Chapter 30: Capital Management Flashcards
Purpose of economic capital BAMTCR
o Buffer held of liability value
o Adverse outcomes covered:
fall in A,
rise in L
unexpected expenses
o Maintain solvency level/credit rating
o Time horizon specified
o Confidence level
o Risk measure used specified
Uses of internal capital models BI PRET PAP ISI BAR
Budgeting of capital done
Impact of strategy on capital requirements assessed
Performance measurement
Return on capital calculation
Extreme event planning
Tolerance level assessed
Profile of risk determined – company or product level
Alternative capital calc to regulatory requirement
Product pricing
Investment strategy setting
Strategy evaluation and setting
Incentive compensation
Reinsurance programs
Acquisitions and mergers
Business mix determined
Desirable features of a capital model DRIMAC
o Dynamic model
o Reinsurance agreements allowed for
o Integrations of assets and liabilities
o Mitigations and interactions between risks allowed for
o Asset liability correlation allowed for
o Correlation between asset classes
How internal and generic models might differ DOT HAT VAC
o Diversification allowance
o Objective
o Tolerance levels
o Horizons
o Accounting assumptions – going concern vs. wind up assumption
o Types of risks considered may differ
o Volatility view of business classes
o Assets available for capital differ
o Countries considered may require a different assessment
Steps in operating a capital model PISMMI
o Purpose specified
Going concern, resourcing, accuracy
Enterprise wide/standalone risk
Complexity of the calculations done
o ID and rank risks
o Simulation approach chosen
o Metric of risk defined
Output: VAR, TVAR
o Time horizon specified
o Modelling criteria chosen
Exit value
Credit rating
Confidence interval
o Implementation method chosen
Single fully integrated vs several univariate models combined in some way (copulas)
Factors to consider when doing a continuity analysis LIP RIM
o Limitations of long-term modelling stated
o Interpretation of long-term modelling required
o Point in time or runoff view?
o Reliability of long-term forecast assessed
o Injection of capital policies considered
o Management actions PAD DM
Management actions for continuity planning PAD DM
Premium setting
Asset allocation
Discretionary benefits
Dividend policy
Mitigation strategy
How effective management can create shareholder value PRPR
o Pricing
o Reserving
o Performance management
o Risk management
Practical methods to calculated capital requirements FOES CROSS (lists that relate to each)
• Factor tables – capital req per unit of risk
• Operational risk
• Economic scenarios
• Stress testing
• Credit risk (ratings agency, Merton)
• Ruin probability and cost calculation
• Option pricing theory (Merton)
• Stochastic models (Monte Carlo)
• Statistical methods (MVN)
Allocated capital used in BALPP
• Business planning
• Amount of business written
• Limit setting for risk controls
• Performance management
• Pricing
Methods of capital allocation CRIMP G
• Centrally retained
o Could lead to inefficient capital allocation
o Easier and risk of erroneous capital allocation is avoided
• Risk measure approach
o The Euler method – can be applied to risk measures that show positive homogeneity
• Individual/standalone basis
o Capital requirements determined in isolation to other BU’s – diversification benefit lost
• Marginal approach
o Additional capital required to write a line of business, assuming all other line are written
• Pro-rata basis
o Addition according to some basis
• Game theory approach
o Marginal approach but assessing adding the BU at different timings to the business
Factors to consider when comparing capital allocation methods DROM BEC & CACI
• Diversification benefit allowed for
• Risky business unit over investment risk
• Other business units’ effect on the measure
• Marginal pricing principle allowed for
• Basis effect on allocation
• Ease of communication
• Complexity and computational intensity
• Coherence of the risk measure considered
• Additional capital
• Changes over time
• Implementation of capital allocation
o Communication skills required
o Conflicts the allocation can create should be understood
Internal capital models MASDA
Management creates it
Accuracy is better
Specific context of company considered
Decision making process assisted by it
Allocation of capital across business lines
Factors and limitations to model capital requirements VEC CAMP RC
• Volatility of assets and labilities
• Expected returns on assets
• Correlation between assets and liabilities
• Consistent valuations
• Assumptions made
• Measures of risk should be appropriate
• Parameters needed
• Robust estimates made
• Continuous estimates
Credit risk under Basel ROM (II) & TECL (III)
o Risk weighting to credit assets (Gov Bonds: 0%, Unsecured debt 100%)
o Off-BS items brought on BS
o MCR taken as 8% of RWA
• Tiered approach to RWA MCR
• Equity deductions – common equity exposure
• Conservation buffer
• Liquidity requirements