Cited by 4Risk Management in Financial FirmsAccounting and Organizational ManagementLeadership, Behavior, and Decision-Making Studies

The DOI matches its Crossref record; 2 of the 2 references it cites were found in a registry or an index; none of the 3 sources its claims cite is checked for support yet.

Key Risk Indicators reloaded

Open access
van den Brink, Gerrit Jan, Leipoldt, Marc·2022·Maandblad voor Accountancy en Bedrijfseconomie

Abstract

Although Key Risk Indicators have been a staple for Operational Risk Management reports in financial institutions for years now, they are rarely drivers for action and their relevance is waning. The authors argue that, for Key Risk Indicators to become more relevant, they should be recast as predominantly business (first line of defence) driven and made practical rather than theoretical. After describing the current state of Key Risk Indicators and the future for such indicators in case no action is taken, an ideal situation is outlined and five recommendations are presented that serve as practical steps towards that ideal state.

Overview

AI snapshot

Written from the paper’s full text.

TL;DR

Key Risk Indicators (KRIs) have long been a staple of operational risk reporting in financial institutions but rarely drive action, and the authors argue they must be recast as predominantly first-line/business-driven and practical rather than theoretical. The paper describes the current state, the likely future if nothing changes, an ideal KRI system, and five practical recommendations.

Key findings

  • KRIs are often assumed to belong to the ORM/risk department, are not relevant for day-to-day management, and frequently mix KPIs with KRIs; as a result, KRI programmes can degenerate into a compliance fig leaf and waste time and effort.
  • Operational KRIs flourish where data are continuous and near-time—examples include ageing of open nostro account items, IT-system availability, IT-server loads, intersystem breaks, and ATM cash availability—because they allow rapid reactions to threshold breaches. Strategic KRIs, by contrast, are supposed to alert management to risk-profile changes, but few FIs can effectively translate heterogeneous risk data into meaningful KRIs.
  • Reasons for suboptimal strategic KRI implementation include haphazard deployment, limited stakeholder involvement in defining thresholds, thresholds often set unreasonably high so the “traffic light is always on green,” manual collection/aggregation, and very low usage. If unchanged, acceptance and use of strategic KRIs are likely to decrease or they may be abolished.
  • The ideal KRI system has five characteristics: a clear understanding of what is measured (types A, B, and composite C), a keenly awaited batch of new KRI information, KRIs that allow corrective action (at minimum, investigate), KRIs that are routinely collected, and KRIs deployed close to decision makers. The five recommendations are: embellish the KRI with narrative; add ownership; select an uncomplicated KRI; reuse existing information; and make KRI programmes demand-based with the first line fully in charge.
  • Contextual numbers cited: EBA Risk Dashboards show EU banks’ weighted Return on Equity at its lowest in Q2 2020 at 0.5%, rising to 7.4% a year later; German guaranteed interest rates were lowered e.g. to 0.25%; the largest Dutch pension fund, ABP, was “currently 20% behind the desired level.”

Methods

  • Conceptual/practice paper, not an empirical study. It reviews the current state of KRIs, outlines what happens if usage continues as-is, describes an ideal KRI system, and presents five recommendations.
  • Evidence base includes the authors’ experience at more than 20 FIs, official disclosures such as Pillar 3 Reports for banks and Solvency and Financial Condition Reports for insurers (summarized in Table 1 for selected FIs), and regulatory/industry publications (BCBS, EBA, EIOPA, DNB, FSI, and others).
  • Analysis is qualitative: it distinguishes operational from strategic KRIs, identifies implementation problems, derives five ideal characteristics, and maps them to practical recommendations. No statistical modelling or hypothesis testing is reported.

Limitations

  • Stated: no academic KRI literature corpus exists; references are scattered and rarely exceed a few pages. Table 1 is described as a “cursory overview,” and not all FIs publish KRI usage consistently or at all.
  • Stated/evident: the recommendations are based on the authors’ experience and reasoning rather than empirical testing; there is no formal sample, measurement, or validation of the proposed ideal system or recommendations.
  • Evident: the disclosure-based evidence is sparse and may not reflect actual internal KRI use; the paper’s examples are illustrative rather than systematically evaluated, and the authors note that not all KRIs are equal, limiting generalisation across operational and strategic KRIs.

Model-written summary. Check it against the paper before relying on it.

Integrity signals

Registry

Crossref · 10.5117/mab.96.80730

Cites

2 of 2 references verified0 citation errors · 0 not checkable

Statistics

Nothing to recompute.

Verification

Claims the paper makes

29 No basis given · 14 Own interpretation · 2 Sources not found · 1 Own result

Show all 4 claims

  • Probably not a substantial claim. 39
  • The quote only partly states this claim. 1
  • It may state two separate claims as one. 14
42 of 42
  • The authors state this as an assumption.

    Thresholds are an expression of the company's risk appetite and assume that appropriate action is taken when the risk exposure exceeds the risk appetite.

    “They are an expression of the company's risk appetite and assume that appropriate action is taken when the risk exposure exceeds the risk appetite.”
  • The paper relies on this without support.

    The low frequency of strategic risks measured by KRIs is not a flaw.

    “It is important to note that the low frequency is not a flaw.”
  • The paper relies on this without support.

    Risk management has a broader remit to include changes in the risk profile.

    “However, risk management has a broader remit to include changes in the risk profile.”
  • The paper relies on this without support.

    A mature KRI-monitoring system requires both type A/B and type C KRIs.

    “A mature KRI-monitoring system requires both types.”
4 of 4

Self-check

Percentages, sums and reported differences re-computed from the paper’s own numbers.

Each contradiction between two passages listed here was confirmed by an independent check.

3 of 3

Citations

Cites

Show all 2 references

Metadata

Authors
van den Brink, G. J., & Leipoldt, M.
Venue
Maandblad voor Accountancy en Bedrijfseconomie
Published
2022-07-28
Volume
96
Issue
5/6
Pages
165-171
ISSN
  • 0924-6304 (ISSN-L)
  • 2543-1684
OpenAlex
W4288074632
Cited by
4
References
2
Citations by year
2026: 1 · 2025: 3
FWCI
0.87
Type
journal article
Language
en
Open access
Locations
  • Maandblad Voor Accountancy en Bedrijfseconomie (publishedVersion, cc-by-nc-nd)
  • ZooKeys (submittedVersion, other-oa)
  • RePEc: Research Papers in Economics (submittedVersion)
  • DOAJ (DOAJ: Directory of Open Access Journals) (submittedVersion, cc-by-sa)
Topics
  • Social Sciences › Business, Management and Accounting › Accounting › Risk Management in Financial Firms
  • Social Sciences › Business, Management and Accounting › Accounting › Accounting and Organizational Management
  • Social Sciences › Decision Sciences › Management Science and Operations Research › Leadership, Behavior, and Decision-Making Studies
Keywords
key risk indicators, operational risk management, financial institutions, risk management practices, risk management recommendations

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Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

A language model drew the claims from the paper on 2026-11-07, under version 3 of the claim definition (model deepseek-v4.1-flash, prompt extract-v3).

A second model labelled each claim on 2026-11-07 (model jev-1.13-20260917, definition revision gold-guideline-v0.2).

Statistics and arithmetic are recomputed, not judged.

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How to cite

Cite CoChat for the checks on this page, and the paper for its own findings.

This page
CoChat. (2026). Citation check: Key Risk Indicators reloaded. https://app.cochat.ai/papers/10.5117/mab.96.80730
The paper
van den Brink, G. J., & Leipoldt, M. (2022). Key Risk Indicators reloaded. Maandblad voor Accountancy en Bedrijfseconomie. https://doi.org/10.5117/mab.96.80730