Corporate and Risk Governance, Comptroller's Handbook

Total Page:16

File Type:pdf, Size:1020Kb

Corporate and Risk Governance, Comptroller's Handbook Comptroller’s Handbook Safety and Soundness Capital Asset Sensitivity to Other Adequacy Quality Management Earnings Liquidity Market Risk Activities (C) (A) (M) (E) (L) (S) (O) Corporate and Risk Governance Version 2.0, July 2019 Office of the Comptroller of the Currency Washington, DC 20219 Version 2.0 Contents Contents Introduction ..............................................................................................................................1 Risks Associated With Corporate and Risk Governance .............................................. 3 Strategic Risk .......................................................................................................... 4 Reputation Risk ....................................................................................................... 4 Compliance Risk ..................................................................................................... 4 Operational Risk ..................................................................................................... 5 Corporate Governance ............................................................................................................6 Board’s Role in Corporate Governance ........................................................................ 6 Board Composition, Qualifications, and Selection ................................................. 7 Leadership Structure of the Board .......................................................................... 9 Outside Advisors and Advisory Directors .............................................................. 9 Board and Board Committee Meeting Minutes .................................................... 10 Access to Senior Management and Staff .............................................................. 11 Director Orientation and Training ........................................................................ 12 Board Compensation ............................................................................................. 12 Board Tenure ........................................................................................................ 13 Board’s Responsibilities ....................................................................................... 13 Provide Oversight ........................................................................................... 15 Establish an Appropriate Corporate Culture ................................................... 15 Comply With Fiduciary Duties and the Law .................................................. 17 Select, Retain, and Oversee Management....................................................... 18 Oversee Compensation and Benefits Arrangements....................................... 21 Maintain Appropriate Affiliate and Holding Company Relationships ........... 24 Establish and Maintain an Appropriate Board Structure ................................ 24 Perform Board Self-Assessments ................................................................... 25 Oversee Financial Performance and Risk Reporting ...................................... 26 Support Efforts to Serve Community Credit Needs ....................................... 28 Individual Responsibilities of Directors ............................................................... 28 Attend and Participate in Board and Committee Meetings ............................ 28 Request and Review Meeting Materials ......................................................... 29 Make Decisions and Seek Explanations ......................................................... 29 Review and Approve Policies ......................................................................... 30 Exercise Independent Judgment ..................................................................... 30 Planning ..................................................................................................................................32 Strategic Planning ....................................................................................................... 32 New Activities ...................................................................................................... 34 Capital Planning .......................................................................................................... 35 Operational Planning .................................................................................................. 36 Disaster Recovery and Business Continuity Planning .......................................... 36 Information Technology and Information Security .............................................. 37 Recovery Planning ...................................................................................................... 37 Comptroller’s Handbook i Corporate and Risk Governance Version 2.0 Contents Risk Governance ....................................................................................................................39 Risk Culture ................................................................................................................ 40 Risk Appetite .............................................................................................................. 40 Risk Management System........................................................................................... 42 Identify Risk.......................................................................................................... 44 Measure Risk ........................................................................................................ 44 Monitor Risk ......................................................................................................... 44 Control Risk .......................................................................................................... 44 Risk Assessment Process ...................................................................................... 45 Policies .................................................................................................................. 45 Processes ............................................................................................................... 46 Personnel ............................................................................................................... 46 Control Systems .................................................................................................... 47 Quality Control ............................................................................................... 48 Quality Assurance ........................................................................................... 48 Compliance Management System................................................................... 48 Bank Secrecy Act/Anti-Money Laundering Program..................................... 50 Audit Program ................................................................................................. 51 Management Information Systems ....................................................................... 52 Third-Party Risk Management .............................................................................. 54 Insurance ............................................................................................................... 54 Insurance Record Keeping .............................................................................. 55 Board and Management’s Roles in Risk Governance .......................................... 55 Board’s Responsibilities ................................................................................. 55 Management’s Responsibilities ...................................................................... 56 Examination Procedures .......................................................................................................58 Scope ........................................................................................................................... 58 Board of Directors and Management .......................................................................... 60 Conclusions ................................................................................................................. 89 Internal Control Questionnaire ................................................................................... 91 Verification Procedures .............................................................................................. 96 Appendixes..............................................................................................................................98 Appendix A: Board of Directors Statutory and Regulatory Requirements ................ 98 Appendix B: Regulations Requiring Board Approval for Policies and Programs.... 101 Appendix C: Common Board Committees ............................................................... 106 Appendix D: Common Types of Insurance .............................................................. 111 Appendix E: Glossary ............................................................................................... 117 Appendix F: Abbreviations ....................................................................................... 119 References .............................................................................................................................120 Comptroller’s Handbook ii Corporate and Risk Governance Version 2.0 Introduction Introduction The Office of the Comptroller of the Currency’s (OCC) Comptroller’s Handbook booklet, “Corporate and Risk Governance,”
Recommended publications
  • Internal Audit Committee FAQ1
    Internal Audit Committee FAQ1 What is an audit committee? What are the roles and Members that provide oversight of auditing and responsibilities of the audit internal control for the agency and help support independence of the internal audit function. committee? • Oversight of the Internal Audit Function Why do agencies that have an internal audit • Governance • Ethics (including tone at the top) function need an audit committee? • Risk Management Oregon Administrative Rule (OAR) 125-700-0125 (5) • Internal Control and Compliance states that “each agency having an internal audit • Operational Effectiveness and Efficiency function shall establish and maintain an audit committee.” The OAR also provides the framework for audit committees as: • The role and function of the audit committee shall What should the audit committee review? be stated in a formal, written charter that • Audit Committee Charter describes the authority, responsibilities, and • Internal Audit Charter structure of the audit committee. The charter • Annual Risk Assessment must be approved and periodically reviewed by • Audit Plan the audit committee and governing board (or • Audit Reports (both internal and external) agency head in the absence of a governing board). • Follow-up on prior audit recommendations • The primary purpose of the audit committee is to • Annual Report to DAS enhance the quality and independence of the • Performance Metrics audit function, thereby helping ensure the • External Quality Assurance Reviews (peer integrity of the internal audit process.
    [Show full text]
  • Job Title Assistant Comptroller Job Code Exempt Status Exempt
    Job Title Assistant Comptroller Job Code Exempt Status Exempt Position Status EEO Classification Job Summary The Assistant Comptroller, under general supervision, assists the Comptroller with operational activities in the supervision and control of financial activities. Monitors fiscal health and direct capital project accounting. Provides oversight by ensuring effective and efficient operations of accounting activities in the Financial Reporting System. Essential Duties and Responsibilities • Assists in the coordination and supervision of activities of associated staff, with the compilation, review, completion, and distribution of the Consolidated Annual Financial Report (AFR). • Directs liaison efforts with the State Auditor’s Office, the State Comptroller’s Office, and other oversight agencies for financial, reporting, and audit matters. • Manages and reviews accounting functions related to the maintenance and management of the accounting system, including production control and security. • Responds to inquiries. Serves as a fiscal liaison with departments, the State Comptroller’s Office, and the System Office of Budgets and Accounting. Provides financial information, records, and support to auditors, both internally and externally. • Assists in the enhancement and development of System-wide accounting and reporting procedures and regulations, including associated training and preparation of a System accounting policy manual, identification of problematic issues, and compliance with external accounting and reporting requirements and requests. • Reviews and analyzes potential legislation dealing with financial issues. Interprets and directs implementation of requirements resulting from new legislation and/or directives of State oversight agencies. • Supervises the calculation and negotiation of the long form rates, and the review and negotiation of short form rates. • Reviews and monitors compliance of the disclosure statement submitted to the Department of Health and Human Services (DHHS).
    [Show full text]
  • Compliance Management Systems, Comptroller's Handbook
    Comptroller’s Handbook CC-CMS Consumer Compliance (CC) Compliance Management Systems Version 1.0, June 2018 Version 1.0 Contents Introduction .............................................................................................................................1 Compliance Management Systems Defined ................................................................. 1 Use of this Booklet........................................................................................................ 1 CMS Examinations ....................................................................................................... 2 Community Reinvestment Act Considerations .................................................... 3 Heightened Standards ................................................................................................... 3 Risks Associated With CMS ......................................................................................... 4 Compliance Risk .................................................................................................. 4 Operational Risk .................................................................................................. 4 Strategic Risk ....................................................................................................... 5 Reputation Risk .................................................................................................... 5 CMS Components ....................................................................................................................6
    [Show full text]
  • Comptroller of the Treasury COMPTROLLER of the TREASURY State Capitol Nashville, TN 37243-0260 (615) 741–2501
    JOHN G. MORGAN Comptroller of the Treasury COMPTROLLER OF THE TREASURY State Capitol Nashville, TN 37243-0260 (615) 741–2501 www.comptroller.state.tn.us The comptroller of the treasury is a constitutional officer elected by the General Assembly for a term of two years. State statutes prescribe his duties, the most important of which relate to audit of state and local government entities, and participation in the general financial and administrative management of state government. The comptroller is a member of the State Building Commission, State Capitol Commission, Board of Claims, Board of Equalization, State Funding Board, Tennessee State School Bond Authority, Tennessee Local Development Author- ity, Tennessee Housing Development Agency, Board of Standards, Tennessee Consolidated Retirement System Board of Trustees, Tennessee Health Services and Development Agency, Tennessee Student Assistance Corporation, Publica- tions Committee, Public Records Commission, State Insurance Committee, Local Education Insurance Committee, Local Government Insurance Committee, State Library and Archives Management Board, Tennessee Advisory Commission on Intergovernmental Relations, Information Systems Council, Tennessee Competi- tive Export Corporation, State Trust of Tennessee Board of Directors, Child Care Facilities Corporation, Governor’s Council on Health and Physical Fitness, Sports Festivals Incorporated, Utility Management Review Board, Tennessee Commod- ity Producers Indemnity Corporation, Water and Wastewater Financing Board, Council on Pensions
    [Show full text]
  • Calpers Board Education Program Risk and Compliance
    CalPERS Board Education Program Risk and Compliance Bob Yetman University of California, Davis Outline • Setting the Stage – The Risk Management Process – Integrated Model: Three Lines of Defense – Board Oversight • Enterprise Risk Management – Strategy and Risk – Risk Models – Assessment • Compliance – Integrated Culture – Compliance Governance – Assessment 2 Setting the Stage: The Risk Management Process Setting the Stage: Board Oversight of the Risk Management Process • Boards are responsible for overseeing the processes and controls that reduce residual risk to acceptable levels • Discussion: What is residual risk? • Management is responsible for designing, implementing, and testing those systems • Part of a Board’s responsibility is to come to an understanding of whether Management’s risk processes and controls are satisfactory and sufficient 4 Risk Management • Risk can be thought of as the product of two dimensions: – The probability of a loss (likelihood) – The cost of a loss • A loss can be thought of as reductions in assets or increases in liabilities • Not all losses are financial • Discussion: Discuss some important risks for CalPERS – What is the probability? – What is the potential cost (financial and non-financial)? 5 The Three Lines of Defense 1: Operational – Day to day management and staff operations – Everyone plays a role, everyone owns a piece of internal control, not just the auditors 2: Risk Management and Compliance – Internal risk management structure and efforts (enterprise system) 3: Audit and Assurance – Internal
    [Show full text]
  • How to Form an Audit Committee Contents
    How To Form An Audit Committee Contents • Background Info • Purpose of the Audit Committee • The Audit Committee – Establishment • ThreeStar Applicant/Grantee Requirements – Membership • ThreeStar Applicant/Grantee Requirements – Duties • ThreeStar Applicant/Grantee Requirements – Meetings • ThreeStar Applicant/Grantee Requirements – Sample Resolution – Sample Checklist – ThreeStar Program Adjustments March, 12 2013 Background • The Local Government Modernization Act of 2005 encourages counties to form an audit committee. • The Local Government Modernization Act of 2005 is codified in TCA §9-3-405. Background Cont. • The comptroller of the treasury may require the formation of an audit committee if: – a local government is not in compliance with Government Accounting and Standards Board (GASB) standards by June 30, 2008, – or has recurring findings of material weakness in internal control for three or more consecutive years. Background Cont. • ThreeStar Program Adjustments as of March 12, 2013 for the ThreeStar Grant Applicant/Grantee • The TN Department of Economic and Community Development will follow an audit committee process (after consultation with the TN Comptrollers Office) for the ThreeStar Grant Applicants/Grantee Purpose of the Audit Committee • The audit committee is established to provide independent review and oversight of: – the government’s financial reporting processes, – the government’s internal controls, – a review of the external auditor’s report and following up on corrective action, – and compliance with laws, regulations, and ethics. The Audit Committee • Establishment – ThreeStar applicant requirement • Membership – ThreeStar applicant requirement • Duties • Meetings – ThreeStar applicant requirement • Sample Resolution • Sample Checklist Audit Committee Establishment • This committee is created by the county legislative body (established by resolution or charter), which selects the members.
    [Show full text]
  • Risk Committee Charter
    RISK COMMITTEE OF THE BOARD OF DIRECTORS OF THE TORONTO-DOMINION BANK CHARTER ~ ~ Supervising the Management of Risk of the Bank ~ ~ Main Responsibilities: • Approving the Enterprise Risk Framework (ERF) and related risk category frameworks and policies that establish the appropriate approval levels for decisions and other measures to manage risk to which the Bank is exposed • Reviewing and recommending the Bank’s Enterprise Risk Appetite Statement for approval by the Board and overseeing the Bank’s major risks as set out in the ERF • Reviewing the Bank’s risk profile and performance against Risk Appetite • Providing a forum for "big-picture" analysis of an enterprise view of risk including considering trends, and current and emerging risks Independence is Key: • the Committee is composed entirely of independent directors • the Committee meets regularly without management present • the Committee has the authority to engage independent advisors, paid for by the Bank, to help it make the best possible decisions on risk management Composition and Independence, Experience and Authority The Committee shall be composed of members of the Board of Directors in such number as is determined by the Board with regard to the by-laws of the Bank, applicable laws, rules and regulations and any other relevant consideration. In this Charter, “Bank” means The Toronto-Dominion Bank on a consolidated basis. No member of the Committee may be an officer or retired officer of the Bank. Every member of the Committee shall be independent of the Bank within the - 2 - meaning of applicable laws, rules and regulations and any other relevant consideration as determined by the Board of Directors, including the Bank’s Director Independence Policy.
    [Show full text]
  • Mandate of the Chair of the Investment and Risk Management Committee
    MANDATE OF THE CHAIR OF THE INVESTMENT AND RISK MANAGEMENT COMMITTEE Appointment La Caisse’s Board of Directors appoints one of the independent members of the Board to serve as Chair of the Investment and Risk Management Committee. The Chair of the Board may not be appointed Committee Chair. Role of the Chair The Committee Chair sees to the proper functioning of the Committee meetings. The Chair exercises leadership and rigour in the position’s functions so that the Committee can carry out its mandate. The Committee Chair ensures that all new members have the knowledge they require to exercise their functions on the Committee and offers them any required training. Main responsibilities The responsibilities of the Chair of the Investment and Risk Management Committee include: a) presiding at Committee meetings and ensuring that they are efficient and productive; b) seeking a consensus while encouraging frank, complete discussions; c) fostering a team spirit on the Committee; d) developing, in collaboration with the President and Chief Executive Officer, the Chief Risk Officer and Head of Depositor Relationships and the Secretary, agendas for the Committee meetings; e) establishing, in advance and in collaboration with the Chair of the Board, the President and Chief Executive Officer and the Secretary, the annual schedule of Committee meetings; f) ensuring, in collaboration with the President and Chief Executive Officer, the Chief Risk Officer and Head of Depositor Relationships and the Secretary, that the presentations and reports made
    [Show full text]
  • The Effect of Chief Risk Officer (CRO) on Enterprise Risk Management (ERM) Practices: Evidence from Malaysia
    International Business & Economics Research Journal – November 2010 Volume 9, Number 11 The Effect Of Chief Risk Officer (CRO) On Enterprise Risk Management (ERM) Practices: Evidence From Malaysia Wan Norhayate Wan Daud, Universiti Darul Iman, Malaysia Ahmad Shukri Yazid, Universiti Darul Iman, Malaysia Hj Mohd Rasid Hussin, Universiti Teknologi MARA, Malaysia ABSTRACT This study investigates the level of Enterprise Risk Management (ERM) adoption within the Public Listed Companies (PLCs) in Malaysia and the influence of Chief Risk Officers (CROs) on ERM practices. Included in this particular study is a comprehensive survey on 500 companies from the main board of public listed companies in the Malaysian Bourse. Key findings of this research work reveal that only 42% of the companies surveyed have completely adopted ERM and based on regression analyses, the „quality‟ of CROs has a strong influence on the level of ERM adoption within the PLCs involved in the survey. Keywords: Enterprise Risk Management, Quality of Chief Risk Officers, Corporate Governance 1 INTRODUCTION n this particular century, major corporations inevitably face an array of risks which also include operational risk, market risk, reputational risk and compliance risk, which appear to be receiving much attention to businesses and industries nowadays. In this regard, major corporations of Malaysia were also Ideeply affected by the poor management of risks during the Financial Crisis of 1997 (Yazid & Muda, 2006). Consequently, stakeholders‟ expectations for senior executives and board of directors to effectively manage all risks that face the company/organization tend to increase. In response to the increasing number and types of risks today‟s companies/organizations face, leading corporations in the United States (US) such as General Electric (GE), Wal-Mart, Bank of America and IBM, have all begun to adopt Enterprise Risk Management (ERM) for effective management of risks (Drew et al., 2005).
    [Show full text]
  • Chapter Nineteen U.S
    CHAPTER NINETEEN U.S. Government Accountability Office David M. Walker 126 U.S. GOVERNMENT ACCOUNTABILITY OFFICE By David M. Walker There is one very important and nonpartisan federal agency with a major government-wide impact that will not be directly affected by the transition to a new presidential administration in 2017: the U.S. Government Account- ability Office (GAO). The head of the GAO is the Comptroller General of the United States. You may have some initial apprehension regarding GAO. After all, GAO is the “Watchdog for Congress.” As such, GAO has a critically important role in helping Congress oversee the executive branch. In addition to GAO’s well- known oversight work, the agency is also in the insight and foresight business. Specifically, GAO has insights on what federal government programs, policies, functions, and activities work and which ones don’t. GAO is exposed to “best practices” and “lessons learned” across the federal government and from its counterpart audit organizations around the world. GAO also employs foresight by identifying key trends and challenges that affect the United States and its position in the world. These can help government address current and emerging challenges before they reach crisis proportions, while also capital- izing on related opportunities. Furthermore, in an effort to lead by example, GAO engaged in a widely acclaimed transformation starting in the late 1990s. GAO’s transformation offers valuable information and insights to other agency leaders who want to achieve major transformational change in their own agencies. Given these facts, GAO can be a valuable source of professional and objective information for new administration officials.
    [Show full text]
  • GOVERNMENT ACCOUNTABILITY OFFICE 441 G Street NW., Washington, DC 20548 Phone, 202–512–3000
    LEGISLATIVE BRANCH 47 GOVERNMENT ACCOUNTABILITY OFFICE 441 G Street NW., Washington, DC 20548 Phone, 202–512–3000. Internet, www.gao.gov. Comptroller General of the United States DAVID M. WALKER Chief Operating Officer GENE L. DODARO Chief Administrative Officer SALLYANNE HARPER Associate Chief Administrative Officer CHERYL WHITAKER General Counsel GARY L. KEPPLINGER Teams: Managing Director, Acquisition and KATHERINE SCHINASI Sourcing Management Managing Director, Applied Research and NANCY KINGSBURY Methods Directors THOMAS J. MCCOOL, SIDNEY SCHWARTZ Chief Accountant ROBERT DACEY Chief Economist SUSAN OFFUTT Chief Statistician RONALD FECSO Chief Technologist NABAJYOTI BARKAKATI, Acting Chief Actuary JOSEPH APPLEBAUM Managing Director, Defense Capabilities and JANET ST. LAURENT Management Managing Director, Education, Workforce, CYNTHIA M. FAGNONI and Income Security Managing Director, Financial Management MCCOY WILLIAMS and Assurance Managing Director, Forensic Audits and GREGORY D. KUTZ Special Investigations Managing Director, Financial Markets and RICHARD J. HILLMAN Community Investments Managing Director, Health Care MARJORIE KANOFF Managing Director, International Affairs and JACQUELYN WILLIAMS-BRIDGERS Trade Managing Director, Information Technology JOEL WILLEMSSEN Managing Director, Natural Resources and ROBERT A. ROBINSON Environment Managing Director, Physical Infrastructure PATRICIA A. DALTON Managing Director, Strategic Issues J. CHRISTOPHER MIHM Managing Director, Homeland Security and NORMAN J. RABKIN Justice Support Functions:
    [Show full text]
  • Constitutional Provisions Chapter - V
    CONSTITUTIONAL PROVISIONS CHAPTER - V COMPTROLLER AND AUDITOR GENERAL OF INDIA 148. Comptroller and Auditor General of India (1) There shall be a Comptroller and Auditor General of India who shall be appointed by the President by warrant under his hand and seal and shall only be removed from office in like manner and on like grounds as a Judge of the Supreme Court. (2) Every person appointed to be the Comptroller and Auditor General of India shall, before he enters office, make and subscribe before the President or some person appointed in that behalf by him, an oath or affirmation according to the form set out for the purpose in the Third Schedule. (3) The salary and other conditions of service of the Comptroller and Auditor General shall be such as may be determined by Parliament by law and, until they are so determined, shall be as specified in the Second Schedule: Provided that neither the salary of the Comptroller and Auditor General nor his rights in respect of leave of absence, pension or age of retirement shall be varied to his disadvantage after his appointment. (4) The Comptroller and Auditor General shall not be eligible for further office either under the Government of India or under the Government of any State after he has ceased to hold office. (5) Subject to the provisions of this Constitution and of any law made by Parliament, the conditions of service of persons serving in the Indian Audit and Accounts Department and the administrative powers of the Comptroller and Auditor General shall be such as may be prescribed by rules made by the President after consultation with the Comptroller and Auditor General.
    [Show full text]