Board Responsibility. A bank can outsource a task, but it cannot outsource the responsibility.
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1 Third-Party Risk
2 Board Responsibility The Board of Directors and senior management are ultimately responsible for managing activities conducted through third-party relationships as if the activity were handled within the institution. A bank can outsource a task, but it cannot outsource the responsibility. Financial Institution Letter Guidance for Managing Third-Party Risk
3 Scope of Discussion Definitions Common Third-Party Relationships Potential Risks Arising from Third-Party Relationships Risk Management Process FDIC Review of Third-Party Relationships
4 Definitions Third Party is broadly defined to include all entities that have entered into a business relationship with the financial institution, whether the third party is a bank or a nonbank, affiliated or not affiliated, regulated or non-regulated, or domestic or foreign. Third-Party Risk the potential risk that arises from financial institutions relying upon outside parties to perform services or activities on their behalf.
5 Common Third-Party Relationships Parties that: Perform functions on a bank s behalf. Provide access to products and services. Market processes and activities for which the bank has particular capacities and competencies. Use the bank s charter or legal powers. Perform monitoring or audit functions.
6 Third-Party Relationship Considerations Third-Party Relationships: Can aid management in attaining strategic objectives by increasing revenues, reducing costs, or expanding the customer base. Can enhance competitiveness, provide diversification, and strengthen the safety and soundness and compliance management system. May reduce management s direct control and can present risks if not properly managed.
7 Potential Risks Arising from Third-Party Relationships Strategic Other Reputation Third-Party Relationships Compliance Operational Credit Transaction
8 Strategic Risk Strategic Adverse business decisions. Other Third-Party Relationships Reputation Appropriate business decisions not properly implemented. Compliance Operational Credit Transaction
9 Reputation Risk Other Compliance Strategic Third-Party Relationships Reputation Operational Negative public opinion. Negative publicity involving the third party, whether or not the publicity is related to the institution s use of the third party. Credit Transaction
10 Operational Risk Other Strategic Third-Party Relationships Reputation The risk of loss resulting from inadequate or failed internal processes, people, systems, or external events. Compliance Operational Credit Transaction
11 Transaction Risk Strategic Problems with service or product delivery. Other Compliance Third-Party Relationships Reputation Operational A third party s failure to perform as expected adversely impacting customers or the institution. Credit Transaction
12 Credit Risk Other Compliance Credit Strategic Third-Party Relationships Transaction Reputation Operational The inability of a third party to meet the terms of the contractual arrangements or financially perform as agreed. Use of third parties that market or originate certain types of loans, conduct underwriting analysis, or set up other products/programs for the institution.
13 Compliance Risk Other Compliance Credit Strategic Third-Party Relationships Transaction Reputation Operational Arises from violations of laws, or regulations, or from noncompliance with internal policies, procedures, or business standards. Increases when an institution has inadequate oversight, monitoring, or audit functions over third-party relationships.
14 Other Risks Other Compliance Strategic Third-Party Relationships Reputation Operational Includes: Liquidity Interest rate Price Foreign currency Country Legal Credit Transaction
15 Managing Third-Party Risks Four Elements Risk Assessment Due Diligence Risk Management Process Oversight Contract Structuring and Review
16 Risk Assessment Risk Assessment Oversight Risk Management Process Due Diligence Risk Management Process Contract Structuring and Review Ensure the proposed relationship is consistent with the overall business strategy. Conduct Cost/Benefit analysis. Ensure management has the knowledge and expertise to provide adequate oversight. Estimate the long-term financial effect of the proposed relationship.
17 Due Diligence Risk Assessment Risk Management Process Due Diligence Determine scope and depth of due diligence in relation to the importance and magnitude of the relationship. Review qualitative and quantitative aspects. Oversight Contract Structuring and Review
18 Managing Third-Party Risks Four Elements Risk Assessment Due Diligence Risk Management Process Oversight Contract Structuring and Review
19 Contract Structuring and Review Risk Assessment Oversight Risk Management Process Due Diligence Contract Structuring and Review Prior to Entering into the Contract: Ensure expectations and obligations of both parties are properly outlined in a written contract. Obtain Board approval. Ensure appropriate legal counsel reviews significant contracts.
20 Managing Third-Party Risks Four Elements Risk Assessment Due Diligence Risk Management Process Oversight Contract Structuring and Review
21 Oversight Risk Assessment Oversight Risk Management Process Due Diligence Contract Structuring and Review The Board must: Establish an oversight program and define management responsibilities related to verifying compliance with contracts, regulations, and internal policies and procedures. Approve and review at least annually significant third-party arrangements and oversight program performance.
22 FDIC Review of Third-Party Relationships Examination Procedures Risk Management Examinations Specialty Examinations Compliance Examinations Report of Examination Treatment Examination Ratings (CAMELS, Compliance, CRA, etc.) Applicable comments and recommendations Corrective Actions Formal Actions Informal Actions Other
23 Action Items Action Items for the Board: Require management to maintain an updated list of all third-party relationships and review the list periodically. Be involved in the risk management process for significant or complex third-party relationships. Take appropriate action with any relationship that presents elevated risk. You can outsource a task, but you cannot outsource responsibility.
24 Resources FIL entitled, Third-Party Risk: Guidance for Managing Third-Party Risk (June 6, 2008) Supervisory Insights Article, Third-Party Arrangements: Elevating Risk Awareness (Summer 2007) FIL entitled, Guidance on Payment Processing Relationships (November 7, 2008) FIL entitled, Payment Processor Relationships Revised Guidance (January 31, 2012) Supervisory Insights Article, Managing Risk in Third-Party Payment Processing Relationships (Summer 2011) Website: Mailbox:
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