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1、IntroductionWelcome to standard charted Bank. This risk handbook will give you an introduction to the various risk related activities within the bank. This handbook is not meant to be a “Bible” on Risk Management but instead will provide you with the background to several key areas within the leadin
2、g function and will serve as your “first point of reference”. Elaboration and detail of any policy or process will be found in the respective databases and you will be provide a reference to the same in the handbook. Further, if you are in a sales related role, you must also refer to the Relationshi
3、p Manager Guide, which will equip you on, “How to be a better Relationship manager and become a partner to your clients” .Risk Culture- What does it mean at Standard CharteredWhat is Culture? Webster defines it as:“The set of shared attitudes, values, goals, and practices that characterize a organiz
4、ation”- the key word is shared. We all have different roles to play within the organization but one thing is clear, Standard Chartered can and will only be successful if we all take ownership of risk and accept accountability for our actions. Every one of us can lead by example and ensure that the d
5、ecisions we make, the actions we take, are to the long term benefit of the bank firstly and that any personal benefit is subordinate.The bank benefits from a strong risk culture and we endeavor to reward good risk behavior in the same way that we reward other achievements, Those of us who demonstrat
6、e a sound approach to risk can expect to see this further our careers and be appropriately rewarded. Saving losses is as important as growing revenue.（物质奖励）We expect people to behave responsibly and to bring problems to the fore（在前面） at the earliest possible stage. In the same way that we expect ope
7、nness and full disclosure from our clients, so we expect it of ourselves. Problem are there to be solved, not hidden.In a good, sound institution risk is an integral part of strategic planning from the top down. Good risk culture derives from good risk behavior, a collegiate approach, open and robus
8、t debate on issues of concern and most of all a firm and unwavering commitment to a “No Surprises” philosophy. We will also ensure we all have a clear framework within which to operate and that we all understand what we can and can not do.The following table lays down key characteristics of effectiv
9、e risk culture:SCB Risk CultureWe succeed if everyone sees ownership of risk as part of their responsibility, not everyone elses; it doesnt have to be in the job description.We are all expected to take risk decisions in the best interests of the Bank as a whole, not just our part of itRisk behavior
10、that is in the best interests of the Bank will be recognized in career development and promotion.Risk ownership begins as close to the client as possible and is an active, on-going responsibility.Group Risk will provide and communicate a clear and unambiguous framework of policies, principles and pr
11、ocesses for risk ownership and review.All risks decisions will have a clearly identifiable. audit trail and the Bank will hold staff accountable.In holding people to account, the Bank will differentiate between unforeseeable consequences and deliberate policy-flouting.Saving significant losses will
12、be rewarded in the same way as growing the revenue line.The Bank will work to create a climate in which staff can talk honestly and openly about risk or problems at a sufficiently early stage, with the emphasis on solutions.We will openly discuss and learn lessons from mistakes/ misjudgements.The Ba
13、nk will ensure that all employees receive Risk training appropriate to their position, starting with induction.Business and RiskMost dictionaries define risk as danger or the possibility of something harmful or undesirable happening. Consequently the intuitive understanding of the world is a “negati
14、ve” one. However, as a Bank, risk is our business and we profit from managing it. Therefore it is imperative that we understand the risks we face and have robust systems that identify, measure and manage these risks and have people who are risk aware so that we can exploit the opportunities that are
15、 presented to us. Specifically we need to ensure when we accept risk, we do so because it fits with our strategy, is within underwriting(保险业) standards, is priced and approved appropriately and is monitored constantly.Risk Principles (also refer Database B 101)The Basic Principles of Risk Management
16、 within the bank are:A. We recognize that revenue is earned by accepting risk and we will ensure that business activities are controlled on the basis of risk adjusted return.B. We will be explicit in setting our appetite for risk and we will manage risk to stay within agreed parameters. It follows from this that risk must be quantified wherever possible.C. Risk will be assessed before acceptance and for as long thereafter as w
