure the continuation of critical financial services without the need to use taxpayers' money in the resolution. The FSB's proposals are fundamentally conducive to achieving these aims. However, the TLAC proposal will have considerable side-effects on the organisational structure and competitiveness of cross-border banking groups; specifically, it is likely to disadvantage banking groups with material foreign subsidiaries. Moreover, while the TLAC proposal provides a comprehensive framework concerning capital requirements for too-big-to-fail institutions, the treatment of other aspects which influence systemic stability, e.g. liquidity and rollover risk, are underdeveloped.

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2 Bezpieczny Bank

1 2015

1 2013

1 Krysiak Z.

1 Speyer B.

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Wartość ryzyka operacyjnego banku w ujęciu holistycznym

TLAC : Systemic Risk Issues and the Impact on Strategies of Cross-Border Banks