Non-Financial Risk Management: Emerging stronger after Covid-19
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Herding cats? NFR divisions as truly diverse units
Sebastian Rick
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
European banks and their customers are increasingly benefiting from the application of information and communications technology (ICT) in financial services, even though its increased use is associated with new risks. Some of the most predominant non-financial risks (NFRs) that banks are facing result from vulnerabilities and threats related to the rapid adoption of, and increased dependency on, ICT for the provision of financial services, as well as the European financial sector’s growing reliance on outsourcing to third parties (eg, cloud service providers).
The outbreak of the Covid-19 pandemic in 2020 exacerbated these NFRs and increased economic and business uncertainty. At the same time, ICT and outsourcing to third parties have supported the continued delivery of financial services to customers and promoted the ability of banks to continue business operations during the pandemic. To adapt to this evolving NFR landscape, banks are advised to create truly diverse non-financial risk units, as this chapter will show using the examples of operational risk management, outsourcing management, business continuity management (BCM) and IT governance.
By linking the various
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