Staff must act with integrity (doing the right thing) and promptly
escalate observed non-compliance within or outside the organisation
(no surprises approach).
The leadership of the institution promotes, monitors, and assesses the
risk culture of the financial institution; considers the impact of culture on
safety and soundness; and makes changes where necessary.
Accountabilit
y
Relevant employees at all levels understand the core values of the
institution and its approach to risk, are capable of performing their
prescribed roles, and
are aware that they are held accountable for their
actions in relation to the institution’s
47

FSB’s indicators of a sound bank risk culture
(continued)
Effective
communication
and challenge
A sound risk culture promotes an environment of open communication and
effective challenge in which decision-making processes encourage a range of
views; allow for testing of current practices; stimulate a positive, critical
attitude among employees; and promote an environment of open and
constructive engagement.
Incentives
Performance and talent management encourage and reinforce maintenance
of the financial institution’s desired risk management behaviour. Financial and
nonfinancial incentives support the core values and risk culture at all levels of
the institution.
48
Source: Guidance on Supervisory Interaction with Financial Institutions on Risk Culture, Financial
Stability Board (2014)

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