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DA document
- 4. 1 Challenge/Objective Since the economic collapse of 2007-2008, financial services organizations have placed a much greater emphasis on the goal of proactive risk identification and mitigation across the relationship lifecycle. This ever-increasing attention to risk and the growing regulatory demands surrounding it have made establishing an enhanced, executive role for risk management a priority in many banking organizations. Much of this concern is driven by the intent to comply with the “Principles for Effective Risk Aggregation and Data Reporting” (RDAR). Domestically important banks will have these principles embedded in their compliance processes in support of Basel III and the Comprehensive Capital Analysis and Review. Areas of key importance to regulatory supervisors include overarching governance and risk appetite infrastructure, risk aggregation data capabilities and risk reporting practices. It is a key expectation that risk organizations, tasked with oversight and coordination by the Basel Committee on Banking Supervision, specifically RDAR capabilities, should be staffed appropriately and aligned to ensure effective administration of portfolio risk management while also satisfying the many components of regulatory guidance. 2 Defining the size of its newly appointed Risk Architecture department, in terms of appropriate organization, accountabilities and skill sets of the expanded set of roles, was the challenge that a financial services client brought to the Experian Global Consulting Practice team’s attention in 2014. The client’s Senior Risk team asked Experian to determine the appropriate scope and staffing requirements of the Chief Risk Architecture (CRA) team. By using Experian’s business review methodology and internal and external benchmark assessments, Experian’s research and consultation services could ensure that the CRA team would successfully align and support the functions of the Risk Management department. In addition, the Client Risk team wanted information on how the enhanced CRA department should be staffed and what the key roles and responsibilities would be based on the model of peer organizations. The client’s vision for the executive role was clear. The chief risk architect needed to be someone very familiar with business operations and with a broad scope of experience across the organization. The chief risk architect would be the driving force to integrate initiatives and coordinate activities to achieve the organization’s stated risk appetite. . Client Our client is a top-tier national retail bank with significant expertise in the service of high-net-worth clientele and retirement services. Globally diversified financial services company Improving risk management and regulatory compliance