Early warning indicators for compliance risk management methods of commercial banks (1).
First, early warning indicators of changes in laws, regulations and regulatory policies, including capital adequacy ratio, loan-to-deposit ratio, loan concentration, non-performing assets ratio and case increase and decrease rate. The excellent course of bank training will explain the compliance risk early warning indicators for you in detail.
Second, the early warning indicators of compliance risk management of internal institutions, including system coverage, risk disclosure rate, risk control rate, employee due diligence exemption rate, case complaint increase or decrease rate, regulatory punishment increase or decrease rate, etc.
The third is the compliance early warning indicators of business products, including the basic rate of laws and regulations, the compliance rate of laws and regulations, the clarity rate of operational processes, the clarity rate of job responsibilities, and the adequacy rate of managers. Fourth, the early warning index system of employee behavior compliance, including rules and regulations attendance rate, business error rate, customers? Complaint rate, business agency rate and business disclosure rate.
(2) measurement standards.
First, the indicators clearly stipulated by laws and regulations, such as capital adequacy ratio, have exceeded the prescribed maximum or minimum standards and should be the object of early warning.
Second, for indicators that are not clearly defined by laws and regulations, early warning targets should be divided according to specific conditions, with the highest value, average value or lowest value as the standard. Of course, for the compliance risk early warning in the exploration stage, the index system is not static. The rationality of these index systems needs to be tested through practice. When the early warning results are inconsistent with the actual situation many times, the original index system should be revised in time to improve the accuracy of compliance early warning.
2. Take appropriate early warning methods.
The early warning method includes two aspects:
First, early warning technology and methods;
The second is the early warning management method. The former is how to analyze the problem. What methods are there at present? Compliance risk grouping method? 、? Discriminant analysis? 、? Econometric model method? 、? Qualitative description? Can be used, such as relatively simple; How the latter applies the early warning results. This problem is complicated, which should be comprehensively considered according to the bank's compliance risk management concept, the status and role of the compliance department, and the sensitivity of the early warning object.
3. Establish a compliance risk early warning system.
In order to effectively handle compliance risk information and improve the efficiency of compliance risk early warning, a compliance risk early warning system should be established. The composition and early warning process of an effective compliance risk early warning system are designed.
Measures for the Management of Compliance Risks of Commercial Banks 1, to strengthen compliance culture and awareness of compliance risk management.
The cultivation of compliance culture is the basis and premise of compliance management. First, it is necessary for the top management of banks to establish the concept that compliance starts with me, because compliance management of banks can only be effectively implemented if the top management can effectively assume the responsibility of promoting compliance culture throughout the bank. Second, compliance is the guarantee for the stable operation of the banking industry, and the awareness of compliance should permeate every bank employee. The ultimate executor of any compliance plan and system is all business management departments. The third is to emphasize the concept of compliance creating value, so that the value created by compliance behavior itself can be reflected in the bank's value system, enhance reputation value and brand value, and make compliance risk management become the bank's? Value center? . Fourth, earnestly implement the direct responsibility of business departments and management departments for compliance risk management, strictly implement the accountability system, so that banks can strike a balance between business development and risk management, performance and safety, and strengthen the implementation of laws, regulations, regulatory provisions and internal management systems and procedures. Form an atmosphere in which all employees are naturally responsible for their posts, instead of simply relying on supervision and punishment to restrain employees, so as to make up for system loopholes and reduce management costs.
2. Establish a scientific and effective compliance system and management system.
First, the compliance risk management system of commercial banks should stipulate the organizational structure, functions, performance guarantee, inspection and supervision of compliance risk management. Second, from its own reality, system construction should be linked with business process reform. Conduct a comprehensive and objective evaluation of the current system and implementation effect, investigate the optimization degree of business processes, and effectively rectify outdated systems that need to be revised. Effective control of compliance risk means establishing and improving internal compliance risk management capabilities, ensuring the implementation of compliance risk management policies and systems, breaking the fragmented departmental risk management model, and optimizing and simplifying business processes. After the system is sound, we should actively build a compliance management system to ensure the legal and compliant continuous operation of banks. First, it is clear that the Compliance Department is a functional department dedicated to assisting the senior management of banks to implement compliance risk management. Second, the board of directors and senior management of commercial banks are the ultimate responsible persons for the compliance operation of banks. Third, the business department is the final executive department and directly responsible department of the compliance plan and work plan. Each employee is responsible for the compliance of the business activities he/she handles, and the compliance department shall assist the business department to correctly set up internal control processes and standards. Fourth, the Compliance Department issued opinions on the compliance risk management capability for the performance appraisal of each business department or line manager.
3. Strengthen compliance inspection and supervision.
Compliance inspection and supervision of commercial banks is an important part of compliance management, and compliance management must be objectively and independently inspected, supervised and evaluated by independent auditing and supervision departments. Emphasis should be placed on process management, that is, whether the relevant business has been properly approved internally and whether it complies with specific laws, regulations, regulatory provisions and internal management systems. Only by continuously strengthening compliance inspection and supervision can the bank compliance system fully play its role.
4. Continuously improve compliance risk management methods.
The continuous development and innovation of compliance risk management methods is the need to adapt to the continuous innovation of financial products under the new economic normal, which is mainly reflected in the following three aspects: First, the compliance department needs to improve the cooperation mechanism with other departments and rely on the advantages and professional skills of business and risk management departments to enhance the effectiveness of compliance management. The second is to prevent and prompt compliance risks in advance. The third is to establish an effective daily communication and coordination mechanism. In addition, we should correctly handle the relationship between innovation and compliance, and embed compliance management into the workflow of innovation business. At the same time, it is necessary to fully mobilize the consciousness and initiative of compliance management of business departments and promote independent compliance of business departments. Only in this way can compliance management continue to innovate and develop, penetrate into every business and play its role more effectively.