Integrated risk management framework for credit, market, liquidity and other risks
First written in FY2016. 13 of 14 entries say "Advanced", first in FY2017. Latest entry: FY2026.
- FY2026AdvancedAnnual report
「Our banking group reviews its risk map and other materials annually based on its current risk assessment and selects its top risks. In fiscal 2025, we selected 13 top risks. For each top risk, the relevant Group CxO served as risk owner, set alarm points and prepared an action plan, thereby managing the risk appropriately.」
Advanced top-risk management through the selection of 13 risk categories, a risk-owner system led by Group CxOs, and management using alarm points and action plans. We also developed an AI policy, AI risk management rules and a Cybersecurity Management Office. - FY2025AdvancedAnnual report
「In fiscal 2024, we selected 12 top risks. For each top risk, the relevant Group CxO served as risk owner, set alarm points and prepared an action plan, and managed the risk appropriately.」
Specified top-risk management through the selection of 12 risk categories, a risk-owner system led by Group CxOs, and alarm points and action plans. We also advanced the development of an AI policy, AI risk management rules and a Cybersecurity Management Office. - FY2024AdvancedAnnual report
「For each selected top risk, we set risk scenarios and alarm points under the management of the Group CxO responsible for that top risk, and consider and implement specific responses.」
Specified top-risk management through the establishment and implementation of alarm points and action plans, with Group CxOs serving as risk owners. We are also preparing risk maps based on the views of external experts and holding discussions with outside directors and group companies. - FY2023AdvancedAnnual report
「Our banking group selects, through the Board of Directors, risks that are highly significant in terms of their potential impact and likelihood among the risk events surrounding its business as "top risks." In selecting and managing the top risks, we prepare a risk map covering a broad range of risk events, hold discussions involving outside directors and group companies, and report to the ALM Committee and the Board of Directors.」
Specified the operation of top-risk management to include a risk map, discussions involving outside directors and group companies, and reporting to the ALM Committee and the Board of Directors. - FY2022AdvancedAnnual report
「Our banking group has identified risks that are highly significant in terms of their potential impact and likelihood among the risk events surrounding its business as "top risks" and has begun managing them. As part of integrated risk management, the Board of Directors selects the top risks and establishes and implements specific response measures, thereby controlling risks to the extent possible and developing a framework for agile responses when risks materialise.」
As part of integrated risk management, the Board of Directors selected the top risks and began managing them through the establishment and implementation of response measures. - FY2021AdvancedAnnual report
「Our bank has established an effective risk management framework based on the "three lines of defence" concept set out in the Basel Committee on Banking Supervision's "Corporate Governance Principles for Banks." The first line comprises the departments responsible for business operations, including branches, head office departments and group companies, which autonomously control risks while conducting operations in accordance with rules and procedures. The second line comprises the departments responsible for managing individual risks, namely the various head office departments, and the risk oversight department, the Compliance and Risk Management Department, which oversees and manages the broad range of risks across our banking group. The third line comprises the Internal Audit Department, which independently evaluates and verifies the appropriateness and effectiveness of the group's internal control framework.」
Formalised integrated risk management as a framework based on the division of roles among the three lines of defence, including the various committees and reporting to the Board of Directors. - FY2020AdvancedAnnual report
「The ALM Committee met 12 times, the Credit Risk Management Committee 4 times and the Operational Risk Management Committee 2 times to discuss response policies for each risk. In addition, the Board of Directors received quarterly reports on the status of integrated risk management and semi-annual reports on the status of market and liquidity risks, credit risks and other matters.」
Continued to hold the various risk committees and report to the Board of Directors, while expanding the scope of management to include the establishment of a Cyber Risk Management Committee, crisis response drills and reports on infectious disease response. - FY2019AdvancedAnnual report
「The ALM Committee met 12 times, the Credit Risk Management Committee 4 times and the Operational Risk Management Committee 2 times to discuss response policies for each risk. In addition, the Board of Directors received quarterly reports on the status of integrated risk management and semi-annual reports on the status of market and liquidity risks, credit risks and other matters.」
Continued to hold the various risk committees and make regular reports to the Board of Directors, while strengthening measures against cyberattacks and conducting crisis response drills. - FY2018AdvancedAnnual report
「The ALM Committee met 12 times, the Credit Risk Management Committee 5 times and the Operational Risk Management Committee 3 times to discuss response policies for each risk. In addition, the Board of Directors received quarterly reports on the status of integrated risk management and semi-annual reports on the status of market and liquidity risks, credit risks and other matters. The Cyberattack Countermeasures Committee also met 7 times and implemented measures to address cyberattacks.」
In addition to holding the various risk management committees and reporting to the Board of Directors, the Cyberattack Countermeasures Committee met 7 times, advancing integrated risk management operations. - FY2017AdvancedAnnual report
「The ALM Committee met 12 times, the Credit Risk Management Committee 4 times and the Operational Risk Management Committee 4 times to discuss response policies for each risk. In addition, the Board of Directors received quarterly reports on the status of integrated risk management and semi-annual reports on the status of market and liquidity risks, credit risks and other matters.」
The various risk management committees met regularly, and integrated risk, market and liquidity risk, and credit risk were reported to the Board of Directors. - FY2016First statedAnnual report
「At our bank, the departments responsible for each risk manage their respective risks, while an overseeing department centrally monitors the risks. Detailed management and review are conducted through the ALM Committee, Credit Risk Management Committee and Operational Risk Management Committee, with reports made to the Board of Directors.」
Specific measures include integrated management by the Risk Management Department, committees, stress testing and a risk capital allocation system.