The True Cost of Reputational Damage

Total Page:16

File Type:pdf, Size:1020Kb

The True Cost of Reputational Damage INTERNATIONAL INSTITUTE OF RISK AND SAFETY MANAGEMENT Issue 11/2016 Visit our website at www.iirsm.org The true cost of reputational damage If your company appeared in court As well as the dramatic increase in the recover. It is unlikely that 31 separate deaths tomorrow and was hit with a multi- levels of fines – which incidentally are more would have prompted the same response. million pound fine, could it survive? likely to make the headlines – Section 10 of Last year a Deloitte Touche Tohmatsu Even if it had the means to pay, the Corporate Manslaughter and Corporate survey revealed that only 19% of senior the reputational damage it would Homicide Act allows the courts to impose executives would say their companies suffer would almost certainly have a publicity orders on convicted firms to attract deserve an “A” for their ability to protect detrimental effect on business. additional adverse publicity and potentially against and respond to reputation risks, Since the revised Sentencing Guidelines damage its reputation. Previous notices have while 39% said the maturity of their risk came into force earlier this year, big either appeared in local newspapers or, in strategy was average or below average. businesses have been hit with huge penalties the case of joinery firm Peter Mawson, on its In today’s global, fast-moving social thanks to their turnover. The pages of this website. Mobile Sweepers (Reading), which media landscape, reputational issues can issue alone document Tesco’s £500,000 fine was convicted of corporate manslaughter in spread and amplify extremely quickly. Often after a worker suffered bruises following a February 2014, was required to take out ads it will come down to the speed at which fall, Network Rail’s £4 million penalty after a in two local newspapers. issues are identified and how they are pensioner was killed on a level crossing, and But it’s not just killing workers that subsequently handled. Merlin’s £5 million fine following the Alton attracts bad publicity. After the King’s Cross Does your organisation have a strategy to Towers rollercoaster crash – the biggest fire in 1987, travel on London Underground protect its reputation? Perhaps it’s time you penalty to date for a non fatal incident. dropped by 6% and took two years to addressed this emerging risk. INSIDE THIS ISSUE Rooftop fall costs Cyber security: Robot protects Case study: how 03 supermarket giant 06 guides, research and 09 workers in 10 Mobile Mini drove £500,000 white papers hazardous oil fields down accidents News Prosecutions News Prosecutions SAFE SYSTEMS OF WORK MENTAL HEALTH WORK AT HEIGHT Alton Towers operator fined Survey reveals Tesco in court £5m over ride collision scale of problem after worker More than three-quarters of employees have experienced poor plummeted 30ft mental health, and almost half of workers would not talk to their through skylight manager about a mental health issue, according to a new report. Supermarket giant Tesco has been fined Released to coincide with World £500,000 after a maintenance worker fell Mental Health Day on 10 October, through a skylight onto the shop floor. the Business in the Community (BITC) On 13 June 2014, Andrew Burgess was charity uncovered that while employers part of a team carrying out repairs to are talking more about mental health, the roof and gutters of the Express store words are not translating into action. in Liscard Village, Wallesey, when the More than 20,000 participants took incident happened. He fell 30 feet and © Google Maps part in a YouGov panel survey (3,036 suffered cuts, bruises and muscle damage. Judge Steven Everett said it was ‘a minor miracle’ Burgess had not been killed or seriously injured respondents) and a public open survey Customers in the store accompanied him (16,246 respondents). to a local NHS walk-in centre. ❝❝“I am shocked at a company 10 of the Construction (Design and According to the study, 62% had Tesco Maintenance and Tesco Stores the size of Tesco failing to Management) Regulations 2007. It was © Damien Mcfadden / Associated Newspapers/REX/Shutterstock© Damien Mcfadden / experienced physical, psychological or were prosecuted by the HSE following fined £200,000 plus costs. Victims’ solicitor Paul Paxton said “money alone will never replace limbs” behavioural symptoms of poor mental an investigation that found no risk take even basic precautions Tesco Maintenance pleaded guilty to health where work issues played a part, assessment or method statement had to prevent injury to its breaching Regulation 9 of the Work at The owner of Alton Towers has been fined the UK’s biggest theme park, he added. and 24% had experienced symptoms in been produced before carrying out the employees and further, to Height Regulations and Sections 2(1) and a record £5 million for the “catastrophic” The organisation originally said the the last month alone. work. 3(1) of the Health and Safety at Work Act. rollercoaster crash last year that left five accident was caused by “human error.” But Three in four line managers (76%) Liverpool Crown Court heard that as risk injury to the public.” It was ordered to pay £300,000 plus costs. passengers with life-changing injuries and prosecutors argued the fault was with the believe that employee wellbeing is the shop has a false ceiling, the skylights Speaking after the hearing, HSE others seriously hurt. employer, not individuals. their responsibility, yet only 22% had had been painted white along with the before he could complete the task Burgess Inspector Chris Hatton said: “I am shocked The judge, Michael Chambers QC, said The court had heard how engineers received some form of training on rest of the roof, but the skylights were not fell through one of them. at a company the size of Tesco failing to Merlin Attractions Operations’ safety failed to notice a carriage that had stopped mental health at work. marked as fragile. Tesco Stores pleaded guilty to take even basic precautions to prevent procedures were “woefully inadequate” midway round the 14-loop ride. “Our findings show that we need A colleague began marking around the breaching Section 3(1) of the Health injury to its employees and further, to risk and a “shambles” in scathing criticism over They assumed there was a problem more openness, more training and skylights with yellow warning paint, but and Safety at Work Act and Regulation injury to the public.” the Smiler crash on 2 June 2015. with the computer and overrode the stop information, and more support for He added: “This was a needless and mechanism setting another train in motion employees and managers,” said Louise avoidable accident in which those injured and into the empty carriage. Aston, Wellbeing Director at BITC. “This WORKPLACE TRANSPORT were fortunate not to have been killed or Bernard Thorogood, prosecuting, said is why we are asking employers to take InBrief to have bled to death.” workers had not been given a system to three steps – talk, train and take action. The two-day sentencing at Stafford follow which would safely deal with the “Progress will only happen when Housebuilder fined £800k over segregation failings MoD receives Crown Censure Crown Court heard how the crash was like issue. He said engineers had not read or employers approach mental ill health The Ministry of Defence (MoD) has a 90mph car accident, and that the victims seen the ride’s operating instructions. as they would physical ill health – doing ● CDM failing lands Crest Nicholson in court and the skin on his left arm and leg was been issued with a Crown Censure by waited nearly an hour in mid-air before Since the crash, a number of safety what they can to prevent ill health ● Housebuilder did not monitor whether removed. the HSE for the second time this year paramedics were able to access the £18 changes have been made, including occurring or escalating, and ensuring segregation was effective He fractured his left hip, all the fingers over the death of a fusilier. million ride. improved access and a policy of closing proper support for employees when it on his right hand were broken and his left On 14 September 2011, 21-year-old Chambers said Vicky Balch and Leah the ride when winds exceed 34mph. happens.” Developer Crest Nicholson has been leg is now permanently shorter than his Dean Griffiths was lined up against the Washington, who each lost a leg, were prosecuted after a site supervisor right by 20mm. wooden wall of a compound at Lydd fortunate not to have bled to death in the was struck by an HGV at a site in Crest Nicholson, which ran the Ranges military firing range in Kent. For CCTV footage of the crash, visit Less than a quarter of line four to five hours they were trapped on the www.healthandsafetyatwork.com/ 22% Wokingham, Berkshire. project, was accused of failing to plan Two colleagues entered the compound, Smiler. On that day Alton Towers “fell well risk-assessment/alton-towers-merlin- managers have had training Reading Crown Court heard that and manage workplace transport followed by a safety supervisor, and short” of the safety standards expected of fine-smiler the housebuilder failed to segregate effectively by the HSE. one fired two shots at a target. pedestrians and vehicles, and failed to Prosecutors told the court the A bullet passed through the monitor whether workers stayed behind incident could have been avoided if the incorrectly placed target and hit EDITOR Registered in England and Wales This publication is intended to be a general Kellie Mundell Charity No 1107666 guide and cannot be a substitute for roadside pedestrian barriers.
Recommended publications
  • Pp32-33 ABB from May2014 Final
    ECM May_Layout 1 02/05/2014 13:38 Page 32 32 Strategy and management Ethical Corporation • May 2014 ANYABERKUT Other section content: p34 Interface's Rob Boogaard p37 Climate action The GlobalEthicist Risk and opportunity – the role of stakeholder trust By Andrea Bonime-Blanc Whether the impact is one you can measure, or something less quantifiable, loss of trust has a lasting effect ontemplating the varieties of reputation administration more deeply focused on national Companies Cchallenge, risk and, yes, opportunity that exist defence and security issues. The trust of stake- for all types of organisation can be overwhelming. holders (or its erosion) is at the core of this operating in There are plenty of questions. What do we reputational hit. the cloud are mean by “reputation”? Whose reputation are we especially talking about? What is “reputation risk”? What is Risk can be contagious “reputation crisis”? What is “reputation opportu- And the reputational reach of the Snowden affair concerned about nity”? hasn’t stopped with the US government. By associ- reputation Reputation risk and opportunity are events that ation, the US technology sector (even companies can hurt or enhance an entity, person, product or not directly involved in creating, developing, imple- service, from the largest entities in the world – the menting or supporting the technologies used in biggest governments, for example – to the tiniest of national security work) has been very concerned entities: small businesses and, of course, people and about the reputational fallout affecting its competi- specific products (if you’re old enough, you’ll tiveness in the global marketplace.
    [Show full text]
  • Report to the Congress on Risk Retention
    BOARD OF GOVERNORS OF THE FEDERAL RESERVE SYSTEM Report to the Congress on Risk Retention October 2010 BOARD OF GOVERNORS OF THE FEDERAL RESERVE SYSTEM Report to the Congress on Risk Retention Submitted to the Congress pursuant to section 941 of the Dodd–Frank Wall Street Reform and Consumer Protection Act of 2010 October 2010 Contents Executive Summary .......................................................................................................... 1 Introduction ....................................................................................................................... 5 Definitions of Asset Categories .................................................................................... 6 Overview of Securitization ........................................................................................... 8 Mechanics of Asset Sales ................................................................................................... 9 Structure of Securities ...................................................................................................... 10 Incentive and Information Issues in Securitization ..................................................... 14 General Description of Asset Classes ............................................................................ 17 Nonconforming Residential Mortgages ...................................................................... 17 Commercial Mortgages ............................................................................................... 18 Credit Cards
    [Show full text]
  • Safeguarding Reputation
    Safeguarding reputation Are you prepared to protect your reputation? 25 November 2020 Safeguarding Reputation: Are you prepared to protect your reputation? Foreword Protecting reputation in the time of uncertainty As the second wave of COVID-19 unravels, many We have identified five key actions that risk owners in organisations find themselves living William organisations need to think about to advance their Shakespeare’s quote from Othello – “Reputation, preparedness to safeguard their reputation. These reputation, reputation! O, I ha' lost my reputation, I ha' include: lost the immortal part of myself, and what remains is - Proactive signal sensing to identify changing bestial!”. Many businesses have gone dark, being social norms or changing narratives among your afraid to say the wrong thing to the media, many others stakeholders have communicated the ‘right thing’ but have not - Building resilience across the whole organisation followed up with the ‘right actions’. As activism to prevent the occurrence of the consequential risk movements become more widespread, this means that of reputation customers and other stakeholders are becoming less - Creating a culture of responsibility throughout forgiving of any corporate missteps. the organisation (reputation can’t be effectively Reputation is a risk of risks. That means that any major managed in a single risk management team) adverse events impacting an organisation can lead to - Training at all levels, including senior executives potential reputational damage. Considering global - Minding your business model to make sure you corporate reputational value is estimated to be trillions understand how each stakeholder group influences of US dollars, a colossal amount of corporate value is your business success at stake.
    [Show full text]
  • Reputational Risk Management
    International Journal of Contemporary Management Volume 17 (2018) Number 4, pp. 323–336 doi:10.4467/24498939IJCM.18.049.10035 www.ejournals.eu/ijcm REPUTATIONAL RISK MANAGEMENT Jan Krzysztof Solarz* http://orcid.org/0000-0001-6528-7645 Abstract Background. Reputational risk cross building competitive position or mark management. Shareholders of reputational risk management are more heterogenic. Therefore, it is not surprising that managing reputational risk has now become a major preoccupation for business in the private, public and not-for profits sectors. Research aims. The reputational risk is placed at the top of the risk hierarchy as the risk of others risks. As such, it need in new cognitive framework. In this case we study how manage complexity item. Methodology. Comparative analysis of models of reputation risk management devoted the cognitive framework located in time and institutional space. Key findings.Reputational risk management is reduction of internal cost of partic- ular activity, cover transactional cost of monitoring such type of risk and calculate external cost of reputation lost. One of this external cost is crush of reputation on public trust institutions. The current paper demonstrates and reviews different theoretical perspectives that conceptualize reputational risk management. The first part presents cognitive perspective on reputation. The second part covers behavioral approach to risk management. Finally, the paper provides practitioners with a systematic review of different approaches adopted to study reputational risk management. Keywords: reputational risk, moral hazard, cognitive framework. JEL Codes: A14, H12, P50 INTRODUCTION The reputational risk is placed at the top of the risk hierarchy as the risk of other risks.
    [Show full text]
  • Closing the Gaps on Reputational Risk Management 2
    Closing the Gaps on Reputational Risk Management 2 Contents Foreword 4 Introduction 7 - The COVID-19 effect 1. What Is Reputation? 11 2. Is Reputation a Risk? 15 3. Measuring the Impact of Reputational Risks 17 4. Linking Strategy, Tactics and Operations 19 5. Developing a Framework for Ownership and Accountability 23 6. Reputational Risk Financing 27 7. Conclusion 31 Annex A: Reputational Risk Management: Case Studies 32 Annex B: A Data-Driven Approach to Reputation Risk Management 34 3 4 Reputational Risk Foreword RIMS, Airmic and The RepTrak Company launched a joint effort in 2019 to answer the question: Why are risk professionals struggling with reputational risk management, and what are the missing elements they need? Over the past year, we interviewed more than 40 risk managers from across the United States and Europe. We had dialogues with subject-matter experts, professors and thought leaders. We held working group meetings to discuss good practices and challenges, and conducted follow-up interviews to understand what is working inside organizations today and where improvements are needed. We also conducted research to define the impact of specific risks on reputation and organization performance, and what drives the corporate reputation of leading global brands and how they are perceived across the largest economies. We would like to thank all the interview and focus group participants for their contributions. 5 Reputational Risk The leading UK association As the preeminent organization The RepTrak Company™ is the for everyone who has dedicated to promoting the world leading reputation data and a responsibility for risk profession of risk management, insights company.
    [Show full text]
  • Modeling Operational Risk Incorporating Reputation Risk: an Integrated Analysis for Financial Firms
    Modeling Operational Risk Incorporating Reputation Risk: An Integrated Analysis for Financial Firms Christian Eckert, Nadine Gatzert Working Paper Department of Insurance Economics and Risk Management Friedrich-Alexander University Erlangen-Nürnberg (FAU) Version: August 2015 1 MODELING OPERATIONAL RISK INCORPORATING REPUTATION RISK: AN INTEGRATED ANALYSIS FOR FINANCIAL FIRMS Christian Eckert, Nadine Gatzert* This version: August 13, 2015 ABSTRACT It has been shown in the empirical literature that operational losses of financial firms can cause severe reputational losses, which, however, are typically not taken into account when modeling and assessing operational risk. The aim of this paper is to fill this gap by assessing the consequences of operational risk for a financial firm including reputational losses. Toward this end, we extend current operational risk models by incorporating reputation losses. We propose three different models for reputation risk: a simple deterministic approach, a stochastic model using distribu- tional assumptions, and by taking into account a firm’s ability to deal with reputation events. Our results emphasize that reputational losses can by far exceed the original operational loss and that neglecting reputational losses may lead to a severe under- estimation of certain operational risk types and especially fraud events. Keywords: Operational risk; reputation risk; Solvency II; Basel III; loss distribution approach; Value at Risk JEL Classification: G20; G21; G22; G32 1. INTRODUCTION Reputation risk is among the most relevant risks for firms (see, e.g., The Economist, 2005; ACE, 2013; Deloitte, 2014), and at the same time considered to be more difficult to manage than any other specific risk category (see, e.g., ACE, 2013).
    [Show full text]
  • 1 Reputational Risk and Conflicts of Interest in Banking And
    Reputational Risk and Conflicts of Interest in Banking and Finance: The Evidence So Far Ingo Walter* This version: 9 December 2006 Abstract This paper attempts define reputational risk in financial intermediation and to identify the proximate sources of reputational risk facing financial services firms. It then considers the key drivers of reputational risk in the presence of transactions costs and imperfect information in financial markets, surveys empirical research in the literature on the impact of reputational losses imposed on financial intermediaries, and presents some new empirical findings. The paper then develops the link between reputational risk and exploitation of conflicts of interest in financial intermediation, arguably one of the most important threats to the reputational capital of financial firms. Finally, it considers some managerial requisites for dealing with both reputational risk and conflicts of interest. Keywords: Operational Risk, Reputation, Conflicts of Interest, JEL Classification: G2, K2, L14. _____________________________ * Ingo Walter, [email protected], Stern School of Business, New York University, New York, NY10012, USA, Phone: 001 212 998 07 0707. 1 Financial services comprise an array of "special" businesses. They are special because they deal mainly with other people's money, and because problems that arise in financial intermediation can trigger serious external costs. In recent years the role of various types of financial intermediaries has evolved dramatically. Capital markets and institutional asset managers have taken intermediation share from banks. Insurance activities conducted in the capital markets compete with classic reinsurance functions. Fiduciary activities for institutional and retail clients are conducted by banks, broker-dealers, life insurers and independent fund management companies.
    [Show full text]
  • Reputational Contagion and Optimal Regulatory Forbearance.∗
    Reputational Contagion and Optimal Regulatory Forbearance.∗ Alan D. Morrison Lucy White Said Business School, Harvard Business School; University of Oxford; CEPR CEPR October 14, 2010 ∗Comments by seminar audiences at Oxford, Harvard, the European Central Bank, the Università Bocconni, NHH Bergen, the University of Cambridge (“Interconnections in Financial Markets” conference, 2010) the CEPR conference on “Bank Crisis Prevention and Resolution” (Amsterdam 2010), and the Bank of England, as well as by Arnoud Boot are gratefully acknowledged. This paper has been prepared by the authors under the Lamfalussy Fellowship Programme sponsored by the European Central Bank, according to clause 8 of the Fellowship Agreement. Any views expressed are only those of the authors and do not necessarily represent the views of the ECB or the Eurosystem. The first author received generous research support from the Oxford University Centre for Corporate Reputation, and the second author gratefully acknowledges support from the Paolo Baffi research fellowship scheme. Reputational Contagion and Optimal Regulatory Forbearance. Abstract This paper examines common regulation as a cause of interbank contagion. Studies based on the correlation of bank assets and the extent of interbank lending may un- derestimate the likelihood of contagion because they do not incorporate the fact that banks have a common regulator. In our model, the failure of one bank can under- mine the public’s confidence in the competence of the banking regulator, and hence in other banks chartered by the same regulator. Thus depositors may withdraw funds from other, unconnected, banks. The optimal regulatory response to this ‘panic’ be- haviour can be privately to exhibit forbearance to a failing bank in the hope that it - and hence other vulnerable banks - survives.
    [Show full text]
  • Regulating Bank Reputation Risk
    Alabama Law Scholarly Commons Articles Faculty Scholarship 2019 Regulating Bank Reputation Risk Julie Andersen Hill University of Alabama - School of Law, [email protected] Follow this and additional works at: https://scholarship.law.ua.edu/fac_articles Recommended Citation Julie A. Hill, Regulating Bank Reputation Risk, 54 Ga. L. Rev. 523 (2019). Available at: https://scholarship.law.ua.edu/fac_articles/152 This Article is brought to you for free and open access by the Faculty Scholarship at Alabama Law Scholarly Commons. It has been accepted for inclusion in Articles by an authorized administrator of Alabama Law Scholarly Commons. REGULATING BANK REPUTATION RISK Julie Andersen Hill* In the aftermath of a school shooting in Florida, the New York State bank regulator urged banks to manage the "reputation risk" posed by doing business with the National Rifle Association (a gun rights advocacy group). As part of Operation Choke Point, a federal regulator told banks to end relationships with payday lenders because those activities posed "reputationrisk." Another federal regulator warns banks their reputations might be damaged by lending to oil and gas companies that are perceived to cause environmental harm. Reputation risk is the risk that bank stakeholders will negatively change their perception of the bank. It was almost unmentioned in banking regulation until the mid-1990s, but as these examples illustrate, it is now ubiquitous. This Article surveys reputation risk guidance and enforcement efforts. It shows reputation risk regulation is usually an ancillary consideration to credit risk, operational risk, or other primary risk. In these instances, reputation risk adds little because regulators have strong tools to address the root problems.
    [Show full text]
  • Addressing Negligence Claims for Pure Reputational Harm
    Fordham Law Review Volume 83 Volume 83 Issue 1 Volume 83, Issue 1 Article 8 2014 Reputational Injury Without a Reputational Attack: Addressing Negligence Claims for Pure Reputational Harm Bryson Kern Fordham University School of Law Follow this and additional works at: https://ir.lawnet.fordham.edu/flr Part of the Law Commons Recommended Citation Bryson Kern, Reputational Injury Without a Reputational Attack: Addressing Negligence Claims for Pure Reputational Harm, 83 Fordham L. Rev. 253 (2014). Available at: https://ir.lawnet.fordham.edu/flr/vol83/iss1/8 This Note is brought to you for free and open access by FLASH: The Fordham Law Archive of Scholarship and History. It has been accepted for inclusion in Fordham Law Review by an authorized editor of FLASH: The Fordham Law Archive of Scholarship and History. For more information, please contact [email protected]. REPUTATIONAL INJURY WITHOUT A REPUTATIONAL ATTACK: ADDRESSING NEGLIGENCE CLAIMS FOR PURE REPUTATIONAL HARM Bryson Kern* This Note examines the unsettled relationship between defamation and negligence. The law of defamation, through the torts of libel and slander, constitutes a well-developed and complex body of state common law and constitutional considerations. However, some claims for reputational harm may fall outside of this framework, as the law of defamation does not account for all of the ways that an individual’s reputation may be injured. Thus, plaintiffs sometimes bring negligence claims to seek redress for damage to reputation. When a plaintiff brings a negligence claim for pure reputational harm, the court is faced with a variety of options for handling the claim.
    [Show full text]
  • Reputation Risk on the Rise
    Financial Services POINT OF VIEW REPUTATION RISK ON THE RISE AUTHORS Tom Ivell, Partner Hanjo Seibert, Principal Joshua Marks, Engagement Manager REPUTATION RISK ON THE RISE Reputation risk is generally understood as the risk arising from adverse perception of an institution by its stakeholders. In the financial services industry, the aftermath of the global financial crisis has seen a proliferation of non-financial risks. Reputation risk is one topic that has grown in prominence, with headlines around the world highlighting the importance of effective reputation risk management. In yet another negative story to beset the industry, the Panama Papers have recently led to allegations of several firms facilitating tax avoidance and public corruption. Mis-selling has led to mass demonstrations in a European capital; bankers have been summoned before parliamentary committees to justify their business practices; and payment system outages and increasingly frequent cyber attacks have resulted in regulatory fines, media attention and considerable brand damage. Often tough to manage, and even more difficult to measure, some firms have done little to actively manage reputation risk. However, they can no longer afford to neglect this area. Heightened public scrutiny of the financial services industry, and the amplification of relevant issues through social media, suggest that this risk is likely to grow. Leading players are adapting to this new reality, drawing on the lessons learned from other industries (such as aviation), and from an emerging group of peer best practices. “It takes 20 years to build a reputation and five minutes to ruin it. If you think about that you’ll do things differently.” Warren Buffett Copyright © 2016 Oliver Wyman 2 REPUTATION MATTERS: IMPACT ON EARNINGS AND CAPITAL Measuring the cost of reputation risk is difficult, in part because it can arise as a secondary consequence of other risks.
    [Show full text]
  • Modeling Operational Risk Incorporating Reputation Risk: an Integrated Analysis for Financial Firms
    Modeling Operational Risk Incorporating Reputation Risk: An Integrated Analysis for Financial Firms Christian Eckert, Nadine Gatzert Working Paper Department of Insurance Economics and Risk Management Friedrich-Alexander University Erlangen-Nürnberg (FAU) Version: October 2016 1 MODELING OPERATIONAL RISK INCORPORATING REPUTATION RISK: AN INTEGRATED ANALYSIS FOR FINANCIAL FIRMS Christian Eckert, Nadine Gatzert* This version: October 09, 2016 ABSTRACT It has been shown in the empirical literature that operational losses of financial firms can cause severe reputational losses, which, however, are typically not taken into account when modeling and assessing operational risk. The aim of this paper is to fill this gap by assessing the consequences of operational risk for a financial firm including reputational losses. Toward this end, we extend current operational risk models by incorporating reputation losses. We propose three different models for reputation risk: a simple deterministic approach, a stochastic model using dis- tributional assumptions, and an extension of the second model by taking into ac- count a firm’s ability to deal with reputation events. Our results emphasize that reputational losses can by far exceed the original operational loss and that neglect- ing reputational losses may lead to a severe underestimation of certain operational risk types and especially fraud events. Keywords: Operational risk; reputation risk; Solvency II; Basel III; loss distribution approach; Value at Risk JEL Classification: G20; G21; G22; G32 1. INTRODUCTION Reputation risk is among the most relevant risks for firms (see, e.g., The Economist, 2005; ACE, 2013; Deloitte, 2014), and at the same time considered to be more difficult to manage than any other specific risk category (see, e.g., ACE, 2013).
    [Show full text]