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33___PPT10i.D+D=' = @B +" 0 L0 e(  :   x:0e0e?Rectangle 2h   nFormat of Presentation       x>0e0e?Rectangle 30 n JB___PPT9$ yDefining ERM Using ERM to Inform Risk Appetite Integrating Risk Streams Capital Allocation Delivering ERM Questions? " yCcy  @`H  0޽h ? 33___PPT10i.+D=' = @B +"g  0 DW(  D D  p^0e0e?Title 1>  [ Defining ERM    H D 0޽h ? 3380___PPT10.C06" 0 0U(     x\0e0e?Rectangle 2"A ; PK!Zf[Content_Types].xmlMO &2WR=cJ`F0iK`#̼vLw 9uSq:w`G ^i ½KI)c/ $oVjTMRc|}042ҥCƔM̏P~*ka/8^DkHbL8e i"K\XN\6rco4y@_;oPK!1_a _rels/.relsj0 ѽqCNo^K [ILcX&m߾0XFo;>0xM e`|X}đ I`߽N4aG2$RKIZ)4(M9`ctB{m:f@`3n|O,ܗr޾jxR0T ,0@}WBLǬ5vPK!~8"drs/shapexml.xmlWn6?YۊFE m#0,HNd?7$e;9E l ֐3$g=+g7MJ9*E23*D?2,Vvf|\;lt+|6p^k ^#*ϱZۙ!+Y 1V2Gd ŰB mE|I.P4ҿT2j1R4T2\%sO-\# Oxtq]R/YL6i531ept]Ξu2Dn0:R 14B*̐[;qKE8 .9@3g@+a$g }9?H' f߳UskP9v͸,W#R7pS5os ZZc0-#Л=_VZZ mMj W[ՍeFiƏ'S[߄z.*@Œu~k Yމ9B@mwaSui}K܅_@Utc ĚTCBkG\ʲu6Ďa(]m]js=^[xږ"u?"k̡<ƾ^e\!hS= Q(Ru,CH۽of.]Tơ;Ro몠Ir&H(Q,mbЊd{`ҨEQRGn_9rZMsؽ=~ ~FoTb&9fǞGG%n8n&'!(_x2^N3ҝ0 :8=(hn 3h|vQMw+  >G{k:ͽ?Eduݬ质ckρ?F9GBGq#Ԏ ![{ M>SIWn ~9qlHMlN pI>{&izj| R恭W/%O&%֫,RcJN[%]3'(QK=ez#5ݰBH8+>4dhֻ`ᨿm|B& Saaź_lg#EIêk9J|`T%)[f\4s ._Qzz"s%L&WFܥFʢ8TV%ۊF렌~t %;a!ZPl˔|_!UR]e t-gԵN ,⊕Qw T &J\dh"ǃ3NPi~XhfC ۇV_(C `QwmtG|p$ t`DHD$ sbA)#F1d* Vҭ2bcg]1MV[UY>MIJ ҇.1%E>L=""t9H$ϯshoGǺ2?>3o P >(⤅ <8b#D2Ή;i ep4O⟜G>s|+}1s裧-I~?g?PK![mOdrs/downrev.xmlDN1M|fLA11vnBy{/rr&9dl'vCXA\;ݲQ^=AsL `6=>`ݞ״D#2C RP7d1 \Oc>>m'Eq--iP ~~5XQ /J-H)?Ƿa3/I+,n[+zY6PK-!Zf[Content_Types].xmlPK-!1_a /_rels/.relsPK-!~8"*drs/shapexml.xmlPK-![mO) drs/downrev.xmlPK0 p ` <4___PPT9 ^Aligning the entity s risk appetite and strategies Creating a single language for discussion of risk issues Reducing the frequency and severity of operational shocks and losses Identifying and managing overlapping risks from different business lines Improving the effectiveness of capital allocation30 Z0 Z9ZZEZZIZZ2Z0/  @`*   x|b0e0e?Rectangle 6   ^The Purpose of ERM  H  0޽h ? 33___PPT10i.?x)+D=' = @B +" 0 P(     x0e0e?Rectangle 2Ppp   BThe Essence of ERM `   x0e0e?Rectangle 3 ` f^___PPT9@8 & Important that ERM adds value and does not just pay  lip service to the concept Countrywide s commitment to ERM much heralded 12 months ago ERM is not about box ticking Aim is to provide valuable information to senior management to enable them to make informed decisionsQ0 Z<0 qZqqf0 ZQCYCCf C  @`H  0޽h ? 33___PPT10i.\U+D=' = @B +" 0 h8(  h h  ~,0e0e?Rectangle 2Ppp   BIntertwining Risks  h  ~00e0e?Rectangle 3 `~ f^___PPT9@8 ERM is about more than Market, Credit and Operational Risk Critically can now also provide a framework for the management of liquidity risk Unified assessment of the bank s liquidity position Other risk factors less tangible but just as important to the health of the bank Reputational risk Organisation risk Compliance risk;0 Z0 ZQ0 Z5qQ0 Z4q<CQC5CQC4 C F @`H h 0޽h ? 33___PPT10i.\U+D=' = @B +k 0 pk(  p3 p # |N0e0e?Title 1>  o!Using ERM to Inform Risk Appetite"" ! H p 0޽h ? 3380___PPT10.C06 0 `(  ` `  ~ S0e0e?Rectangle 2@pp   U%Aligning Risk Appetite and Strategies& &< `  ~(c0e0e?Rectangle 3P@~ f^___PPT9@8 Fundamental to define and articulate risk appetite appropriately Conventional risk vs. reward decisions to be taken Communication of this risk appetite can determine its success Entire enterprise needs to be  risk aware ERM does NOT simply provide a  risk number for the bank Provides detail and colour to the view of riskBA0 Z3qq>0 Z+0 qZ0 Z90 Z/0 qZAC3CC>C+C C 9 C / C  @`H ` 0޽h ? 33___PPT10i.\ +D=' = @B +D 0 KC$(  $! $  x`0e0e?Rectangle 2   U%Aligning Risk Appetite and Strategies& &z $  xf0e0e?Rectangle 3p 0b >6___PPT9 hjERM provides the basis upon which to transfer risk appetite into actionable business strategies Holistic risk decisions flow down into business planning Drives awareness of the bank s wider risk objectives within previously siloed lines of business Front Office acts as a reflection of firm s risk appetite`0 Z0 Z90 Z0 Z`0 Z0 Z:0 Z6C @`H $ 0޽h ? 33___PPT10i.\ +D=' = @B +"t 0 {s( (  (3 (  xt0e0e?Rectangle 2@pp   g7Creating a Universal Language for Understanding of Risk8 8 (  x0e0e?Rectangle 3"6 0 PK!Zf[Content_Types].xmlMO &2WR=cJ`F0iK`#̼vLw 9uSq:w`G ^i ½KI)c/ $oVjTMRc|}042ҥCƔM̏P~*ka/8^DkHbL8e i"K\XN\6rco4y@_;oPK!1_a _rels/.relsj0 ѽqCNo^K [ILcX&m߾0XFo;>0xM e`|X}đ I`߽N4aG2$RKIZ)4(M9`ctB{m:f@`3n|O,ܗr޾jxR0T ,0@}WBLǬ5vPK!)drs/shapexml.xmlZ_O9?龃M$% ; !DCصl^'TB)\>lw<ߌdò٭46j;ڜIiGN3넚\+9_mXa9saeӹ,}KP7ӦEs*R9"o%V!2Е熨ܰl ]Iw3% |BP:l*D@SJ2S#0 = 7_軹SKl|*JsKh9{#MdЫatc/`_ l$C3 \:B@ ^VP3V48&ۭ"m83-(yvno/Ak&(u&T^GqcRpj\$Hc)u”H4mx.Ju/3P'ucw)BxD,}aBu.J-cdj N5s6K1?T. FSudngZCd",9 VU5lJ`,O2=Ovk&]]HB`8]%glM,ssF,+#񸝉 )Y̥Qd9`ͅI%8= L'&2(VjLdtfa>asS2 %b^p͢ gT;ƈPw<ߋWMv(=g7#%URE<{"4(s8\[\ #i+z+}yJXgSbR wMQQ|.NUuS~[vrW7BPG ' _Dг*DE]T16J:_:,3ӌtb|*' N׶T?]@Vc,)8Rw1L]~K2TPfR"Z̶|RjFIr/ ֖*li^Q1 u1 Vn؅7.H]Nq|'RsK@l_k Z 'PK-!Zf[Content_Types].xmlPK-!1_a /_rels/.relsPK-!)*drs/shapexml.xmlPK-!X{7 drs/downrev.xmlPK% n JB___PPT9$ <DRisk management previously defined by the complexities of individual risk streams ERM broadens the discussion to allow for consideration of the primary goal i.e. The Enterprise Brings risk streams together to articulate a bank s risk culture  Common objectives through shared awareness R0 Z0 Z0 Z.q0 o_SCC-CC@`H ( 0޽h ? 33___PPT10i.\@UE+D=' = @B +"  0 (     ~0e0e?Rectangle 2@pp   V&Establishing an Effective Risk Culture' 'J   ~|$0e0e?Rectangle 3"6 0 PK!Zf[Content_Types].xmlMO &2WR=cJ`F0iK`#̼vLw 9uSq:w`G ^i ½KI)c/ $oVjTMRc|}042ҥCƔM̏P~*ka/8^DkHbL8e i"K\XN\6rco4y@_;oPK!1_a _rels/.relsj0 ѽqCNo^K [ILcX&m߾0XFo;>0xM e`|X}đ I`߽N4aG2$RKIZ)4(M9`ctB{m:f@`3n|O,ܗr޾jxR0T ,0@}WBLǬ5vPK!)drs/shapexml.xmlZ_O9?龃M$% ; !DCصl^'TB)\>lw<ߌdò٭46j;ڜIiGN3넚\+9_mXa9saeӹ,}KP7ӦEs*R9"o%V!2Е熨ܰl ]Iw3% |BP:l*D@SJ2S#0 = 7_軹SKl|*JsKh9{#MdЫatc/`_ l$C3 \:B@ ^VP3V48&ۭ"m83-(yvno/Ak&(u&T^GqcRpj\$Hc)u”H4mx.Ju/3P'ucw)BxD,}aBu.J-cdj N5s6K1?T. FSudngZCd",9 VU5lJ`,O2=Ovk&]]HB`8]%glM,ssF,+#񸝉 )Y̥Qd9`ͅI%8= L'&2(VjLdtfa>asS2 %b^p͢ gT;ƈPw<ߋWMv(=g7#%URE<{"4(s8\[\ #i+z+}yJXgSbR wMQQ|.NUuS~[vrW7BPG ' _Dг*DE]T16J:_:,3ӌtb|*' N׶T?]@Vc,)8Rw1L]~K2TPfR"Z̶|RjFIr/ ֖*li^Q1 u1 Vn؅7.H]Nq|'RsK@l_k Z 'PK-!Zf[Content_Types].xmlPK-!1_a /_rels/.relsPK-!)*drs/shapexml.xmlPK-!X{7 drs/downrev.xmlPK%  f NF___PPT9(  ERM is inextricably linked to risk culture throughout the organisation The transfer of risk appetite from senior management into the business Requirement to harness interests of revenue generating staff and align with bank s overall objectives ERM delivers a systematic and rigid way of instilling culture Performed through the ERM process  G0 ZG0 qZ0 Z0 Z#0 qZ0 o_GCGCCfCA>C#C @`H  0޽h ? 33___PPT10i.\@UE+D=' = @B +b! 0 0b(  *  # |@0e0e?Title 1>  fIntegrating Risk Streams  H  0޽h ? 3380___PPT10.C06" 0 Ph(     ~L0e0e?Rectangle 2pp   JHandling Overlapping Risks    ~tO0e0e?Rectangle 3"6 0 PK!Zf[Content_Types].xmlMO &2WR=cJ`F0iK`#̼vLw 9uSq:w`G ^i ½KI)c/ $oVjTMRc|}042ҥCƔM̏P~*ka/8^DkHbL8e i"K\XN\6rco4y@_;oPK!1_a _rels/.relsj0 ѽqCNo^K [ILcX&m߾0XFo;>0xM e`|X}đ I`߽N4aG2$RKIZ)4(M9`ctB{m:f@`3n|O,ܗr޾jxR0T ,0@}WBLǬ5vPK!)drs/shapexml.xmlZ_O9?龃M$% ; !DCصl^'TB)\>lw<ߌdò٭46j;ڜIiGN3넚\+9_mXa9saeӹ,}KP7ӦEs*R9"o%V!2Е熨ܰl ]Iw3% |BP:l*D@SJ2S#0 = 7_軹SKl|*JsKh9{#MdЫatc/`_ l$C3 \:B@ ^VP3V48&ۭ"m83-(yvno/Ak&(u&T^GqcRpj\$Hc)u”H4mx.Ju/3P'ucw)BxD,}aBu.J-cdj N5s6K1?T. FSudngZCd",9 VU5lJ`,O2=Ovk&]]HB`8]%glM,ssF,+#񸝉 )Y̥Qd9`ͅI%8= L'&2(VjLdtfa>asS2 %b^p͢ gT;ƈPw<ߋWMv(=g7#%URE<{"4(s8\[\ #i+z+}yJXgSbR wMQQ|.NUuS~[vrW7BPG ' _Dг*DE]T16J:_:,3ӌtb|*' N׶T?]@Vc,)8Rw1L]~K2TPfR"Z̶|RjFIr/ ֖*li^Q1 u1 Vn؅7.H]Nq|'RsK@l_k Z 'PK-!Zf[Content_Types].xmlPK-!1_a /_rels/.relsPK-!)*drs/shapexml.xmlPK-!X{7 drs/downrev.xmlPK% 0 tl___PPT9NF $Past 18 months has forcibly demonstrated that risk factors do not operate independent of one another Risk factors are inextricably linked ERM provides a mechanism to assess and manage these overlapping risks Seeks an understanding of what is driving enterprise risk Starts with the fundamental  e.g. Market and Credit Risk Incorporates the less quantitative  e.g. Reputational and Compliance Risk >e%qqF:qq:K0 o_eA%CCFA:C C A @`H  0޽h ? 33___PPT10i.\@UE+D=' = @B +4# 0 KCp(  &   ~g0e0e?Rectangle 2Ppp   `0Driving Towards an Unified Approach: Integration1 1u   ~,}0e0e?Rectangle 3"6 0 PK!Zf[Content_Types].xmlMO &2WR=cJ`F0iK`#̼vLw 9uSq:w`G ^i ½KI)c/ $oVjTMRc|}042ҥCƔM̏P~*ka/8^DkHbL8e i"K\XN\6rco4y@_;oPK!1_a _rels/.relsj0 ѽqCNo^K [ILcX&m߾0XFo;>0xM e`|X}đ I`߽N4aG2$RKIZ)4(M9`ctB{m:f@`3n|O,ܗr޾jxR0T ,0@}WBLǬ5vPK!)drs/shapexml.xmlZ_O9?龃M$% ; !DCصl^'TB)\>lw<ߌdò٭46j;ڜIiGN3넚\+9_mXa9saeӹ,}KP7ӦEs*R9"o%V!2Е熨ܰl ]Iw3% |BP:l*D@SJ2S#0 = 7_軹SKl|*JsKh9{#MdЫatc/`_ l$C3 \:B@ ^VP3V48&ۭ"m83-(yvno/Ak&(u&T^GqcRpj\$Hc)u”H4mx.Ju/3P'ucw)BxD,}aBu.J-cdj N5s6K1?T. FSudngZCd",9 VU5lJ`,O2=Ovk&]]HB`8]%glM,ssF,+#񸝉 )Y̥Qd9`ͅI%8= L'&2(VjLdtfa>asS2 %b^p͢ gT;ƈPw<ߋWMv(=g7#%URE<{"4(s8\[\ #i+z+}yJXgSbR wMQQ|.NUuS~[vrW7BPG ' _Dг*DE]T16J:_:,3ӌtb|*' N׶T?]@Vc,)8Rw1L]~K2TPfR"Z̶|RjFIr/ ֖*li^Q1 u1 Vn؅7.H]Nq|'RsK@l_k Z 'PK-!Zf[Content_Types].xmlPK-!1_a /_rels/.relsPK-!)*drs/shapexml.xmlPK-!X{7 drs/downrev.xmlPK% ` tl___PPT9NF }Integrating market and credit risk seen as an essential first step Recent events have made this a priority for many Facilitates effective credit mitigation Risk management processes then extended to the financial management of the enterprise Facilitated by the advance of credit derivatives Assists measurement of volatility of revenues, expenses and asset and liability flows BuZ(qZqZVZ1qZqZVZZ0 o_uC(CCVC1C C VC@`H  0޽h ? 33___PPT10i.\@UE+D=' = @B +O$ 0 f^(      ~p0e0e?Rectangle 2@@p   DLiquidity Management     ~0e0e?Rectangle 3"6 0 PK!Zf[Content_Types].xmlMO &2WR=cJ`F0iK`#̼vLw 9uSq:w`G ^i ½KI)c/ $oVjTMRc|}042ҥCƔM̏P~*ka/8^DkHbL8e i"K\XN\6rco4y@_;oPK!1_a _rels/.relsj0 ѽqCNo^K [ILcX&m߾0XFo;>0xM e`|X}đ I`߽N4aG2$RKIZ)4(M9`ctB{m:f@`3n|O,ܗr޾jxR0T ,0@}WBLǬ5vPK!)drs/shapexml.xmlZ_O9?龃M$% ; !DCصl^'TB)\>lw<ߌdò٭46j;ڜIiGN3넚\+9_mXa9saeӹ,}KP7ӦEs*R9"o%V!2Е熨ܰl ]Iw3% |BP:l*D@SJ2S#0 = 7_軹SKl|*JsKh9{#MdЫatc/`_ l$C3 \:B@ ^VP3V48&ۭ"m83-(yvno/Ak&(u&T^GqcRpj\$Hc)u”H4mx.Ju/3P'ucw)BxD,}aBu.J-cdj N5s6K1?T. FSudngZCd",9 VU5lJ`,O2=Ovk&]]HB`8]%glM,ssF,+#񸝉 )Y̥Qd9`ͅI%8= L'&2(VjLdtfa>asS2 %b^p͢ gT;ƈPw<ߋWMv(=g7#%URE<{"4(s8\[\ #i+z+}yJXgSbR wMQQ|.NUuS~[vrW7BPG ' _Dг*DE]T16J:_:,3ӌtb|*' N׶T?]@Vc,)8Rw1L]~K2TPfR"Z̶|RjFIr/ ֖*li^Q1 u1 Vn؅7.H]Nq|'RsK@l_k Z 'PK-!Zf[Content_Types].xmlPK-!1_a /_rels/.relsPK-!)*drs/shapexml.xmlPK-!X{7 drs/downrev.xmlPK% 0T <4___PPT9 dManagement of liquidity position enhanced by ERM No longer considers liquidity in isolation Liquidity risk becomes a key component of all risk assessment 1+>0 o_C@`H  0޽h ? 33___PPT10i.\@UE+D=' = @B +% 0 (     ~0e0e?Rectangle 2p@p   < Meta Hedging  B   ~0e0e?Rectangle 3"6 0 PK!Zf[Content_Types].xmlMO &2WR=cJ`F0iK`#̼vLw 9uSq:w`G ^i ½KI)c/ $oVjTMRc|}042ҥCƔM̏P~*ka/8^DkHbL8e i"K\XN\6rco4y@_;oPK!1_a _rels/.relsj0 ѽqCNo^K [ILcX&m߾0XFo;>0xM e`|X}đ I`߽N4aG2$RKIZ)4(M9`ctB{m:f@`3n|O,ܗr޾jxR0T ,0@}WBLǬ5vPK!)drs/shapexml.xmlZ_O9?龃M$% ; !DCصl^'TB)\>lw<ߌdò٭46j;ڜIiGN3넚\+9_mXa9saeӹ,}KP7ӦEs*R9"o%V!2Е熨ܰl ]Iw3% |BP:l*D@SJ2S#0 = 7_軹SKl|*JsKh9{#MdЫatc/`_ l$C3 \:B@ ^VP3V48&ۭ"m83-(yvno/Ak&(u&T^GqcRpj\$Hc)u”H4mx.Ju/3P'ucw)BxD,}aBu.J-cdj N5s6K1?T. FSudngZCd",9 VU5lJ`,O2=Ovk&]]HB`8]%glM,ssF,+#񸝉 )Y̥Qd9`ͅI%8= L'&2(VjLdtfa>asS2 %b^p͢ gT;ƈPw<ߋWMv(=g7#%URE<{"4(s8\[\ #i+z+}yJXgSbR wMQQ|.NUuS~[vrW7BPG ' _Dг*DE]T16J:_:,3ӌtb|*' N׶T?]@Vc,)8Rw1L]~K2TPfR"Z̶|RjFIr/ ֖*li^Q1 u1 Vn؅7.H]Nq|'RsK@l_k Z 'PK-!Zf[Content_Types].xmlPK-!1_a /_rels/.relsPK-!)*drs/shapexml.xmlPK-!X{7 drs/downrev.xmlPK% 0~ f^___PPT9@8 Fundamental role of ERM decision-making is meta hedging Taking large positions to hedge exposures of whole lines of business during market turmoil Bear s move away from this strategy proved extremely costly ERM should act as a way of reporting to senior management the bank s various risks Allows for strategic enterprise-wide decision making8[<qqS5q9C[C<C C S C 5 C @`H  0޽h ? 33___PPT10i.\@UE+D=' = @B +& 0 (     ~0e0e?Rectangle 2Ppp   Q!Enterprise Exposure Visualisation" "0   ~0e0e?Rectangle 3"6 0 PK!Zf[Content_Types].xmlMO &2WR=cJ`F0iK`#̼vLw 9uSq:w`G ^i ½KI)c/ $oVjTMRc|}042ҥCƔM̏P~*ka/8^DkHbL8e i"K\XN\6rco4y@_;oPK!1_a _rels/.relsj0 ѽqCNo^K [ILcX&m߾0XFo;>0xM e`|X}đ I`߽N4aG2$RKIZ)4(M9`ctB{m:f@`3n|O,ܗr޾jxR0T ,0@}WBLǬ5vPK!)drs/shapexml.xmlZ_O9?龃M$% ; !DCصl^'TB)\>lw<ߌdò٭46j;ڜIiGN3넚\+9_mXa9saeӹ,}KP7ӦEs*R9"o%V!2Е熨ܰl ]Iw3% |BP:l*D@SJ2S#0 = 7_軹SKl|*JsKh9{#MdЫatc/`_ l$C3 \:B@ ^VP3V48&ۭ"m83-(yvno/Ak&(u&T^GqcRpj\$Hc)u”H4mx.Ju/3P'ucw)BxD,}aBu.J-cdj N5s6K1?T. FSudngZCd",9 VU5lJ`,O2=Ovk&]]HB`8]%glM,ssF,+#񸝉 )Y̥Qd9`ͅI%8= L'&2(VjLdtfa>asS2 %b^p͢ gT;ƈPw<ߋWMv(=g7#%URE<{"4(s8\[\ #i+z+}yJXgSbR wMQQ|.NUuS~[vrW7BPG ' _Dг*DE]T16J:_:,3ӌtb|*' N׶T?]@Vc,)8Rw1L]~K2TPfR"Z̶|RjFIr/ ֖*li^Q1 u1 Vn؅7.H]Nq|'RsK@l_k Z 'PK-!Zf[Content_Types].xmlPK-!1_a /_rels/.relsPK-!)*drs/shapexml.xmlPK-!X{7 drs/downrev.xmlPK% 0 x___PPT9ZR ~Credit crisis has emphasised value of understanding enterprise exposure 3 weeks to identify true exposure to Bear Stearns Integration of risk streams and processes allows for near real-time appreciation of enterprise exposure Dashboard at enterprise level facilitates identification of risk concentrations Demands extensive data and systems integration and real-time data capture H2qhPKqHC2CCi C PCICA@`H  0޽h ? 33___PPT10i.\@UE+D=' = @B +\( 0 \(  $  # |0e0e?Title 1>  `Capital Allocation  H  0޽h ? 3380___PPT10.C06' 0 K(      ~0e0e?Rectangle 2p@p   FCapital Considerations    ~X0e0e?Rectangle 3"6 0 PK!Zf[Content_Types].xmlMO &2WR=cJ`F0iK`#̼vLw 9uSq:w`G ^i ½KI)c/ $oVjTMRc|}042ҥCƔM̏P~*ka/8^DkHbL8e i"K\XN\6rco4y@_;oPK!1_a _rels/.relsj0 ѽqCNo^K [ILcX&m߾0XFo;>0xM e`|X}đ I`߽N4aG2$RKIZ)4(M9`ctB{m:f@`3n|O,ܗr޾jxR0T ,0@}WBLǬ5vPK!)drs/shapexml.xmlZ_O9?龃M$% ; !DCصl^'TB)\>lw<ߌdò٭46j;ڜIiGN3넚\+9_mXa9saeӹ,}KP7ӦEs*R9"o%V!2Е熨ܰl ]Iw3% |BP:l*D@SJ2S#0 = 7_軹SKl|*JsKh9{#MdЫatc/`_ l$C3 \:B@ ^VP3V48&ۭ"m83-(yvno/Ak&(u&T^GqcRpj\$Hc)u”H4mx.Ju/3P'ucw)BxD,}aBu.J-cdj N5s6K1?T. FSudngZCd",9 VU5lJ`,O2=Ovk&]]HB`8]%glM,ssF,+#񸝉 )Y̥Qd9`ͅI%8= L'&2(VjLdtfa>asS2 %b^p͢ gT;ƈPw<ߋWMv(=g7#%URE<{"4(s8\[\ #i+z+}yJXgSbR wMQQ|.NUuS~[vrW7BPG ' _Dг*DE]T16J:_:,3ӌtb|*' N׶T?]@Vc,)8Rw1L]~K2TPfR"Z̶|RjFIr/ ֖*li^Q1 u1 Vn؅7.H]Nq|'RsK@l_k Z 'PK-!Zf[Content_Types].xmlPK-!1_a /_rels/.relsPK-!)*drs/shapexml.xmlPK-!X{7 drs/downrev.xmlPK% 0p XP___PPT92* aGlobal enterprises demand global risk policies / processes Difficulty in aligning global regulation with local enforcement ERM allows for more effective capital allocation across individual entities Global banks can make full use of diversification Ensures adequate allocation at subsidiary level Capital allocation becomes a dynamic management tool ;ZZ@ZZLZZ2ZeqZZ;CAC2CfC@`H  0޽h ? 33___PPT10i.\@UE+D=' = @B +) 0 0D(      ~l60e0e?Rectangle 2p@p   FCapital Considerations     ~90e0e?Rectangle 3"6 0 PK!Zf[Content_Types].xmlMO &2WR=cJ`F0iK`#̼vLw 9uSq:w`G ^i ½KI)c/ $oVjTMRc|}042ҥCƔM̏P~*ka/8^DkHbL8e i"K\XN\6rco4y@_;oPK!1_a _rels/.relsj0 ѽqCNo^K [ILcX&m߾0XFo;>0xM e`|X}đ I`߽N4aG2$RKIZ)4(M9`ctB{m:f@`3n|O,ܗr޾jxR0T ,0@}WBLǬ5vPK!)drs/shapexml.xmlZ_O9?龃M$% ; !DCصl^'TB)\>lw<ߌdò٭46j;ڜIiGN3넚\+9_mXa9saeӹ,}KP7ӦEs*R9"o%V!2Е熨ܰl ]Iw3% |BP:l*D@SJ2S#0 = 7_軹SKl|*JsKh9{#MdЫatc/`_ l$C3 \:B@ ^VP3V48&ۭ"m83-(yvno/Ak&(u&T^GqcRpj\$Hc)u”H4mx.Ju/3P'ucw)BxD,}aBu.J-cdj N5s6K1?T. FSudngZCd",9 VU5lJ`,O2=Ovk&]]HB`8]%glM,ssF,+#񸝉 )Y̥Qd9`ͅI%8= L'&2(VjLdtfa>asS2 %b^p͢ gT;ƈPw<ߋWMv(=g7#%URE<{"4(s8\[\ #i+z+}yJXgSbR wMQQ|.NUuS~[vrW7BPG ' _Dг*DE]T16J:_:,3ӌtb|*' N׶T?]@Vc,)8Rw1L]~K2TPfR"Z̶|RjFIr/ ֖*li^Q1 u1 Vn؅7.H]Nq|'RsK@l_k Z 'PK-!Zf[Content_Types].xmlPK-!1_a /_rels/.relsPK-!)*drs/shapexml.xmlPK-!X{7 drs/downrev.xmlPK% 0b JB___PPT9$ Base business and risk information assimilated by the enterprise layer ERM allows for top-down allocation with a full appreciation of the enterprise picture Risks can be diversified across the entity structure Entities are capitalised to maximise business opportunities \qqCrC@`H  0޽h ? 33___PPT10i.\@UE+D=' = @B +X* 0 PX(     # |J0e0e?Title 1>  \Delivering ERM  H  0޽h ? 3380___PPT10.C06+ 0 p(    #  V0e0e?Rectangle 2p@p   DThe Mechanism of ERM Y   ~(Y0e0e?Rectangle 3"6 0 PK!Zf[Content_Types].xmlMO &2WR=cJ`F0iK`#̼vLw 9uSq:w`G ^i ½KI)c/ $oVjTMRc|}042ҥCƔM̏P~*ka/8^DkHbL8e i"K\XN\6rco4y@_;oPK!1_a _rels/.relsj0 ѽqCNo^K [ILcX&m߾0XFo;>0xM e`|X}đ I`߽N4aG2$RKIZ)4(M9`ctB{m:f@`3n|O,ܗr޾jxR0T ,0@}WBLǬ5vPK!)drs/shapexml.xmlZ_O9?龃M$% ; !DCصl^'TB)\>lw<ߌdò٭46j;ڜIiGN3넚\+9_mXa9saeӹ,}KP7ӦEs*R9"o%V!2Е熨ܰl ]Iw3% |BP:l*D@SJ2S#0 = 7_軹SKl|*JsKh9{#MdЫatc/`_ l$C3 \:B@ ^VP3V48&ۭ"m83-(yvno/Ak&(u&T^GqcRpj\$Hc)u”H4mx.Ju/3P'ucw)BxD,}aBu.J-cdj N5s6K1?T. FSudngZCd",9 VU5lJ`,O2=Ovk&]]HB`8]%glM,ssF,+#񸝉 )Y̥Qd9`ͅI%8= L'&2(VjLdtfa>asS2 %b^p͢ gT;ƈPw<ߋWMv(=g7#%URE<{"4(s8\[\ #i+z+}yJXgSbR wMQQ|.NUuS~[vrW7BPG ' _Dг*DE]T16J:_:,3ӌtb|*' N׶T?]@Vc,)8Rw1L]~K2TPfR"Z̶|RjFIr/ ֖*li^Q1 u1 Vn؅7.H]Nq|'RsK@l_k Z 'PK-!Zf[Content_Types].xmlPK-!1_a /_rels/.relsPK-!)*drs/shapexml.xmlPK-!X{7 drs/downrev.xmlPK% 0p XP___PPT92* Split in evidence over whether or not a specific ERM function is employed Some firms pursue ERM philosophies out of Group Risk Others depend on the CRO to drive enterprise risk thinking and pull together a cohesive enterprise risk picture ERM also viewed as an educational tool Jqq'JCCC'CC@`H  0޽h ? 33___PPT10i.\@UE+D=' = @B +", 0 91(     # o0e0e?Rectangle 2p@p   T$Revising the Technology Architecture% %i   ~v0e0e?Rectangle 3"6 0 PK!Zf[Content_Types].xmlMO &2WR=cJ`F0iK`#̼vLw 9uSq:w`G ^i ½KI)c/ $oVjTMRc|}042ҥCƔM̏P~*ka/8^DkHbL8e i"K\XN\6rco4y@_;oPK!1_a _rels/.relsj0 ѽqCNo^K [ILcX&m߾0XFo;>0xM e`|X}đ I`߽N4aG2$RKIZ)4(M9`ctB{m:f@`3n|O,ܗr޾jxR0T ,0@}WBLǬ5vPK!)drs/shapexml.xmlZ_O9?龃M$% ; !DCصl^'TB)\>lw<ߌdò٭46j;ڜIiGN3넚\+9_mXa9saeӹ,}KP7ӦEs*R9"o%V!2Е熨ܰl ]Iw3% |BP:l*D@SJ2S#0 = 7_軹SKl|*JsKh9{#MdЫatc/`_ l$C3 \:B@ ^VP3V48&ۭ"m83-(yvno/Ak&(u&T^GqcRpj\$Hc)u”H4mx.Ju/3P'ucw)BxD,}aBu.J-cdj N5s6K1?T. FSudngZCd",9 VU5lJ`,O2=Ovk&]]HB`8]%glM,ssF,+#񸝉 )Y̥Qd9`ͅI%8= L'&2(VjLdtfa>asS2 %b^p͢ gT;ƈPw<ߋWMv(=g7#%URE<{"4(s8\[\ #i+z+}yJXgSbR wMQQ|.NUuS~[vrW7BPG ' _Dг*DE]T16J:_:,3ӌtb|*' N׶T?]@Vc,)8Rw1L]~K2TPfR"Z̶|RjFIr/ ֖*li^Q1 u1 Vn؅7.H]Nq|'RsK@l_k Z 'PK-!Zf[Content_Types].xmlPK-!1_a /_rels/.relsPK-!)*drs/shapexml.xmlPK-!X{7 drs/downrev.xmlPK% p XP___PPT92* Technology implications of ERM are complex and burdensome Involves integrating numerous data sources and cross-functional processes Need to develop granular drill-down functionality from enterprise level Enterprise risk visualisation involves converging disparate systems, data, processes and people Vital that underlying data retains its integrity All iterative processes and new governance structures are of little use if data is invalid or inconsistent :ZZJZZHZZ`ZqZZAC`ACC@`H  0޽h ? 33___PPT10i.\@UE+D=' = @B +- 0 >(    # 0e0e?Rectangle 2p@p   : Questions?  H  0޽h ? 33___PPT10i.\@UE+D=' = @B + 0L0 P|"(  |9 |  ~##?Rectangle 20P@  g 4@ dEG  z | RA ??Picture 3 ' | H?Rectangle 4P  eTo Join: www.PRMIA.org Member Support: support@prmia.org The PRM program: certification@prmia.org "f( fGZ          0  0): 0MdH | 0޽h ? 33y___PPT10Y+D=' = @B +"v 0 }(    N$?Rectangle 7'x _  t*      r0e0e?Rectangle 2Dt      ~x0e0e?Rectangle 3     R   H  0g@ ? 3380___PPT10.5\t 0 } (    N@?Rectangle 7'x _  t*      r0e0e?Rectangle 2Dt      ~0e0e?Rectangle 3     R   H  0g@ ? 3380___PPT10.5- \v  0 @(    ND?Rectangle 7'x _  t*      r0e0e?Rectangle 25}      ~0e0e?Rectangle 3 3   ERM is a structured approach to aligning Strategy Processes People Technology Knowledge with the purpose of evaluating and managing the uncertainties the enterprise faces as it creates value. "Enterprise-wide" means the removal of traditional functional, divisional, departmental, or cultural barriers. A truly holistic, integrated, future-focused, and process-oriented approach helps an organization manage all key business risks and opportunities with the intent of maximising shareholder value for the enterprise as a whole. The need for effective enterprise risk management has become increasingly important with the emergence of global financial enterprises, increased cross-border trading and a growth in the use of complex financial instruments. Mounting regulation and the development of new risk management standards, such as the Basel II capital adequacy rules for banks, have accompanied these trends. The role of ERM, simply put, is to create an accurate view on risk that permeates the whole organisation. Nevertheless, in order to reap the benefits offered by such an all-encompassing mandate, there is clearly a need to clearly define the objectives of an ERM programme at inception in order to prevent it simply adding an additional layer of complexity to the risk management conundrum. H*0-- (   H  0g@ ? 3380___PPT10.Ten  0  } ` (    N?Rectangle 7'x _  t*      r0e0e?Rectangle 2Dt       ~,0e0e?Rectangle 3     R NIt has become increasingly apparent that organisations that pride themselves on risk do not, in fact, have overall risk management frameworks as rigorous as has been claimed. In the present environment an examination of all aspects of risk management is vital for the long term profitability of any capital markets firm. What is most important is that ERM serves some purpose, actually adding value and contributing to the business. Countrywide won near universal praise for their company s unique ERM process, focused on SOX, that featured - Some 530 risk matrices - 9,500 risks - 27,000 controls Indeed, as late as a year ago the Institute of Internal Auditors Research Foundation commented that those  who want to know how a state-of-the-art ERM program operates will see it illustrated through Countrywide s example . The failure of Countrywide indicates ERM is about more than simply box ticking, and stacking up risk metric upon risk metric, but instead providing valuable information to senior management by which they can make informed decisions. ' (N % #    0 0{ H  0g@ ? 3380___PPT10.5- \x 0 (    NE?Rectangle 7'x _  t*      r0e0e?Rectangle 2Dt      ~X0e0e?Rectangle 3     jOne of the key early lessons learnt from the credit crisis has been the need for institutions to truly understand the assets they are holding. This is particularly pertinent in respect of the structured products that have been at the heart of much of the market turmoil. There is clearly now a desire to break down the conventional business silos that exist to look at underlying assets, rather than simply viewing risk within the traditional segregated model. To this end, a well executed ERM strategy is self-fulfilling in that it drives a holistic view based the true exposure of the bank rather than the restricted view of the business line that has traded the product. By establishing a culture of broader identification and management of risk, so individual desks within the Front Office become a true reflection of the risk appetite that is set for the enterprise. j ki  H  0g@ ? 3380___PPT10.5w \ 0 (    Nq?Rectangle 7'x _  t*      r0e0e?Rectangle 2Dt   !   ~u0e0e?Rectangle 3     [A common language is an important part of any risk management discipline, especially ERM. Everyone who needs to know should be aware of the basic risk types, what is meant by risk appetite and profile, what a risk threshold is and its implications, the difference between "intrinsic risk" and "residual risk," what "loss given default" and "probability of default" mean, and so on. A common language is a prerequisite for a common risk culture, a set of shared values and beliefs that governs attitudes toward risk-taking, care, and integrity, and which determines how openly risks and losses are reported and discussed. ERM unites the various risk streams in their understanding, management and articulation of risk across the enterprise.   n v  H  0g@ ? 3380___PPT10.5w \3 0 C(     0e0e?4Slide Image Placeholder 1Dt       0e0e?(Notes Placeholder 2     6  !  lt?6Slide Number Placeholder 3'x _  t*   H  0g@ ? 3380___PPT10.C0Z9 0 }`(    N?Rectangle 7'x _  t*      r0e0e?Rectangle 25}      ~`0e0e?Rectangle 3 3   R   H  0g@ ? 3380___PPT10.Te n  0   d (  d d N4?Rectangle 7'x _ t*    d  x0e0e?Rectangle 2Dt     d # d0e0e?Rectangle 3     Historically there has been a disconnect between the risk appetite of the upper echelons of the risk management organisation and the risk appetite as practised within the trading environment. Traders have been long held an extremely narrow perspective, focusing on managing their own book in a manner to meet P&L expectations rather than adhering to the appetite for risk as defined by the risk management group. That is not to say that they have breached their limit framework, rather the nature of their trading strategies has not been aligned with the overall appetite set at the top of the organisation. ERM serves as a tool to drive awareness of the bank s overall risk exposure and the relative contribution to that exposure by individual business lines and even desks. The idea is not simply to determine that the firm s risk exposure is a certain amount, rather ERM provides insight into the nature of risks and the interdependencies that exist. Essentially, ERM is a mechanism by which the entire enterprise can cohesively align to the stated risk appetite of the organisation. A B@  H d 0g@ ? 3380___PPT10.5w \V 0 lf(  l l ND?Rectangle 7'x _ t*    l  x0e0e?Rectangle 2Dt   t  l # 0e0e?Rectangle 3     : The credit crunch has flagged up a number of rebounding and interacting risks that are important on an enterprise level that had previously not been considered. The failure of a number of institutions due to liquidity problems had thrown even seemingly mundane issues into sharp relief. The fragility of confidence in the banking system had led to wholesale reviews of risk across the enterprise. Exemplifying this, one leading global bank that Lepus has spoken to in recent months has engaged in a thorough review of, amongst other things, their operational risk procedures. The rationale for this is that even apparently innocuous failings can now impact a bank s cost of funding, or even their overall liquidity. For instance the banks chain of ATMs on the retail side could be seen as a potential liquidity problem. If people could not get money out of the wall, rumours would begin to swirl that could have a catastrophic impact on the bank. Moreover, there has also been a growing awareness of the operational, legal and reputational risk impacts that come from the design and launch of new structures. When formerly these had largely been priced according to complex mathematical models focused largely on market risk factors, there was now a growing awareness of the multiplicity of risks that impacted on these structures. Assessing such intertwining risks within the enterprise framework allows for an understanding of the bigger picture by knitting together risk factors and thus breaks down traditional assumptions about the nature of risk exposure. "Z Z  H l 0g@ ? 3380___PPT10.5- \. 0 t>(  t t  0e0e?4Slide Image Placeholder 1Dt    t # \0e0e?(Notes Placeholder 2     6   t l?6Slide Number Placeholder 3'x _ t*   H t 0g@ ? 3380___PPT10.C0Z9 0 H@ (    N?Rectangle 7'x _ t*      x0e0e?Rectangle 2Dt      # )0e0e?Rectangle 3       One of the most important ways in which the development of true ERM can influence the organisation is through leading of a culture of risk management through out the firm as a whole. Culture is no longer something that can merely be ignored as a soft issue. UBS s colossal subprime losses named a shortfall in  healthy scepticism through out the organisation as partly to blame for the Swiss bank s failings. The bank itself also referred to an internal analysis of its ill-fated Dillon Read Capital Management unit conducted at a prior date, which found  a number of cultural issues . It is not just a case of bad business sense. The massive losses resulting from Jrme Kerviel s actions at SocGen have been in part attributed to a poor corporate culture. The role of the senior management is to harness the self-interest of the revenue-generating staff on the ground and align it with the bank s overall objectives, namely generating returns for their shareholders. This can partly be achieved by qualitatively instilling values through a rigorous hiring process, coupled with promotion not only on the basis of profit generation but also through the suitability of personality. However, any view of the trading environment must allow those that those who bring in the most money must receive commensurate reward, not only in terms of compensation but also in terms of status within the bank s organisational strata. ERM has a role here in attributing revenue generation to skill, rather than the taking of excessive risks of any sort.  Z  H  0 0 H  0g@ ? 3380___PPT10.5w \. 0 @>(     0e0e?4Slide Image Placeholder 1Dt     # \>0e0e?(Notes Placeholder 2     6    l?6Slide Number Placeholder 3'x _ t*   H  0g@ ? 3380___PPT10.C0Z9 0 XP`(    Nd?Rectangle 7'x _ t*      x0e0e?Rectangle 2Dt     # $h0e0e?Rectangle 3     *tAssessing risk concentration is another area where ERM can prove its worth. It became apparent during the crisis that banks lacked a joined-up view of their various overlapping risk concentrations. This is particularly evident when firms have jumped headlong into the structured credit market. Structured credit products bring with them radically different risks when compared to traditional assets such as ordinary bonds or stocks. Reliance on the traditional investment risk management tools such as credit rating management, sector diversification and basic duration analysis cannot be sufficiently robust to provide a meaningful view of the risks inherent from the investment in these risk transfer products. Capturing the risk characteristics in a portfolio of these products and the dependencies between these credit products and the more traditional instruments of financial institution remains a challenge for many firms. The more active use of risk transfer markets and dynamic risk management techniques through the use of credit derivatives has also generated increased vulnerability to a rapid decline in asset market liquidity. Whilst the current decline in liquidity was extremely rapid, it has also improved prolonged, transforming existing hedging strategies. The dynamic hedging used by traders for hedging their exposures could lead to potential concentrated exposures when they are not able to alter their hedging positions or to take additional or offsetting positions if there is a significant reduction in market liquidity. In addition, the active management of the credit portfolio via, for instance, standardised indices such as the ABX may lead to an unexpected build-up of concentrated exposures if the liquidity in these markets dries up. Furthermore, while considerations of market risk are often used for warehouse positions  incorporation into credit risk concentration management practices does not appear widespread. In broad, credit and market risk clearly come together here and require an integrated risk approach. However, the noticeable losers from the collapse in demand for structured credit products, namely Citi and Merrill Lynch failed to factor this into their warehousing of assets for their structured credit business. It has become clear that a vital role for ERM is in knitting together instruments, such as structured credit, where numerous risks overlap, so that a bank can avoid excessive concentrations. Again here, the importance communicating any excess risk to the senior management and then enabling them to make the best overall business decisions is evident. : P P  '  X  a  [  g     `A          0ei 0n{ H  0g@ ? 3380___PPT10.5w \ 0 f^(    N?Rectangle 7'x _ t*      x0e0e?Rectangle 2Dt     # ,0e0e?Rectangle 3     8In order to provide a unified risk management system for the enterprise, it is necessary for banks to streamline their existing risk management processes. This can be done through integrating a number of disparate functions whose responsibilities fundamentally overlap. However, departments exist for a reason, and simply throwing together all functions related to risk management would create a quagmire of reporting lines and confused day-to-day activity. In such a mire, risks that were previously well covered could slip by unnoticed. A more simplified org chart does not necessarily lead to a more profitable organisation. Therefore, the banks senior management must carefully way the balance between costs associated with some duplication of function, and those avoided by having specific risk monitoring and management teams in place. To develop an enterprise-wide approach to risk management, and thereby optimise capital, integrating market risk and credit risk constitutes an essential first step. Indeed, many major banks have already integrated their market and credit risk departments. Both types of risk are calculated from the same market value distribution. Treating them separately makes difficult the netting of trades and other forms of credit mitigation. Risk management processes  and quantitative techniques such as value-at-risk (VAR), which is used to measure market risk  may then be extended to the financial management of the entire enterprise. This has been facilitated by the advance of the credit derivatives, which has made loan books tradable and effectively marketised credit risk. Theoretically, implementing this process could broaden awareness of risk management to all bank employees  as well as to shareholders and analysts  rather than keeping it a guarded secret among quants and mathematicians. Going forward, such techniques could be deployed to measure the volatility of revenues, expenses and asset and liability flows, as well as future net income.    8<   H  0g@ ? 3380___PPT10.5w \ 0 XP(    N?Rectangle 7'x _ t*      x0e0e?Rectangle 2Dt      # 0e0e?Rectangle 3     * r Liiquidity management is a discipline that is vital not just to the financial well being of an organisation but its very survival. It is also one of the most demanding, not just in terms of managing and optimising cash pools in multiple currencies and locations, but also in terms of predicting available liquidity accurately and matching those predictions against possible contingencies over multiple timeframes. It is in this sense that an effective ERM strategy can represent a serious advance in the management of liquidity. Institutions that consider liquidity on a desk-by-desk basis, or who have a disconnect between their market liquidity and funding liquidity management processes are liable to be the first against the wall in market conditions such as these. ERM provides a forum to bring all aspects of the liquidity framework within an institution together, to assess the liquidity position of the enterprise and to be proactive in their management of that position throughout the business. What has become clear over the past 12 months is that liquidity management is not the sole domain of ALM, nor should it ignore the impact of other risk factors such as operational risk, or more marginal risks such as reputational risk. In this sense, a holistic approach to liquidity management, facilitated through an integrated, tightly knit ERM strategy, is an essential asset as firm s seek to navigate their way through the current liquidity minefield.  b  U   `      H  0g@ ? 3380___PPT10.5w \ 0 *"(    Nhm?Rectangle 7'x _ t*      x0e0e?Rectangle 2Dt     # O0e0e?Rectangle 3     LOne of the fundamental roles of those involved in making ERM decisions is in what some practitioners term  meta hedging . That is, taking on large scale positions in order to hedge exposures of whole lines of business during periods of market turmoil. In relation to the credit crunch, there are a number of examples of meta hedging of varying degrees of effectiveness. One example that can be cited comes, ironically enough, from Bear Stearns. In 2007, as scepticism about the banks massive mortgage inventory became increasingly widespread, the bank engaged in a number of positions known as the  chaos trade The trade was designed to make money if the mortgage and financial markets collapsed. The firm s traders shorted a number of indices related to subprime and commercial mortgages. In addition to this, they placed a series of bets that the shares of major financial institutions with exposure to mortgages would fall in value as well. Over the next months, the hedges had made close to half a billion dollars and stood to make more as its components continued to fall. However, there was debate within the bank over the merit of deploying so much capital on what was seen as  negative trading . Faced with the fierce divide among senior management, CEO Alan Schwartz, who was generally supportive of the  chaos trade , decided to drop it. He wanted specific pessimistic trades designed to offset specific optimistic bets, rather than the broader hedges the bank had thus far employed. However, the specific hedges employed by the bank failed to work as effectively as the large scale meta hedge. As markets continued to fall, counterparties fled in fear and the banks liquidity collapsed. In contrast to this, prior to the credit crunch it appears that Goldman Sachs engaged in a similar set of trades undertaken which were undertaken at the direct behest of their senior executives. Even whilst their traders were continuing their day-to-day activities, the bank was hedging out the exposures they were generating. As other banks found their previously profitable activities run into the red, Goldman recorded yet more profit. These cases all give important examples of the role of ERM. Schwartz, a corporate financier by pedigree, may not have had a full understanding of the sales and trading operation that he was meant to oversee. ERM should act as a way of reporting to senior management the situation of the bank s various risks, in an easily interpretable way. Had Bear had such a structure in place their decision to abandon the chaos trade may not have been taken prematurely. $& Z Z'  $ 5  0 H  0g@ ? 3380___PPT10.5w \  0 S K  (    Nt.?Rectangle 7'x _ t*      x0e0e?Rectangle 2Dt     # Hb0e0e?Rectangle 3     %By its very nature ERM provides a mechanism through which to understand and visualise enterprise exposure. At its most sophisticated it facilitates this through collapsing the business silos that have traditionally held sway. The most effective ERM strategies are those which are able to visualise aggregated risk at senior management level, with the capability to drill down into that aggregated view to understand the source of the risk and its nature. Of course, this demands sophisticated technology capability in support in order to aggregate in a timely fashion, however, it is not solely the technology element that is important. Processes must be integrated across products and across geographies to provide a true understanding of the enterprise issues at hand. This necessity has been highlighted in recent months by the collapse of Bear Stearns and then Lehman Brothers. In their aftermath, some institutions were taking up to 3 weeks to determine their exposure to each of the failed counterparties, a lag that has been seen quite simply as unacceptable and that has highlighted the intransigence of heavy siloed banking organisations. Pursuing an ERM strategy allows for the early identification of concentrations of exposure, with the inferred ability to then reduce those concentrations should the bank so wish. At present, a number of leading institutions are initiating programmes to deliver an enterprise dashboard tool as part of their ERM strategy. In doing this, these banks are providing their ERM function with the ability to consider risk on a truly enterprise level, with the added benefit of being able to drill down into the individual business lines to assess the true nature of that risk.      H  0g@ ? 3380___PPT10.5w \; 0 K(    N?Rectangle 7'x _ t*      x0e0e?Rectangle 2Dt   Y  # 0e0e?Rectangle 3     #There is certainly a paradox surrounding the stated aim of developing a global regulatory environment in that the demands of local regulatory regimes, in ensuring that local entities are sufficiently capitalised, are often at odds with the way in which global banks do business. With a siloed view of risk management, such hurdles can be very difficult to overcome. However, the ability of ERM to provide a truly global picture of exposure means that institutions with well mandated ERM strategies find themselves in a position to make the most of the diversification opportunities that exist within a multi-entity organisation. In this sense ERM really allows capital allocation to be a dynamic management tool, rather than a passive response to regulatory requirements. Firms are moving away from traditional geographic indicators to a more holistic, risk-based capital view. In the coming months, when the emphasis on effective capital allocation will grow to unprecedented levels, such a view could well prove to be of substantial competitive advantage. # $"  H  0g@ ? 3380___PPT10.5w \. 0  >(     0e0e?4Slide Image Placeholder 1Dt     # w0e0e?(Notes Placeholder 2     6    l?6Slide Number Placeholder 3'x _ t*   H  0g@ ? 3380___PPT10.C0Z9  0   @(    N?Rectangle 7'x _ t*      x0e0e?Rectangle 2Dt     # @0e0e?Rectangle 3     Banks need to involve high level management in decisions around Basel II, transforming passive box ticking into a dynamic management tool into a dynamic one. This involves understanding that strategic risk assessments, the bank s overall objectives and other high-level decision data should have a transformative influence on the underlying systems. Base business and risk information needs to be assimilated by the enterprise layer; decisions need to be taken which reflect the bank s benefit, and these should result in variations to the lower level systems. This requires a more complex level of systems interfaces but there is no reason why such processes cannot be set up, initially, on a manual basis.    H  0g@ ? 3380___PPT10.5w \. 0 `>(     0e0e?4Slide Image Placeholder 1Dt     # 0e0e?(Notes Placeholder 2     6    l?6Slide Number Placeholder 3'x _ t*   H  0g@ ? 3380___PPT10.C0Z9 0 zr (    N?Rectangle 7'x _ t*      x0e0e?Rectangle 2Dt     # 0e0e?Rectangle 3     LThere appears to be some divide as to whether institutions employ a specific ERM function. For instance in one firm there may be a group risk function that had elements of credit, market, operational risks, compliance and treasury. These experts in various fields combined to feed into senior executive management regarding the firm s overall risk picture. The source stated that there were around two dozen individuals involved in the function. Other institutions prefer to ramp up the importance of the role of the Chief Risk Officer (CRO). Whilst this had been emphasised repeatedly in public statements, it was the opinion of this source that the role still remained very much in flux, as did a final figure on how many people might directly work for them. Currently, the bank operated with the senior departmental figures responsible for various risk management activities directly reporting to the CRO. The CRO also has regular meeting with chiefs of various lines of business, who can provide more colour on the situation of the market as a whole. The CRO then collated this information and discussed it with other C-level executives and the board, before business decisions with enterprise-wide risk ramifications were made. Another source commented that the perceived failure of VaR based calculations on an enterprise basis had muddied the waters around ERM. The lack of tractability in viewing risks as a whole had made the bank rethink a number of its assumptions. In the sources opinion, the idea of firm-wide VaR could only ever be an abstraction and they were wary of placing quantitative figures on something that lacked tangibility. The respondent argued that firm-wide VaR created a false confidence in senior management, and queried whether senior staff had a full understanding of the methodology employed, and its inherent limitations. Instead of an ERM function dedicated to quantitative calculation for its own sake, the source proposed that ERM should instead be an educational tool  informing both senior level management and workers on the ground of the risks created by their actions. Thus, they were moving away from a quant focused idea of ERM, and instead attempting to staff an area with people from all facets of the business.    J 9  H  0g@ ? 3380___PPT10.5w \ 0  (    N7?Rectangle 7'x _ t*      x0e0e?Rectangle 2Dt   .  # 0G0e0e?Rectangle 3     b\On an ERM level it is also vital that the data underlying that which is presented retains its integrity. In a time of market stress, in volatile conditions that can whipsaw from one extreme to the other, rippling through the complex array of products on a bank s books, in having accurate data derived from standardised sources across all areas of the bank. This technological aspect of ERM is frequently neglected by business managers, but the correct management of data was essential to any effort towards true ERM. Data infrastructure is hardly a glamorous aspect of the overall efforts of a bank s business; however, it is of paramount importance. All the iterative processes and new governance structures are of little use if the bank s data is invalid or becomes corrupted. Data management is not the only area in which technology is important for ERM. Regulatory oversight increasingly requires systems a granular drill down, facilitating the production of complete audit trails. Even when banks are faced with apparently more pressing every day threats in this period of turmoil, they must be aware of the potential fall out from the credit crunch in terms of increased regulatory oversight, government interference and potential counter party lawsuits. That means that any organisation that still silos information simply does not have effective ERM procedures. Multiple, patched-together systems and individual spreadsheet applications, separated by organisational divides and inter-departmental rivalries, are counter-productive in terms of managing enterprise risk. Instead, today's complex and volatile global market requires trading firms to ideally have a single, integrated, real-time view of all physical and derivative transactions, coupled with STP from Front all the way through to Back Office. With the right system, data is entered once at the source and everyone - from executives who measure performance through to compliance officers, schedulers, risk managers and portfolio managers on the execution front line - gets accurate information at the exact moment they need it. In addition, STP guarantees one version of the truth across all business units, eliminating duplicate efforts and potential for errors. It enables companies to set limits and control workflow, integrating across organisations and markets. With more automation and STP there should be fewer anomalies between Front and Back Office and no shelters to hide rogue trades. All these factors will place renewed emphasis on compliance, and banks would do well to ensure that as well as being comprehensible on an ERM level, their data can be unpicked and analysed, be it through a legal process or simply to look back at past areas of difficulty in order to develop new approaches to the risks facing financial firms. Thus, as part of creating an ERM process, those involved must also have a full understanding of the technology issues involved. These include an array of factors: business intelligence, regulatory compliance tools, reference and market data, middleware, and business process and workflow management. $. 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