The document discusses an Early Warning System (EWS) for supervising credit and financial institutions (CFIs). It outlines the functions and features of the EWS, including using it as a supervisory tool to identify unsound CFIs, locate problem areas, and address root causes. The EWS monitors additional areas beyond CAMEL and avoids over reliance on weighted composite ratings. Setting benchmarks involves an ongoing process of discussion and review between local supervisors and regulators.
Operational Risk Management under BASEL eraTreat Risk
Operational risk have always ignored by Banks as they thought Credit and market risks can cause catastrophe. But history of misfortunes taught us different lessons. Controls and internal audit have long been construed as guard till BASEL II dictates forced banks to look with insight. Understand the dimension of ORM in this presentation.
Our latest analysis of readiness and maturity of intraday liquidity management shows that many financial institutions run the risk not to meet payment and settlement obligations, if they don’t manage their intraday liquidity effectively. There are ways to make up for the necessary investments to that end by optimizing the intraday liquidity management.
Managing Credit Risk
• A major part of the business of financial institutions is making loans,
and the major risk with loans is that the borrow will not repay.
• Credit risk is the risk that a borrower will not repay a loan according
to the terms of the loan, either defaulting entirely or making late
payments of interest or principal.
• Concepts of adverse selection and moral hazard provides framework
to understand the principles that is used to minimize credit risk, yet
make successful loans.
The webinar covered extended external reporting (EER) assurance and the IAASB's draft guidance on EER assurance engagements. It discussed what EER is, how assurance serves the public interest, and challenges in EER assurance due to characteristics of EER reporting. The purpose and structure of the guidance was explained, focusing on how it addresses key stages of an EER assurance engagement and common types of EER information. Next steps outlined a public comment period on the draft guidance, with the final version expected in late 2020.
The document provides an overview of regulatory requirements and the Supervisory Review and Evaluation Process (SREP). It discusses key elements that supervisors will assess including business models, internal governance, risks to capital and liquidity, and institutions' Internal Capital Adequacy Assessment Process (ICAAP) and Internal Liquidity Adequacy Assessment Process (ILAAP). The SREP involves scoring institutions on a scale of 1 to 4 based on these elements. ICAAP and ILAAP are important inputs to the assessment of risks to capital and liquidity. The document outlines expectations for ICAAP and ILAAP including governance, design, integration with business strategy, risks considered, and stress testing.
The document discusses pension supervision. It begins by defining pension supervision and regulation, and explaining the theoretical basis for supervision, including market imperfections. It then discusses the importance of pension supervision in protecting members' interests and the stability of the financial system. The document outlines elements of supervision like licensing, monitoring, measurement, communication, and intervention. It also discusses different styles and structures of pension supervision between countries. Finally, it introduces the concept of risk-based supervision, which focuses resources on the greatest risks, compared to a compliance-based approach.
The document discusses early warning systems (EWS), providing definitions and components of an effective EWS including risk awareness, monitoring and warning services, and response capability. It also outlines some potential obstacles to establishing an EWS, such as concerns over expenses, information silos within companies, and a lack of agreement on severity matrices. The SECure assessment tool is introduced as an innovative practice-oriented approach to identifying early warning indicators for small businesses.
This document provides guidance for auditors conducting audits of banks' financial statements. It discusses key characteristics of banks that distinguish them from other commercial entities, including their custody of large amounts of monetary assets, high leverage, complex transactions, and regulatory requirements. The document outlines objectives for bank financial statement audits and emphasizes planning procedures, including obtaining an understanding of the bank's business, governance, products/services, and accounting and internal control systems. It provides examples of internal controls and substantive audit procedures for key bank operations.
Operational Risk Management under BASEL eraTreat Risk
Operational risk have always ignored by Banks as they thought Credit and market risks can cause catastrophe. But history of misfortunes taught us different lessons. Controls and internal audit have long been construed as guard till BASEL II dictates forced banks to look with insight. Understand the dimension of ORM in this presentation.
Our latest analysis of readiness and maturity of intraday liquidity management shows that many financial institutions run the risk not to meet payment and settlement obligations, if they don’t manage their intraday liquidity effectively. There are ways to make up for the necessary investments to that end by optimizing the intraday liquidity management.
Managing Credit Risk
• A major part of the business of financial institutions is making loans,
and the major risk with loans is that the borrow will not repay.
• Credit risk is the risk that a borrower will not repay a loan according
to the terms of the loan, either defaulting entirely or making late
payments of interest or principal.
• Concepts of adverse selection and moral hazard provides framework
to understand the principles that is used to minimize credit risk, yet
make successful loans.
The webinar covered extended external reporting (EER) assurance and the IAASB's draft guidance on EER assurance engagements. It discussed what EER is, how assurance serves the public interest, and challenges in EER assurance due to characteristics of EER reporting. The purpose and structure of the guidance was explained, focusing on how it addresses key stages of an EER assurance engagement and common types of EER information. Next steps outlined a public comment period on the draft guidance, with the final version expected in late 2020.
The document provides an overview of regulatory requirements and the Supervisory Review and Evaluation Process (SREP). It discusses key elements that supervisors will assess including business models, internal governance, risks to capital and liquidity, and institutions' Internal Capital Adequacy Assessment Process (ICAAP) and Internal Liquidity Adequacy Assessment Process (ILAAP). The SREP involves scoring institutions on a scale of 1 to 4 based on these elements. ICAAP and ILAAP are important inputs to the assessment of risks to capital and liquidity. The document outlines expectations for ICAAP and ILAAP including governance, design, integration with business strategy, risks considered, and stress testing.
The document discusses pension supervision. It begins by defining pension supervision and regulation, and explaining the theoretical basis for supervision, including market imperfections. It then discusses the importance of pension supervision in protecting members' interests and the stability of the financial system. The document outlines elements of supervision like licensing, monitoring, measurement, communication, and intervention. It also discusses different styles and structures of pension supervision between countries. Finally, it introduces the concept of risk-based supervision, which focuses resources on the greatest risks, compared to a compliance-based approach.
The document discusses early warning systems (EWS), providing definitions and components of an effective EWS including risk awareness, monitoring and warning services, and response capability. It also outlines some potential obstacles to establishing an EWS, such as concerns over expenses, information silos within companies, and a lack of agreement on severity matrices. The SECure assessment tool is introduced as an innovative practice-oriented approach to identifying early warning indicators for small businesses.
This document provides guidance for auditors conducting audits of banks' financial statements. It discusses key characteristics of banks that distinguish them from other commercial entities, including their custody of large amounts of monetary assets, high leverage, complex transactions, and regulatory requirements. The document outlines objectives for bank financial statement audits and emphasizes planning procedures, including obtaining an understanding of the bank's business, governance, products/services, and accounting and internal control systems. It provides examples of internal controls and substantive audit procedures for key bank operations.
The Risk Management of Commercial Banks Thailand’s Experience.pptmohamedmustafa854838
This document discusses risk management of commercial banks in Thailand. It provides an overview of the development of risk management guidelines by the Bank of Thailand since 1993. It also identifies limitations faced by banks in managing different types of risks, such as credit risk, market risk, liquidity risk, strategic risk, and operational risk. The guidelines issued by the Bank of Thailand aim to strengthen banks' risk management systems, policies, oversight, assessment, reporting, controls and infrastructure. The document also outlines Basel II implementation milestones for Thai banks from 2005 to 2009.
In this study we survey practices and supervisory expectations for stress testing (ST), in a credit risk framework for banking book exposures. We introduce and motivate ST; and discuss the function, supervisory requirements and expectations, credit risk parameters, interpretation results
with respect to ST. This includes a typology of ST (uniform testing, risk factor sensitivities, scenario analysis; and historical, statistical and hypothetical scenarios) and procedures for con-ducting ST. We conclude with two simple and practical stress testing examples, one a ratings migration based approach, and the other a top-down ARIMA modeling approach.
This document discusses operational risk management. It begins by defining risk management and the types of risks, including operational risk. It then discusses why operational risk management is important, highlighting some significant operational risk events. It describes tools for identifying and monitoring operational risk, such as loss data collection, risk and control self-assessments, and key risk indicators. It also discusses approaches for measuring operational risk capital requirements under Basel II and III, including the basic indicator approach, standardized approach, and advanced measurement approach. Finally, it notes some challenges in measuring operational risk and ways to mitigate and control operational risk exposures.
Financial regulators have issued an advisory to remind institutions to remind institutions of supervisory expectations regarding sound practices for managing interest rate risk. BankRisk from TriNovus can assisit financial institutions with this requirement. www.trinovus.com
The document provides an overview of an operational risk course. The course objectives are to introduce key aspects of operational risk, including definitions, importance of control and quantification, and regulatory frameworks. It outlines course modules that will cover topics such as risk identification, measurement, management tools, and case studies. It also summarizes perspectives on operational risk from industry practitioners, including approaches to improving financial performance and creating a "no surprise" environment through better risk management.
This document discusses key elements of sound risk management programs for community banks. It outlines that risk management programs should include board and senior management oversight, policies and procedures to limit risks, risk measurement and monitoring systems, and internal controls. Specifically for liquidity risk management, it recommends having expertise in cash management and asset-liability committees, appropriate risk limits in policies, and contingency planning that considers liquidity crisis scenarios. The document also provides examples of liquidity risk measurement tools and outlines elements that should be included in a contingency funding plan.
1. COSO Enterprise Risk Management (ERM) is a framework that helps companies consistently define and manage risks across the organization. It involves identifying, assessing, and responding to risks in a way that helps the company achieve its objectives.
2. The COSO ERM framework is represented as a cube with four columns of strategic objectives, eight rows of risk components, and multiple levels to describe the enterprise. It includes components like internal environment, objective setting, event identification, risk assessment, risk response, control activities, information & communication, and monitoring.
3. Control activities are policies and procedures that ensure risks are mitigated, such as separating duties and documentation. Information & communication ensures relevant information is shared to allow people
The document summarizes the objectives of Basel III regulatory changes from the perspective of regulators, including addressing systemic risk, improving risk assessment methods, strengthening capital standards, and enhancing liquidity and leverage rules. It also outlines supervisory expectations for strengthened enterprise risk management, stress testing, and internal capital adequacy assessments at financial institutions. The changes are aimed at making the financial system more resilient by reducing interconnectedness and improving risk management, but will have implications for provincially regulated credit unions.
The document outlines what to expect during an upcoming ECB onsite inspection, including how the ECB will inspect a bank's business model, internal governance, risks to capital and liquidity, and timelines for SREP and other regulatory requirements. It provides details on the assessment process, key areas of focus, and recommendations on how Deloitte can help banks prepare for and address any issues identified during an inspection. The overall purpose of the ECB onsite inspections is to conduct in-depth investigations of business models, control systems, and governance at banks across Europe.
The Royal Bank of Scotland is one of the oldest banks in the UK, founded in 1727. It provides banking and financial services globally through divisions like Global Banking & Markets, Corporate Banking, Retail, Wealth Management, Ulster Bank and Citizens. The bank employs over 137,000 people worldwide and had $38.8 billion in revenue. Philip Hampton serves as the Chairman of the Board of RBS.
It describes the risk based approach, and it will inform the reader about the procedure and guideline and step to do it; especially for new beginner to the Risk based supervision.
This 3-day training covers enterprise-wide risk management. Day 1 includes sessions on the foundation of risk management, what ERM is, and the COSO framework. Session 1 discusses the types of risks banks face and how risk management helps monitor and mitigate risks. Session 2 will cover Wema Bank's ERM framework, its 8 components, and practical examples. The COSO ERM framework provides principles and guidance for managing risks across an organization to achieve strategic objectives in areas like operations, reporting, and compliance.
From Analytical Actuarial to Fintech by CF Yam at HKU on 10 March 2016CF Yam
The document discusses the transition from traditional analytical actuarial processes to modern dynamic risk management in the era of fintech. It notes that analytical approaches are no longer sufficient due to factors like increased volatility, complex products, and new regulations. Modern risk management requires more sophisticated modeling of risks like insurance, market, credit, liquidity and operational risks. The rise of fintech is disrupting financial services and creating new opportunities for risk management professionals to develop specialized skills and take on expanded roles. Actuaries are well-positioned to succeed in risk management with skills in data analytics, modeling, and understanding different risk types.
Early warning signals (EWS) can help banks identify risks in loan portfolios in advance and take measures to limit non-performing assets. EWS can be based on quantitative factors like asset quality, capital, liquidity, and profitability, or qualitative factors. Identifying EWS allows banks to evaluate customer portfolios regularly, limit exposure in riskier segments, and minimize defaults. The benefits of EWS include reducing future NPAs, making effective risk management decisions, and utilizing capital efficiently. Banks should develop and regularly evaluate relevant EWS using IT systems to timely detect increased credit risk in aggregate portfolios and individual exposures.
The document discusses CAMELS ratings, which are assessments by bank regulators of financial institutions' overall financial condition and operations. CAMELS ratings range from 1 to 5 based on evaluations of Capital adequacy, Asset quality, Management, Earnings, Liquidity, and Sensitivity to market risk. Lower CAMELS ratings, especially a composite score of 3 or below, can subject banks to regulatory enforcement actions. The document urges bank directors to understand CAMELS ratings and their impact, as ratings influence access to capital, insurance costs, and talent recruitment.
The document discusses risk management systems in banks. It outlines the various types of risks banks face, including credit, interest rate, foreign exchange, liquidity, equity price, commodity price, legal, regulatory, reputational, operational and more. It emphasizes the importance of identifying, measuring, monitoring and controlling risks. The document then describes key aspects of an effective risk management structure in banks such as organizational structure, risk measurement approaches, policies set by the board, risk limits, management information systems, risk reporting frameworks, and periodic review.
This document discusses a roundtable on continuous auditing and risk monitoring. The agenda includes introductions, a discussion of what the market is doing, the role of automation, and a roundtable discussion. Key points from the discussion include: determining the appropriate frequency of auditing and monitoring based on risk; continuous auditing and monitoring should be risk-based and focus on critical areas; and technology can enable more frequent auditing if needed but not all transactions need continuous evaluation.
The document discusses regulatory expectations around anti-money laundering (AML) compliance certification under New York banking law Part 504. It notes the law will apply to all state-chartered banks and non-bank financial institutions, and holds organizations responsible for ensuring their AML/sanctions screening programs comply with regulations. The document also discusses challenges around scalability, integration, and consistency in AML compliance programs, and proposes solutions like improved transaction monitoring, case management technology, and a "maturity level" perspective to drive operational efficiency amid heightened regulatory scrutiny.
Paper on Strengthening Credit Culture and Monitoring Practices.pptxamkrisha
This document discusses strengthening credit culture and monitoring practices at banks. It defines credit culture as the unique system of policies, practices, and management attitudes that define acceptable lending behavior. Key elements of credit culture include policies and procedures, organizational structure, leadership, and human resources. The document also outlines various stages of credit monitoring from pre-sanction to post-disbursement. It identifies early warning signals of problematic borrowers such as low account turnover, frequent short-term loans, and declining sales. Strengthening credit culture and monitoring management are fundamental bank processes that benefit building a quality credit portfolio through proactively managing risks.
This presentation provides information about investing in Nepal. It introduces the presenters and outlines the topics to be covered, including why and how to invest in Nepal, potential sectors for investment, challenges, and recommendations. Key points highlighted are Nepal's strategic location and large workforce. It also discusses the ease of doing business in Nepal and potential for high profits due to low competition. The presentation then explores in more detail the opportunities across sectors, approval processes, and methods for foreign investment. It concludes by emphasizing the need for Nepal to reform its economic policies to attract more investment and foster prosperity.
The Risk Management of Commercial Banks Thailand’s Experience.pptmohamedmustafa854838
This document discusses risk management of commercial banks in Thailand. It provides an overview of the development of risk management guidelines by the Bank of Thailand since 1993. It also identifies limitations faced by banks in managing different types of risks, such as credit risk, market risk, liquidity risk, strategic risk, and operational risk. The guidelines issued by the Bank of Thailand aim to strengthen banks' risk management systems, policies, oversight, assessment, reporting, controls and infrastructure. The document also outlines Basel II implementation milestones for Thai banks from 2005 to 2009.
In this study we survey practices and supervisory expectations for stress testing (ST), in a credit risk framework for banking book exposures. We introduce and motivate ST; and discuss the function, supervisory requirements and expectations, credit risk parameters, interpretation results
with respect to ST. This includes a typology of ST (uniform testing, risk factor sensitivities, scenario analysis; and historical, statistical and hypothetical scenarios) and procedures for con-ducting ST. We conclude with two simple and practical stress testing examples, one a ratings migration based approach, and the other a top-down ARIMA modeling approach.
This document discusses operational risk management. It begins by defining risk management and the types of risks, including operational risk. It then discusses why operational risk management is important, highlighting some significant operational risk events. It describes tools for identifying and monitoring operational risk, such as loss data collection, risk and control self-assessments, and key risk indicators. It also discusses approaches for measuring operational risk capital requirements under Basel II and III, including the basic indicator approach, standardized approach, and advanced measurement approach. Finally, it notes some challenges in measuring operational risk and ways to mitigate and control operational risk exposures.
Financial regulators have issued an advisory to remind institutions to remind institutions of supervisory expectations regarding sound practices for managing interest rate risk. BankRisk from TriNovus can assisit financial institutions with this requirement. www.trinovus.com
The document provides an overview of an operational risk course. The course objectives are to introduce key aspects of operational risk, including definitions, importance of control and quantification, and regulatory frameworks. It outlines course modules that will cover topics such as risk identification, measurement, management tools, and case studies. It also summarizes perspectives on operational risk from industry practitioners, including approaches to improving financial performance and creating a "no surprise" environment through better risk management.
This document discusses key elements of sound risk management programs for community banks. It outlines that risk management programs should include board and senior management oversight, policies and procedures to limit risks, risk measurement and monitoring systems, and internal controls. Specifically for liquidity risk management, it recommends having expertise in cash management and asset-liability committees, appropriate risk limits in policies, and contingency planning that considers liquidity crisis scenarios. The document also provides examples of liquidity risk measurement tools and outlines elements that should be included in a contingency funding plan.
1. COSO Enterprise Risk Management (ERM) is a framework that helps companies consistently define and manage risks across the organization. It involves identifying, assessing, and responding to risks in a way that helps the company achieve its objectives.
2. The COSO ERM framework is represented as a cube with four columns of strategic objectives, eight rows of risk components, and multiple levels to describe the enterprise. It includes components like internal environment, objective setting, event identification, risk assessment, risk response, control activities, information & communication, and monitoring.
3. Control activities are policies and procedures that ensure risks are mitigated, such as separating duties and documentation. Information & communication ensures relevant information is shared to allow people
The document summarizes the objectives of Basel III regulatory changes from the perspective of regulators, including addressing systemic risk, improving risk assessment methods, strengthening capital standards, and enhancing liquidity and leverage rules. It also outlines supervisory expectations for strengthened enterprise risk management, stress testing, and internal capital adequacy assessments at financial institutions. The changes are aimed at making the financial system more resilient by reducing interconnectedness and improving risk management, but will have implications for provincially regulated credit unions.
The document outlines what to expect during an upcoming ECB onsite inspection, including how the ECB will inspect a bank's business model, internal governance, risks to capital and liquidity, and timelines for SREP and other regulatory requirements. It provides details on the assessment process, key areas of focus, and recommendations on how Deloitte can help banks prepare for and address any issues identified during an inspection. The overall purpose of the ECB onsite inspections is to conduct in-depth investigations of business models, control systems, and governance at banks across Europe.
The Royal Bank of Scotland is one of the oldest banks in the UK, founded in 1727. It provides banking and financial services globally through divisions like Global Banking & Markets, Corporate Banking, Retail, Wealth Management, Ulster Bank and Citizens. The bank employs over 137,000 people worldwide and had $38.8 billion in revenue. Philip Hampton serves as the Chairman of the Board of RBS.
It describes the risk based approach, and it will inform the reader about the procedure and guideline and step to do it; especially for new beginner to the Risk based supervision.
This 3-day training covers enterprise-wide risk management. Day 1 includes sessions on the foundation of risk management, what ERM is, and the COSO framework. Session 1 discusses the types of risks banks face and how risk management helps monitor and mitigate risks. Session 2 will cover Wema Bank's ERM framework, its 8 components, and practical examples. The COSO ERM framework provides principles and guidance for managing risks across an organization to achieve strategic objectives in areas like operations, reporting, and compliance.
From Analytical Actuarial to Fintech by CF Yam at HKU on 10 March 2016CF Yam
The document discusses the transition from traditional analytical actuarial processes to modern dynamic risk management in the era of fintech. It notes that analytical approaches are no longer sufficient due to factors like increased volatility, complex products, and new regulations. Modern risk management requires more sophisticated modeling of risks like insurance, market, credit, liquidity and operational risks. The rise of fintech is disrupting financial services and creating new opportunities for risk management professionals to develop specialized skills and take on expanded roles. Actuaries are well-positioned to succeed in risk management with skills in data analytics, modeling, and understanding different risk types.
Early warning signals (EWS) can help banks identify risks in loan portfolios in advance and take measures to limit non-performing assets. EWS can be based on quantitative factors like asset quality, capital, liquidity, and profitability, or qualitative factors. Identifying EWS allows banks to evaluate customer portfolios regularly, limit exposure in riskier segments, and minimize defaults. The benefits of EWS include reducing future NPAs, making effective risk management decisions, and utilizing capital efficiently. Banks should develop and regularly evaluate relevant EWS using IT systems to timely detect increased credit risk in aggregate portfolios and individual exposures.
The document discusses CAMELS ratings, which are assessments by bank regulators of financial institutions' overall financial condition and operations. CAMELS ratings range from 1 to 5 based on evaluations of Capital adequacy, Asset quality, Management, Earnings, Liquidity, and Sensitivity to market risk. Lower CAMELS ratings, especially a composite score of 3 or below, can subject banks to regulatory enforcement actions. The document urges bank directors to understand CAMELS ratings and their impact, as ratings influence access to capital, insurance costs, and talent recruitment.
The document discusses risk management systems in banks. It outlines the various types of risks banks face, including credit, interest rate, foreign exchange, liquidity, equity price, commodity price, legal, regulatory, reputational, operational and more. It emphasizes the importance of identifying, measuring, monitoring and controlling risks. The document then describes key aspects of an effective risk management structure in banks such as organizational structure, risk measurement approaches, policies set by the board, risk limits, management information systems, risk reporting frameworks, and periodic review.
This document discusses a roundtable on continuous auditing and risk monitoring. The agenda includes introductions, a discussion of what the market is doing, the role of automation, and a roundtable discussion. Key points from the discussion include: determining the appropriate frequency of auditing and monitoring based on risk; continuous auditing and monitoring should be risk-based and focus on critical areas; and technology can enable more frequent auditing if needed but not all transactions need continuous evaluation.
The document discusses regulatory expectations around anti-money laundering (AML) compliance certification under New York banking law Part 504. It notes the law will apply to all state-chartered banks and non-bank financial institutions, and holds organizations responsible for ensuring their AML/sanctions screening programs comply with regulations. The document also discusses challenges around scalability, integration, and consistency in AML compliance programs, and proposes solutions like improved transaction monitoring, case management technology, and a "maturity level" perspective to drive operational efficiency amid heightened regulatory scrutiny.
Paper on Strengthening Credit Culture and Monitoring Practices.pptxamkrisha
This document discusses strengthening credit culture and monitoring practices at banks. It defines credit culture as the unique system of policies, practices, and management attitudes that define acceptable lending behavior. Key elements of credit culture include policies and procedures, organizational structure, leadership, and human resources. The document also outlines various stages of credit monitoring from pre-sanction to post-disbursement. It identifies early warning signals of problematic borrowers such as low account turnover, frequent short-term loans, and declining sales. Strengthening credit culture and monitoring management are fundamental bank processes that benefit building a quality credit portfolio through proactively managing risks.
This presentation provides information about investing in Nepal. It introduces the presenters and outlines the topics to be covered, including why and how to invest in Nepal, potential sectors for investment, challenges, and recommendations. Key points highlighted are Nepal's strategic location and large workforce. It also discusses the ease of doing business in Nepal and potential for high profits due to low competition. The presentation then explores in more detail the opportunities across sectors, approval processes, and methods for foreign investment. It concludes by emphasizing the need for Nepal to reform its economic policies to attract more investment and foster prosperity.
The document summarizes key points from the Indian Union Budget 2018 regarding digital initiatives. It discusses how the budget allocates funds to support digital transformation, including 3.07 billion rupees for Digital India. It outlines plans to establish centers of excellence in artificial intelligence and launch a smart cities mission with over 20,000 crore allocated. Additionally, it notes 500,000 Wi-Fi hotspots will be created to provide internet access to 5 million rural citizens as part of the Digital India vision.
B.F. Skinner was an American psychologist who developed the theory of operant conditioning. Some key aspects of Skinner's work include:
- He focused on observable behavior and studied how environmental consequences shape behavior through reinforcement or punishment.
- He conducted experiments using operant conditioning techniques like positive reinforcement and schedules of reinforcement in animals and humans.
- His theory of operant conditioning and concepts like reinforcement schedules and shaping behavior were influential but also criticized for being too narrow.
- He applied his behaviorist ideas to society and technology through concepts like teaching machines and behavioral control in communities.
This document provides summaries of various consumer protection acts and legislation in Nepal, including:
1. The Black Market and Some Social Crime and Punishment Act of 1997 which aims to control public crimes and maintain peace.
2. The Food Act of 1966 which prohibits selling or distributing food below prescribed quality standards to protect public health.
3. The Nepal Standards Act of 1980 which established the Nepal Council of Standards and Nepal Bureau of Standards to determine and enforce standards for goods and services.
4. The Consumer Protection Act of 1999 which defines various consumer rights like protection from harmful goods and right to compensation.
5. The Copyright Act of 2002 which protects copyrightable works and outlines penalties for unauthorized publication or use
This document summarizes a group presentation on pricing decisions. It discusses various pricing concepts including defining pricing, factors that influence pricing like costs, competition and demand, and different pricing methods. Specifically, it outlines cost-based pricing methods like cost-plus pricing and break-even analysis. It also discusses using demand estimates to conduct flexible break-even analysis to determine the price that maximizes profits by considering different sales volume scenarios. In conclusion, integrating sales estimates into break-even analysis provides a more realistic way for companies to evaluate pricing alternatives and select the optimal price.
Psychology is defined as the scientific study of behaviors and mental processes. The document discusses the goals of psychology which include improving motivation, leadership, communication skills, decision making, memory, grades, productivity and health. It also outlines the main research methods used in psychology, such as observation, case studies, surveys, correlation analysis and experimentation to describe, explain, predict and control behaviors.
. Relational Database Design 1.1. Introduction to Anomalies 1.2. Functional dependencies 1.3. Decomposition 1.4. Introduction to Normalization 1.4.1. First Normal Form 1.4.2. Second Normal Form 1.4.3. Third Normal Form 1.4.4. BCNF
Black Market and Some Social Crime and Punishment Act, 1997.
Food Act, 1966.
Nepal Standards Act, 1980.
Consumer Protection Act, 1999.
Copyright Act, 2002
Patient, design and trademark Act,(PPDTA)
This document provides information about decision making and decision making styles. It discusses that decision making involves identifying and selecting a course of action to solve a problem. It then gives examples of easy and difficult decisions. It outlines the steps in decision making which include identifying the problem, criteria, alternatives, analysis, selection, implementation and evaluation. It also discusses different decision making styles such as directive, analytical, conceptual and behavioral. The document uses an example of setting up a computer lab to illustrate the decision making process and selection of the best alternative based on predetermined criteria and weights.
Marketing communication and key Elements of communicationamkrisha
Marketing communication involves exchanging information between parties through common symbols. It aims to inform, persuade and remind consumers about products and brands. The key elements of communication include a sender, message, encoding, channel, decoding, receiver, noise and feedback. The sender transmits a message through a channel which the receiver decodes and may provide feedback in response.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
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2. 1. Functions, Features and Use of the EWS
1. The Role of EWS in Supervision
1. Functions of the EWS
2. Development of the EWS
3. EWS as a supervisory tool
2. General Features of the EWS
1. Idiosyncrasies of CFI and CFI
2. Areas of the EWS and their linkages
3. Validation calculations prove the necessity of expanding CAMEL
4. Core features of the new EWS: renouncement of weighing, database and benchmarks
3. The Analysis Process
1. General framework for the analysis process
2. Addressing the root cause: the role of policies, instruments and internal control
3. The EWS is the neural system of a CFI
The neural system warns us of death by
starvation or of dying of thirst.
The EWS will warn the CFI of death e.g.
by high credit failures or permanently
poor performance.
5. The time aspect in EWS
t
Latent risk occurs Risk identified Financial
consequences in
case of idleness
Time to act!
Strategic crisis
Profitability
crisis
Liquidity
crisis
EWS other visible without
tool assessment tools tool
6. Four general questions to be answered by the EWS
1. ...whether the CFI is in a sound and healthy condition,
2. and if not, from what kind of illness the CFI suffers,
3. which medicine is the right one and
4. how one can prevent illnesses in future.
7. The implementation of the EWS could trigger substantial
changes and follow-ups...
...of the supervisory approach: Risk based supervision
...of the CFIs processes: Strategies and instruments, internal
control, MIS, accounting
...of the CFI/sector or industry: Improved soundness!
8. Who are the addressees of EWS?
All institutions that are interested in the soundness of
an individual CFI
and / or the entire CFI sector
Supervisory Authorities (CBDA/SARB)
(Other State Authorities)
Deposit Insurance Systems
(Apex Institutions)
(CFI Federations, NACFISA)
CFI itself
9. Managing a CFI without EWS is like …
…driving a car without lights in a
moonless, deep black night!
If we notice that we are leaving
the road, it is too late to avoid a
tree or a ditch!
10. EWS is an obligation to the individual CFI as well as to the
entire sector.
The survival of a CFI always depends on the
trust of the clients in the CFI
The trust of the clients in the CFI depends on
the trust of the clients in the entire sector
11. Objectives of EWS from
the perspective of the supervisory authority
• Identification of unsound CFI
• Timely location of problem areas and their root
causes
• Increase scopes of action to eliminate the causes of
problems
• Ongoing learning process resolves into permanent
improvement of the EWS
12. Supervisory review process and output orientated
supervision
Old-fashioned: Output oriented supervision
Limited to monitoring of compliance to threshold values of specific ratios
Root causes of missing threshold values are not investigated
Interventions follow standardised procedures that do not take into account the specific
circumstances of the CFI
Future: Process oriented supervision
Supervision focuses on the processes of a CFI
Ratios are used to encircle problems that arise from the operating structures of a CFI
The assessment of deviations from a given benchmark is not closing the supervision act
but triggering the virtual process oriented supervision (on-site-monitoring)
13. How does the EWS differ from regulatory norms?
EWS
Indicate jeopardizing developments
even if they show up within these
borders
Experience of the driver
Capture negative developments
before they resolve into violations of
regulatory norms
Economical reality
Addressing the root cause of
deviations from desired threshold-
values
Measures adopted to individual
circumstances of CFI
Regulatory Norm
Ultimate borders of the risk appetite
Speed limit
Violation of norms as negative signal
Political decision
Sanctioning of deviations from desired
threshold-values
Equal treatment of CFI
14. 1. Functions, Features and Use of the EWS
1. The Role of EWS in Supervision
1. Functions of the EWS
2. Development of the EWS
3. EWS as a supervisory tool
2. General Features of the EWS
1. Idiosyncrasies of CFI and CFI-sector
2. Areas of the EWS and their linkages
3. Validation calculations prove the necessity of expanding CAMEL
4. Core features of the new EWS: renouncement of weighing, database and
benchmarks
3. The Analysis Process
1. General framework for the analysis process
2. Addressing the root cause: the role of policies, instruments and internal control
15. 1. What constitutes an EWS?
1. Who is the doctor?
2. Who is the patient?
3. What areas are checked?
4. What diagnostic method is used?
5.
16. Do we need specific EWS for CFI?
CFI usually ...
...are smaller
...operate in a restricted area
...are less exposed to competition
...serve clients with narrow means or even poor clients
...have small transaction volumes
...focus on short termed business
...are less professionalised
...thus are to be analysed in different manner than commercial banks!
17. Idiosyncrasies of the CFI Industry
• Broad variability of CFI concerning scope of business and sophistication
• Lack of transparency concerning profitability and efficiency
• Turbidity of interest rates and pricing policies
• Particularly prone to operational risks, especially fraud
• Increasing exposure to market competition
• Lack of long termed fixed interest funding opportunities
• High demand for long termed fixed interest loans
• Some CFI bear high concentration risks (e.g. Work based CFI – one company)
• General lack of awareness of interest rate risks and of risks of transformation of
terms
18. What areas are to be checked?
• numerous ratios CAMELS’, PEARLS, BAKIS/SCUTINY (DGRV), other
ratios, etc.
• and suggestions on how to structure the areas of the microfinance EWS
•These ratio systems are designed to support the overall assessment of
MFIs
• and don’t explicitly incorporate forward looking early warning
indicators. A supervisory EWS does not replace CAMELS but rather
complements
20. Information areas CAMEL vs. EWS
Area Subarea
1. Risk
1.1 Credit Default Risk
1.2 Credit Concentration Risk
1.3 Structural Liquidity Risk
1.4 Interest Rate Risk
2. Profitability and Growth
2.1 Profitability
2.1.a Miscellaneous Income
2.2 Growth
3. Reserves (Buffers)
3.1 Capitalisation
3.2 Provisioning
3.3 Liquidity Reserves
(4. Competitiveness)
4.1 Interest on Loans
4.2 Interest on Deposits
4.3 Dividends
5. Idle Assets,
Operating Cost
5.1 Idle Assets
5.2 Operating Expenses
Insufficiently monitored Not monitored
Treatment of respective EWS-Subarea in CAMEL: Monitored
Different Approach
21. What diagnostic methods are used?
• 1. Garbage in, garbage out
• timeliness and accuracy of these data are a big issue in microfinance
• lack of accounting proficiency
• appropriate IT infrastructures
• absence of internal control systems incites credit officers and managers to gamble and particularly to
whitewash credit reports
• 2. Selection of indicators
• Any mechanical usage of ratio systems without incorporation of common sense and further
qualitative judgement is a risk in itself.
• The output of mechanised off-site EWS is therefore not to be considered as a final judgement but as
a valuable tool supporting further analysis
• The EWS should enable the analyst to generate intelligent questions about the operations of an CFI
that address the root causes of deficiencies. Instead of leading the analyst astray with a tangled
mass of ratios
22. Aggregation of indicators
- Rating scores also seem to be a very convenient tool to simplify and standardise
the supervision process.
- However, it is doubtful whether they are appropriate for early warning:
• (1) Early warning means early diagnosis
•The utmost goal of the EWS is not to calculate a precise probability of default but to
identify CFIs that face problems.
• (2) Aggregate scores usually cover only part of the entire business and insufficiently
mirror the linkages among ratios.
•This is why composite ratings can be manipulated once the fixed weights are known.
23. Rating systems are not appropriate for early warning
purposes of CFI
A Asset Quality
M Management
E Earnings
L Liquidity
S Security
C Capital
Composite
Rating Score
Fixed
Weights
24. Core problem of ratings based on weighted scores
A bad liver cannot be
compensated by good lounges!
25. The purpose of EWS totally differs from the purpose of rating
of banks
Key question of rating systems:
How to quantify the probability of default of a business
bank?
Key question of a CFI:
How to identify problem CFI? Which steps to take in
order to prevent these CFI from defaulting?
EWS is not the final judgement. EWS triggers deepened
investigations and does not replace investigations.
26. Outlook on the process of setting benchmarks for the EWS
t
Proposal of preliminary
benchmarks, based on
common sense, prudential
principles and international
experience
Local supervisors are requested to give
reasons for deviating as well as for not
changing preliminary benchmarks
Investigate sectors prone to sector risk!
Discussion of reasons
given by local
supervisors, amendment
of benchmarks
Regular institutionalised
discussion meetings
concerning early
warning issues with
local supervisors to
foster continued
improvement of the
EWS (benchmarks,
ratios)
27. 1. Functions, Features and Use of the EWS
1. The Role of EWS in Supervision
1. Functions of the EWS
2. Development of the EWS
3. EWS as a supervisory tool
2. General Features of the EWS
1. Idiosyncrasies of CFI and CFI
2. Areas of the EWS and their linkages
3. Validation calculations prove the necessity of expanding CAMEL
4. Core features of the new EWS: renouncement of weighing, database and benchmarks
3. The Analysis Process
1. General framework for the analysis process
2. Addressing the root cause: the role of policies, instruments and internal control
28. Stages of the analysis process
1. Description of the CFI as reflected in the EWS
1. Is the data reliable? Entry error? Defect of the accounting system?
2. Trends of a ratio? Benchmarks?
2. Addressing the root cause of deficiencies reflected by the EWS
3. Verification of the preparatory analysis by onsite-inspections,
definition of measures and enforcement of measures
29. General framework for addressing the root cause of
deficiencies
1. Does the CFI maintain appropriate policies and instruments to control the
area? Do these instruments reflect the state of the art of CFI?
2.Are these policies and instruments embedded into an effective and
appropriately formalised organisational structure?
3.Are policies, instruments and other formal structures actually practiced in
daily business and form part of the corporate culture of a CFI?
4.Do the procedures that are actually practised show any internal control
gaps? Are they prone to operational risks, especially fraud risk?
5.Does the management of a CFI deliberately take disproportionately high
risks to leverage profit?
30. Policies and Instruments
• Policies and instruments of a CFI have to be
appropriate and match up with the complexity and
the size of the business
• For most of the CFI very simple and basic
approaches will be sufficient.
• Nevertheless such simple and basic approaches
covering all material risks have to be in place!
31. Why is the internal control system especially important for
microfinance institutions?
• Large number of small transactions
• Vulnerable activities often highly decentralised
• Close relationship between loan officers and customers
• Staff is often not very well paid
• Customers are often not familiar with banking procedures
32. Elements of an internal control system
1. Management oversight and control culture
2. Risk recognition and assessment
3. Control activities and segregation of duties
4. Information and communication
5. Monitoring activities and correcting deficiencies
33. Control activities and segregation of duties
• Control activities are an integral part of all activities of a bank
• Involving all level of staff
• Include both control procedures and their verification
• Lack of segregation of duties: major cause of losses!
• No transaction should be carried out from origination to booking by
one single person
• Explicitly to be segregated: e.g. approval and disbursement of
loans, accounting and management of funds
• Prerequisite: Provide a detailed and transparent documentation on
the organisational structure!
34. Steps Taken to develop the EWS
• Stocktaking of existing EWS
• Stocktaking of idiosyncrasies of the CFI Industry and derivation of requirements towards EWS
• Proposal of an EWS concept, match concept with data available from reports / accounting
• Prototype, documentation
• Quantitative and qualitative validation, feedback of focussed group discussion, incorporation of feedback
into prototype, ongoing improvement of the EWS
• Proposal for preliminary benchmarks
• Shadow programming of some ratios of the EWS prototype in the BI oracle data base
• Calculation of EWS figures on the aggregate industry level
• Draft supervisory guidelines
• Second feedback on EWS in focussed group discussion
• Discussion on benchmarks and decision (in progress)
• Incorporation of last feedback in EWS
• Development of user guidelines, development of training material, training concept
35. Vielen Dank für Ihre Aufmerksamkeit!
Ludwig Ehard
Director Regional Program – Africa
German Co-operative and Raiffeisen Confederation
DGRV – Deutscher Genossenschafts- und Raiffeisenverband e. V.
Pretoria, South Africa
lehard@dgrv.coop
Thank you for your attention!