Research On The Prevention And Control Of Commercial Bank Counter Counter

In the past few years, the external operating environment for commercial banks has been getting more complicated. With the deepening clashes between corporate demands for capital and financing environment, now all kind of entities in the society are taking part in folk financing and they disobey rules, swindling banks through a number of channels. Such that the overall levels of social credits goes down. Meanwhile, outlaws bribe bank employees, letting them get private lending and use bank credit to absorb capital. Under these circumstances, the specific issue becomes obvious, that is, social credit risk is now transferring to the operational risk of bank counters and banks confront more risks of their capital and reputation. In terms of fields where those risks take place, it is more likely for traditional counter cases to happen. In addition, operational risks of new business and new product turn to be prominent. In terms of the internal management environment for banks, we’ve now and then seen violations of rules about operation because of peer pressure and undesirable performance. It then becomes difficult to maintain the compliance atmosphere among the base. Hence, from these two perspectives, we can base on general analyses of operational risk prevention of commercial bank counters, do case studies about the preventing measures taken by the Y branch of Bank of China and finally suggest viable ways of risk prevention, which enable commercial banks to enhance their abilities in lowering counter operational risks and do good to theoretical research as well as practical guidance.The main sources of operational risks in commercial bank counter are process, personnel, system and external events, etc. The principles of Commercial bank counter operational risk identification and assessment are from the inside out, from the bottom up, and from the known to the unknown. And its tools are risk assessment and control, key risk indicators and loss data collection tools, as the basis to prevent and control the counter operational risk. We persist in the idea of comprehensive management, timely adjustment, costs and benefits to match in the prevention and control of operational risk, and also the principles of regular evaluation, regular inspection, strict report and incentive constraints, to cut its loss in the range of risk preference.The prevention and control of operational risk in Y branch of Bank of China counters is studied by using case study method and quantitative analysis method. Through the survey, the main sources of the counter operational risk in Y branch of Bank of China are the process aspects including domestic payment, payment and clearing, trade finance, the personnel aspects including director, customer manager, and tellers who operate the core business systems directly, the system aspects including identification of fake foreign currency and fake bills, the operation management of mobile POS machines, the external events including fraud of telecom and automatic teller machine. The counter operational risk in Y branch of Bank of China still has some problems, such as inefficient execution of rules, delay of preventing procedures, unsuccessful staff management, and deficiency of technological guarantee and so on.Focusing on these problems, this essay still deals with those four aspects (regulations, banking business, staff and external factors) and tries to find out measures to improving the risk prevention in Y branch of Bank of China. We need to improve and transmit rules and regulations, to strengthen internal management, to standardize accountability on the system aspect. On the business aspect, we should promote the counter business process reengineering, strengthen business regulation, and assess counter risk of new business and product effectively. And we also need to establish the human resources management system, people-oriented risk control culture and the employee incentive and restraint mechanisms on the personnel aspect. Finally, we should grasp the external regulatory policy and prevent fraud using technological means to prevent bank external infringement cases. In the end, it concludes feasible suggestions. That is, the branch should promote the establishment of internal regulations, innovate its technology and enhance the development of compliant culture. I hope through these suggestions, the abilities of operational risk prevention in commercial bank counters can get improved and the prevention gateway can be moved forward to basic internet counters, propelling the long-term mechanic establishment of internal control prevention and guaranteeing commercial banks to develop safely, robustly and substantially.