Risk internal control management experience sharing 1, good cultivation? Compliance culture?
Compliance risk and operational risk are often caused by incorrect concept consciousness, so cultivate? Compliance culture? , which is the basis of compliance risk and operational risk management of financial institutions. It is necessary to ensure that senior managers take the lead, employees take the initiative, and insist on management. Compliance? As one of the decision criteria; Employees never forget to conduct compliance review in actual operation, establish active compliance awareness, and overcome passive psychology and fluky psychology. Through training and publicity, interpret the latest policies and regulations, analyze real cases, strengthen the risk management awareness of all employees, and restrain employees' violations.
2. Establish and improve systems and processes.
Compliance risk and operational risk management should be based on the establishment of a reasonable compliance system and process, and supported by this. Institutional system construction involves the structural setting of the bottom design level of financial institutions, which is the premise of risk management. It should be risk-oriented, compiled by various functional offices and managed by designated departments as a whole. Process design will standardize operation, and process is a stylized embodiment based on system construction and compliance risk management. Detailed process, reasonable post allocation, clear risk points and effective control point setting are all good means to prevent and control operational risks. Both systems and processes need to be inspected and evaluated regularly, and a mechanism for updating, revising and approving should be established to make up for defects and improvement measures, ensure the compliance of systems and processes, avoid the occurrence of violations, and correct the violations that have occurred.
3. Establish a compliance management mechanism.
Compliance risk and operational risk management cannot be passively forced by external regulatory pressure and mandatory legal requirements, and financial institutions should establish a compliance management mechanism suitable for their own development. According to the development and changes of external legal environment and regulatory environment, the Compliance Management Department analyzes the impact of policy guidance documents on the organization and the direction of work improvement, puts forward management suggestions to the management, reminds business departments and posts of compliance risks, and provides compliance consultation for all levels within the company. Establish a compliance risk identification, monitoring, evaluation and reporting mechanism, discover and formulate risk mitigation and transfer strategies in time, and stop the losses caused by it in time.
4. Ensure the independence of the compliance department.
The establishment of an independent compliance department is an important guarantee for compliance risk and operational risk management.
First of all, the Compliance Department is independent of other functional departments, directly subordinate to the board of directors, and has a smooth channel to report directly to the board of directors to ensure the independence of the Compliance Department without interference.
Secondly, to build a compliance risk management mechanism, compliance personnel should be fully involved in the design process of organizational structure and institutional process, and the principle of compliance according to law should permeate every link of institutional process.
Finally, the specific executive department is still the direct responsible person for compliance risk and operational risk, and whether the work of the compliance department is in place cannot be used as an excuse for all business departments not to perform their risk management responsibilities.
5. Improve the construction of information systems.
Information system construction is the most powerful support to improve the quality and efficiency of compliance risk and operational risk management, and it is also the guarantee to strengthen the prevention of operational risk for grass-roots personnel. Based on the established logical relationship, information system plays a rigid role in controlling business operations and management processes, so that the compliance risk that information can manage can be controlled and the operational risk can be controlled within a certain predictable range.
6. Establish accountability and assessment mechanism.
The accountability and assessment mechanism of compliance risk and operational risk fully embodies the values of financial institutions that advocate compliance management and punish violations. At the same time, it plays a warning role in touching the red line. Incorporate compliance risk and operational risk indicators into the rating system of institutions and employees. If compliance risks and operational risks are found, once verified by the internal audit department or external supervision, relevant responsible personnel will be punished accordingly.
Risk internal control management experience sharing 1. Improve the ideological quality of employees and enhance the concept of operating according to law and compliance.
Strengthening the study of employees' laws, regulations and rules and ideological education is an important means to eliminate violations from the source. Strengthen the risk prevention education for bank employees, so that everyone can realize the complexity of society and the universality of bank operation risks, realize that banks themselves are high-risk industries, and must put risk prevention first. Copyright statement: The learning experience of legal and compliance construction was originally published by China Talent Guide Network. Author: Zhou Haoen, a branch of Jidong. Unauthorized use for commercial purposes is prohibited. Please indicate the source. Start from one's post every day, consciously abide by various rules and regulations, consciously resist all kinds of violations of discipline and rules and regulations, eradicate trust instead of management, habit instead of discipline, cherish the cause, regard the system as life, correct violations such as mine clearance, enhance the awareness of risk prevention and self-protection, improve standardized operation, and eliminate cases from the source.
The second is to establish and improve various rules and regulations and strengthen internal control management.
Judging from the economic cases in the financial system in recent years, ten cases and nine violations? Non-compliance with regulations, illegal operation, poor inspection and poor supervision are important sources. Numerous cases, accidents and lessons reflect that there are still some loopholes in internal control management. It is the imperfection of the system that leads some people to take advantage of loopholes, thus causing the loss of state funds. We should learn lessons, constantly improve various rules and regulations, take internal control management as the premise of risk prevention, conscientiously implement the provisions of the case prevention responsibility system, promote the strengthening and improvement of the internal control mechanism, strive to develop business under the premise of standardization, and strengthen standardized management while developing business to ensure that all business processes and rules and regulations are within the scope of constraints.
Third, face up to the problems and build a financial compliance management system.
Agricultural Development Bank has been established for almost 20 years, and has gradually formed its own management mode and characteristics. However, there is still a considerable gap from the requirements of modern commercial banks.
First, the risk awareness is weak. Operating a bank is operating risk, and any financial business has risks. Only by adopting the methods of identification, measurement, monitoring and control can risks be effectively avoided.
Second, non-compliance is more serious. At present, the most common problems and cases of agricultural development bank are the problems and hidden dangers in the front desk operation.
Third, first-line and second-line risk prevention is a mere formality. The inspection is sloppy and the responsibility is not true.
Fourth, the rectification and implementation of the problems found are not enough. In view of these gaps, we should take active countermeasures and measures.