Korea COO (SG Seoul Branch and SG Securities Korea)

The Country COO is accountable to local regulators for the:

Compliance of the local platform, across all BUs and SUs, with local regulations and SG normative documentation:

• Ensure the platform/entity has the required operating model (framework and processes) to manage all classes of risk, and that these are owned by the relevant departments, on an on-going basis.

O Note: the entity framework should enable raising/escalating any regulatory change/requirement to Global/Regional departments for these changes to be taken into account into the relevant tools/procedures/processes/controls as well as raise any alert should these changes not be implemented in due time.

• As a result, the Country COO ensures the required Corporate Governance is run at platform/entity level and that committees are owned by relevant departments.

Operational risk management from an LOD1 perspective across the entire local platform, which includes:

• Outsourcing risk management: the Country COO is a Transversal Oversight Manager (OVS) across the entire local platform,
• Operational resiliency management,
• Data & Technology risk management,
• Fraud risk management,
• Monitoring and ensuring timely implementation of any corrective actions required following any audits/inspections/incidents.

The Country COO oversees, in partnership with CPLE and relevant departments, any supervision/inspection from regulators or enforcement agencies.

The Country COO also:

Supports and facilitates GBIS business execution and development at a local level:

• Facilitates support provided by onshore and offshore functions to ensure the appropriate level of operational service corresponding to local business and regulatory requirements,
• Ensures that support functions operate in a collaborative and cooperative manner to support the business goals,
• Ensures that the quality, security and resilience of services delivered to local businesses is appropriate,
• Ensures execution of business development projects (see below),
• Is a member of the NPC committee.

Supports the Country Head in Korea and the Region on transversal projects:

• Act as local sponsor for such initiatives where appropriate or necessary,
• Ensures that transversal projects receive the appropriate level of attention and resources amongst business lines and resource functions,
• Ensures that the governance of such projects is established with the appropriate level of reporting to regional or global sponsors.

Actively contributes to the COO ASIA community:

• Attends Monthly COO ASIA meetings,
• Contributes to / Leads Regional COO initiatives aiming to reducing risk profile/streamlining operations,
• Shares best practices with fellow COOs.

Local Manager of GBSU (CLD, ORM, MTR/OTC, CS)[1]  & GTS  departments

The Country COO manages the local GBSU (CLD, ORM, MTR/OTC, CS) & GTS teams jointly with the Regional GBSU & GTS heads as well as with local control/support functions where required to ensure:

• Adoption of global/regional policies/guidelines/practices,
• Local compliance with local regulations and risk management procedures and processes,
• Management of budget, costs and investments,
• Where possible, development of operational efficiencies and synergies on the local platform,
• Active staff management and development of talents.

Governance

Committee participation (to further refine in line with ASIA governance program once finalized)

• The Country COO is the Chair of the Regulatory Report Recertification Committee (3RC) and the Outsourcing Committee.
• The Country COO also actively participates as a Member of the Risq Management Committee, the Assets & Liability Committee, the Operational Risk Committee, the Internal Control Committee, the Financial Crime Committee, the Resilience Risk Committee, the Branch Committee, the Staff Committee and the Information Security Committee.

Delegated and other responsibilities

These delegated responsibilities may include:

• Representative roles in the FKCCI and ECCK,
• Staff engagement coordination (CSR, Diversity, Green, Other Networks).

External and internal counterparts and relationships

Internal:

• All BU and SU stakeholders of the local platform (GLBA, MARK, GTPS, DFIN, RISQ, CPLE, LGL, HR, COMM, IGAD etc.)
• Regional BU and SU stakeholders, key counterparts include:
• GLBA, MARK and GTPS teams (for BU present onshore),
• GBSU regional teams (regional managers of GBSU teams present locally),
• DFIN, RISQ, CPLE, HR, COMM and IGAD stakeholders.

External:

• Regulators
• Bank / Financial Services bodies
• Associations
• Peer banks