Regulators have seized on stress testing as central to controlling bank risk and systemic risk. Find out what financial firms have to do, what regulators hope to accomplish, and where the efforts may fall short.
5. Basel III Liquidity Stress Test
Liquidity Coverage Ratio
High quality liquid
assets
Cash outflows under
stress (30 days)
6. Assets Liquid Under Stress
Able to sell, borrow against with no loss even
under severe market stress.
Level 1: Cash, central bank reserves, securities
backed by sovereigns and CBs
In unlimited amounts
Level 2: covered bonds, corporate
debt, RMBS, some equities, some government
securities
In limited amounts with haircuts
7. Elements of Liquidity Stress
Scenario
Run on retail deposits
Partial loss of wholesale funding
Margin calls from 3 step credit downgrade
Drawdowns of committed lending lines
8. Liquidity Stress Scenario
Set out as “minimum” supervisory requirement
LCR requirement must be satisfied “continuously” in normal times
Banks must do additional scenarios
Reflect business-specific activity
Over longer time horizons
Share results with supervisors
Basel III: International framework for liquidity risk
measurement, standards and monitoring (December
2010/January 2013)
(bcbs188 and bcbs238)
9. Operational Considerations
Assumptions – size of run-offs and other impacts
Data – detailed collateral scenario forecasts
Operational risks – integrating systems to
aggregate liquidity impacts
Liquidity adjustments to pricing
Consistency with liquidity assumptions in VaR
12. What Tests? CCAR and D-F
Dodd-Frank (Sect. 165)
Annual supervisory stress tests for “SIFIs”, Banks>$50B in assets
Annual company-run stress tests for Banks and Finc. HCos.
>$10B
Semi-annual company-run stress testing if >$50B in assets
Company-run scenarios include a severely adverse scenario
Minimum of three supervisory scenarios
Mandated public disclosure
CCAR
Annual supervisory severe adverse stress test for
large, complex bank HCos., >$100B in assets originally, now
>$50B
13. Number of Affected Firms
as of Q3 2012
120
100
Bank HoldCos > $100B
80
Fin HoldCos >$10B
60
*Fin HoldCos >$50B
40
Banks & S&Ls >$10B
20 SIFIs
0
Categories
Source: FFIEC, FDIC, Federal Reserve
15. Who‟s In the 2012-2013 Cycle?
CapPR 11
Other US BHC‟s
>$50B in Assets
16. D-F/CCAR Stress Testing Cycle
November
October 1 January 5 March15
15
Fed & Banks Run Fed Runs Biggest
Public
Banks Scenarios Own Reporting
Banks‟
Develop Analyzes of Results
Scenarios Capital
Mid-
cycle
Process
17. Stress Test Creation
Shocks to 26 (for 2012-2013) macroeconomic variables,
Translated into impact on items of income and expense, and
Flow those imacts through quarterly net income
Add to forecast changes in the capital account to estimate
impact on regulatory capital
Trading books subject to a separate, instantaneous shock
19. From macro shocks to gains
and losses
Crucial! Two ways to go:
implied relationship historical relationship
See, e.g., CCAR 2012: Methodology and Results for Stress Scenario
Projections, Appendix A
20. Market Shocks – Severe
Adverse - Equity
Equity by Geography
0%
-15%
New Zealand
Switzerland
United Kingdom
Sweden Chile
-30% Germany Mexico Philippines Turkey
Australia Euro Stoxx 50 Malaysia
India
United States 600 South AfricaIndex
FranceJapan
Stoxx Europe Poland South Korea MSCIMSCI World
China
Hong Kong
EAFE
Belgium
Finland
Canada MSCI All Country
-45% Denmark Hungary Taiwan Index
Netherlands Czech RepublicBrazil Indonesia IsraelWorld Index
Singapore
Greece (ACWI)
MSCI EM Index
Italy Argentina
Norway MSCI EMEA
-60%Austria MSCI EM Latin
Spain Index
America Index
-75% Bulgaria
Russia
Ireland
Portugal
Ukraine, -84.30%
-90%
23. Stress Testing under CCAR &
D-F
The details
9 quarter horizon, instantaneous shock for trading books
As-of dates
9/30 (and 3/31) for annual (mid-cycle) tests
Random end-Q4 as-of date for trading books
Implementation decisions
Interpolation, extrapolation, proxying shocks
Bank baseline scenario – adopt supervisory baseline?
Models don‟t work with shocks
Documentation
Must use standard templates
must document and justify deviations
25. Disclosure under D-F
From banks to the supervisor
FR Y-14M (and 14A and 14Q)
From the supervisor to the public
Details of shocks
Using both D-F and bank capital plan assumptions
Worst quarterly and end-of-horizon capital ratios for severe
adverse scenario
Using D-F capital plan assumptions
Total 9 quarter net revenue and income, loan losses, trading
and counterparty credit losses
26. Disclosure under D-F
From Banks to the public
types of risks included;
description of company scenarios (key variables, such as
GDP, unemployment rate, housing prices);
description of the methodologies to estimate
losses, revenues, and changes in capital; and
net revenue and income, pro forma capital and capital
ratios over the planning horizon.
27. Disclosure under Form PF
Private Funds (SEC and CFTC regulated)
Investment advisor or CTA/CPO
>$150MM “regulatory assets” (or >$1.5 Billion
“large funds”)
Reporting
Large funds – 60 days after end of quarter
Others – 120 days after end of year
28. Disclosure under Form PF
May use internal methodologies
Must not be inconsistent with instructions
Must be consistent with internal/client information
Do not net longs and shorts
Value is notional amount (delta-adjusted)
29. Form PF – Stress Shocks –
Rates Yield in Pct.
Stress Tested US Yield Curve Using
SEC Form PF Shocks
4.5
4
3.5
3
2.5
2 Base Case (3, March 2013)
up 25bps
1.5
dn 25bps
1 up 75bps
0.5 dn 75bps
0
0 36 72 108 144 180 216 252 288 324 360
-0.5
-1
Months
32. Reverse Stress Testing
New concept for banks
FSA (UK) leading in requiring this
Regulators like it but are silent on method
33. Reverse Stress Testing
Defined
“assume a known adverse outcome…
“then deduce the types of events that could lead to
such an outcome.” (Federal Reserve Board SR 12-
7, p. 12)
Sounds
simple, but…
34. Reverse Stress Testing History
FSA
FSA Proposed BIS Principles
Requirements US Supervisory
CRMPG III Rules for Sound UK banks go
Formalized Guidance
2008-08 (CP08/24) Stress Testing live 2011-12
(PS09/20) 2012-11
2008-12 2009-05
2010-12
35. Reverse Stress Testing
Illustration
Mirzai & Müller. 2013. On Reverse Stress Testing.
Intelligent Risk, 8-11.
Pick critical loss level
(„CLL‟)
Obtain 30K samples from
joint distribution of risk
factor returns
Revalue portfolio 30K times
Only look at those samples
where portfolio loss > CLL
By CaitlinJo [CC-BY-3.0
(http://creativecommons.org/licenses/by
/3.0)], via Wikimedia Commons
36. Reverse Stress Testing
Illustration
Mirzai & Müller. 2013. On Reverse Stress Testing.
Intelligent Risk, 8-11.
Can we find economic meaning in
these large loss samples?
First, look for statistical commonalities
using k-means clustering
Second, relate cluster behavior to
market risk factors through heuristic
analysis
38. Reverse Stress Testing
In sum: immature art
Recent research collected at www.Gloria-
Mundi.com; search on keyword phrase
reverse stress.
Editor's Notes
a U.S. BHC that is owned and controlled by a foreign bank that is an FHC that the Board has determined to be well-capitalized and well-managed will not be required to comply with the Board's capital adequacy guidelines.” E.g., Deutschebank.
Capital Plan Review (CapPR)Annual Company-Run Stress Test Requirements Are Delayed Until Fall of 2013 Fornational banks, savings associations and state non-member banks with average total consolidated assets of less than $50 billion; (no reporting for another year after that)BHCs with average total consolidated assets of less than $50 billion U.S.-domiciled BHC subsidiaries of FBOs relying on SR 01-1 for which implementation begins 2015; andstate member banks with average total consolidated assets greater than $10 billion (other than state member bank subsidiaries of SCAP BHCs).
38,975 separate shocks, benchmarked to 2nd half 2008. what about basket products?
Model conflicts; vol smile impact; flat extrapolation
RAUM are the gross assets under management, without the subtraction of borrowings, short sales or other forms of leverage.
Parallel; Negative rates; Definition of risk-free
Reasons given for RST:Outside normal business thinkingExplore hidden vulnerabilitiesChallenge assumptions about threats to business viability