“I think the parts that make sense as far as tying fee-based activities to operational risk would be to look at, again, as I described earlier, the people, process and technology behind fee-based activities, and not necessarily the fee-based activities in and of themselves,” he mentioned. “This signifies that we’re not controlling the monetary elements of these actions, however we are able to management and perceive extra deeply the operational processes behind the eventual form of fee-based monetary elements of these. They’re very autonomous, they’re very frequency primarily based – for a fee-based exercise, a quite simple instance could be like bank cards; each time you swipe a bank card there is a charge related to that and that is revenue for a agency managing the cardboard in and of itself. It’s fairly rinse-and-repeat, and there is probably not an amazing understanding of the individuals, the method of the tech, controlling, defending and motivating these actions, which for many banks is simply seen virtually as passive revenue; we’re going to gather these charges, and all is effectively.