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      "text": "This year's results show an even greater dominance of cyber threats as CROs' top priority.",
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      "text": "Finally, our results also reveal differences in the risk and transformation priorities across regions and different types and sizes of banks, as well as between global systemically important banks (G-SIBs) and non-G-SIBs. In some cases, the variances are quite pronounced, telling a tale of different market realities. In other words, CROs at G-SIBs don't just face \"the same problems only bigger\" but rather specific challenges and issues that arise from having large-scale and cross-border operations.\n\nLast year, our report highlighted the many different roles CROs play today - from firewatcher and fortune teller, to tech and data guru, to change agent and culture shaper. Based on this year's findings, it's safe to say that CROs won't be hanging up any of these hats anytime soon, especially as they adopt forward-looking stances to more issues and opportunities.",
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      "text": "CROs face similar pressure to oversee highly efficient and effective risk management operations. That means expertly managing their teams, strengthening risk management capabilities and fostering risk-aware cultures at every level of the business. The need to engage with the business on transformation, innovation and growth strategies is as pressing as ever.\n\nThis year's results show an even greater dominance of cyber threats as CROs' top priority. But, there has also been a sharp uptick in the prioritization of geopolitical risks and a reshuffling of top financial risks. The results indicate that geostrategic issues were of such concern to CROs because of their wide-ranging potential consequences - and therefore the implications for banks - ranging from inflation spikes to operational resilience. Operational resilience is a priority across many different risk stripes, even as those traditional categories blur and overlap. On the whole, our findings illustrate the volume and variety of risks CROs must monitor and prepare for. That's why there is a renewed emphasis on more proactive approaches to risk management, alongside increased operational agility, so banks can stay ahead of coming risks and respond to them more nimbly and effectively.",
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      "text": "For the last few years, the results of the annual Ernst & Young, LLP (EY)/Institute of International Finance (IIF) global bank risk management survey of chief risk officers (CROs) have reflected increased volatility, widespread uncertainty and intensifying financial and non-financial risks. This year's findings continue that trend, as the variety of risks on CROs' radar screens continues to expand. The most serious risks seem only to get more severe, and new risks continue to emerge faster than banks can deploy risk management strategies and tactics to manage them.",
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