Preface |
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xv | |
Acknowledgments |
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xxv | |
About the Authors |
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xxvii | |
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Part I Operational Risk and Its Management |
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Operational Risks in Financial Organizations |
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1 | (1) |
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Main Aspects of Operational Risk Management |
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1 | (2) |
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Operational Risks in Financial Organizations |
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3 | (40) |
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3 | (4) |
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Operational Risks in Financial Organizations |
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7 | (11) |
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Defining Operational Risks |
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8 | (2) |
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Existence of Operational Risks in Financial Organizations |
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10 | (2) |
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12 | (1) |
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13 | (1) |
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13 | (1) |
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14 | (1) |
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15 | (2) |
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Interactions between Operational Risks |
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17 | (1) |
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Characteristics of Operational Risks |
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18 | (3) |
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Operational Risk Event Types |
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21 | (5) |
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Employee Risks in Banking Organizations |
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26 | (5) |
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31 | (8) |
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36 | (3) |
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39 | (1) |
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40 | (3) |
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Main Aspects of Operational Risk Management |
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43 | (48) |
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43 | (2) |
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Main Aspects of Operational Risk Management |
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45 | (16) |
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Operational Risk Management Best Practices |
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48 | (1) |
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49 | (2) |
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Operational Risk Identification |
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51 | (1) |
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52 | (1) |
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Operational Risk Measurement |
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52 | (1) |
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Operational Risk Evaluation and Optimization Analysis |
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53 | (1) |
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54 | (1) |
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54 | (2) |
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56 | (1) |
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Top-Down versus Bottom-Up Operational Risk Management Approaches |
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56 | (3) |
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Value Added in Managing Operational Risks |
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59 | (2) |
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Operational Risk Management Framework |
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61 | (2) |
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Quantification of Operational Risks |
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63 | (7) |
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67 | (1) |
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68 | (2) |
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70 | (5) |
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Operational Risk Management Audits |
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71 | (1) |
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Operational Risk Management Reviews |
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72 | (1) |
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Operational Risk Management Back Testing and Stress Testing |
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73 | (2) |
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Enterprisewide Risk Management |
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75 | (1) |
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Operational Risk Management Concerns |
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76 | (4) |
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Business Continuity Planning |
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78 | (1) |
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78 | (1) |
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79 | (1) |
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79 | (1) |
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79 | (1) |
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79 | (1) |
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80 | (1) |
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Key Players and Elements for Implementing Effective Operational Risk Management |
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80 | (5) |
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85 | (2) |
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87 | (2) |
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Part II Operational Risk and Basel II |
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Operational Risk in Basel II |
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89 | (1) |
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Advanced Measurement Approach |
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89 | (2) |
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Operational Risk in Basel II |
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91 | (42) |
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91 | (2) |
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The 1988 Basel Accord versus the Basel II Accord |
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93 | (4) |
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Operational Risk Management According to Basel II |
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97 | (5) |
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Main Objectives, Key Drivers, and Benefits of Basel II |
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99 | (3) |
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The Three Pillars of Basel II |
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102 | (1) |
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Pillar 1: Minimum Capital Requirements |
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103 | (7) |
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Measurement Approaches for Operational Risks |
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104 | (1) |
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The Basic Indicator Approach |
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104 | (1) |
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The Standardized Approach |
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105 | (3) |
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The Alternative Standardized Approach (ASA) |
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108 | (1) |
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Advanced Measurement Approach |
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108 | (1) |
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Qualifying Criteria for Operational Risk Capital Calculation |
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109 | (1) |
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109 | (1) |
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109 | (1) |
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Advanced Measurement Approach |
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110 | (1) |
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Factors in Selecting an Approach |
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110 | (1) |
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Supervisory Review Process |
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110 | (4) |
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The Supervisory Assessment |
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111 | (3) |
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Enhanced Disclosure --- Market Discipline |
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114 | (3) |
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Qualitative and Quantitative Disclosures |
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115 | (2) |
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The Ten Principles of Basel II |
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117 | (11) |
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Appropriate Risk Management Environment |
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117 | (2) |
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119 | (1) |
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119 | (1) |
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119 | (1) |
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119 | (2) |
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121 | (1) |
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121 | (2) |
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123 | (1) |
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124 | (1) |
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125 | (1) |
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126 | (1) |
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126 | (1) |
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127 | (1) |
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127 | (1) |
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The Pillars' Action Points |
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128 | (1) |
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Pillar 1: Capital Requirement --- Action Points |
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128 | (1) |
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Pillar 2: Supervisory Review --- Action Points |
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128 | (1) |
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Pillar 3: Market Discipline --- Action Points |
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129 | (1) |
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129 | (1) |
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130 | (3) |
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Advanced Measurement Approach |
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133 | (34) |
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133 | (1) |
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Advanced Measurement Approach |
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134 | (3) |
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137 | (6) |
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Quantitative Standards of the AMA |
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137 | (2) |
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Internal Measurement Approaches (IMAs) |
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139 | (1) |
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Loss Distribution Approaches (LDAs) |
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140 | (1) |
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141 | (2) |
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143 | (6) |
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Elements of an AMA Framework |
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145 | (1) |
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Internal Operational Risk Loss Event Data |
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145 | (2) |
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Relevant External Operational Risk Loss Event Data |
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147 | (1) |
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148 | (1) |
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Supervisory Standards of the AMA |
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149 | (1) |
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Qualifying Criteria for Risk Capital Calculation |
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150 | (3) |
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Use of Insurance under the AMA |
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153 | (5) |
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158 | (1) |
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159 | (2) |
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Part III Frameworks for Designing Efficient Operational Risk Assessment |
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Operational Risk Identification, Measurement, Modeling, and Monitoring Analysis |
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161 | (1) |
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Operational Risk Assessment via Evaluation Analysis |
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161 | (6) |
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Efficient Operational Risk Assessment, Control, and Management |
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161 | (3) |
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Key Elements of Efficient Operational Risk Assessment |
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164 | (3) |
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Operational Risk Identification, Measurement, Modeling, and Monitoring Analysis |
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167 | (46) |
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167 | (1) |
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Operational Risk Identification |
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168 | (2) |
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Operational Risk and Operations Process Mapping |
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170 | (1) |
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Operational Risk and Performance Measurements |
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170 | (21) |
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174 | (1) |
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174 | (1) |
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Defining Key Performance Indicators for Operations |
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174 | (2) |
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Qualitative Operational Risks |
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176 | (1) |
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Quantitative Operational Risks |
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176 | (1) |
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Defining Key Operational Risk Indicators |
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176 | (6) |
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Constructing Functions for KRIs |
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182 | (1) |
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Constructing the Matrix of KRIs |
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183 | (2) |
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Tracking and Monitoring Operational Risk and Performance Information |
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185 | (1) |
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186 | (1) |
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The Matrix of Measurements |
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186 | (2) |
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The Matrix of Causes, Events, and Consequences |
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188 | (1) |
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Losses from Causes, Events, and Consequences |
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188 | (3) |
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Operational Risk Modeling |
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191 | (6) |
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Efficient Operational Risk Modeling through Correlation Analysis |
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191 | (6) |
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Operational Risk Monitoring |
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197 | (14) |
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Efficient Operational Risks Monitoring through Correlation Analysis |
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197 | (1) |
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Mapping the Operational and Operational Risks Topography |
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198 | (5) |
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Thresholds in Monitoring Systems |
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203 | (1) |
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Mapping the Correlations between the Operations and Risks |
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204 | (5) |
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Essential Guides for Operational Risk Monitoring Management |
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209 | (2) |
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211 | (1) |
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212 | (1) |
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Operational Risk Assessment via Evaluation Analysis |
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213 | (64) |
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213 | (2) |
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Operational Risk Evaluation Analysis |
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215 | (1) |
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Evaluating the Degree of Significance and Actual Values of Operational Risks |
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216 | (6) |
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Significance Value of a Cause |
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216 | (1) |
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217 | (1) |
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Levels of Acceptance for Causes |
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218 | (1) |
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Significance Value of an Event |
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218 | (2) |
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220 | (1) |
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Levels of Acceptance for Events |
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220 | (1) |
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Significance Value of a Consequence |
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220 | (1) |
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Actual Value of a Consequence |
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221 | (1) |
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Levels of Acceptance for Consequences |
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222 | (1) |
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Measurements Values and Scales for Causes, Events, and Consequences |
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222 | (1) |
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223 | (1) |
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Estimating the Significance and Actual Value of an Operation |
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224 | (1) |
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Beta Point for an Operational Risk or an Operation |
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225 | (2) |
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Estimating the Significance and Actual Value of a Beta |
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225 | (2) |
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Illustrating the Significance and Actual Values |
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227 | (1) |
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Cluster Analysis as a Tool in the Evaluation Process |
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228 | (3) |
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Definition of Clusters for Operational Risk and Affected Operations |
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229 | (1) |
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Data Used for Clustering Analysis |
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230 | (1) |
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Clustering Approaches in Operational Risk |
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231 | (7) |
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Fuzzy C-Means Clustering Approach |
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233 | (1) |
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234 | (2) |
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Extensions of the Fuzzy C-Means Algorithm Using Fuzzy Covariance Matrix |
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236 | (1) |
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Determination of the Number of Clusters |
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237 | (1) |
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Normalization in Clustering Analysis |
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238 | (1) |
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Equilibrium Identification Analysis for Operational Risk Management |
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238 | (2) |
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Trend Analysis for Operational Risk |
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240 | (4) |
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Trend Accumulation for the Operational Risks and Affected Operations |
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241 | (3) |
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Evaluating the Severity of Operational Risks and Affected Operations |
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244 | (6) |
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244 | (1) |
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Mountain Surface Evaluation (MSE) Methodology |
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245 | (2) |
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Resulting Views from Distribution Analysis |
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247 | (3) |
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Estimating and Evaluating Economic Capital Reserves |
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250 | (5) |
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Unexpected Losses Relating to People |
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251 | (3) |
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Unexpected Losses Related to Systems |
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254 | (1) |
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Unexpected Losses Related to Processes |
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254 | (1) |
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Identifying Potential Losses |
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255 | (6) |
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Defining Potential Losses |
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255 | (1) |
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Potential Losses from Influences of Direct Operational Risks |
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256 | (1) |
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Potential Losses from Indirect Operational Risk Influences |
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257 | (1) |
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Representing Unexpected Performances |
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258 | (2) |
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Estimation of the Economic Capital of Operational Risks Using the Operational VaR |
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260 | (1) |
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Extreme Value Theory to Operational Risk |
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261 | (1) |
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Extreme Value Theory Approaches |
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261 | (6) |
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263 | (1) |
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Peaks over Threshold (POT) Approach |
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264 | (1) |
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264 | (1) |
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Unconditional Parametric POT |
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265 | (1) |
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Conditional Parametric Approach |
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266 | (1) |
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267 | (4) |
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271 | (2) |
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Part IV Frameworks for Designing and Implementing Efficient Operational Risk Control and Management Systems |
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Operational Risk Profiling |
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273 | (1) |
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Operational Risk Optimization |
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273 | (1) |
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Framework for Decision Making and Designing Optimal Risk Policies |
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273 | (4) |
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Controlling and Managing Operational Risks |
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274 | (3) |
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Operational Risk Profiling |
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277 | (36) |
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277 | (1) |
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Operational Risk Profiling |
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278 | (1) |
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Defining the Value of Operational Risk Probability |
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279 | (3) |
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Operational Risk Probability |
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280 | (2) |
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Defining the Value of Operational Risk Impact |
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282 | (6) |
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284 | (1) |
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Impact Initiated from Operational Risk Cause |
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284 | (2) |
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Impact Initiated from Operational Risk Events |
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286 | (1) |
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Impact Initiated from Operational Risk Consequences |
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287 | (1) |
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The Exposure of Operations to Operational Risks |
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288 | (1) |
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The Operational Risk Profiling Matrix |
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289 | (1) |
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Operational Risk Probability, Impact, and Exposure Analysis |
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290 | (4) |
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Values for Monitoring the Operational Risk Profile |
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293 | (1) |
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Aspects for Consideration in Operational Risk Profiling |
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293 | (1) |
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Dividing the Risk Profile |
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293 | (1) |
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Defining the Elements of Risk Profiling Analysis |
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294 | (1) |
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Controllable Zones and Distribution Tails |
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294 | (1) |
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Modeling and Monitoring the Operational Risk Profile |
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294 | (1) |
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Clustering Analysis in Risk Profiling Analysis |
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295 | (3) |
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Mountain Surfaces in Operational Risk Profiling |
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295 | (1) |
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Centroids of Operational Risk Profiling Clusters |
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296 | (1) |
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Projection of Cluster Centers and Variances |
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296 | (1) |
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Fuzzy Set Theory and Membership Functions |
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297 | (1) |
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Advanced Approaches for Decision Making Using Risk Profiling Analysis |
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298 | (3) |
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Representations of Operational Risk Profile |
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301 | (6) |
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307 | (5) |
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312 | (1) |
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Operational Risk Optimization |
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313 | (32) |
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313 | (1) |
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Operational Risk Optimization |
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314 | (1) |
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Optimizing Operational Risks Based on Exposure-Correlation-Significant Analysis |
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315 | (4) |
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Optimization Techniques in Operational Risk Control and Management |
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319 | (12) |
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Derivative-Based Optimization Methods for Operational Risks |
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320 | (1) |
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Gradient-Based Optimization |
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321 | (1) |
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322 | (1) |
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323 | (1) |
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Rules in Designing Risk Optimization Techniques |
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324 | (1) |
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Termination Rules for Optimization Algorithms |
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324 | (1) |
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325 | (1) |
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Derivative-Free Optimization Methods |
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325 | (2) |
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327 | (1) |
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The Resulting Optimal Matrix |
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327 | (1) |
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Illustrating the Optimal Values of Operational Risks |
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328 | (3) |
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Defining the Cost for Optimal Operational Risk Management |
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331 | (3) |
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Optimizing Resource Allocation for Operational Risk Management |
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334 | (3) |
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Illustrating the Optimal Allocation of Resources |
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336 | (1) |
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Unconstrained and Constrained Optimization Analysis |
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337 | (5) |
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Constraints to Modify Operational Risks Levels |
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341 | (1) |
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Tuning, Adaptation, and Robustness of Optimal Operational Risk Systems |
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342 | (1) |
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342 | (1) |
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343 | (2) |
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Framework for Decision Making and Designing Optimal Risk Policies |
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345 | (34) |
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345 | (1) |
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Planning and Scheduling Operational Risk Actions and Policies |
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346 | (8) |
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348 | (1) |
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Scheduling Actions and Policies for Operational Risks |
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348 | (1) |
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Operational Risk Research |
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348 | (1) |
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Operational Risk Acceptance |
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349 | (1) |
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Operational Risk Avoidance |
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349 | (1) |
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Operational Risk Transfer |
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350 | (1) |
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Operational Risk Mitigation |
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350 | (2) |
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Insurance as Operational Risk Mitigant |
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352 | (1) |
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353 | (1) |
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Controlling Operational Risks |
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354 | (2) |
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Controlling Operational Risks for Prevention and Improvements |
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354 | (1) |
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Controlling Operational Risks after the Thresholds Have Been Activated |
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355 | (1) |
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Effective Communication to Control Operational Risks |
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355 | (1) |
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Internal Operational Risk Control |
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356 | (3) |
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Guidance for Internal Control |
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358 | (1) |
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Business Continuity or Contingency Planning through Optimization |
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359 | (9) |
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362 | (2) |
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Recovery Strategy Formulation |
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364 | (1) |
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What Is the Worst-Case Scenario? |
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364 | (1) |
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What Operations and People Are Essential, and When? |
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364 | (1) |
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Development of the Business Continuity Plan |
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365 | (1) |
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Establishment of Alternate Sites |
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366 | (1) |
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Testing, Maintenance, Updating, and Implementation of the BCP |
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366 | (1) |
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Thresholds in Designing Business Continuity Plans |
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367 | (1) |
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Time and Frequency of Threshold Activation |
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368 | (1) |
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Effectiveness of the Business Continuity Plan |
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368 | (1) |
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Operational Risk Reporting |
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368 | (5) |
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Main Aspects of an Operational Risk Management Report |
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371 | (1) |
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Levels of Operational Risks and Performances |
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372 | (1) |
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372 | (1) |
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Operational Risk Distribution |
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372 | (1) |
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Operational Risk Probability, Impact, and Exposure |
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372 | (1) |
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Optimal Values of Operational Risks |
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372 | (1) |
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Operational Risk Management Actions |
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373 | (1) |
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Ongoing Review of the Thresholds |
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373 | (1) |
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373 | (1) |
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Decision and Dynamic Management |
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373 | (2) |
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Capturing New Operational Risk Successfully |
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374 | (1) |
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Operational Risk Review Meetings |
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374 | (1) |
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Operational Risk Knowledge Base |
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375 | (1) |
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375 | (1) |
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376 | (3) |
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379 | (12) |
Appendix |
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391 | (4) |
Index |
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395 | |