The state of Non-Financial-Risks (NFR) and its management in 2017 and beyond.


Non-Financial Risk Management Insights Series

Implementing an integrated framework for financial institutions

Insights Series

We are pleased to welcome you to our Non-Financial Risk (NFR) Insights series. The series serves as a continuation of our original Point of View: The pressing case to design and implement a Non-Financial Risk Management Framework.

Each release will focus on one of the implementation categories:



Issue # 1 – Risk Taxonomy and Risk Identification

March 2018

A thorough analysis of a bank’s risk profile that takes into consideration its business model and strategic direction is a fundamental prerequisite of an effective risk and control management framework; it necessitates a comprehensive risk taxonomy and a dynamic Risk Identification process.


Read more & download our Insights Series #1.

Issue # 2 – Risk Appetite

May 2018

An integrated Risk Appetite Framework, covering financial and non-financial risks, is fundamental to informed decision-making and steering an institution within the business and risk strategy.


Read more & download our Insights Series #2.

Issue # 3 - Governance

January 2019

Adapting the existing governance model to include NFRs, with clear responsibilities across all risks.

Setting up a governance model with clearly defined roles and responsibilities, a compatible organizational structure and oversight committees is a prerequisite for effective and efficient NFR management. An emerging trend in the industry includes centralizing
NFR responsibilities in the second line of defence, often referred to as “umbrella function”.

Read more & download our Insights Series #3.

Issue # 4 - Culture

April 2020

Risk culture refers to the norms, attitudes, and behaviors related to risk awareness, risk taking, and risk management in an organization. Risk culture’s significance increases for non-financial risk (NFR), as it can be difficult to create policies and procedures to manage all of them. Short comings in conduct,compliance, and other elements of non-financial risk are often the result of a risk culture gone sideways. Since the financial crisis, regulators have been dialing up the accountability. In this issue, we unpack the risk culture dimension of the NFR framework, including ways to assess it.

Read more & download our Insights Series #4.

What's next ?



Selecting and deploying a common infrastructure to link processes to controls and support measurement and management of risks, while enhancing automation and transparency


Creating a common reporting framework, where risks are monitored and communicated consistently across all lines of defence

Measurement & Monitoring

Perspectives to deploy qualitative and quantitative methodologies in order to measure and monitor NFRs

Supervision & Control Model

Ideas to leverage a rationalized inventory of controls across a wider spectrum of risks and processes

Our Insights Series by Deloitte's Banking Union Centre

About the Deloitte Banking Union Centre in Frankfurt (BUCF)

Europe’s most ambitious integration project since the euro.

The Banking Union initiative represents a fundamental innovation in supervision of financial services with significant consequences for the structure of the banking sector in the Eurozone and beyond, affecting business models and strategies.

Read more BUCF reports here.

Visit the BUCF solution overview here.