An Operational Risk Rating Model Approach to Better Measurement and Management of Operational Risk

Anthony Peccia

Contents
1.

Development and Validation of Key Estimates for Capital Models

2.

Explaining the Correlation in Basel II: Derivation and Evaluation

3.

Explaining the Credit Risk Elements in Basel II

4.

Loss Given Default and Recovery Risk: From Basel II Standards to Effective Risk Management Tools

5.

Assessing the Validity of Basel II Models in Measuring Risk of Credit Portfolios

6.

Measuring Counterparty Credit Risk for Trading Products under Basel II

7.

Implementation of an IRB-Compliant Rating System

8.

Stress Tests of Banks’ Regulatory Capital Adequacy: Application to Tier 1 Capital and to Pillar 2 Stress Tests

9.

Advanced Credit Model Performance Testing to Meet Basel Requirements: How Things Have Changed!

10.

Designing and Implementing a Basel II Compliant PIT–TTC Ratings Framework

11.

Basel II in the Light of Moody’s KMV Evidence

12.

Basel II Capital Adequacy Rules for Retail Exposures

13.

IRB-Compliant Models in Retail Banking

14.

Basel II Capital Adequacy Rules for Securitisations

15.

Regulatory Priorities and Expectations in the Implementation of the IRB Approach

16.

Market Discipline and Appropriate Disclosure in Basel II

17.

Validation of Banks’ Internal Rating Systems – A Supervisory Perspective

18.

Rebalancing the Three Pillars of Basel II

19.

Implementing a Basel II Scenario-Based AMA for Operational Risk

20.

Loss Distribution Approach in Practice

21.

An Operational Risk Rating Model Approach to Better Measurement and Management of Operational Risk

22.

Constructing an Operational Event Database

23.

Insurance and Operational Risk

MODELLING OPERATIONAL RISK: WHAT FOR?

Partly in response to regulatory initiatives coming out of the Basel II proposals (see Basel Committee on Banking Supervision 2005) and partly in response to the fear of being left behind by their competitors, many banks are devoting resources to measure operational risk. As with any measurement process, whether it be key performance measures, market risk or operational risk, the success and the usefulness of the measurement depends less on the sophistication of the measurement model and more on two important elements: (1) what the measure tells management that otherwise would not be known, and (2) how the results of the measure will be used to influence management practice. These two elements are the most important result of the measurement process. This chapter presents an operational risk measurement model development process and a model that achieves this result.

To achieve any result, it is always best to have a clear picture of the desired outcome, and then design the components to achieve that outcome. In the case of operational risk modelling, the clear picture is a set of answers to be provided by the model to some very specific

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