DEVELOPMENT TENDENCIES AND FEATURES OF OPERATIONAL RISK MANAGEMENT OF COMMERCIAL BANKS

Abstract

The article examines the structure of operational risks of commercial banks in the context of the implementation of strategic policy and the formation of a positive reputation. Special attention is paid to biometric identification, artificial intelligence, robotics of banking processes and the latest banking products as digitalization factors of operational risks. Development trends and volumes of banks' losses from the occurrence of operational risks (on the example of European countries) were established, as a result of which a higher degree of vulnerability of commercial banks was recognized. Peculiarities of the operational risk management process of foreign banks were studied and consistent procedural laws were established, in particular: risk identification, quantitative and qualitative assessment of factors of the current level of risk, accumulation of information about events, risk losses and their subsequent registration, application of operational risk response measures, detection, accounting total losses and the cost of compensation from the occurrence of risks, monitoring and a system of countermeasures. Systematization of the composition of indicators for the diagnosis of the investigated risks, including for individuals and legal entities, has been carried out. The features and successful practice of the real-time risk management and control environment in European countries are presented, which is based on expanded supervisory powers (increasing operational excellence and stability of business processes), expanding analytics (identifying problems, automation and reporting), specializing in the management of specific by risk types (cyber risk, fraud and conduct risk) and in-depth human factors and inclusion real-time research and impact tools. Priority supervisory measures for operational risk management and control have been announced. It was determined that an important condition for achieving the efficiency and effectiveness of operational risk management should be an individual self-regulation mechanism that functions on the basis of the synergistic effect of the interaction of intrabank divisions and automation information systems. The scientific novelty of the research lies in the author's proposed directions for further actions aimed at prevention, early detection and minimization of the number of occurrences of operational risks and the size of banks' losses from them