Copy of Incident Management Procedures & Guidance

Total Page:16

File Type:pdf, Size:1020Kb

Copy of Incident Management Procedures & Guidance CONFIDENTIAL WBC.100.118.8029 Incident Management Procedures & Guidance FOR INTERNAL USE ONLY Document Owner: Group Head of Operational Risk & Insurance Date updated: December 2015 Version: 2.9 Location: Risk Document Library Incident Management Procedures & Guidance Page 1 of 62 CONFIDENTIAL WBC.100.118.8030 Document version control No. Date Version Author Description 1 - 5 11/06 V0.1 Mike Purvis Drafting to support introduction of new process at 1 Dec 06. 6 8/1/07 V0.2 Mike Purvis Drafting to reflect introduction of new processes at 31 Dec 06 7 22/1/07 V0.3 Mike Purvis Drafting to reflect new systems in February 07 8 06/02/07 V1.0 Steven Bardy Drafting to reflect Business Unit input and changes to reflect migration to new Policy Framework 9 15/02/07 V1.1 Aislinn Strang ORMF review amendments 10 07/08/07 V1.2 Maebehe Garcia Drafting to clarify issues related to credit and market risks and other amendments 11 24/04/08 V1.5 Andrew Leslie Annual Review Update for Rapid Recovery, Insurance Threshold and APS115 12 23/12/08 V1.6 Dung Thien Tran Update for the implementation of ACCORD 13 22/04/09 V1.7 Andrew Leslie Add hand written marked up edits to electronic version 14 15/05/09 V1.8 Andrew Leslie Simplified content. Integrated version to include SGB. 15 27/07/09 V2.0 Luke Tazelaar Updated from BU feedback 16 01/03/12 V2.1 Nadine Schaefer- Updated to reflect Policy updates and add additional Medappa guidance 17 02/04/12 V2.2 David Tan Updated to include operational risk related to project costs 18 24/04/12 V2.3 David Tan Updated to clarify about the treatment of near misses 19 05/06/12 V2.4 David Tan . Greater clarification to the Basel Business Lines section of the appendix for Retail and Commercial Banking having regard to Divisional input. Minor modifications to the Corporate Items Basel Business Line title to reflect the *Not otherwise allocated* categorisation in ACCORD. 20 20/08/12 V2.5 Juliette Lemaire . Include Lean incident Management Workshop Quick Wins : o Incident Ownership *Circuit breaker* o *Lite* treatment for incidents with potential or actual financial impact under $50,000 and $1,000 tolerance for GL/ACCORD reconciliation differences 21 07/03/13 V2.6 Juliette Lemaire/ . Updated to include AML / CTF management of David Tan incidents 22 03/06/13 v.2.7 Juliette Lemaire Updated to include Industry standards agreed at the Interbank forum with regards to the treatment of boundary losses Incident Management Procedures & Guidance Page 2 of 62 CONFIDENTIAL WBC.100.118.8031 Document version control No. Date Version Author Description 23 30/05/14 v.2.8 Juliette Lemaire/ Annual Review Derek Byrne . Updated to include Legal Risk related Operational Risk incidents (LOPs) and Outsourced Service Provider related Operational Risk incidents . Add a reference to the role of ACCORD support team . Updated to include a new section on Internal Escalation reporting . Updated to rationalise the list of Mandatory stakeholders . Updated to simplify appendices with regards to Reconciliation processes . Removal of appendix relating to ACCORD process on relocating incidents to support business restructure 24 11/12/15 v.2.9 Derek Byrne . Inclusion of a roles and responsibilities section and process flow . Reference to the new escalation process for incidents not owned within 5 days of identification. The inclusion of an exception for Technology, HS&W and Fraud incidents, which will now require ownership within 5 days of reporting in ACCORD, given that there are subsystems in place to manage the ownership of these incidents . Additional examples of Credit related Operational Risk incidents (CROPs) provided . Inclusion of additional industry guidance on the treatment of Legal Risk related Operational Risk incidents (LOPs) prior to capture in ACCORD Distribution Title/Function Sign-off/review Group Head of Operational Risk & Insurance Sign-off Head of Regulatory Affairs Review Enterprise Compliance Review Business Unit Heads of Operational Risk Review Head of Systems & Data Review Financial Crime and Fraud Review Group Health, Safety and Wellbeing Review Incident Management Procedures & Guidance Page 3 of 62 CONFIDENTIAL WBC.100.118.8032 Table of Contents 1 Purpose .....................................................................................................................6 2 Operational Risk Incidents .........................................................................................7 2.1 What is Operational Risk? .....................................................................................................7 2.2 What is an Operational Risk Incident? .....................................................................................7 2.3 Incident Reporting Thresholds ...............................................................................................8 2.3.1 Financial threshold ...........................................................................................................8 2.3.2 Non-compliance threshold.................................................................................................9 2.4 Related Incidents ...............................................................................................................10 2.5 Money Laundering (ML) / Terrorism Financing (TF) incidents ....................................................10 2.6 Boundary Losses ................................................................................................................12 2.6.1 Credit Risk-related incidents caused by Operational Risk (CROPs).........................................12 2.6.2 Market Risk-related incidents caused by Operational Risk (MOPs) .........................................15 2.7 Legal Risk related Operational Risk incidents (LOPs) ...............................................................16 2.8 Outsourced Service Provider related Operational Risk incidents ................................................17 2.9 Operational Risk incidents related to projects .........................................................................18 3 Incident Management Process..................................................................................19 3.1 Incident Management Metric................................................................................................19 3.2 Incident Management * key roles & responsibilities.................................................................20 4 Incident Identification and Recording.......................................................................23 4.1 Incident Identification and Recording * Example.....................................................................24 5 Incident Verification.................................................................................................26 5.1 Incident Verification * Example ............................................................................................29 5.2 Rejecting an incident ..........................................................................................................30 6 Incident Ownership..................................................................................................31 7 Assessments............................................................................................................32 8 Incident Rectification ...............................................................................................32 8.1 Incident rectification * Example ...........................................................................................34 9 Incident Closure ......................................................................................................36 10 Re-Opening of Incidents..........................................................................................36 11 Data Quality.............................................................................................................37 12 External Reporting...................................................................................................38 13 Internal Escalation Reporting ...................................................................................38 Appendix 1 Direct vs. Indirect Financial Impact...............................................................39 Appendix 2 Basel Business Lines ....................................................................................40 Appendix 3 Basel Event Types ........................................................................................45 Appendix 4 Product........................................................................................................47 Appendix 5 Process........................................................................................................49 Appendix 6 Mandatory Stakeholders ..............................................................................51 Appendix 7 Rectification Procedures on Financial Impact................................................52 Appendix 8 ACCORD financial reconciliation performed by Risk Systems & Data.............57 Appendix 9 ML/TF incident significant /systemic criteria................................................58 Appendix 10 Glossary of terms ......................................................................................59 Incident Management Procedures & Guidance Page 4 of 62 CONFIDENTIAL WBC.100.118.8033 Incident Management Procedures & Guidance Page 5 of 62 CONFIDENTIAL WBC.100.118.8034 1 Purpose The Operational Risk Incident Management (IM) Policy outlines the minimum
Recommended publications
  • Identity Theft Literature Review
    The author(s) shown below used Federal funds provided by the U.S. Department of Justice and prepared the following final report: Document Title: Identity Theft Literature Review Author(s): Graeme R. Newman, Megan M. McNally Document No.: 210459 Date Received: July 2005 Award Number: 2005-TO-008 This report has not been published by the U.S. Department of Justice. To provide better customer service, NCJRS has made this Federally- funded grant final report available electronically in addition to traditional paper copies. Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S. Department of Justice. This document is a research report submitted to the U.S. Department of Justice. This report has not been published by the Department. Opinions or points of view expressed are those of the author(s) and do not necessarily reflect the official position or policies of the U.S. Department of Justice. IDENTITY THEFT LITERATURE REVIEW Prepared for presentation and discussion at the National Institute of Justice Focus Group Meeting to develop a research agenda to identify the most effective avenues of research that will impact on prevention, harm reduction and enforcement January 27-28, 2005 Graeme R. Newman School of Criminal Justice, University at Albany Megan M. McNally School of Criminal Justice, Rutgers University, Newark This project was supported by Contract #2005-TO-008 awarded by the National Institute of Justice, Office of Justice Programs, U.S. Department of Justice. Points of view in this document are those of the author and do not necessarily represent the official position or policies of the U.S.
    [Show full text]
  • National Incident Management System What Is NIMS?
    NIMS National Incident Management System What is NIMS? • A comprehensive, national approach to incident management • Applicable at all jurisdictional levels and across disciplines NIMS Compliance Your jurisdiction must adopt NIMS: • ICS by Oct 1, 2004 • Other aspects by a later dates Why Do We Need NIMS? Lessons learned have shown the need for: • A coordinated response. • Standardization. • Interoperability. NIMS Concepts and Principles NIMS is: • Flexible to enable all responding organizations to work together. • Standardized to improve overall response and interoperability. NIMS Standard Structures • Incident Command System (ICS) • Multiagency Coordination Systems • Public Information Systems Preparedness • Planning, training, and exercises • Personnel qualification and certification • Equipment acquisition and certification • Publication management • Mutual aid/Emergency Management Assistance Compacts Resource Management Includes standardized: • Descriptions • Inventories • Mobilization • Dispatch • Tracking • Recovery Communications/Information Management NIMS identifies requirements for: • Communications. • Information management. • Information sharing. Supporting Technologies NIMS provides systems to standardize: • Voice and data communications. • Information management. • Data displays. Command and Management NIMS Overview Lesson 2 Command and Management • Command and management under NIMS • Incident Command System overview Lesson Objectives • Identify the benefits of using ICS as the model incident management system. • Identify
    [Show full text]
  • The Impact of Digital Advancement in Banking Industry Marketing: the Case of Indonesia
    Proceeding Book of The 4th ICMEM 2019 and The 11th IICIES 2019, 7-9 August 2019, Bali, Indonesia ISBN: 978-623-92201-0-5 THE IMPACT OF DIGITAL ADVANCEMENT IN BANKING INDUSTRY MARKETING: THE CASE OF INDONESIA Handy Andriyas, Batara Maju Simatupang, and Kevin Bastian Sirait aFaculty of Economics, Parahyangan Catholic University bMagister Management, Post-Graduate Program, STIE Indonesia Banking School Email: [email protected] Abstract. This article investigates the impact of digital and technological advancement in the Indonesian banking industry based on the perspective of marketing. The application of technology in the marketing field enables the banks to gain a competitive advantage in introducing their product to the potential and current customers. On the other hand, these benefits are also exposing the banks' and its customer to the marketing fraud risk. To find the impact of digital and information technology (IT) utilization with the addition of marketing fraud risk, the questionnaire in this research is answered by the directors of the banks' that are classified to the Book 4 category in Indonesia. The linear regression analysis is implemented to find the relationship between the utilization of IT and marketing fraud risk to the impact of technological and digital advancement. Based on the analysis conducted in this research, it is found that the advancement of digital and technological advancement has a positive relationship with marketing fraud risk and IT utilization by the banks, and it is also found that marketing fraud risk may also increase if the banks increase their utilization on IT in regards to introducing their product to the current and potential customer.
    [Show full text]
  • Managing Your Payment Fraud Risk: Tips & Red Flags
    Treasury & Payment Solutions Information Reporting & Risk Management Managing Your Payment Fraud Risk: Tips & Red Flags No matter the type of business, the risk of fraud is always present. We are committed to providing you with support to help minimize the exposure of your BMO® bank account to fraud. This Tips & Red Flags checklist includes a number of best practices you can implement to help prevent payment fraud and protect yourself from data breaches. We strongly recommend that you review and implement the items contained in the checklist and share with other members in your organization. Need assistance? If you have any questions about the information in this checklist, please contact your BMO Representative. To report suspicious emails and websites [email protected] For BMO Online Banking for Business support 1-800-565-6444 The material in this guide provides commonly-known information about fraud trends and BMO’s observations about controls and activities. The guide is intended to provide you and your company with information and helpful tips. The guide is not exhaustive and does not constitute legal advice to you or your company. You should always seek independent legal or professional advice when implementing fraud or risk initiatives. Common fraud types and prevention tips Malware Tips & Red Flags Malware AKA malicious software 3 Download IBM Trusteer Rapport®*, a free software download Malware infiltrates your computer system and performs available on the sign in page of BMO Online Banking for Business, 1 unauthorized activities and transactions. Here are a and accessible from bmo.com. It works with existing firewall and few examples: antivirus software to provide an additional layer of security.
    [Show full text]
  • NWCG Standards for Interagency Incident Business Management
    A publication of the National Wildfire Coordinating Group NWCG Standards for Interagency Incident Business Management PMS 902 April 2021 NWCG Standards for Interagency Incident Business Management April 2021 PMS 902 The NWCG Standards for Interagency Incident Business Management, assists participating agencies of the NWCG to constructively work together to provide effective execution of each agency’s incident business management program by establishing procedures for: • Uniform application of regulations on the use of human resources, including classification, payroll, commissary, injury compensation, and travel. • Acquisition of necessary equipment and supplies from appropriate sources in accordance with applicable procurement regulations. • Management and tracking of government property. • Financial coordination with the jurisdictional agency and maintenance of finance, property, procurement, and personnel records, and forms. • Use and coordination of incident business management functions as they relate to sharing of resources among federal, state, and local agencies, including the military. • Documentation and reporting of claims. • Documentation of costs and cost management practices. • Administrative processes for all-hazards incidents. Uniform application of interagency incident business management standards is critical to successful interagency fire operations. These standards must be kept current and made available to incident and agency personnel. Changes to these standards may be proposed by any agency for a variety of reasons: new law or regulation, legal interpretation or opinion, clarification of meaning, etc. If the proposed change is relevant to the other agencies, the proponent agency should first obtain national headquarters’ review and concurrence before forwarding to the NWCG Incident Business Committee (IBC). IBC will prepare draft NWCG amendments for all agencies to review before finalizing and distributing.
    [Show full text]
  • Incident Management Program Page 1
    RM-55 Chapter 1 Incident Management Program Page 1 RM-55 Table of Contents Incident Management Program Table of Contents Chapter 1 Introduction Chapter 2 Authorities Chapter 3 Definitions Chapter 4 Program Management Chapter 5 Qualifications and Certification Chapter 6 Workforce Development Chapter 7 Incident and Event Management Chapter 8 Team Management Chapter 9 Incident Business Management Chapter 10 Interagency Coordination Appendix A Acronyms RM-55 Chapter 1 Incident Management Program Page 1 Chapter 1 Introduction 1.1 Purpose 1.2 Objectives 1.3 Background 1.1 Purpose Reference Manual 55 (RM-55) provides comprehensive information, standard operating procedures, and other recommendations for implementing the policies and requirements of Director’s Order #55 (DO#55), the National Park Service (NPS) Incident Management Program. 1.2 Objectives This RM meets the following objectives: 1. Reference and describe the authorities for the NPS Incident Management Program. 2. Describe the historical development of incident management in general and the NPS “all- hazard” (i.e., non-wildland fire) Incident Management Program in particular. 3. Provide definitions for pertinent incident management terminology. 4. Describe how the NPS Incident Management Program is managed. 5. Describe how NPS will develop qualifications and certifications for incident management personnel. 6. Provide a transition plan for NPS non-fire incident management qualifications. 7. Describe the workforce development plan for NPS incident management personnel. 8. Provide guidelines for non-fire incident and event management. 9. Provide guidelines for the management of all-hazard IMTs (IMTs). 10. Provide incident business management procedures specific to NPS for non-fire incidents and events. 11.
    [Show full text]
  • Fraud - the Facts 2020
    FRAUD - THE FACTS 2020 The definitive overview of payment industry fraud THE DEFINITIVE OVERVIEW OF PAYMENT INDUSTRY FRAUD | FRAUD THE FACTS 2020 | 1 UK Finance is the collective voice for the banking and finance industry. Representing more than 250 firms across the industry, it seeks to enhance competitiveness, support customers and facilitate innovation. The Economic Crime team within UK Finance is responsible for leading the industry’s collective fight against economic crime in the UK, including fraud, anti-money laundering (AML), sanctions, anti-bribery, corruption and cyber- enabled crime. UK Finance seeks to ensure that the UK is the safest and most transparent financial centre in the world - thus creating a hostile environment for criminals by working with members, law enforcement, government agencies and industry. We represent our members by providing an authoritative voice to influence regulatory and political change, both in the UK and internationally. We also act as advocates on behalf of members to both media and customers, articulating the industry’s achievements and building its reputation. We do this by: • Managing the industry strategic threat management process, which provides an up-to-the- minute picture of the threat landscape. • Sponsoring the Dedicated Card and Payment Crime Unit (DCPCU), a unique proactive operational police unit with a national remit, formed as a partnership between UK Finance, the City of London Police, and the Metropolitan Police. • Managing intelligence sharing through our Economic Crime Industry Intelligence Unit and the Fraud Intelligence Sharing System (FISS) which feed intelligence to police and other agencies in support of law enforcement activity. • Providing a single point of contact for companies suffering data breaches, to ensure compromised account information can be speedily, safely and securely repatriated to the banks.
    [Show full text]
  • Employee Fraud Detection Under Real World Conditions
    Zurich Open Repository and Archive University of Zurich Main Library Strickhofstrasse 39 CH-8057 Zurich www.zora.uzh.ch Year: 2010 Employee fraud detection under real world conditions Luell, J Abstract: Employee fraud in financial institutions is a considerable monetary and reputational risk. Stud- ies state that this type of fraud is typically detected by a tip, in the worst case from affected customers, which is fatal in terms of reputation. Consequently, there is a high motivation to improve analytic de- tection. We analyze the problem of client advisor fraud in a major financial institution and find that it differs substantially from other types of fraud. However, internal fraud at the employee level receives little attention in research. In this thesis, we provide an overview of fraud detection research with the focus on implicit assumptions and applicability. We propose a decision framework to find adequate fraud detection approaches for real world problems based on a number of defined characteristics. By applying the decision framework to the problem setting we met at Alphafin the chosen approach is motivated. The proposed system consists of a detection component and a visualization component. A number of imple- mentations for the detection component with a focus on tempo-relational pattern matching is discussed. The visualization component, which was converted to productive software at Alphafin in the course of the collaboration, is introduced. On the basis of three case studies we demonstrate the potential of the proposed system and discuss findings and possible extensions for further refinements. Posted at the Zurich Open Repository and Archive, University of Zurich ZORA URL: https://doi.org/10.5167/uzh-44863 Dissertation Originally published at: Luell, J.
    [Show full text]
  • National Interagency Buying Team Guide
    Interagency Buying Team Guide April 2019 Table of Contents I. INTRODUCTION ............................................................................................................................. 3 II. ORGANIZATION, QUALIFICATIONS AND TRAINING ............................................................ 3 A. Organization ................................................................................................................................... 3 B. Qualifications and Training ........................................................................................................... 4 III. MOBILIZATION AND DEMOBILIZATION ................................................................................. 5 IV. BUYING TEAM KIT ........................................................................................................................ 5 A. Equipment (Leader’s Responsibility) ............................................................................................ 5 B. Internet/Intranet Website References ............................................................................................. 6 C. Suggested Set-up Supplies ............................................................................................................. 7 D. Forms ............................................................................................................................................. 7 V. RESPONSIBILITIES .......................................................................................................................
    [Show full text]
  • Your Journey Through This Pack
    Detect and Protect – Fraud and Cybercrime Helping our customers protect their business This document is for information purposes only. Following any guidance in this document may help reduce the risk of fraud but will not eliminate it or guarantee that the types of fraud described, or other fraud, will occur. Welcome Your journey through this pack Insight Types of Fraud Protecting your Business Support Providing you with insight into facts and Understanding the different types of How to protect your business when How NatWest can provide tips on figures on how fraud has impacted the fraud will help you keep one step ahead using our channels: improving your cyber security market - Bankline Fraud Methods include: - Bankline Direct - Social engineering We have also included links to relevant - Insider fraud websites for mobile and online - Invoice fraud customers - Payment: Card, Cheque and UK Domestic - Malware & Ransomware 2 Insight Providing you with insight into facts and figures on how fraud has impacted the market Insight How Fraud and Cybercrime affects you One quarter of UK businesses admit they’ve fallen victim to a financial scam or have experienced attempted scams since 2014. Despite this trend, 49% believe it’s unlikely to happen to their business Cybercrime costs the UK Economy £15 billion a year Cyber crime is forecast to grow from $3 trillion (globally) in 2015 to $6 trillion by 2021 The volume of attacks seeking out Internet of Things devices increased by 310% in 2016 There were 14,673 reported cases of phishing attacks
    [Show full text]
  • Review of Literature and Practices for Incident Management Programs Technical Report
    Review of Literature and Practices for Incident Management Programs Technical Report PRC 15-56 T Review of Literature and Practices for Incident Management Programs Texas A&M Transportation Institute PRC 15-56 T June 2016 Authors Tim Lomax Lauren Simcic 2 Table of Contents List of Tables ................................................................................................................................. 4 List of Acronyms ........................................................................................................................... 5 Review of Literature and Practices for Incident Management Programs .............................. 6 The Federal Highway Administration: Incident Management Key Strategies ...................... 7 Performance Measures and Targets ......................................................................................... 10 Key Rapid Clearance Strategy Elements .................................................................................. 12 Unified Incident Command ....................................................................................................... 12 Standardized Operations and Response Practices ..................................................................... 12 Developing the Framework of a Successful TIM Program ....................................................... 13 More Coordinated and Timely Use of Technology................................................................... 13 Availability of Transportation Incident Responders ................................................................
    [Show full text]
  • Incident Management Is Your First- Step Resource to Start Or Improve Effective Ethics and Compliance Intake and Reporting Programs
    GU IVE IDE S NIT E I RI EF E D S Abridged GUI DEFINITIVE GUIDE TO IVE DE IT SE IN R F IE E S D GUI IVE DE IT SE IN R F IE E S INCIDENTD MANAGEMENT GUI IVE DE IT SE IN R F IE E S D Going Beyond the Whistleblower Hotline This version of our Definitive Guide to Incident Management is your first- step resource to start or improve effective ethics and compliance intake and reporting programs. Supplied by Why Is an Incident Management Program Important? A comprehensive incident management system allows an organization to capture, investigate and manage ethics and compliance reports from across the organization in a centralized database, regardless of reporting channel. Research continues to show that organizations with strong ethical cultures have lower rates of witnessed misconduct. By implementing an incident management program, organizations are asking and encouraging employees and third parties to report potential unethical behavior. The National Business Ethics Survey revealed that 41 percent of all employees have personally witnessed misconduct. When those events of misconduct show a repetitive pattern, it is a key indicator of a weaker culture. That’s why every organization needs a centralized, consistent way to learn about issues. An effective incident management program does more than reduce organizational risk. Requesting and addressing employee concerns and potential misconduct creates a culture of trust and respect. As employees are able to raise concerns confidentially or anonymously, and see those issues addressed, they build confidence that their requests will be handled and resolved using a consistent and fair process.
    [Show full text]