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论文编号：	12852
作者编号：	2320180512
上传时间：	2021/12/10 21:44:04
中文题目：	J银行T分行操作风险管理研究
英文题目：	Research on Operational Risk of J Bank T Branch
指导老师：	梅丹
中文关键字：	商业银行；操作风险管理；风险管理
英文关键字：	Commercial bank；Operational risk management；Total risk management
中文摘要：	近年来，商业银行的经营发生了许多重大的变化。一方面是银行自身的变革，为了更好地适应经济发展，满足大众的金融需求，商业银行推出了大量创新金融产品，这些产品的风险一般都高于传统金融产品。同时由于商业银行一直在进行普惠金融的推广，使得商业银行服务的群体也越来越广泛，这也给风险管理增加了难度。另一方面由于多种因素导致的全球金融环境不断恶化给商业银行的经营带来了不小的困难。这些改变都为银行的风险管理增加了难度。长久以来人们对于商业银行风险管理并没有一个清楚的认识，尤其是操作风险管理，一直被人们所忽略，学术界甚至对于操作风险都没有给出过一个完整的定义，只是将其简单的归结为除了信用风险和市场风险之外的风险，直到2004年6月《巴赛尔新资本协议》问世，操作风险才有了清晰完整的定义，在新协议中操作风险被认为是“由不完善或有问题的内部程序、人员以及系统或者外部事件所造成的损失的风险”。在操作风险被清楚定义后，各商业银行也开始重视操作风险，逐步加强操作风险管理，国内学术界对于操作风险管理的研究相对于国外比较滞后，导致商业银行对于操作风险管理无论从理论基础还是技术支持上都落后于世界先进银行操作风险管理水平。但同时操作风险引发的风险事件又频频出现，这使得操作风险管理成为商业银行管理风险的关键环节，对于各商业银行来说，能够管理好操作风险就在风险管理领域成功了一大半。 本文以国有四大行之一的J银行操作风险管理作为研究对象，J银行作为国有商业银行，肩负着大行使命和社会责任，J银行的运营如果出现问题就会影响整个社会经济发展，扰乱国家金融秩序，从这一点讲J银行做好风险防控就显得尤为重要，而操作风险管理作为风险防控的基础工作就更加成为重中之重。本文通过大量研读国内外文献明确操作风险的定义、分类及特征，引入风险管理理论，按照风险管理理论中的八要素对J银行T分行目前的操作风险管理现状进行分析，同时结合作者的一线工作经验，指出目前柜面操作管理中存在的问题，针对问题找出相应对策并制定保障措施，希望能够弥补J银行日常操作风险管理工作中的不足，提升操作风险管理水平。
英文摘要：	In recent years, many great changes have taken place in the operation of commercial Banks, first of all, in order to adapted economic development more fluently, the Banks have to change themselves. At the same time to commercial bank introduced a large number of innovative financial products to meet the demand of customers. On the other hand, as a result of innovative financial products, commercial bank service group is becoming more and more widely, the continuous deterioration of the global financial environment caused by various factors has brought great difficulties to the operation of commercial banks. These changes have increased the difficulty of risk management for banks. For a long time, people have not had a clear understanding of the risk management of commercial banks, especially the operational risk management, which has been ignored by people. The academia even has not a complete definition of operational risk, just simply summed it up as risks expect to credit risk and market risk, until《Basel New Capital Agreement》came out in June 2004. Operational risk is clearly and completely defined in the new protocol as "the risk of loss caused by imperfect or problematic internal procedures, personnel, and systems or external events". After operational risk is clearly defined, commercial banks begin to attach importance to operational risk and gradually strengthen operational risk management. Domestic academic research on operational risk management lags behind that of foreign countries, resulting in commercial banks lagging behind the operational risk management level of advanced banks in the world in terms of both theoretical basis and technical support. At the same time, due to the frequent occurrence of risk events caused by operational risks, operational risk management has become a key link of risk management for commercial banks. For commercial banks, managing operational risks well will achieve a majority of success in the field of risk management. This paper takes the operational risk management of BANK J, one of the four state-owned banks, as the research object. As a state-owned commercial bank, Bank J shoulders the mission and social responsibility of big Bank. If there is any problem happened in the operation of Bank J, it will affect the whole social and economic development and disrupt the national financial order. And operational risk management as the basic work of risk prevention and control becomes the most important. This paper clarizes the definition, classification and characteristics of operational risk by reading a large number of domestic and foreign literature, introduces the risk management theory, analyzes the current operational risk management status of J Bank AND T Branch according to the eight elements of risk management theory, and points out the problems existing in the current counter operation management based on the author's front-line work experience. To find out corresponding countermeasures and formulate safeguard measures, hoping to make up for the deficiencies in THE daily operational risk management of J Bank and improve the level of operational risk management.
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