近年来，一系列金融界的重量级案件都是由于忽视操作风险而引发的，不仅 造成了巨大的损失，而且诱发了声誉风险，给银行带来了极大的打击，同时，也 暴露出了银行针对操作风险管理方面存在的漏洞和弊端。而柜面作为银行业务的 主要载体，直接面对客户，柜面业务窗口代表了整个银行的服务质量和银行形象， 一旦发生风险案件，将直接影响银行的信誉，造成重大损失，因此，如何采取有 效的柜面操作风险管控措施对银行的发展至为重要。 本文通过对农业银行吉林省分行相关网点、部门进行实地了解，结合自身在 银行从业的经验，发现吉林省分行柜面操作风险目前存在柜面从业人员有章不 循，监督管理执行缺位，柜面操作风险体系不完善，分支行内部管理不到位四个 问题。根据现实存在的问题，作者通过查阅文献，对操作风险和风险管理相关理 论进行了深入的了解，并结合国外操作风险管理经验，提出了完善柜面操作管理 体系、加强内部控制、加强操作风险管理文化建设、优化人力资源管理制度和强 化低风险业务的相关措施。 本文通过在体系、制度、文化、具体业务方面提出的相关管控手段在一定程 度上可以弥补经营管理过程中的漏洞，提升吉林省分行的操作风险管理水平，完 善管理体系，从而提高银行的核心竞争力。同时，也希望本文所做的研究能够对 于完善其他商业银行柜面操作风险管理体系有借鉴意义，提高银行风险管理水 平，以期在竞争激烈的今天，国内银行业能够发展的更好。 关键词：商业银行；操作风险；柜面业务 II Abstract Inrecentyears,aseriesofheavyweightcasesinthefinancialindustryhavebeen triggeredbyneglectingoperationalrisks,causinghugelossesandinducingAseriesof reputationalriskshavealsobroughtgreatdamagetothebanks,andatthesametime, exposedtheloopholesanddisadvantagesofthebanks'operationalriskmanagement. Asthemaincarrierofbankingbusiness,thecounterisdirectlyfacingcustomers.The counterbusinesswindowrepresentstheservicequalityandbankimageoftheentire bank.Onceariskcaseoccurs,itwilldirectlyaffectthebank'sreputationandcause majorlosses.Therefore,howtotakeEffectivecountermeasuresforriskmanagement overthecounterareessentialtothedevelopmentofbanks. ThispaperanalyzesthestatusofJilinProvincebranchoperationrisk managementthroughfieldknowledgeofthebranchesandstaffoftheAgricultural BankofJilinBranchanditsownexperienceinthebankingindustry,andfindsthat therearecurrentlycounteremployeesinthecounteroperationriskofJilinBranch. Therearefourproblems:therulesarenotfollowed,thesupervisionandmanagement areabsent,thecounteroperationrisksystemisnotperfect,andthebranchinternal managementisnotinplace.Accordingtotheexistingproblems,theauthorhas conductedin-depthunderstandingofthetheoryofoperationalriskandrisk managementbyconsultingtheliterature,andcombinedwithdomesticandforeign operationalriskmanagementexperiences,hehasproposedtoimprovethecounter operationmanagementsystem,strengtheninternalcontrol,andstrengthenoperational risks.Measurestomanageculturalconstruction,optimizehumanresources managementsystems,andstrengthenlow-riskbusinesses. Thispapermakesupfortheloopholesintheoperationandmanagementprocess throughrelevantmanagementandcontrolmeasuresproposedintermsofsystem, system,culture,andspecificbusiness.Toacertainextent,itcanchangethe operationalriskmanagementleveloftheJilinBranchandimprovethemanagement system,therebyenhancingthecorecompetitionofthebankforce.Atthesametime,I III alsohopethattheresearchdoneinthisarticlecanbeusedtoimprovethecounter operationriskmanagementsystemofothercommercialbanksandimprovethelevel ofbankriskmanagement,sothatthedomesticbankingindustrycandevelopbetterin today'sfiercecompetition. 1.Keywords:CommercialBank;OperationalRisk;CounterBusiness 1 目录 摘要............................................................................................................................I Abstract......................................................................................................................Ⅱ 第1章绪论............................................................................................................1 1.1研究背景和研究意义........................................................................................1 1.1.1研究背景.....................................................................................................1 1.1.2研究意义.....................................................................................................2 1.2国内外研究现状................................................................................................2 1.2.1国外研究现状.............................................................................................3 1.2.2国内研究现状.............................................................................................4 1.3研究内容和研究方法........................................................................................6 1.3.1研究内容.....................................................................................................6 1.3.2研究方法.....................................................................................................7 1.4本文创新之处....................................................................................................7 第2章相关理论概述................................................................................................8 2.1商业银行风险管理概述....................................................................................8 2.1.1商业银行风险管理定义.............................................................................8 2.1.2商业银行风险管理工具.............................................................................8 2.2操作风险概述....................................................................................................9 2.2.1操作风险定义..............................................................................................9 2.2.2操作风险特点..............................................................................................9 2.2.3操作风险分类............................................................................................10 2.2.4操作风险管理方式....................................................................................11 2.3操作风险管理理论..........................................................................................13 2.3.1信息不对称理论........................................................................................13 2.3.2内部控制理论............................................................................................14 2.3.3风险防控理论............................................................................................14 第3章国外商业银行操作风险管理经验与启示....................................................16 3.1国外商业银行操作风险管理可借鉴经验......................................................16 3.1.1汇丰银行操作风险管理可借鉴经验.......................................................16 3.1.2花旗银行操作风险管理可借鉴经验.......................................................17 3.1.3渣打银行操作风险管理可借鉴经验.......................................................17 3.2国外商业银行操作风险管理对农业银行的启示...........................................18 3.2.1形成操作风险管理文化............................................................................18 3.2.2建立有效管控模式....................................................................................18 2 3.2.3完善全面管理体系....................................................................................18 3.2.4提高风险管理技术....................................................................................19 第4章中国农业银行吉林省分行柜面业务操作风险管理现状分析...................20 4.1中国农业银行吉林省分行概况.......................................................................20 4.2中国农业银行吉林省分行柜面业务操作风险管理概况...............................20 4.3中国农业银行吉林省分行柜面业务操作风险管理存在的问题...................23 4.3.1柜面从业人员有章不循............................................................................23 4.3.2监管人员执行缺位....................................................................................24 4.3.3柜面操作风险体系不完善................................................................