Assessing whether banks are ‘in control’

‘Under DORA, the European legislation that requires financial institutions to strengthen their digital resilience against cyber threats and IT disruptions, banks must ensure that they are aware of the risks they face and what they can do to mitigate them. They must establish risk management frameworks for IT risk or outsourcing risk, for instance, and of course adhere to them. DNB supervises these activities, making sure they do what is required.

I work as an IT & Operational Risk Supervisor in the IT/Cyber Supervision department, Operational Risk & Resilience of the Supervision of National Banks & Expertise division (TNBE-TICOR). We examine both smaller banks and payment institutions supervised by national central banks such as DNB, and the major banks that are directly supervised by the ECB’s Single Supervisory Mechanism (SSM) in Frankfurt.

During these examinations, our team identifies the risks that are relevant to banks and payment institutions, and assesses whether they are ‘in control’: in other words, whether they are doing what is needed to address those risks appropriately. The requirements set out in the Digital Operational Resilience Act (DORA) are the guiding principles. This is, of course, important not only for DNB, but also for the Dutch economy as a whole.

We don’t just examine files at our desks – we also go on on-site inspections at the banks and other institutions themselves. We gather information and interview relevant staff such as the CFRO and the CIO, which gives us genuine insight into an organisation from the inside. This combination of practical and substantive work really appeals to me. Down the road, I would like to become a head of mission – the individual who leads such an examination.

Getting to the bottom of things

What I really like about working at DNB is that you’re given the opportunity to really get to the bottom of things. The focus really is on the substance of the work. The people who work here are dedicated and highly intelligent, which means we can exchange high-level information and make real progress. There are plenty of opportunities for development, for example through the DNB Academy. I’d like to explore natural leadership in greater depth. There’s always new material for me to sink my teeth into, such as developments in AI, geopolitical risks, quantum computing and changing policies and regulations.

A great working environment

I also really like the working environment here. Colleagues are always willing to assist and share their knowledge. And alongside this professional collaboration, you meet people from all parts of the organisation thanks to DNB’s social networks. Diversity is truly a unifying force at DNB.

For example, I’m involved in Blended, a network for colleagues from a wide range of cultural backgrounds that organises inspiring and community-building activities, such as an Iftar meal during Ramadan. I am also involved in DNB Pride, the network that champions the interests of the LGBTQIA+ community at DNB.

Together with my colleagues, I work to ensure that financial institutions in the Netherlands are strong and resilient. That’s good for our economy, and that means my work has real social impact. It’s hard work, but we put our hearts into it!’