Non-Financial Risk Management: Emerging stronger after Covid-19
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Introduction to Part IV: Focus areas of non-financial risk management
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
As mentioned already (several times!), non-financial risk is a very broad area. While traditional operational risk management tried to treat that risk type as a whole, it becomes increasingly clear that this does not really lead to satisfactory results, especially when looking at risk mitigation.
So, which sub-categories of non-financial risk are focus areas that are worthwhile looking at? It probably makes sense to cluster those a bit, with one cluster being about IT in the broader sense, another dealing with laws and one about relationships to the outside world.
IT has been important in the past (as in mainframe systems storing all the account data and processing transactions), but has evolved to become the core part of banking. Younger customers especially stopped visiting bank branches well before Covid-19, with branches being closed down in large numbers due to cost reasons and because clients are more and more preferring user-friendly apps with instant payment and 24/7 access to accounts (including trading accounts). Banks have also started doing what has become the norm in consumer goods marketing: using all available customer data to offer tailor-made solutions.
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