• Sridhar Ryakala

Risk management in banks has changed substantially over the last decade. The regulations that emerged from the global financial crisis and the fines that were levied in its wake paved a wave of change in risk functions. These included more detailed and demanding capital, leverage, liquidity, and funding requirements, as well as higher standards for risk reporting. The management of non-financial risks has become more important as the standards for compliance and conduct are tightened. The stress testing emerged as a major supervisory tool, in parallel with the rise of expectations for bank risk-appetite statements. Banks also started investing in strengthening their risk cultures and involved their boards more closely in key risk decisions. Banks also sought to further define and delineate their lines of defense. In order to monitor and control the risks, the banks are compelled to establish and operate an adequate and effective internal audit, internal control and risk management system that is compatible with their activities and structure in accordance with changing conditions, covering all branches and departments, and reporting to the board of directors within the framework of the principles set for them.

RISK MANAGEMENT IN BANKING SECTOR – AN OVERVIEW

"RISK MANAGEMENT IN BANKING SECTOR – AN OVERVIEW", International Journal of Emerging Technologies and Innovative Research (www.jetir.org), ISSN:2349-5162, Vol.7, Issue 2, page no.785-790, February-2020, Available :http://www.jetir.org/papers/JETIR2002518.pdf

"RISK MANAGEMENT IN BANKING SECTOR – AN OVERVIEW", International Journal of Emerging Technologies and Innovative Research (www.jetir.org | UGC and issn Approved), ISSN:2349-5162, Vol.7, Issue 2, page no. pp785-790, February-2020, Available at : http://www.jetir.org/papers/JETIR2002518.pdf