Presentation från GRC 2014 den 15 maj. Kontakta gärna talaren om du har några frågor. Hela schemat för eventet hittar du här: http://www.transcendentgroup.com/sv/har-har-du-hela-schemat-for-grc-2014/

1. Riskaptit - riskkultur
Maria Holmström Mellberg, Nordea
2014-05-15

2. • Nordea
• Nordea experiences
• Financial Stability Board
and other regulators
• Discussion

3. • Nordea
• Nordea experiences
• Financial Stability Board
and other regulators
• Discussion

4. 4 •
”Everything everybody does in Nordea has one purpose:
to create great customer experiences!
- Christian Clausen, President and Group CEO

5. Nordea is the largest financial services group in the Nordic
and Baltic sea region
5
11 million customers
- 8 home markets
- Approx. 10 million personal customers
- 520 000 corporate customers, incl. Nordic Top
500
Distribution power
- Approx. 800 locations in total
- Approx. 7 million Netbank customers
Financial strength
- EUR 10.0bn in full year income (2013)
- EUR 636bn of assets (Q1 2014)
- EUR 28.2bn in equity capital (Q1 2014)
- AA credit rating
- Core Equity Tier 1 capital ratio of 14.6% (Q1 2014)
EUR ~41.6bn in market cap
- One of the largest Nordic corporations
- A top-10 European retail bank
Nordea = Nordic ideas

6. About me
• Maria Holmström Mellberg
• As of 1 February 2014: Regulatory Coordinator, Operational Risk and Compliance
• International Diploma in Compliance
• Lawyer to my occupation
• 20+ years in banking business
• 2014-05-15
6 •

7. Group organisation
Nordea Bank Russia
Igor Bulantsev
Ari Kaperi
Group Risk
Management
Group CRO
Casper von Koskull
Wholesale Banking
Peter Nyegaard
(COO)
Capital Markets
Services (CMS)
Henrik B. Jespersen
Lennart Jacobsen
Retail Banking
Mads G. Jakobsen
(deputy)
Group Credit Control
Klara Lise Aasen
International Units
Anne-Margrethe Firing
Torsten H. Jørgensen
Group Corporate Centre
Group CFO
Banking Finland
Topi Manner
Banking Baltics
Inga Skisaker
Banking Sweden
Hans Jacobson
Banking Norway
John Sætre
Banking Denmark
Anders Jensen
CIB Denmark
Jørgen Høholt
CIB Norway
Cato A. Holmsen
Nordea Finance
Jukka Salonen
Group Legal
Lena Eriksson
Group Credit Risk
Jorma Timonen
Group Operational
Risk
Anders M. Jørgensen
Group Market and
Counterparty Credit
Risk
Niels N. Kjær
CIB Finland
Olli-Petteri Lehtinen
Transaction
Products
Mikael Bjertrup
Life & Pensions
Snorre Storset
Asset Management
Allan Polack
Savings & Wealth
Offerings
Mads Kaagaard
Gunn Wærsted
Wealth Management
Group Internal Audit
Eva-Lotta Rosenqvist
Shipping, Offshore &
Oil Services
Hans Chr. Kjelsrud
CIB Sweden
Johan Näs
Concepts &
Operating Model
Ellen Pløger
Segment CIB
Claus Asbjørn Stehr
IT – Capital Markets
Peter Lunding
Christian Clausen
President and Group
CEO
Group Identity &
Communications
Claus Christensen
(acting)
Group Human
Resources
Henrik Priergaard
Markets - IB
Svante Andreen/
Jan Rasmussen
Markets – FICC
Erik Ekman/ Kenneth
Steengaard
International
Private Banking
Thorben Sander
Private Banking
Denmark
Hans Henrik Klestrup
Private Banking
Finland
Jukka Perttula
Private Banking
Norway
Torsten Østensen
Private Banking
Sweden
Anders Scherlund
Markets - Equities
Gorm Praefke
Martin Persson
Strategy, Support
& Control
Kerstin Winlöf
Operations
Ossi Leikola
IT- Retail Banking
Christian Bornfeld
IT
Group Functions
Tuija Pirttilä
Group Processes
Erik Gjötterberg
Group Treasury
Niklas Ekvall
Group Finance
& Reporting
Frank Søllested
Group Strategy
& Business Control
Johan Ekwall
Investor Relations
Rodney Alfvén
Group Capital
Andreas Green
(acting)
Group Workplace
Management
Ove Hygum
Group IT
Poul Raaholt
May 2014
Group Compliance
Erik Kjellberg
Corporate Social
Responsibility
Liisa Jauri
Strategic
Partnerships
Peter Lybecker
• 2014-05-15
7 •

8. • Nordea
• Nordea experiences
• Financial Stability Board
and other regulators
• Discussion

9. Defines Nordea’s risk taking
boundaries
Clear link between risk
boundaries and Nordea’s
business strategy
19 specific risk boundaries –
across all risk types – defined at
Group level
Five statements on Operational
risk and compliance
Quarterly reporting and follow-up
Follows the top risk mitigation
from the Group risk map
Quarterly Risk Appetite reporting
For illustration only
• 2014-05-15
9 •

10. Monthly Risk and Capital reporting
• Monthly consolidated risk report
covering all major risk types
• The objective is to highlight key
developments and potential issues
regarding all risks to Nordea’s senior
management and Boards
• Oprisk loss and internal
irregularities
• Compliance
• 2014-05-15
10 •
For illustration only

11. Risk culture statement in a Nordea Group Directive
“Risk culture drives behaviours and a sound risk culture is therefore of
fundamental importance for effective risk management.
In order to manage operational and compliance risk a common set of standards
and a sound risk culture is essential as is also to follow best practice regarding
market conduct and ethical standards in all business activities.
In order to ensure a sound risk culture, all employees are expected to support a
culture of:
• risk transparency, effective communication and information sharing regarding
current and emerging risk across the organisation;
• acknowledgement of risks and continuous and constructive challenge of
actions and preconceptions at all levels of the organization; and
• continuous promotion of ethical business practices.
Nordea Operational Risk Policy, June 2013
• 2014-05-15
11 •
”

12. ”It’s all about people” – from recruitment to post-exit
• 2014-05-15
12 •

13. Awareness and training in three dimensions
• 2014-05-15
13 •

14. • Nordea
• Nordea experiences
• Financial Stability Board
and other regulators
• Discussion

15. • 2014-05-15
15 •

16. • Nordea
• Financial Stability Board
and other regulators
• Nordea experiences
• Discussion

17. DISCUSSION

18. Conclusion
Critical success factors:
 Concrete
 Visible
 Follow-up
 Connect
18 •

19. • 2014-05-15
19 •

20. Riskaptit - riskkultur
Maria Holmström Mellberg, Nordea
2014-05-15