The importance counterparty risk Part-3

Identify the characteristics of the third party repository brings out the different types of people (customers, prospects, guarantees ...), information (customer classification, signs of third party monitoring bodies ...), for which the required quality levels are not necessarily the same. Two examples: the rate of duplication, including the reduction can improve the consolidation process and risk capital allocation, the rate of third parties not identified as an affiliate of the bank, resulting in poor consolidation risk on intra banking group.

As part of the approval process with Basel 2 instances of trust, quality indicators should focus mainly on:

    * The validity of the SI risk management
    * The performance score of grant, the organization of the rating systems and delegation
    * Compliance with the risk strategy in terms of authorization and action limits

These include examples of indicators as the rate of customer doubtful with a healthy note, the rate of third unrated or with a note too old, or the rate of others rated their group.

To control effectively the quality of each indicator, it is essential to have previously defined a responsible business and responsible SI (the MOA) on each of the data information system. The process of defining indicators is iterative, since the priorities may change based on improvements. To control them properly, it is preferable to retain only 10 in the first place. The dashboard can be enriched progressively as the process will be better understood by employees and more mature. For an effective control, must not exceed twenty indicators, which requires the definition of arbitration process indicators to be adopted.

Once the dashboard as defined with the various indicators chosen, it must be operated and monitored on a recurring basis. Identified as significant variables of a state, the indicators need to restore an image quality of the management of risks by focusing on the area’s most sensitive to the context and business goals. As a minimum, an annual review to define the quality policy to hold, but the quality is a daily challenge; do not forget to make some adjustments over the water...

The importance counterparty risk Part-2

In the long run, it is best to think of more sustainable solutions and, in this regard, the levers are very diverse appointment of quality managers in the contributing entities, workflow validation of customer data, standardization of concepts, comparisons with external sources, management of several criteria of uniqueness. The possible solutions are many but their cost, period of implementation and impact on data quality is variable. However, the prioritization of these actions is often subjective: some effects more "visible" are given priority while others are ignored because their quality impacts are unknown.

The success of the business plan requires a continuous improvement in performance. It should be laid down in processes that involve the third party repository, a real cornerstone of the IF bank. Based on the quality approaches used in industry, the virtuous cycle is divided into five phases: definition of indicators and quality objectives of the standard, indicators measuring, analyzing results, identifying actions to improve the quality control of the effect of implemented solutions. We propose in this article, to limit ourselves to the first two phases that we consider most important.
The definition of indicators based on the combination of an empirical, research-based elements of non-quality in the device in place, and a theoretical approach, having as a starting point to identify key parameters management customer risk:
To invest in the improvement actions that correct the non-quality aspects of the most sensitive, the first step is to build a balanced scorecard indicators are most representative. It is an indispensable asset to the achievement of a critical diagnosis and appropriate vis-à-vis business strategies (risk, marketing, sales ...) defined. While some indicators can be retained only for statistical purposes, the others must be action-oriented: this means they must be involved in a lens quality (which will result in the definition of alert thresholds or levels of expected results ...) and an action plan to achieve the objective. The role of each business management and / or SI concerned to arrive at the expected level of quality must be so in a charter previously defined: it is one of the key success factors of the process.

The importance counterparty risk Part-1

Despite the efforts made by financial institutions to ensure compliance with the Basel 2, the internal audits and supervisory bodies highlight gaps in devices management. Beyond the third scoring models in place to comply with regulations (Basel II and Solvency II in particular), financial institutions must continue efforts to ensure a sustainable level of quality control and so effectively and Reliable customer risk. If there are relatively simple and fast to improve data quality, only a comprehensive approach and equipped keeps this level over time and create a culture of quality in financial services, with the image of the industry.

The banking and financial regulation on the internal control of credit institutions and investment firms provides an outline of points to watch it should be integrated within the device management of counterparty risk. To ensure compliance with regulations and ensure the proper level of control internally, branches wish to have the core quality indicators ensuring the validity of the information system risk management, validating the defined risk strategy and organization established to cover the risk client. The only way to dispose of is to use information systems to provide a quantitative analysis, but the relevance of these indicators is based on the quality of the IS.

System-level information, the presence of duplicates, unreliable links or combination obsolescence of customer identification are some of examples of non-referential quality of the third most frequently cited. If they do not prevent the IF function, these problems can have a significant impact on end users and in particular the process of consolidating risks, commercial pilot, the fight against money laundering and grant decisions. Shares of reliability, often initiated by the trades and in consultation with the project owners, are intended to identify areas of non-quality, identify the causes and identify pragmatic ways to mitigate or delete.

The first actions are almost always in the form of manual corrections. These projects mobilize substantial charges to align the repository with the reality-duplication, enhancement or correction of signs, etc ... In addition, these actions if they can have a satisfactory short-term, must be renewed frequently to maintain quality and fight against the progressive drift.

The key points of the implementation in PRC Part.II

Pressed for time; many institutions, even of large size, so consider the use of market solutions. However, uncertainties remain to be addressed regarding the maturity of the editors on this subject, including the ability to manage solutions in standard multiple levels of consolidation within international institutions. Nevertheless, difficulties in producing reliable and comprehensive reports on time are perhaps to be expected.

Reporting related to the Cooke ratio was traditionally produced and controlled by the Finance Department. However, since the implementation of Basel II and McDonough, new entities are involved in solvency calculations which are at the heart of the PRC.

This is the case of Risk Department, which focused knowledge of the risk-weighted assets for credit risk and operational risk (part of the calculation of McDonough). But it is also the case for Directions marketing, which often position themselves as providers of the data used for scoring Basel counterparts (also conditions the new ratio, for institutions using the "IRB").

It is therefore necessary to define now the control process and clarify the appropriate "service agreements" between the various entities. Indeed, the solvency ratio is at the heart of communication facilities and must follow a control circuit, validation, monitoring and operation, prior to its release or its internal operational use. In addition, aspects related to training will not be negligible in the success of the PRC, each actor in the "production line" to control the origin and impact of data it processes.

Therefore, the use of XBRL (data interchange format for technical interoperability) does not appear to be at the heart of the concerns of the banks. After all, it is only a computer translation of functional data model. This language is, moreover, already common in some international companies for internal reporting...

The key points of the implementation in PRC Part.I

Generally described as a technical project, including the use of exchange format "XBRL" PRC also includes business and organizational issues are often overlooked. Yet they are at least as important and appear to be at the heart of institutional concerns. The establishment of "production lines" PRC, as well as has responsibility for validation and controlling data, indeed require special attention.

From a business perspective, it is primarily the availability and reliability of data on the scope anticipated at the heart of the concerns. On the one hand, Basel II, which must come to power PRC data are not yet stabilized for most institutions (upgrades following the regulator's audits, review the quality of some data, adjusting assumptions modeling, implementation delayed for certain subsidiaries ...). On the other hand, some data expected by the PRC are not provided in standard areas of specific ventilation, presence of aggregates under Pillar II, or references to IAS
A "simple" translation between the PRC and the Basel II appears to be excluded, especially since it must incorporate data from the subsidiaries. The complexity of implementation is also increased for banking groups with entities abroad. In Europe, there will be no one single reporting. On the basis of a reference format defined by the CEBS, each national supervisor has established its own version of the PRC. Therefore, the parent company cannot simply broadcast a unique methodology and to manage complex rules for consolidation and verification. A true "challenge" for groups ADDITION consolidating subsidiaries is not subject to the PRC, nor even to Basel II.

Once key issues arise with regard to functional architecture; indeed, the options selected will be structural, not only because the PRC requires complex treatment (IRB cohabitation methods and standard collection of market risk, high volume ...) but also because it will be necessary to ensure the sustainability of production assumptions (audit ability and interpretability of data on the long term).