University of Technology, Sydney. Faculty of Engineering. / In today’s business environment, increased competition, market globalisation, increased customer demands and accelerated technologies require organisations to focus on efficiency in every aspect of their operations. Many studies in operations management have focused on the improvement of operational performance, including reduction of process variability, increasing flexibility or implementing controls in operations. However, managing the risk in operations seems to have been neglected by researchers. Hence, there are two major objectives of this study. The first objective is to investigate the use of the operational risk management (ORM) systems in Australia and study the factors that have an impact on effective operational risk management. Then, based on the identified factors, the second objective is to develop an ORM system implementation model and guideline for Australian organisations. A review of the ORM systems and its implementation was conducted. As a result of this investigation, a definition of ORM system in this study was formulated and the factors of effective ORM system implementation were identified as a basis for the next stage of this study. An investigation of the factors of ORM system implementation was then carried out. An extensive questionnaire survey was used to collect empirical data from Australian organisations. Statistical analysis results and feedback from experts was used to develop an applicable model and guideline for ORM system implementation. The main outcome of this study is a proposed model and guideline for ORM system implementation in Australian organisations, which will assist the organisation to manage operational risks more effectively and provide motivation for carrying out further research in ORM.

University of Technology, Sydney. Faculty of Engineering. / In today’s business environment, increased competition, market globalisation, increased customer demands and accelerated technologies require organisations to focus on efficiency in every aspect of their operations. Many studies in operations management have focused on the improvement of operational performance, including reduction of process variability, increasing flexibility or implementing controls in operations. However, managing the risk in operations seems to have been neglected by researchers. Hence, there are two major objectives of this study. The first objective is to investigate the use of the operational risk management (ORM) systems in Australia and study the factors that have an impact on effective operational risk management. Then, based on the identified factors, the second objective is to develop an ORM system implementation model and guideline for Australian organisations. A review of the ORM systems and its implementation was conducted. As a result of this investigation, a definition of ORM system in this study was formulated and the factors of effective ORM system implementation were identified as a basis for the next stage of this study. An investigation of the factors of ORM system implementation was then carried out. An extensive questionnaire survey was used to collect empirical data from Australian organisations. Statistical analysis results and feedback from experts was used to develop an applicable model and guideline for ORM system implementation. The main outcome of this study is a proposed model and guideline for ORM system implementation in Australian organisations, which will assist the organisation to manage operational risks more effectively and provide motivation for carrying out further research in ORM.

The Basel Committee was established as the Committee on Banking Regulations and Supervisory Practices.There was a strong recognition within the Committee of the overriding need for a multinational accord to strengthen the stability of the international banking system and to remove a source of competitive inequality arising from differences in national capital requirements. A capital measurement system commonly referred to as the Basel Capital Accord (or the 1988 Accord) was released to banks in July 1988. In 2000, the Committee issued Consultative Document (CP2) designed to incorporate operational risk. In June 2004, the Committee published the document ¡§International Convergence of Capital Measurement and Capital Standards, a Revised Framework¡¨ (widely known as Basel II). This study investigated 3 banks including large-sized, middle-sized and small-sized in Taiwan. And Archival Research and Interviews were used to analyze the regulatory treatment of Operational Risk in the New Basel Capital Accord. In conclusion, this study recommends some appropriate measures to bankers in accordance with the New Basel Capital Accord. Furthermore, several suggestions are also proposed to bankers and the supervisors.

This research shed the light on regulations and their effects on operational risk management within the Swedish Swedish Banking Sector. The focus lies on operational risk management due to the introduction of new regulations such as FFFS 2014:1, FFFS 2014:4 and FFFS 2014:5. What could be found in the empirical analysis is that the regulations affected organizational changes.  Additionally, differences between large and small banks could be seen. All changes in terms of implementation of regulations are strongly performed throughout the Three Lines of Defence model where clear organization structure and work description are of importance. The Three Lines of Defence is tightly combined with the COSO framework and operational risk management to conduct compliant organization that is adaptable for any regulatory changes.

銀行業的業務本質為由風險中獲取報酬，銀行經營過程亦存在許多不同的風險。近年來，金融市場的高度變動、新資訊科技的不斷應用、金融產品與服務的增加、財務工程之應用，甚或銀行業間無法停止之整合與購併，目的皆為使銀行經營朝向更好的方向不斷精進。然而，現象之另一面，亦代表更多複雜的跨單位、跨業務之流程規劃、資訊系統整合與內部人員管理，這使得妥善管理作業風險成為銀行業一項迫切重要的工作。本研究目的即在於瞭解銀行面對作業管理議題及相關管理層面之現況，探討銀行進行作業風險管理時可能遭遇之問題，並針對可能問題提出建議與看法，以健全銀行經營，確保股東及利害關係人之權益。 研究分析之過程，首先了解作業風險的定義，其次藉由風險管理最佳實務與策略運作五階段建立作業風險管理架構體系。而後，藉由個案研究之方式，分析個案銀行之作業風險管理流程與運行方式之狀況，瞭解個案銀行在作業風險管理模式下所投入之資源與人力，以及運作情況，並發掘作業風險管理過程中可能存在之問題。 由本研究探討之作業風險管理模式與當前問題中，可以發現：政府法令與主管機關之重視，對於各銀行之作業風險管理是莫大的動力；銀行善用人力資源管理之相關技巧，將有助於作業風險管理；清楚地認知作業風險管理之方向與組織架構，則有助於減少部門功能衝突，以及增加作業風險管理資源的使用效率。

This study researches a rapidly growing area of interest in the financial services industry, that is,operational hsk management, with special focus on the mitigation phase. Operational risk management has accelerated in importance in the financial services over the last two decades for many reasons, not least of which is the well-known catastrophic failure of large banks such as BCCI, Barings and Indymac, as well as the recent Global Financial Crisis. One of the main drivers behind such bank failures was the failure of the banks' managements to manage effectively and efficiently their operational risk exposure. The focus of this study is operational risk mitigation in the United Arab Emirates Commercial banking industry. A controversial issue with operational risk was deciding on an agreed and accepted definition within the financial services industry. It has been defined by Basel Committee on Banking Supervision as "the risk of loss resulting from inadequate or failed internal processes, people and systems or from external events. This definition includes legal risk, but excludes strategic and reputational risk." This definition captures a wide spectrum of risk categories such as fraud risks, people risks, legal risks and compliance risks, to name a few. Basel Committee on Banking Supervision, a Committee of banking supervisory authorities established by the central bank Governors of the Group often countries in 1974, published in June 2006 a document called the "International Convergence of Capital Measurement and Capital Standards - A Revised Framework Comprehensive Version" known as Basel II Accord, which requires banks, among many other things, to sustain capital adequacy to cover their operational risk exposures. This Accord was the result of a number of consultative documents issued by the same Committee which focused increasing attention on the need for operational risk adequate and efficient management. Bank managements are facing increasing pressure to ensure that operational risk exposures are being managed effectively and efficiently. This extended the main momentum for the study, being the first independently sponsored study of how the UAE commercial banks have developed their operational risk management frameworks as a basis for mitigating the range of operational risk exposures they encounter. The operational risks that prompted the current Financial Crisis and how they were mitigated in the context of the UAE commercial banks gave further momentum to the research. The study addresses the various key players in operational risk management and is, therefore, interdisciplinary. The foundations from which the field work was undertaken were based on theoretical propositions in the area of decision making since the process of mitigating an operational risk is rooted in making a decision. Multiple case studies were used in the design for the research to answer the research question and establish the practices in operational risk mitigation in the UAE commercial banking industry. Leading UAE commercial banks were carefully chosen as representatives of this industry. The findings of the research are in line with the conclusions of Basel Commiltee on Banking Supervision that the main responsibility for operational risk management, and therefore mitigation, is vested in operational managers. The analysis demonstrates that (hey do not do this independently, but are supported by other experienced people in this field. A model and check-lists of operational risk management, and therefore mitigation, is proposed demonstrating the complexity of the whole process due to the nature and the scale of operational risks. The thesis concludes by discussing some further potential research suggestions in this ever-growing area of interest.

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This research sheds light on the nature of the role of the operational risk controller in the financial services industry. The focus is on understanding how operational risk controllers interact with different layers of the organisation and become influential with the business lines and senior management. Nine semi-structured interviews were conducted with operational risk controllers, and it was found that their work is becoming increasingly focused on managing people with a view to creating mutual understanding. To achieve this, operational risk controllers should work more as independent facilitators in their interactions with the first line and senior management, as engaged toolmakers when adapting and reconfiguring tools, and as non-financial risk controllers when attempting to enable business leaders to understand the magnitude of operational risks.

The utilisation of an operational risk management (ORM) model is one of the compulsory activities during mergers and acquisitions in the financial sector. However, the implementation of such a model is often not as effective as intended. A cause of this might be situated in human behaviour and the influence of cultural differences, especially during cross-border business. This study determined how Tanzanians perceive risk, and identified the psychosocial components that affected the implementation of an ORM model in a target organisation in Tanzania. This resulted in the development of a conceptual framework, which integrated these psychosocial components into a theoretical psychosocial model of OR management. This qualitative study was situated within the hermeneutic phenomenology research paradigm. During the research, 35 semi-structured in-depth interviews were conducted, providing rich data. Participants were selected by means of criterion sampling. Most of the interviews sessions were conducted with one participant present. However, some of the interview sessions involved two or three participants resulting in a total of 46 participants being interviewed. Data were analysed using the hermeneutic circle, and incorporated content analysis. The findings of the study are of value to both the fields of psychology (social and organisational psychology) and OR management. Engaging in cross-border business is in itself a ‘risky’ business. Identifying the psychosocial components and incorporating them into ORM models, enables organisations to implement their ORM models more effectively (Renn, 2008). The theoretical model developed as a result of this research enables industrial and organisational psychologists and OR managers to manage growth initiatives, such as cross-border mergers and acquisitions in the financial industry, more accurately. Industrial and organisational psychologists and risk managers will consequently understand better how psychosocial components shape people and this will enable them to adapt their management approach accordingly. / Department of Industrial and Organisational Psychology / Ph. D. (Industrial and Organisational Psychology)

Выпускная квалификационная работа (магистерская диссертация) посвящена исследованию анализа влияния операционного риска на финансовые результаты коммерческого банка. Предметом исследования выступают экономические отношения, складывающиеся в коммерческом банке в процессе управления операционным риском. Основной целью магистерской диссертации является исследование теоретических научно-методических положений, на основании которых развивается система управления операционным риском в коммерческом банке ПАО «Сбербанк», разработка методических рекомендаций по модернизации выявленных проблем с применением практических знаний и навыков. В заключении обозначены рекомендации по совершенствованию политики управления операционного риска для объекта исследования. / The final qualifying work (master's thesis) is devoted to the study of the analysis of the impact of operational risk on the financial results of a commercial bank. The subject of this research is the economic relations that develop in a commercial bank in the process of managing operational risk. The main goal of the master's thesis is to study theoretical scientific and methodological provisions, on the basis of which the operational risk management system is developed in the commercial bank of Sberbank, the development of guidelines for the modernization of identified problems with the application of practical knowledge and skills. In the conclusion, recommendations are outlined for improving the operational risk management policy for the research object.