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This document has been prepared by PC Narayan, Indian Institute of Management, Bangalore and is made available for use only with the course
FC201.2x titled Banking and Financial Markets: A Risk Management Perspective delivered in the online course format by IIM Bangalore. All rights
reserved. No part of this document may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical,
photocopying, recording, or otherwisewithout the permission of the Indian Institute of Management Bangalore (fc201.support@iimb.ernet.in)
Shortcomings of VaR:
1. The assumption of normality in the movements of prices, interest rate and exchange rate in
the market.
2. During times of extreme volatility, the Value at Risk model could fall terribly short when
estimating potential losses, because of the normality assumption.
This document has been prepared by PC Narayan, Indian Institute of Management, Bangalore and is made available for use only with the course
FC201.2x titled Banking and Financial Markets: A Risk Management Perspective delivered in the online course format by IIM Bangalore. All rights
reserved. No part of this document may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical,
photocopying, recording, or otherwisewithout the permission of the Indian Institute of Management Bangalore (fc201.support@iimb.ernet.in)
Capital
Adequacy Ra8o
(CAR)
Banks Capital
Risk Weighted Assets
The numerator term in the above equation Capital is classified as:
Tier I Capital
Tier II Capital
Equity Capital
Other Forms of
Perpetual Capital
The denominator term Risk Weighted Assets involves assigning risk weights to the various
categories of assets on a scale of 0 to 100%:
G-Sec / T-Bonds
Risk
Weight
0%
Unsecured Loans
Risk
Weight
100%
Mortgage Loans
Risk
Weight
50%
This document has been prepared by PC Narayan, Indian Institute of Management, Bangalore and is made available for use only with the course
FC201.2x titled Banking and Financial Markets: A Risk Management Perspective delivered in the online course format by IIM Bangalore. All rights
reserved. No part of this document may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical,
photocopying, recording, or otherwisewithout the permission of the Indian Institute of Management Bangalore (fc201.support@iimb.ernet.in)
Basel II came into being almost ten years after Basel I guidelines were implemented with a view to
enhance the flexibility and accuracy of computing Capital Adequacy
BASEL II
PILLAR II
PILLAR III
Minimum
Capital
Requirements
Supervisory
Review
Process
Market
Discipline and
Disclosure
This document has been prepared by PC Narayan, Indian Institute of Management, Bangalore and is made available for use only with the course
FC201.2x titled Banking and Financial Markets: A Risk Management Perspective delivered in the online course format by IIM Bangalore. All rights
reserved. No part of this document may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical,
photocopying, recording, or otherwisewithout the permission of the Indian Institute of Management Bangalore (fc201.support@iimb.ernet.in)
Basel II guidelines are admittedly more sophisticated than Basel-I guidelines, because the one-sizefits-all idea that prevailed in Basel-I has been abandoned. Pillar-1 (Minimum capital requirements)
under Basel-II addresses this by providing three distinct approaches for credit and operational risk,
thereby offering a high degree of flexibility, at the same time, maintaining standardization.
This document has been prepared by PC Narayan, Indian Institute of Management, Bangalore and is made available for use only with the course
FC201.2x titled Banking and Financial Markets: A Risk Management Perspective delivered in the online course format by IIM Bangalore. All rights
reserved. No part of this document may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical,
photocopying, recording, or otherwisewithout the permission of the Indian Institute of Management Bangalore (fc201.support@iimb.ernet.in)
Highlights of Basel III guidelines
The Basel Committee on Banking Supervision announced the following changes under Basel III
guidelines in 2009, with implementation commencing from 2013:
Component
BASEL II
BASEL III
4%
6%
2%
4.5%
Tier II Capital
4%
2%
NA
2.5%
NA
0% - 2.5%
This document has been prepared by PC Narayan, Indian Institute of Management, Bangalore and is made available for use only with the course
FC201.2x titled Banking and Financial Markets: A Risk Management Perspective delivered in the online course format by IIM Bangalore. All rights
reserved. No part of this document may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical,
photocopying, recording, or otherwisewithout the permission of the Indian Institute of Management Bangalore (fc201.support@iimb.ernet.in)
2. Entities in the shadow banking system such as hedge funds and CDOs are not governed by
the Basel III guidelines or by any other norms of capital adequacy.
3. In view of the above, moral hazard in the form of regulatory arbitrage by the shadow
banking system is bound to aggravate
4. Regulated banks are likely to find their cost of capital going up significantly under Basel III. As
a result, lending rates by Banks are also likely to go up.
5. The Too-Big-To-Fail Syndrome would aggravate and Governments will be called upon to
bail out such banks.
This document has been prepared by PC Narayan, Indian Institute of Management, Bangalore and is made available for use only with the course
FC201.2x titled Banking and Financial Markets: A Risk Management Perspective delivered in the online course format by IIM Bangalore. All rights
reserved. No part of this document may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical,
photocopying, recording, or otherwisewithout the permission of the Indian Institute of Management Bangalore (fc201.support@iimb.ernet.in)
Hold a
major
por:on of
public
savings
Intermediate
funds
between
savers and
borrowers
Hold a large
part of the
money supply
channel for
implemen.ng
monetary policy
in the country
The biggest
par:cipants in
the payment &
se4lement
system (both
domes:c &
interna:onal
transac:ons)
Problems in the
banking sector in
any country
could rapidly
impact the en:re
nancial system
and have a
contagion eect
Specific laws enacted by the parliamentary or equivalent system in every country govern the
regulatory framework in that country.
Specific roles of a Central Bank in any country include:
Central
Bank
This document has been prepared by PC Narayan, Indian Institute of Management, Bangalore and is made available for use only with the course
FC201.2x titled Banking and Financial Markets: A Risk Management Perspective delivered in the online course format by IIM Bangalore. All rights
reserved. No part of this document may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical,
photocopying, recording, or otherwisewithout the permission of the Indian Institute of Management Bangalore (fc201.support@iimb.ernet.in)
Central Banks are also responsible for creating a stable and consistent monetary policy environment
as shown in the diagram below:
Bank
Central Banks in all countries also have a supervisory role that involves:
Monitoring the banks under their charge, based on reports submitted by the banks in
pre-specified formats at pre-specified periodicity.
Supervisory Framework:
Capital Adequacy
C
Asset Quality
A
Risk Management
R
M Quality Of Management Personnel
Earnings Quality
E
L
Liquidity Management
This document has been prepared by PC Narayan, Indian Institute of Management, Bangalore and is made available for use only with the course
FC201.2x titled Banking and Financial Markets: A Risk Management Perspective delivered in the online course format by IIM Bangalore. All rights
reserved. No part of this document may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical,
photocopying, recording, or otherwisewithout the permission of the Indian Institute of Management Bangalore (fc201.support@iimb.ernet.in)
Monetary Policy
In all well run economies, Monetary Policy is vested with the Monetary Authority (usually the
Central Bank) in the country and comprises effective management of the following:
1. Price Stability (i.e. effective control on expected inflation)
2. Interest Rate Stability
3. Currency Stability (i.e. stability in foreign exchange rates)
4. Overall Stability of the financial markets
5. Economic Growth
6. Employment
Monetary policy formulation most often involves managing the conflicts among these goals.
Tools to administer
Monetary Policy includes:
Change in the Reserve
Requirements
Open Market
Opera:ons
Aiming at Targets
rather than Goals
Most Central Banks use inflation as the target for monetary policy and effectively use other
resources at their command such as money supply, cash reserves, interest rates etc. to achieve the
monetary policy goals.
This document has been prepared by PC Narayan, Indian Institute of Management, Bangalore and is made available for use only with the course
FC201.2x titled Banking and Financial Markets: A Risk Management Perspective delivered in the online course format by IIM Bangalore. All rights
reserved. No part of this document may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical,
photocopying, recording, or otherwisewithout the permission of the Indian Institute of Management Bangalore (fc201.support@iimb.ernet.in)
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Too much independence and the resulting (possible) lack of accountability could make the
Central Bank extraordinarily powerful in any economy.
It is imperative that the Central Banks and the federal government of the country work in a
synchronized manner because if the two sides are not in agreement, the countrys economy
would inevitably falter!
This document has been prepared by PC Narayan, Indian Institute of Management, Bangalore and is made available for use only with the course
FC201.2x titled Banking and Financial Markets: A Risk Management Perspective delivered in the online course format by IIM Bangalore. All rights
reserved. No part of this document may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical,
photocopying, recording, or otherwisewithout the permission of the Indian Institute of Management Bangalore (fc201.support@iimb.ernet.in)
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STRESS TEST
Stress tests focus on the impact of credit risk, liquidity risk, market risk, etc. in adverse situations,
both at the bank level and at the systemic level.
Stress test is designed to assess:
(a) The impact of adverse Marco-economic as well as institution specific scenarios on the capital
adequacy and solvency of the institution and/or the financial system as a whole and
(b) The extent of capital cushion available to withstand such an adverse impact.
Stress tests involves laying down a set of adverse scenarios against which the banks and/or the
financial systems resilience is measured.
Stress tests acquired enormous significance subsequent to the 2008 financial crisis resulting in new
Laws that required Banks to mandatorily undertake stress test periodically and report the results of
such stress tests. In the context of the United States, these include:
o
Specific Stress Tests that are undertaken by the Banking Regulator to determine the ability of any
countrys financial system to withstand macro-economic shocks is referred to as Macro-prudential
Analysis.
Stress Test is as much as Art and it is a Science because such tests are entirely dependent on the
scenario envisaged for the Stress Test.
This document has been prepared by PC Narayan, Indian Institute of Management, Bangalore and is made available for use only with the course
FC201.2x titled Banking and Financial Markets: A Risk Management Perspective delivered in the online course format by IIM Bangalore. All rights
reserved. No part of this document may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical,
photocopying, recording, or otherwisewithout the permission of the Indian Institute of Management Bangalore (fc201.support@iimb.ernet.in)
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