Credit Portfolio Management: A Practitioner’s Guide to the by Michael Hünseler

By Michael Hünseler

Credits Portfolio administration is a topical textual content on methods to the lively administration of credits dangers. The ebook is a precious, modern consultant for portfolio administration practitioners. Its content material includes of 3 major elements: The framework for dealing with credits dangers, energetic credits Portfolio administration in perform and Hedging innovations and toolkits.

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Extra info for Credit Portfolio Management: A Practitioner’s Guide to the Active Management of Credit Risks

Sample text

6 As a response, regulators are increasing their efforts to keep step with the dangerous environment the financial industry is in. But many of the problems which led to the formation of the Basel Committee on Banking Supervision (BCBS) are still prevalent and growing. Neither early warning systems nor resolution regimes for international banks have passed the test of time so far. To be sure, while most know Basel as setting the standard for the capital that banks should hold to withstand unfavourable operating conditions, the ratio has been revised and newly defined by politicians as part of their efforts to solve the threat of the Greek default.

Doing so requires skills in a range of different dimensions in order to develop optimal solutions for defined objectives. Notwithstanding the increase in risk management sophistication which will ultimately add value for all stakeholders, a prime incentive for banks to adopt Basel II relates to the prospects of lower regulatory capital requirements. As banks are reluctant to increase their capital when their stocks are trading at or close to historical lows, balance sheet optimization is seen as a suitable alternative.

More often than not, banks are organized along the main sources of risks: credit risk, market risk, liquidity and operational risk, thereby ignoring the increasing complexity of banking. An integrated approach towards risk requires a high level of experience, specialization and expertise but also a broader, overarching view and understanding of risks as well as a common sense of responsibility for the firm. Passivity or slow responsiveness may result from an overly hierarchical organization where people do not feel valued or recognized for their contributions.

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