1. © (year) KPMG (member firm name if applicable), the (jurisdiction) member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in (country). (Insert document code) 1 Tuning Risk for Return Operational Risk Implementation & its Impact on Financial Institutions Institute of International Bankers December 11, 2007 Jonathan Rosenoer jrosenoer@kpmg.com Operational Risk Implementation & its Impact on Financial Institutions Institute of International Bankers December 11, 2007 Jonathan Rosenoer jrosenoer@kpmg.com FINANCIAL SERVICES A D V I S O R Y K P M G L L P

2. © 2007 KPMG, the KPMG Luxembourg Advisory Support S.a.r.l., member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in Luxembourg. 2 "All of life is the management of risk, not its elimination." Walter Wriston

3. © 2007 KPMG, the KPMG Luxembourg Advisory Support S.a.r.l., member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in Luxembourg. 3 Enterprises need to apply to the management of “tail risks” the same judgment that they use to run the business

4. © 2007 KPMG, the KPMG Luxembourg Advisory Support S.a.r.l., member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in Luxembourg. 4 Industrial age risk management tools are not sufficient for today’s business risks Insurance Narrow scope of insurable or covered “perils” Direct physical damage typically required Controls review Focus on existence and quality of control process, not direct testing of effectiveness Source: S. Giuffre, “Insuring Operational Risk, How Good is the Coverage,” Viewpoint, Feb. 2004.

5. © 2007 KPMG, the KPMG Luxembourg Advisory Support S.a.r.l., member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in Luxembourg. 5 Needed: A future vision and roadmap

6. © 2007 KPMG, the KPMG Luxembourg Advisory Support S.a.r.l., member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in Luxembourg. 6 Getting down to basics and avoiding stumbling blocks

7. © 2007 KPMG, the KPMG Luxembourg Advisory Support S.a.r.l., member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in Luxembourg. 7 Governance is a primary requirement; execution can be challenging Board Executive (CxO) Management Functional Units Risk Management Risk Committee Lines of Business Risk Mgt. Identify risk Set policy Define methodology / framework Review, validate & test Define strategy / risk appetite Set “tone” Independent review Outsourced Services E.g., Regulators External auditor(s) Internal audit Education Insurance Assess/propose risk capacity Oversight Audit Comm.

8. © 2007 KPMG, the KPMG Luxembourg Advisory Support S.a.r.l., member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in Luxembourg. 8 Tactical building blocks are sometimes needed Risk education, culture, and language “Single view of organization” Legal entity data Business risk identification “Single view of process” Homogenization of risk types and control elements at BU and group level Internal data creation, acquisition, and management Reference data External (industry) event data Workflow orchestration

9. © 2007 KPMG, the KPMG Luxembourg Advisory Support S.a.r.l., member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in Luxembourg. 9 Process and Operations simplification: Optimizing risk management and control; driving lower cost  Greater likelihood that compliance objectives are achieved consistently across the organization  Sustainable framework to effectively address existing and emerging domestic and global regulatory requirements  Greater process efficiency resulting in improved shareholder value through more cost efficient operations  Increased integrity of and timely availability of risk information  Better risk management leading to optimal business decisions Risk Management Compliance Finance Department Internal Audit Legal Department Corporate Banking Investment Banking Wealth Management TreasuryIT Retail Banking Simplification overlay on Regulatory Compliance Processes Data capture and analysis BUs/CCs (example) Risk & Compliance Departments (example) Efficiency

10. © 2007 KPMG, the KPMG Luxembourg Advisory Support S.a.r.l., member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in Luxembourg. 10 Gaining focus and traction

11. © 2007 KPMG, the KPMG Luxembourg Advisory Support S.a.r.l., member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in Luxembourg. 11 Risk identification and evaluation Identify and prioritize hot spots across the enterprise. Create visibility Size exposures Focus attention on high risk areas Control spending

12. © 2007 KPMG, the KPMG Luxembourg Advisory Support S.a.r.l., member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in Luxembourg. 12 Risk modeling and quantification is a cornerstone of enterprise-wide risk management Risk modeling enables managers to understand risk exposure over 3 dimensions: Analytic: What is the overall quantified risk exposure? Diagnostic: How effective are technologies, controls, and mitigants? What is the ROI for change? Predictive: What are the key causes and indicators of risk?

13. © 2007 KPMG, the KPMG Luxembourg Advisory Support S.a.r.l., member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in Luxembourg. 13 Effective management of Operational Risk requires understanding the relationship between risk reduction options and business impact. Operational Risk can be quantified by: Identifying business processes of interest Identifying applicable event drivers, and Estimating the effectiveness of controls, countermeasures, and mitigants (e.g., insurance), as well as their combined economic impact on business process.

14. © 2007 KPMG, the KPMG Luxembourg Advisory Support S.a.r.l., member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in Luxembourg. 14 A transparent, risk-driven ROI calculation can assist managers to understand risk and where best to make changes B No Loss = 91.9% Loss = 8.1% C No Loss = 98.9% Loss = 1.14% A Not capable cause = 55% Capable cause = 45% Adverse Event Control Mitigant Financial Statement Impact D Expected Loss = $3.42M E Caught = 96.1% Not caught = 3.93% New Control “To Be” Exposure (with new control)“As Is” Exposure AE1E1 CaCa Uncertain event Fault Loss CbCb m1m1 Mitigant Financial statement impact IF1 Error Countermeasure L indirect L direct

15. © 2007 KPMG, the KPMG Luxembourg Advisory Support S.a.r.l., member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in Luxembourg. 15 The benefits of effective risk management

16. © 2007 KPMG, the KPMG Luxembourg Advisory Support S.a.r.l., member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in Luxembourg. 16 Effective risk management can drive growth, profitability, and shareholder value ROIC (NOPAT/Average Capital) Operating Margin (EBITA/Revenue) Invested Capital Corporate Risk Capital Economic Value Added (NOPAT – Capital Charge) Net Operating Profit After Taxes (NOPAT) Capital Utilization (Revenue/Invested Capital) Credit Risk Market Risk Operational Risk Cash Flow at Risk Release capital Organic M&A WACC Improve credit rating Increase product Growth

17. © 2007 KPMG, the KPMG Luxembourg Advisory Support S.a.r.l., member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in Luxembourg. 17 With risk as a key parameter, executives can model and optimize enterprise value add for a range of key business decisions Co-source Outsource … Cease / Postpone In-houseThird Party Capital Allocation Captive insurance Third party insurance Securitization … RAPM / ERM Business process transformation Control improvement Technology upgrade Infrastructure redesign … “As Is” State “To Be” State Risk Tolerance Certainty Risk Sub-Optimal frontier Industry Benchmark Frontier Efficient Frontier Efficiency gains Cost savings Optimized controls Value creation

18. © 2007 KPMG, the KPMG Luxembourg Advisory Support S.a.r.l., member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in Luxembourg. 18 Questions Jonathan Rosenoer Partner, Global Advisory Financial Services KPMG jrosenoer@kpmg.com 1-415-465-4500