Evan Picoult, Citigroup September, 2004 PAGE 1 INTEGRATED RISK MANAGEMENT PRESENTED TO:World Bank...
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Transcript of Evan Picoult, Citigroup September, 2004 PAGE 1 INTEGRATED RISK MANAGEMENT PRESENTED TO:World Bank...
Evan Picoult, Citigroup September, 2004 PAGE 1
INTEGRATED RISK MANAGEMENT
PRESENTED TO: World Bank Finance Conference
BY: Evan Picoult, Managing DirectorRisk ArchitectureCitigroupNew York, New York
DATE: Wednesday, September 22
PLACE: World BankWashington, DC
Evan Picoult, Citigroup January, 2004Page 2Evan Picoult, Citigroup September, 2004 PAGE 2
WHAT IS THE PURPOSE OF RISK MANAGEMENT?
• A COMPLIANCE FUNCTION?
• AN AID TO BUSINESS?
WHAT DOES INTEGRATED RISK MANAGEMENT MEAN?
THREE RELATED MEANINGS OF INTEGRATED RISK MANAGEMENT.
Evan Picoult, Citigroup January, 2004Page 3Evan Picoult, Citigroup September, 2004 PAGE 3
FORMS OF FINANCIAL SERVICES AND FORMS OF RISK
COMMERCIAL BANKING
INVESTMENT BANKING
INSURANCE ASSET MANAGEMENT
INDIVIDUAL / CONSUMER
CORPORATE / INSTITUTIONAL
TYPES OF RISK
• MARKET RISK
• CREDIT RISK
• OPERATIONAL RISK
• INSURANCE RISK
• CROSS BORDER RISK
FIRST ASPECT OF INTEGRATED RISK MANAGEMENT
CONSISTENT RISK MEASUREMENTS / POLICIES
FOR EACH TYPE OF RISK, ACROSS ALL BUSINESSES.
• Deposits• Loans• Payment Mech• Trusts
• Brokerage • Prop & Casualty• Health• Life
• Fiduciary products.
• Deposits• Loans• Payment Mech• Trading
• M&A• Underwriting• Trading
• Prop & Casualty • Fiduciary products.
Evan Picoult, Citigroup January, 2004Page 4Evan Picoult, Citigroup September, 2004 PAGE 4
Citigroup Risk Management: Principles
INTEGRATION OF BUSINESS AND RISK MANAGEMENT
Risk management is integrated with the business plan and strategy.
RISK OWNERSHIP
All risks and resulting returns are clearly owned and managed by an accountable business.
INDEPENDENT OVERSIGHT
All risks limits are approved by independent risk managers and business management. Risk managers report to up to independent Chief Risk Officer of firm.
COST EFFECTIVENESS
All risk management processes are implemented with consideration to cost/benefit dynamics.
EXAMPLE OF BROAD, FIRM-WIDE RISK MANAGEMENT PRINCIPLES
Evan Picoult, Citigroup January, 2004Page 5Evan Picoult, Citigroup September, 2004 PAGE 5
Citigroup Risk Management: Principles
POLICIES AND PROCEDURES/ROLES AND RESPONSIBILITIES.
All risk management practices, including the roles and responsibilities to accurately identify, measure, limit, approve and report all risks are clearly and formally documented. Risk policies are approved by independent risk management.
RISK IDENTIFICATION AND MEASUREMENT
All risks are identified, measured and managed. All risks are measured using consistently defined and approved methodologies including stress scenarios and economic capital.
LIMITS AND METRICS
All risks are managed within a rationalized limit or economic capital framework.
RISK REPORTING
All risks are comprehensively reported and clearly communicated.
EXAMPLE OF BROAD, FIRM-WIDE RISK MANAGEMENT PRINCIPLES
Evan Picoult, Citigroup January, 2004Page 6Evan Picoult, Citigroup September, 2004 PAGE 6
CITIBANK EXPERIENCE BEFORE THE MERGER THAT CREATED CITIGROUP
SECOND ASPECT OF INTEGRATED RISK MANAGEMENT
BACKGROUND: SOME HISTORY
• CORPORATE CREDIT DISASTERS OF 1980’s AND EARLY 1990’s
– LDC DEBT
– REAL ESTATE
• QUESTIONS FOR MANAGEMEjNT:
– WHY DID THIS HAPPEN? SHOULD WE REMAIN IN THIS BUSINESS?
– ARE LARGE LOSSES SUCH AS THESE INHERENT IN CORPORATE / INSTITUTIONAL LENDING?
– WAS IT CAUSED BY POLITICAL/ECONOMIC FACTORS OUTSIDE THE CONTROL OF THEBANK?
– WHAT CAN BE DONE TO MINIMIZE LIKELIHOOD OF HUGH LOSSES OCCURING AGAIN?
Evan Picoult, Citigroup January, 2004Page 7Evan Picoult, Citigroup September, 2004 PAGE 7
ANALYSIS:
– PERVERSE PERFORMANCE INCENTIVES.
– NO MEASUREMENT OF ECONOMIC CAPITAL.
– NO RISK BASED PRICING.
– NO ACTIVE MANAGEMENT OF PORTFOLIO CREDIT RISK.
NEED FOR AN INTEGRATED, COHERENT APPROACH
CITIBANK EXPERIENCE BEFORE THE MERGER THAT CREATED CITIGROUP
Evan Picoult, Citigroup January, 2004Page 8Evan Picoult, Citigroup September, 2004 PAGE 8
A SECOND ASPECT OF INTEGRATED RISK MANAGEMENT:
THOROUGH INTEGRATION OF RISK POLICIES AND PRACTICES INTO BUSINESS DECISION MAKING:
REALISTIC MEASUREMENT OF RISK, INCLUDING EXPOSURES AND ECONOMIC CAPITAL.
COMPREHENSIVE LIMITS ON RISK.
USE OF RETURN ON RISK (I.E. RETURN ON ECONOMIC CAPITAL) AS A COMPONENT OF:
- PERFORM EVALUATION AND COMPENSATION
- RISK BASED PRICING
- CUSTOMER / PRODUCT SELECTION
- ALLOCATION OF INTERNAL RESOURCES THROUGH ANNUAL BUDGET
AND / OR ACQUISTIONS.
ORGANIZATIONAL STRUCTURE
- MANAGEMENT OF LOANS ON A PORTFOLIO BASIS
Evan Picoult, Citigroup January, 2004Page 9Evan Picoult, Citigroup September, 2004 PAGE 9
THE TERM “CAPITAL” HAS SEVERAL MEANINGS:
• SOME MEASURE OF AVAILABLE FINANCIAL RESOURCES:
BOOK CAPITAL = ASSETS – LIABILITIES
MARKET CAPITALIZATION = NUMBER OF SHARES * PRICE PER SHARE
= IMPL. MKT. VALUE OF ASSETS – LIABILITIES(Implied Market Value of Assets)
• A MEASURE OF ECONOMIC RISK (solvency, i.e. debt holders, perspective): ECONOMIC CAPITAL = MEASURE OF UNEXPECTED LOSS AT HIGH C.L.
DEFINITION OF ECONOMIC CAPITAL
-37.00-38.00-39.00-40.00-41.00-42.00-43.00-44.00-45.00-46.00-47.00-48.00-49.00-50.00-51.00-52.00-53.00-54.00-55.00-56.00-57.00-58.00-59.00-60.00-61.00-62.00-63.00-64.00-65.00-66.00
Probability Distribution of Potential Credit Loss for a Portfolio of Many Obligors
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
0-20-40-60-80-100-120-140-160
Potential Credit Loss ($mm)
Pro
bab
ilit
y o
f C
red
it L
oss Exp LossLoss at high CL
Economic Capital
PAGE 10Evan Picoult, Citigroup September, 2004
DEFINITION OF ECONOMIC CAPITAL
• Economic Capital (EC) is a defined as the pre-tax, potential unexpected economic loss, over a one-year time horizon, at a 99.97% confidence level.
• Economic losses include any decline in the economic value of assets, any increase in the economic value of liabilities, and any additional loss on the financial statements not otherwise captured above.
• “Unexpected losses” is the difference between the potential losses at a given confidence level (e.g., 99.97% confidence level) and the expected loss over the time horizon being analysed.
• Note:
– Economic loss not accounting loss or volatility of earning.
– One year time horizon for purpose of insolvency measurement. Different time horizon appropriate for pricing multi-year transaction.
– Confidence level should be tied to target rating.
PAGE 11Evan Picoult, Citigroup September, 2004
-37.00-38.00-39.00-40.00-41.00-42.00-43.00-44.00-45.00-46.00-47.00-48.00-49.00-50.00-51.00-52.00-53.00-54.00-55.00-56.00-57.00-58.00-59.00-60.00-61.00-62.00-63.00-64.00-65.00-66.00
Probability Distribution of Potential Credit Loss for a Portfolio of Many Obligors
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
0-20-40-60-80-100-120-140-160
Potential Credit Loss ($mm)
Pro
bab
ility
of
Cre
dit
Lo
ss
The probability distribution of potential credit loss, and the ratio UL/EL, depends on the composition of the portfolio and the definition of credit loss.
Expected Loss (EL)Loss at a very high CL (e.g. 99.9%)
Economic Capital for Credit Risk to cover Unexpected Loss (UL)
EXAMPLE: EC FOR CREDIT RISK
Economic Capital For Credit Risk = A measure of risk: The unexpected loss, at a high confidence level, in excess of the expected loss.
Evan Picoult, Citigroup January, 2004Page 12Evan Picoult, Citigroup September, 2004 PAGE 12
SOME IMPLEMENTATION SSUES REGARDING ECONOMIC CAPITAL
• ECONOMIC CAPITAL IS A MEASURE OF UNEXPECTED LOSSES.
• IN GENERAL, BECAUSE OF DIVERSIFICATION BENEFITS: - ECONOMIC CAPITAL TOTAL < (ECONOMIC CAPITAL STAND ALONE, COMPONENTS)
• SOME IMPLEMENTATION ISSUES:
- FOR A STAND ALONE ANALYSIS, THE AMOUNT OF ECONOMIC CAPITAL ASSIGNED TO A BUSINESS WITHIN THE FIRM WILL DEPEND ON THE SIZE
AND DIVERSIFICATION OF THE BUSINESS.
- STAND ALONE ANALYSIS VS. ALLOCATION OF PORTFOLIO BENEFITS.
- PRODUCT ANALYSIS VS. CUSTOMER ANALYSIS
- RETURN ON ECONOMIC CAPITAL VS. RETURN ON INVESTED CAPITAL
INTEGRATED RISK POLICIES
Evan Picoult, Citigroup January, 2004Page 13Evan Picoult, Citigroup September, 2004 PAGE 13
THIRD ASPECT: FUNCTIONAL INTEGRATION
THIRD ASPECT: WHAT RISK FUNCTIONS CAN AND SHOULD BE INTEGRATED?
• HOW SHOULD THE RISK ORGANIZATION BE STRUCTURED?
- Centralized vs. Decentralized Risk Management
- What functions and responsibilities should be kept centrally at the holding company level, what independent functions should be at the
business level?
• WHAT RISK FUNCTIONS CAN AND SHOULD BE INTEGRATED?
- Risk Policy?
- Risk Measurement and Analytics?
- Risk Management across market and credit risk?
Evan Picoult, Citigroup January, 2004Page 14Evan Picoult, Citigroup September, 2004 PAGE 14
RISK MANAGEMENT STRUCTURE FOR CITIGROUP GENERAL STRUCTURE
SENIOR CITIGROUP RISK OFFICER
CITIGROUP
RISK ARCHITECTURE
CEO OF CITIGROUP
Global
Corporate and
Investment
Bank
Global
Consumer
Group
Global
Investment
Management BUSINESSLEVEL
CITIGROUPLEVEL
IndependentBusiness Risk Mgmt
IndependentBusiness Risk Mgmt
IndependentBusiness Risk Mgmt
PRESIDENT OF CITIGROUP
Evan Picoult, Citigroup January, 2004Page 15Evan Picoult, Citigroup September, 2004 PAGE 15
Risk Management Functions
• Approve and monitor risk limits.
• Approve limit exceptions.
• Approve new forms of transactions
• Function as eyes and ears of senior management with regard to risk taking of business.
Risk Architecture Functions
Build and maintain risk infrastructure of firm:
• Develop methods to measure and analyze risks, including economic capital.
• Develop comprehensive risk reports.
• Develop risk systems, working with risk IT.
• Develop risk policies.
Evan Picoult, Citigroup January, 2004Page 16Evan Picoult, Citigroup September, 2004 PAGE 16
RISK METHODS
AND ANALYTICS
MODEL
VALIDATION
UNIT
MARKET
RISK
ANALYTICS UNIT
COUNTERPARTY
RISK
ANALYTICS UNIT
CREDIT PORTFOLIO
RISK
ANALYTICS UNIT
CREDIT DEFAULT
RISK
ANALYTICS UNIT
OPERATIONAL
RISK
ANALYTICS UNIT
RISK METHODS AND ANALYTICS FUNCTIONS
Evan Picoult, Citigroup January, 2004Page 17Evan Picoult, Citigroup September, 2004 PAGE 17
SUMMARY
DESCRIBED THREE RELATED ASPECTS OF INTEGRATED RISK MANAGEMENT:
Integrated risk management as having consistent policies and methods of measurement of risk through-out the firm.
Integrated risk management as the integration of risk measurements, particularly economic capital, as a component, into all aspects of business decisions.
Integrated risk management as the process of centralizing certain key risk architecture functions, to ensure consistency in measurement and reporting of risk.