S Bank Counter Operational Risk Control Research

Since the 1990 s,China's market economy has developed rapidly,financial markets have further opened up,and the joint-stock reforms of domestic commercial banks have continued to deepen.However,due to the incompleteness of institution allocation,system design,and personnel quality,many banks have excessively focused on “big expansion” in their development.Which has made great strides in business expansion,but has repeatedly ignored the risk management of counter operations.Some commercial banks frequently broke out cases,depositors' deposits were “lost”,employees misappropriated customer funds,cash from self-service equipment theft,customer information was sold,counterfeit large-scale tickets,and seals were used illegally.This series of cases caused financial losses to the banks and Serious reputational impact.How to manage the risk of counter operations has become an important issue in the development of the domestic banking industry.S Bank is a large-scale state-owned commercial bank established earlier in the country.The Bank started late in its risk control and lacked a mature operational risk management system.During the development of the business,there have been many risk cases that have fully exposed it.The problems in operational risks need to be improved.On the basis of combing the relevant theories of operational risk management of the banking industry,this paper combines the actual situation of S Bank and uses quality management tools to conduct a study of the bank's counter operations risk.From the aspects of institutions,culture,business systems,personnel quality,etc.,the main reasons for the formation of S-bank operations operational risk are analyzed to form fishbone diagram models.Then,using brainstorming methods,factor checklists,and 5WHY methods,the Bank put forward specific measures for the operational risk control of S-bank operations.Starting from the concept of establishing full-person risk management,we will improve the personnel management system and optimize the risk control of specific operations in key links.We will achieve this through integrated countertop reform,centralized business processing,and the establishment of high-quality data platforms and more scientific assessment mechanisms.The goal of risk control is to use the PDCA cycle to carry out advance prevention,supervision during events,post-disposal and follow-up rectification of operational risks,and achieve closed-loop management of operational risks.Finally,through the analysis of S-bank's recent statistics on risk events combined with typical cases,we find out the main risk factors of S-bank counters and propose targeted risk control measures against these risk factors.The study of the thesis has certain reference for commercial bank counter operation risk management.