Non-Financial Risk Management: Emerging stronger after Covid-19
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The painful financial side of NFR
Frank Romeike and Stefan Koppold
The painful financial side of NFR
Foreword
Preface
Introduction
Introduction to Part I: The origins of non-financial risk management
The complete history of operational risk regulation (abridged)
Financial institutions and non-financial risk: Learning from the corporate approach
The painful financial side of NFR
“Risk management is about managing risk” and “It’s all about people”: Psychology might be more important than models
The confusion of Babel: What’s in the name NFR – taxonomy
Introduction to Part II: Governance of non-financial risk management
“It’s the culture, stupid”: Risk culture as the key building block of NFR management – and why some banks have come through the Covid-19 pandemic better than others
Do you know who is who? Three lines of defence in the context of NFR
Herding cats? NFR divisions as truly diverse units
“Just do it!”: Partially self-organising governance structures for NFR frameworks
Introduction to Part III: Tools and instruments for non-financial risk management
A risk by any other name: Identification, classification and agendas
Old but gold? Mastering the RCSA despite Covid-19
Biases in scenario analyses and how to mitigate them
When scenarios are not severe enough: Stress testing for non-financial risk
Ending NFR in NFR: From Excel sheets to professional IT systems for NFR management
Breaking up with risk management: Using the power of controls for good not the prevention of evil
Introduction to Part IV: Focus areas of non-financial risk management
It won’t be over after Covid-19: Pandemics and operational resilience
Dealing with IT complexity and innovation: Delivering business resilience and customer outcomes
Protecting the new gold: Information security
Conduct risk and the impact of Covid-19
From lawsuits to models: Compliance risk and financial crime
Others are doing it cheaper: But can they really? Opportunities and risks in outsourcing
Managing reputation and stakeholders
Introduction to Part V: The future of non-financial risk management
ESG risk as a new (and very important) trigger for NFR
Looking into the crystal ball: What will NFR management look like in 2030?
This time will be different: An alternative future of NFR management
Right time, right place: The drive for change in operational and non-financial risk
The past as well as the present are full of examples of risk blindness, risk ignorance and downright stupidity. For instance, “The Reactor Safety Study” (Rasmussen, 1975) shows a prime case of ignorance in evaluating risks, implementing necessary actions and dogmatic discussions on probabilistic and qualitative approaches to risk assessment. In this report, the MIT physicist and scientist Norman Rasmussen introduced a new probability theory method of quantitative security and risk assessment called probabilistic risk assessment (PRA) to account for the increasing size and complexity of traditional fault trees (fault tree analysis, FTA).
In the years to follow, this report was widely criticised due, in part, to the quantitative assessment of various risk scenarios. It had, however, correctly anticipated and evaluated the potential effects of a tsunami on a nuclear power plant. The report concluded that some power plants that could be hit by a tsunami or higher water levels caused by tornadoes would have to take the highest expected waves and water levels into account – in other words, the worst imaginable case.11 “Some plants are located on the seashore where the possibility of
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