Analysis Of Counter Operation Risk In Rural Commercial Bank

In the past ten years, Chinese banking has experienced rapid growth and obtained remarkable achievements ever since the bank reforms. However, the downward pressure on domestic economy gradually emerge, as uncertainties on the international financial market have increased. Therefore, it appears to be very important of the risk prevention and control, for consolidating the hard-earned achievements and guaranteeing healthy, rapid and sustainable development of Chinese banking. After the operational risk of counter service was listed as one of the three big risks in financial risk management in Basel II Accord, it has been increasingly emphasized by risk control departments in commercial banks. Although there are different forms of operational risk of counter service at various times, the risk prevention and control is always to be an important basal work for the Bank. Now Chinese banking is in the critical period of transformation, it's a really challenge to perform risk prevention and control in the internal and external environments. To address the requirements of risk prevention and control, the integration of the management of core elements such as people, regulations and technologies, must be strengthened. Bank management culture should be governed from the source to develop a "people-oriented positive-attitude" culture. Process-oriented business processes should be designed by promoting business process reengineering proactively. Risk control and management system should be constructed to improve the effectiveness of the operational risk management of counter service, and implement hierarchical risk control.This paper discusses the importance of counter service to the commercial bank's development based on the analysis of the influence on the internal operational risk management of Banking by Rural Commercial Bank's counter service. With the operational risk case in rural commercial bank in F county that happened in recent years, this paper analyzes the causes of operational risk of counter service in Rural Commercial Bank from four aspects of staff, system, internal processes and external events. A comprehensive risk management program is proposed to minimize the various types of losses caused by operational risk of counter service, which suggests control measures for operational risk of counter service based on three lines of defense framework, achieves the 3-level goal of protection before the operation, management in the operation and supervision after the operation, and ensures each counter teller to meet requirements of bank business procedure.