建行J分行柜面業(yè)務(wù)操作風險內(nèi)部控制優(yōu)化設(shè)計研究
發(fā)布時間：2018-10-29 09:14
【摘要】：近些年以來,伴隨著金融全球化和創(chuàng)新化的發(fā)展腳步,金融業(yè)進入了一個動蕩的時期,銀監(jiān)會披露的相關(guān)資料顯示,操作風險損失案件中有80%以上案件都是因為“有章不循,違規(guī)操作”造成的。這表明操作風險的防范與化解主要需要通過改善銀行內(nèi)部控制。本文通過查閱相關(guān)文獻,以案例研究為主,從銀行業(yè)務(wù)實務(wù)的角度出發(fā),運用柜面業(yè)務(wù)操作風險及其管理的有關(guān)理論,從內(nèi)部控制完善角度出發(fā),以建設(shè)銀行J分行的柜面業(yè)務(wù)為例,深入分析建設(shè)銀行J分行柜面業(yè)務(wù)操作風險,之后從商業(yè)銀行內(nèi)部控制角度具體剖析了建設(shè)銀行J分行柜面業(yè)務(wù)存在問題的原因,同時指出了其內(nèi)部控制體系在柜面操作風險防范方面的不足,提出了針對建設(shè)銀行J分行柜面業(yè)務(wù)操作風險內(nèi)部控制改善的5項措施：一是加強內(nèi)控環(huán)境建設(shè),重點培育合規(guī)文化；二是量化內(nèi)部控制評價,創(chuàng)新風險識別與評估手段；三是完善內(nèi)部控制措施,提高制度執(zhí)行力；四是發(fā)揮內(nèi)外部監(jiān)管對柜而操作風險防范的作用,五是提高溝通有效及時性,暢通信息報告路徑。最終形成由業(yè)務(wù)部門、風險部門和審計部門協(xié)同作用的“三道防線”,有效監(jiān)控商業(yè)銀行柜面業(yè)務(wù)操作風險的發(fā)生,減少柜面業(yè)務(wù)損失事件。為完善我國商業(yè)銀行操作風險內(nèi)部控制提供思路。 本文針對建設(shè)銀行J分行柜面業(yè)務(wù)中的匯兌業(yè)務(wù),柜面人員處理環(huán)節(jié)、授權(quán)環(huán)節(jié)以及事后監(jiān)督與監(jiān)管環(huán)節(jié),分別識別了原有業(yè)務(wù)流程的關(guān)鍵風險點,結(jié)合關(guān)鍵點,通過加強內(nèi)部流程控制,提出了具體的柜面業(yè)務(wù)流程優(yōu)化方案。另外,還對傳統(tǒng)的“三道防線”理論提出了進一步完善的建議,認為商業(yè)銀行應(yīng)該重構(gòu)第一、二道防線,注重將針對風險管理的職能融入其中,進而將風險管理責任人隊伍進一步擴大。
[Abstract]:In recent years, with the development of financial globalization and innovation, the financial industry has entered a turbulent period. The relevant information disclosed by the CBRC shows that more than 80% of operational risk loss cases are due to "irregular rules." A violation of the operation "." This indicates that the prevention and solution of operational risks mainly need to improve the internal control of banks. In this paper, by consulting relevant literature, mainly from the case study, from the perspective of banking practice, the use of counter business operational risk and its management theory, from the perspective of internal control, Taking the container business of China Construction Bank J Branch as an example, this paper deeply analyzes the operational risk of container business in J branch of China Construction Bank, and then analyzes the causes of the problems in the container business of J branch of China Construction Bank from the angle of internal control of commercial bank. At the same time, the paper points out the deficiency of its internal control system in preventing counter operation risk, and puts forward five measures to improve the internal control of cabinet operation risk in J branch of China Construction Bank: first, strengthening the construction of internal control environment, Focus on fostering compliance culture; Second, quantitative evaluation of internal control, innovation of risk identification and evaluation means, third, improvement of internal control measures to improve the execution of the system; The fourth is to play the role of internal and external supervision to prevent the operating risks of cabinets, and the fifth is to improve the effective timeliness of communication and smooth the path of information reporting. Finally, the "three lines of defense", which are coordinated by business department, risk department and audit department, are formed, which can effectively monitor the occurrence of operational risk of commercial bank's counter business and reduce the loss of counter business. To improve the internal control of operational risks of commercial banks in China. In this paper, the key risk points of the original business process are identified and combined with the exchange business in J branch of China Construction Bank, the handling of counter personnel, the authorization link, and the supervision and supervision after the event. Through strengthening the internal process control, the paper puts forward the concrete cabinet business process optimization scheme. In addition, it also puts forward further suggestions to the traditional theory of "three lines of defense". It believes that commercial banks should reconstruct the first and second lines of defense and pay attention to integrating the functions of risk management into them. Furthermore, the team of responsible persons for risk management will be further expanded.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F832.33
本文編號：2297270
[Abstract]:In recent years, with the development of financial globalization and innovation, the financial industry has entered a turbulent period. The relevant information disclosed by the CBRC shows that more than 80% of operational risk loss cases are due to "irregular rules." A violation of the operation "." This indicates that the prevention and solution of operational risks mainly need to improve the internal control of banks. In this paper, by consulting relevant literature, mainly from the case study, from the perspective of banking practice, the use of counter business operational risk and its management theory, from the perspective of internal control, Taking the container business of China Construction Bank J Branch as an example, this paper deeply analyzes the operational risk of container business in J branch of China Construction Bank, and then analyzes the causes of the problems in the container business of J branch of China Construction Bank from the angle of internal control of commercial bank. At the same time, the paper points out the deficiency of its internal control system in preventing counter operation risk, and puts forward five measures to improve the internal control of cabinet operation risk in J branch of China Construction Bank: first, strengthening the construction of internal control environment, Focus on fostering compliance culture; Second, quantitative evaluation of internal control, innovation of risk identification and evaluation means, third, improvement of internal control measures to improve the execution of the system; The fourth is to play the role of internal and external supervision to prevent the operating risks of cabinets, and the fifth is to improve the effective timeliness of communication and smooth the path of information reporting. Finally, the "three lines of defense", which are coordinated by business department, risk department and audit department, are formed, which can effectively monitor the occurrence of operational risk of commercial bank's counter business and reduce the loss of counter business. To improve the internal control of operational risks of commercial banks in China. In this paper, the key risk points of the original business process are identified and combined with the exchange business in J branch of China Construction Bank, the handling of counter personnel, the authorization link, and the supervision and supervision after the event. Through strengthening the internal process control, the paper puts forward the concrete cabinet business process optimization scheme. In addition, it also puts forward further suggestions to the traditional theory of "three lines of defense". It believes that commercial banks should reconstruct the first and second lines of defense and pay attention to integrating the functions of risk management into them. Furthermore, the team of responsible persons for risk management will be further expanded.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F832.33
【引證文獻】
相關(guān)期刊論文 前1條
1 王海霞;;淺談銀行柜面操作風險原因及控制措施[J];山西農(nóng)經(jīng);2016年14期
相關(guān)碩士學(xué)位論文 前2條
1 王釗;MF銀行柜臺業(yè)務(wù)流程再造研究[D];天津工業(yè)大學(xué);2017年
2 葛磊;齊魯銀行柜面操作風險管理研究[D];山東大學(xué);2015年
，本文編號：2297270
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