ANNEX_TO_CV_DR_FEHERVARI_Elisabeth

/15
ANNEX to
Curriculum Vitae of
DR. FEHERVARI, ELISABETH
EMAIL: drfehervari@gmail.com MOBILE: +3620 4323045 HOME TEL.: +361 2692395
POST: Hercegprimas street 13. 1.14. H-1051 BUDAPEST, HUNGARY
ANNEX 1.A
INTERNAL AUDITOR COMPETENCES
Preparing Risk Based Internal Audit based on the IAA Performance Standards of International Professional
Practices Framework
METHOD OF RISK BASED INTERNAL AUDIT
(FINDING AND EVALUATING RISKS BASED ON
INTERNATIONAL PROFESSIONAL PRACTICES FRAMEWORK)
I. RISK ASSESSMENT
1. Finding Risks and Controls
2. Assessing Objectives and Processes
3. Creating the Process Map by Composition of Processes
4. Defining of Risk Elements: Consequence, Likelihood, Significance
5. Evaluating and Scoring the Elements (1-3)
6. Evaluating Risks by Controls: Inherent and Residual Risk
7. Defining Inherent Risks
8. Adjusted Factors to Reduce Inherent Risks
9. Evaluating Controls
10.Defining Residual Risks
11.Defining Issue Risks* and Unacceptable Risks to be audited and mitigated
12.Defining Action Plans for Issue Risks and Unacceptable Risks
13.Management approval of Proposals or Action Plans
14.Creating the Monitoring System for Dispositions of Action Plans
II. AUDIT PLANNING
15.Last Audit (number) on Analyzing the Risk
16.Last result of Management of the Risk
17.Next Audit (number) Status of the Risk - Expected quarter / year of the Audit
18.Final Report of the Risk – Expected date of Final Audit based on Action Plan
* Issue Risk: the risk, which is acceptable but needs regular attention

/15
ANNEX to
Curriculum Vitae of
Audits are following the International Professional Practices Framework
The conceptual framework that organizes the authoritative guidance was promulgated by the Institute of
Internal Auditors and hereby are the parts relevant to the Bank.
IPPF Standards: Issued: October 2008
Revised: October 2010
„Performance Standard 2010 – Planning
The chief audit executive must establish risk-based plans to determine the priorities of the internal
audit activity, consistent with the organization’s goals.
The chief audit executive is responsible for developing a risk-based plan.
The chief audit executive takes into account the organization’s risk management framework, including
using risk appetite levels set by management for the different activities or parts of the organization. If a
framework does not exist, the chief audit executive uses his/her own judgment of risks after consultation
with senior management and the board.
2010.A1 – The internal audit activity’s plan of engagements must be based on a documented risk
assessment, undertaken at least annually. The input of senior management and the board must be
considered in this process.
2010.A2 – The chief audit executive must identify and consider the expectations of senior
management, the board, and other stakeholders for internal audit opinions and other conclusions.
2010.C1 – The chief audit executive should consider accepting proposed consulting engagements
based on the engagement’s potential to improve management of risks, add value, and improve the
organization’s operations. Accepted engagements must be included in the plan.”
„Performance Standard 2020 – Communication and Approval
The chief audit executive must communicate the internal audit activity’s plans and resource requirements,
including significant interim changes, to senior management and the board for review and approval. The
chief audit executive must also communicate the impact of resource limitations.”
„Performance Standard 2200 – Engagement Planning
Internal auditors must develop and document a plan for each engagement, including the engagement’s
objectives, scope, timing, and resource allocations.
Performance Standard 2201 – Planning Considerations
In planning the engagement, internal auditors must consider:
The objectives of the activity being reviewed and the means by which the activity controls its
performance;
The significant risks to the activity, its objectives, resources, and operations and the means by
which the potential impact of risk is kept to an acceptable level;
The adequacy and effectiveness of the activity’s risk management and control processes
compared to a relevant control framework or model; and
The opportunity for making significant improvements to the activity’s risk management and
control processes.”
„Performance Standard 2500 – Monitoring Progress
The chief audit executive must establish and maintain a system to monitor the disposition of
results communicated to management.
2500.A1 – The chief audit executive must establish a follow-up process to monitor and ensure that
management actions have been effectively implemented or that senior management has accepted
the risk of not taking action.
2500.C1 – The internal audit activity must monitor the disposition of results of consulting
engagements to the extent agreed upon.”

/15
ANNEX to
Curriculum Vitae of
MANAGED RISKS AND AUDIT INVENTORY
L1 Level 1 risk number. Corresponds to the Risk database
Level 1 process Name of process
Process Title of the process
Process Description A brief description of what the process does. Details to be filed in audit file
Risk
The threat to the process. There may be several risks to one process, or one
risk may threaten several processes
Inherent Risk Consequence Inherent risk consequence score
Inherent Risk Likelihood Inherent risk likelihood score
Inherent Risk Significance Inherent risk scores (Inherent risk consequence score multiplied by Inherent
risk likelihood score = Inherent Risk Significance /IRS/ score )
Risk assessment result Conclusion of last audit (acceptable/issues/unacceptable)
Last audit date Year of the last audit
Adjusted factor
Factor applied to the IRS depending on how many years ago the last audit
took place, and the result
Adjusted Inherent Risk Score
IRS X adjusted factor = adjusted IRS. Sorting on this score gives the priority
order for the associated audits
Process owner
Who is (are) responsible for the process. Should be a head of
department/manager/director
Audit Group
Letter(s) given in order to group several risks into one audit. They will not
necessarily be in order, as new risks, with associated audits, will be added
and some may be removed
Control Direct response to the risk
Monitoring control Management's response to ensure the control is operating properly
Residual Risk Consequence Residual risk consequence score (scoring is between 1-3).
Residual Risk Likelihood Residual risk likelihood score (scoring is between 1-3)
Residual Risk Significance Residual risk scores multiplied (scoring is between 1-9)
Acceptable Risks, Issue
Risks, Unacceptable Risks
Defining Acceptable Risks, Issue Risks, Unacceptable Risks
Action Plans – Proposals
Defining Action Plans or Proposals for Issue Risks and Unacceptable Risks
for Management Approval
Monitoring Dispositions
Monitoring System for Dispositions of Action Plans
Lastaudit
Last audit number
Unique number given to each audit. This is the number of the last audit to
cover this risk
Audit name Name given to the audit
Last audit Budget
Approximate number of auditor-days the audit should take. This aids resource
planning
Last audit actual Number of days the last audit actually required
Last final report Target Target date for producing report (from scope)
Final report achieved Date actually achieved for issuing final report
Last result Conclusion of last audit (acceptable/issues/unacceptable)
Current/Nextaudit
Next audit number
Unique number given to each audit. This is the number of the next audit to
cover this risk - if it has been allocated
Next audit name
Audit name. Will usually be the same as for the last audit, but could be
different if this risk has been included in another audit
Next audit Budget
Approximate number of auditor-days the audit should take - based on last
audit's actual time. This aids resource planning
Next timing Expected quarter/year of next audit - if it can be allocated
Status Status of audit (Planning/fieldwork/reporting) when it is in progress
Next final report target & date Target date for producing report (from scope)
Opinion on risk The opinion as to whether the risk was being properly managed

/15
ANNEX to
Curriculum Vitae of
The following table provides support in assessment of risks of a Department, a Project or an interdepartmental
Process and will be used at the end of each audit.
RISK ASSESSMENT METHOD OF RISK BASED INTERNAL AUDIT
Risk Score
Assessment of Controls high–medium– low
Change management
stable system – small changes – significant
changes
Complexity of the system not complex – medium complex – very complex
Interaction with other systems low – medium – high
Budget level low – medium – high
External influence low – medium – high
Risk according to the Management of the
Bank
low – medium – high
Likelihood of Financial Risks low – medium – high
Consequence of Risks for the future low – medium –high
Experience and professional training of
colleagues related to the topic
high – medium – low
Dependence on other processes low – medium – high
Time since Last Audit <1 year–1-2 year – 2-4 years–4-5 years >5 years
RISK FACTORS AND RISK WEIGHTS
Risk Factors
Spread of
Risk
Scores
Risk
weights
Points
1. Assessment of Controls 1-2-3 5 5-10-15
2. Change Management 1-2-3 4 4-8-12
3. Complexity of the System 1-2-3 4 4-8-12
4. Interaction with other systems 1-2-3 3 3-6-9
5. Budget level 1-2-3 6 6-12-18
6. External influence 1-2-3 2 2-4-6
7. Risk according to the Management 1-2-3 3 3-6-9
8. Likelihood of Financial Risk 1-2-3 4 4-8-12
9. Consequence of Risks for the future 1-2-3 3 3-6-9
10. Experience and professional training of colleagues related to the topic 1-2-3 3 3-6-9
11. Dependence on other processes 1-2-3 4 4-8-12
12. Time since Last Audit 1-2-3-4-5 2 2-4-6-8-10
FINAL RISK CATEGORY % /133
Assessment of Final Risk Category: 50> LOW (L); 50< MEDIUM (M); 80< HIGH (H)
GRADING OF RISK FOR INTERNAL AUDIT PLANNING PURPOSE:
……….. RISK CATEGORY
Low Risk category is also called Acceptable Risk while Medium Risk is Issue Risk and High Risk category is called
Unacceptable Risk.

/15
ANNEX to
Curriculum Vitae of
STAGES OF AN AUDIT IN MY PRACTICE
Assess risk
maturit
y
Feedback results
into RAI
Individual audit
Risk register
Audit
plan
Audit
report
Risk
Naive
Risk Enabled
Risk Managed
Risk Defined
Risk Aware
Use
organisation's
risks
Facilitate risk
identification
Supervisory Board
report
Stage 2
Stage 1
Audit inventory
Risk Register
Assign risks to
audits
Risk and
audit
inventory
(RAI)
Stage 3
Stages of an aaudit

/15
ANNEX to
Curriculum Vitae of
AUDIT TOPICS PRACTICED FREQUENTLY
ANNEX 1.B
RISK MANAGEMENT AUDIT TOPICS
STANDARDS
CREDIT RISK MANAGEMENT (CRM) BCBS 54
Audits on CRM by the following main topics by business lines
1. Business decisions and responsibilities,
2. Identification, measurement and assessment of credit risks BCBS 126
3. mitigation of credit risks
4. limit structures of credit risks
5. credit risk monitoring (limit monitoring, managing limit overdraft) CEBS GL 36
Large exposures
6. Concentration of Credit Risk CEBS GL 31
7. credit risk controlling system
8. credit risk rating (quarterly single rating, group rating), documentation
8. reporting system of credit risks (degree, quality, profitability of credit risk)
LIQUIDITY RISK MANAGEMENT
1. Auditing framework for measuring, managing, and monitoring liquidity; stress
testing; and contingency planning; assessment of liquidity risk insurance to
the level of liquid assets.
BCBS 165
2. Development and operation of the limit system, creation of limit buffers and
diversification of financial resources.
CEBS GL 28
3. Stress testing: analyzing changes in liquidity buffers (available cash
inventory, positive balance of nostro accounts, amounts of bank deposits,
drawdown liquidity credit facility, and government securities kept in the
portfolio).
CEBS GL 32
BCBS 165
4. Cash flow projections under alternative scenarios taking into account market
liquidity and funding liquidity.
5. Analyzing the Bank’s eligibility for central bank refinancing operations.
7. Assessment of liquidity risk profile, among others
Reliance on wholesale sources of funding; Concentration of funding sources;
The level of maturity transformation; Business profile,
Risk tolerance and Stress resistance.
CEBS GL 31
8. Based on the above mentioned the audit should assess the
Soundness of methodologies, Conservatism, Completeness, Timeliness of
reviews, Robustness of stress testing, Resilience to liquidity crises.
MARKET RISK MANAGEMENT
AUDITING
- Interest rate risk in the banking book (IRRBB) CEBS GL
BCBS 108
- Foreign Currency Exchange Risk
- Risks related to the timing mismatch in the maturity and repricing of assets
and liabilities and off balance sheet short and long term positions (repricing
risk),
- risk arising from changes in the slope and the shape of the yield
- curve (yield curve risk),
OPERATIONAL RISK MANAGEMENT
- Overall Management of Operational Risks BCBS 20101210
CEBS GL 38

/15
ANNEX to
Curriculum Vitae of
AUDIT PROGRAM OF MANAGING RISKS
ASSIGNMENTOFCREDITRISK
Analyze the business proposal.
Prepare the monthly report on exposures.
Review and check if the pricing of the facility reflects the undertaken risk.
Monitoring the quality of the credit portfolio and make suggestions to keep the credit portfolio sound and healthy.
Assignment of long term averages of Probability of Defaults (PDs)
Assignment of LGD values for potential unfavorable situations
Revising model risks and sensitivity analysis of credit risk models
Auditory validation of credit risk models
Revising the method of partner risk assessment
Make proposals for establishing limits for country exposures.
Quarterly qualification of exposures of the Bank, client, deal, collateral, country, asset liquidity and debt ratings, loss estimation and
provisions to be defined.
Prepare the credit risk report to Management.
Monitoring deal and client limits amending with limits
Monitoring of limit positions during the deal quarterly
Monitoring of country limits, preparing process for limit overrun
Concentration risk, counterparty risk, Settlement risk, Residual risk monitoring
Monitoring of disbursement terms
Deal and customer monitoring: regularly monitor and document the implementation of the contractual terms including any changes in the
customer’s financial and economic standing
Collateral monitoring - conditions of the collaterals: existence, value and enforceability to be monitored
Revising residual risk according to CRR, minimizing risks of collaterals valuation
Complying with the large exposure’s regime
Monthly reports by business lines reconciliated with the General Ledger
Quarterly report on limit usage and limit management
Anomaly reports (daily / weekly / monthly / quarterly )
MARKETRISK
Monitoring the limits of the FX VaR, sVaR, and exposures
Analysis of VaR and sVaR limits for default case
Revising the result and methods of sensitivity analysis
Daily monitoring of Foreign Currency Exchange risk, Open Positions in FX currency
Monitoring the interest rate risks of the banking book, stress testing.
Real estate price risk monitoring
Risk assessment of trading book positions (interest and foreign exchange risk in the trading book)
Evaluating market risk of the Bank and prepare the report to Management.
LIQUIDITYRISK
Monitoring liquidity risks: Funding risk liability side (maturity, drawings, structural); Marketability risk, Early Warning Indicators
Deposit coverage ratio, Balance Sheet coverage ratio and FX finance compliance ratio daily monitoring
Quarterly liquidity buffer monitoring covering the additional need for liquidity of a short period of time under stressed conditions.
Monthly monitoring of LCR, quarterly monitoring of NSFR
Prepare reports on liquidity risk to the Management.
OPERATIONALRISK
Manage the Operational Risk Management Information System which consists of functional modules as Risk and Control Assessment
(RACA), Key Risk Indicator (KRI), Loss Data Collection (LDC).
Monitoring data collection related to the losses of the Bank.
Revising Model Risk Management
Internal, External Fraud, Customer and Business Practices, Marketing and Product Policy
Business interruption or System Error
Execution, Fulfillment and Process Management
Prepare reports of operational risk to Management.
APPLICATION
OFBASELII
&III
Take part in the procedure of ICAAP and disclosure reports of the Bank.
Evaluation of the capital adequacy of the Bank and prepare report to Management.
Monitoring bank-wide risk assessment (ICAAP) according to Basel lI and reporting the results monthly to the Management.
Application of Basel III New Capital and Liquidity Standards, CRD IV and CRRs (575/2013/EU)
AML
RISK
Assessing of AML monitoring data and reporting AML risk monthly
CAPITALAND
PROFITABILITY
Capital adequacy of Pillar I and Pillar II - Calculated according to Basel II and monitoring according to Basel III (CRD IV and CRRs)
Capital Plan
Reserves
Changes in profit generation ability of the Bank
LOAN
ADMINIST
RATION
Check completeness of facility agreements/letters, security documents, legal and other documents called for under the credit facilities to be
granted before releasing the loan proceeds.
Monitor the relevant facility limits and/or commitment amounts in the computer system.
Check completeness of facility agreements/letters, security documents, legal and other documents called for under the credit facilities
granted after releasing the loan proceeds.

/15
ANNEX to
Curriculum Vitae of
Audit checklist for treasury
Risk management
Typical controls Controls for a treasury
systems environment
Controls for spreadsheets and
manual systems environment
Deal execution
On the execution of a deal, the following must be observed:
• dealers must check position/exposure
limits and credit limits prior to dealing;
Process to check limits including
counterparty limits and exposure
limits in treasury systems.
Process to check registers/
spreadsheets of exposures and
counterparty limits
• each deal may need to be designated to
an underlying exposure to meet hedge
accounting.
Hedge designation (ie,
documentation of hedge
relationship and effectiveness
testing) completed in system.
Hedge designation completed manually and on
spreadsheet including documentation of hedge
relationship and
effectiveness testing.
• dealers must execute deals clearly and
concisely so that there is no possibility of
confusion;
Dealers trained in correct dealing methods and entry of deal information into treasury
systems.
• dealers must deal only with financial
institutions that tape phone calls;
Agreement with counterparties to be able to review phone
conversations.
• dealers must maintain a position blotter or
scratch pad and be able to verify or
challenge the reported position produced
by the treasury system/settlements
function;
Maintain spreadsheet or position blotter or scratch pad.
• dealers must enter their own deals into
the treasury system as soon as practicable
after the deal is executed. This is
particularly important if there is a trading
portfolio where delayed input may permit
deal redesignation.
Dealer input into treasury
system. System generates
outward confirmation and
deal is fl agged ‘unmatched’ in
treasury system (pending receipt
of inward confirmation).
Deal ticket completed by
dealer and Input in to deal
register (spreadsheet) by
back office. Spreadsheet is
password protected. Back
office keeps deal ticket pending
inward confirmation. Inward
confirmation recorded against
spreadsheet.
• if the deal is linked to a strategy, it must
be clearly designated in deal records;
Recorded in treasury systems Recorded in deal register.
• the audit trail of new deals as well as deal
amendments and cancellations, must be
reviewed daily by a party independent of
the dealing function.
Amended and cancelled deals are
reported on an end of day report and
reviewed by the treasurer. Cancelled
deals are confirmed as cancelled by
counterparty. (If necessary).
If the dealer wants to amend or cancel a deal,
he must obtain management sign-off on deal
ticket and receive confirmation
from the counterparty. The deal may then be
cancelled in register or spreadsheet.
Post-deal controls
Typical controls Controls for a treasury systems
environment
Controls for spreadsheets and manual systems
environment
Internal exposures of business units that
are covered by treasury are supported by
documentation from business units, signed
off by the delegated authority within the
business
unit. This documentation is available to
support all deals.
Request for cover by business
unit or generated by business
unit system (eg, SAP).
Manual request for cover by business unit.
Internal counterparties receive a listing of
open deals once a month and are
requested to acknowledge the correctness
of the listing.
Sent automatically from the
system.
Copy of treasury records
Dealers are nominated in counterparty
mandates.
Original letter sent to counterparties.
There are controls and procedures around
out of hours dealing.
Limits state if out of hours dealing is permitted and who can do it.
Orders left with banks/brokers are recorded
by email advice to the counterparty.
Keep copy of email.
Orders left with banks/brokers are recorded Orders register maintained and signed off daily.

/15
ANNEX to
Curriculum Vitae of
in an internal register and reviewed on
opening of each day.
Stop loss orders are used where there is an
open position with exposure to the market
price movements.
Maximum loss per transaction as well as cumulative loss limit is
specified in treasury policy statement.
There is no undue concentration of dealing
with a particular counterparty.
Limits are set for each counterparty in treasury policy statement.
There is a code of conduct which prevents
acceptance of gifts or entertainment unless
they are of a token nature.
Prescribed in treasury policy statement.
Static data cannot be changed within
treasury systems in an uncontrolled
manner.
There are controls over who
can access the treasury system
to change static data, eg,
counterparty details including
bank details of counterparty.
N/A
Operations (settlements)
Typical controls Controls for a treasury
systems environment
Controls for spreadsheets and
manual systems environment
Confirmation issuance and matching
Outward confirmations are sent out as
soon as practicable after the deal is
executed.
System generated automatically
to fax/email gateway.
Manual confirmations to be sent out by dealers
or back office and all inward bank confirmations
are to be signed from senior
management.
There is confirmation within two hours or
within
policy.
Confirmations sent out by
system.
Confirmations sent out – this may be a Word
document.
Inward confirmations are:
– received in a manner which prevents
dealer interception;
– matched to information within the
treasury system or deal tickets.
All deals done that day which are not
confirmed by close of business are to be
investigated immediately.
Confirmations are received by
the back office in a manner which
prevents interceptions.
For example, the confirmation is received
to a secure facsimile
or user fax stream (ie, it is faxed to a
particular individual’s PC) and matched
against a record in systems or produced
by the system.
Inward confirmations are received by an
independent officer/senior officer; then
matched to manual deal records
and signed off. The deal is recorded in a
spreadsheet which is password controlled.
Outstanding confirmations are recorded or
registered.
Deals without matching inward
confirmations are an obvious sign that
deals are not being properly recorded and
should be promptly followed up.
Unmatched deals on system
reported daily and escalated
to senior staff independent of
dealer.
Unmatched deal slips kept separate until inward
confirmation received.
Unmatched deals should be escalated to senior
staff independent of the dealer.
Payments are initiated by one operator,
confirmed and released by another
separate party.
All payments require at least two staff to execute.
Settlement amounts are confirmed with
counterparties, before paymenor receipt.
Settlements are mainly
confirmed verbally, but they are
also confirmed in writing or else
they rely on systems.
Settlement confirmed verbally or
in writing.

/15
ANNEX to
Curriculum Vitae of
OTHER AUDIT TOPICS
PRODUCTS
Risk of the Bank’s products and services for customers
Assessment Criteria
 Applicability / profitability;
 Flexibility / exit and conversion options;
 Complexity / comprehensibility, transparency;
 Sensitivity / significance of legal and tax environment
MARKET PRESENCE
 Marketing, customer acquisition;
 Customer information (Complete credit cost index or APR, SDIR, risk disclosure);
 Handling of complaints
FRAUD MANAGEMENT
 Detection of frauds committed against customers:
(Cash or current deposits /payments of customers, physical security)
 Detection of money laundering:
(Cash / account turnover, investments of customers, partners, own staff);
 Detection of insider trading, market influencing, the breaches of corporate acquisition rules,
unlicensed activities:
CAPITAL AND PROFITABILITY
Capital Adequacy
Process of Capital Planning (planning, approval level, modification, responsible organization/person)
Elements of Capital
– Adequacy of the regulatory capital:
 The levels of subscribed capital and equity (also for institutions governed by the CRD) as
prescribed in the regulation;
 Solvency margin, the capital requirement calculated according to the pre-defined models to
cover credit risks, market risks and operational risks for institutions governed by the CRD, or
the Minimum Regulatory Capital (MRC);
Reserves
Reserves created pursuant to statutory provisions or pursuant to internal regulations in accordance with
those (provision, insurance reserves).
Profitability
The institution’s income generating ability
BASEL III MONITORING
2013 2014 2015 2016 2017 2018 2019
LEVERAGE RATIO MIGRATION TO
PILLAR1
MINIMUM COMMON EQUITY RATIO 3,5% 4,0% 4,5% 4,5% 4,5% 4,5% 4,5%
CAPITAL CONSERVATION BUFFER 0,625% 1,25% 1,875% 2,5%
MINIMUM COMMON EQUITY PLUS
CAPITAL CONSERVATION BUFFER
3,5% 4,0% 4,5% 5,125% 5,75% 6,375% 7,0%
MINIMUM TIER 1 CAPITAL 4,5% 5,5% 6,0% 6,0% 6,0% 6,0% 6,0%
MINIMUM TOTAL CAPITAL 8,0% 8,0% 8,0% 8,0% 8,0% 8,0% 8,0%
MINIMUM TOTAL CAPITAL PLUS
CONSERVATION BUFFER 8,0% 8,0% 8,0% 8,625% 9,25% 9,875% 10,5%
LIQUIDITY COVERAGE RATIO MINIMUM
STANDARD
NET STABLE FUNDING RATIO MINIMUM
STANDARD

/15
ANNEX to
Curriculum Vitae of
ANNEX 2
BANKING & CONSULTING COMPETENCES
1. STRATEGY AUDIT
2. FINANCIAL
MANAGEMENT
AUDIT
3. RISK MANAGEMENT,
RISK ANALYSIS
 STRATEGY FORMULATION
 STRATEGIC PLANNING PROCESS DESIGN
 PRODUCT AND SERVICE PORTFOLIO STRATEGY
 OPERATIONAL AND ORGANIZATIONAL STRATEGY
 MERGER STRATEGY
 IFRS
 VALUE BASED MANAGEMENT
 MANAGEMENT INFORMATION SYSTEM – CONTROLLING
ISSUES
 FINANCIAL RISK MANAGEMENT: MANAGE CREDIT
EXPOSURE TO RISK, FX RISK, INTEREST RATE RISK,
LIABILITY RISK
 FINANCIAL PROCESS DEVELOPMENT
 STRATEGIC COST MANAGEMENT
 FUND MANAGEMENT
 FINANCIAL PLANNING, MONITORING, LOG-FRAME
SYSTEM
 RISK MANAGEMENT FRAMEWORK
 ISO 31000
 CREDIT RISK, LIQUIDITY RISK, MARKET RISK,
OPERATIONAL RISK MANAGEMENT
 BCBS RECOMMENDATIONS, CEBS (EBA) GUIDELINES
 LEGAL COMPLIANCE, LEGAL RISK MANAGEMENT
 BASEL I
 BASEL II – CRD II, CRD III
 BASEL III – CRD IV, CRRS
CAPITAL REQUIREMENT, LIQUIDITY STANDARDS,
LEVERAGE RATIO
 ICAAP, RISK GOVERNANCE, RISK ANALYTICS
 ECONOMIC CAPITAL
 FINANCIAL RISK MANAGEMENT
 CORPORATE RISK
 RETAIL RISK
 COUNTERPARTY RISK
 IT RISK MANAGEMENT

/15
ANNEX to
Curriculum Vitae of
4. INTERNAL AUDIT
METHODS
5. ORGANIZATIONAL
DEVELOPMENT
AUDIT
6. BUSINESS
DEVELOPMENT
AUDIT
7. INFORMATION
STRATEGY
AUDIT
8. PROJECT
MANAGEMENT
AUDIT
 MANAGEMENT AUDIT, COACHING
 ORGANIZATIONAL DEVELOPMENT
 MOTIVATION AND COMMUNICATION SYSTEM
REDESIGN
 CHANGE MANAGEMENT
 BUSINESS REVIEW, PLANNING, MONITORING,
FEASIBILITY
 BUSINESS PROCESS REDESIGN
 MARKETING AND PR MANAGEMENT
 CUSTOMER RELATIONSHIP MANAGEMENT (CRM)
 CHANNEL MANAGEMENT
 INFORMATION STRATEGY PROCESS DESIGN COMPLIED
WITH BPR
 INFORMATION STRATEGY FORMULATION
 INTERNET BANKING STRATEGY
 BUSINESS CONTINUITY PLANNING
 BID MANAGEMENT
 CONTRACT MANAGEMENT
 PROGRAM MANAGEMENT
 PROJECT MANAGEMENT
 PROJECT MANAGEMENT IN THE BANKING HIERARCHY
 PROJECT AUDIT AND QUALITY ASSURANCE
 FOLLOW-UP PROJECT CONSULTING
 COACHING
 TRAINING, WORKSHOP
 RISK BASED INTERNAL AUDIT MANAGEMENT
 INTERNATIONAL PROFESSIONAL PRACTICES
FRAMEWORK OF IAA (IPPF) - IPPF PERFORMANCE
STANDARDS 2010
 PLANNING , CONTROLLING & MONITORING PROGRESS
 PROCESS RISK MANAGEMENT: INHERENT RISK, RISK
CONTROL, RESIDUAL RISK
 CONSEQUENCE, LIKELIHOOD & SIGNIFICANCE OF
INHERENT & RESIDUAL RISKS
 RISK & AUDIT INVENTORY
 RISK BASED AUDIT PLANNING
 RISK MITIGATION
 RISK MONITORING
 RISK COMMUNICATION: CONSULTING & REPORTING
 AUDIT MANAGEMENT: RESOURCE ALLOCATION,
CONTROL ENVIRONMENT
 AUDIT SOFTWARE

/15
ANNEX to
Curriculum Vitae of
BANK CONSULTING & PROJECT MANAGEMENT REFERENCES
BANKING REFERENCES
PARTNER REF. PROJECT DATE
Budapest Bank
Parameter estimation models (PD, LGD, EAD, CF)
development and validation
2007
Hanwha Bank
ICAAP methodology
Development and implementation
2007
Budapest Bank
Operational Risk Management Systems
development (complying with requirements, Loss-
Data Support, risk management methodology,
development of AMA model)
2007
Budapest Bank
ICAAP methodology
Development and implementation
2006
Budapest Bank
Rating systems - development and validation 2006
AVIVA Insurance Company Product development and sales strategy 2005
National Association of
Lending Cooperation
Working Capital Investment and Structured Business
Process Redesign Program Management
2004
HVB Bank Rt. Basel Capital Accord Implementation Program
Management – Project Manager (PM)
2004
Hungarian Financial
Supervision Authority
Working out the implementation procedures of the
New Basel Capital Accord
2003
Savingsbank
(Takarékbank)
Savingsbroker Integration in Savings bank BPR - PM
2003
K&H Bank Corporate Customer Service System and
Process Development with Quality
Management System Support– PM
2002
ERSTE BANK Rt. Strategic widening of retail lending, cost-profit
analysis, organizational change management –
project manager
2002
Postabank Implementing SAS Data Mining and
Middleware IT System
2002
Foreign Trade Bank Business Continuity Planning 2002
KONZUMBANK Rt. BPR Branch Process Development Project,
consulting, coaching
2001
2000
DAEWOO Bank Project Management for Foreign Currency (FC)
Process Development
2001
New York Broker Co.
Integration Management
BPR training - brokers 2000
Általános Értékforgalmi
Bank
Project Management for Foreign Currency (FC)
Process Development
2000
KONZUMBANK Rt. Training for Branch Managers 1999
1998
Hungarian Entity
Development Fund
Working out Internet Open University Program
Marketing Communication
1999
Eximbank Work out the Marketing & Acquisition Strategy 1995
Hungarian Investment and
Development Bank
Consultant for the Department of International
active operations
1995
Marketing Association
International bank marketing expert, trainer 1995
1996
OTP Bank Middle term strategic marketing planning 1993

/15
ANNEX to
Curriculum Vitae of
ANNEX 3
INTERNATIONAL SCHOLARSHIPS
2001 Project management (PRINCE 1,2)
Training at Price Waterhouse Coopers in Budapest
1999 Training on Quality Assurance, ISO, TQM - TÜV Rheinland, Frankfurt
1997 Change management Training and Workshop – ABN AMRO Holding, Amsterdam
1996 Strategic Management – Banking Practice at Westminster Bank, London
1993 University Entschede – Scholarschip for Audit Studies
1991 Scholarship of the Swiss Banking Association for postgraduate doctor studies on financial mathematics,
universal banking corporate finances, portfolio management, treasury, hedging, bench market, money
market, structured finance – University Fribourgh, University St. Gall
Banking rotation practice at Union Bank of Switzerland, Zurich, St. Gall
1988 Scholarship for marketing studies, Wirtschaftsakademie, Vienna, Austria
1986 Scholarship for banking practice at Länderbank, Vienna, Austria
1985 Foreign trade practice at VOITH AG, St. Pölten, Austria

/15
ANNEX to
Curriculum Vitae of
Social Competences
PROFESSIONAL LECTURER EXPERIENCE
Pázmány Péter Catholic University
Heller Farkas Economic Institute
Professional trainer of economics and
finance
2007
2006
2005
International Business School
(IBS)
Professional trainer of finances 2004
University of Media Sciences Professional trainer of Economics
2001
2002
West-Hungarian University, Sopron Chair of Finances
Professional Trainer of
Money and Capital Market Studies
2000
College for Accounting & Finances Chair of Management Studies
– guest lecturer
1996
International Banker Training
Center
Bank marketing training 1994
1995
College for Foreign Trade Lecturer at the Chair of Finances 1993
PUBLICATIONS
2006 Electronic banking – university book, Pázmány Péter Catholic University
2003 Loan market in Hungary– university book, IBS
2000 EU harmonization of legislation and institutional system in the Hungarian banking
sector, money and capital market - university book
1997 International concern bank marketing – book, KJK
Foreign exchange derivatives, financial futures and options – book, second edition
1994 Book on Bank Marketing - published by KJK -, Budapest
1993 Publication on bank privatization issues and several publications in financial presses
Pénzügyi Szemle (Financial Review) and Bank és Tõzsde (Bank and FX)
1992 Schweizer Bank – special edition on Hungarian financial market
Doctorate work on „Theory, international practice of bank marketing, possibilities for
adaptation in Hungary
1991 University book on foreign exchange derivatives, financial futures and options
Külkereskedelmi Főiskola (College for Foreign Trade)

ANNEX_TO_CV_DR_FEHERVARI_Elisabeth

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to ANNEX_TO_CV_DR_FEHERVARI_Elisabeth

Similar to ANNEX_TO_CV_DR_FEHERVARI_Elisabeth (20)

ANNEX_TO_CV_DR_FEHERVARI_Elisabeth