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the tools are and how penetrating the analysis is, risk mapping, KRIs and scorecard will only be effective with the full involvement of the business people concerned. Not only are they the most important source of information, and therefore the basis for the whole analytical process, but they are those that will make the measurement and monitoring activities meaningful by helping in interpreting, updating and improving them. In the end, it is never an analytical or mathematical model that makes the difference, but rather its effective implementation within the day-to-day management of the business and the ability to update it in order to respond to the changes in the risk and control environment.

[1] Of course, it is possible that for example an employee error can result in an operational gain rather than loss for the bank, but this possibility is generally ignored for the purpose of operational risk modeling. We do not treat this case.

[2] E. J. Vaughan and T. Vaughan. Fundamentals of Risk and Insurance. John Wiley & Sons, 9 edition, 2003.

[3] H. Geiger. Die Risikopolitik der Banken, Teil 1 und Teil 2. Der Schweizer Treuhander, 73(6/7 und 8):555 - 564, 713 - 718, 1999.www.51lunwen.org

[4] Consultative Document, Operational Risk, BIS, January 2001.

[5] Damian Handzy, Risk professional -Advancing the risk profession, June 2009, A GARP Media Publication, pp60

[6] Damian Handzy, Risk professional -Advancing the risk profession, June 2009, A GARP Media Publication, pp 60

[7] Basel Committee on Banking Supervision. “Sound Practices for the Management and Supervision of Operational Risk,” February 2003, p. 3.online resources www.51lunwen.org

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