What we do

WHAT WE DO

Rototim uniquely combines software and content to deliver ORM solutions content helps define the scope of processes and sub-processes for which risk management needs to be performed and guides development of control and test libraries. It brings together all risk management related data – a reusable library of risks and their corresponding controls and assessments, results from individual
assessments, key risk indicators, events such as losses and near-misses, issues, and remediation plans – in a single solution.

It also provides other intelligent and content driven features such access to training content from an expert community from within the solutions and integration of business processes with regulatory notifications and industry alerts. Key components of Rototim solution for ORM would include:

Risk Analysis and Risk Self-Assessment

Control Design and Assessments

Loss Tracking and Key Risk Indicators (KRIs)

Issue Management and Remediation

Internal Audit

Reports and Dashboards

By adopting Rototim’s Integrated Operational Risk Framework, your organization is assured that all operational risks management initiatives are sustained and are aligned with set corporate strategy.

There are four operational risk challenges that our core service focus on

Development of an ORM model as part of a regulatory and economic capital framework is complex and takes time.

Effective management of operational risk requires diverse information from a variety of sources-including, for example, risk reports, risk and control profiles, operational risk incidents, key risk indicators, risk heat maps, and rules and definitions for regulatory capital and economic capital reporting.

A well-structured operational risk framework requires development of business-line databases to capture loss events attributable to various categories of operational risk. Basel II specifically requires a minimum of three years of data for initial implementation and ultimately five years for the Advanced Measurement Approaches (AMA). The need for historical data (including external data) has been a cause for concern for many enterprises.

Effective risk management program starts with “The Tone at the Top”- driven by the top management and adhered by the bottom line. However, if bank’s top leaders perceive operational risk management solely as a regulatory mandate, rather than as an important means of enhancing competitiveness and performance, they may tend to be less supportive of such efforts. Management and the board must understand the importance of operational risk, demonstrate their support for its management, and designate an appropriate managing entity and framework – one that is part of the financial institution’s overall corporate governance framework.

Top