This document provides information about a two-day training course on developing credit loss forecasting methods for IFRS9 provisioning. The course will review IFRS9 rules and techniques for producing unbiased estimates of expected credit losses, building on existing models. Attendees will learn various modeling methods and how to design IFRS9 compliant solutions tailored to their institutions. The training is led by experts from Aguais and Associates who have extensive experience developing credit risk models for large banks.
This two-day training course discusses methods for developing models to meet IFRS9 requirements for estimating expected credit losses. It will review IFRS9 provisioning rules and techniques for producing unbiased probability-weighted loss estimates, including building on existing models. Attendees will learn about challenges in developing compliant solutions, as well as methods for assessing credit risk deterioration and producing unbiased forecasts. The course aims to help participants design IFRS9 solutions that leverage their institutions' existing modeling capabilities.
This two-day training course discusses methods for developing models to meet IFRS9 requirements for estimating expected credit losses. It will review IFRS9 provisioning rules and techniques for producing unbiased probability-weighted loss estimates, including building on existing models. Attendees will learn about challenges in developing compliant solutions, as well as methods for assessing significant credit deterioration and producing unbiased forecasts. The course aims to help participants design IFRS9 solutions that leverage their institutions' existing modeling capabilities.
The document provides a summary and experience details of Bassam M. Daoud, a Lebanese national with over 30 years of experience in credit and risk management in the GCC region. He has held several senior roles such as Head of Credit and Risk at major UAE banks, managing large credit portfolios and implementing risk management frameworks. More recently, he has worked as a management consultant advising bank boards and audit teams on risk transformation projects.
Asif Idris has 18 years of experience designing business and technology strategies for investment banking, asset managers, and hedge funds. He has a track record of delivering complex projects on time and within budget. His areas of expertise include fund launches, trading lifecycles for various asset classes, and regulatory requirements like EMIR, Dodd-Frank, and AIFMD. Currently he is a Senior Project Manager and Business Solutions Architect for an investment firm where he manages strategic projects and defines business and systems architectures.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
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Asif Idris has 18 years of experience delivering complex business architecture projects within investment banking. He has a track record of designing target operating models and capturing requirements to deliver innovative solutions on time and on budget. Asif's areas of expertise include fund launches, trading lifecycles for various asset classes, and implementing regulations like EMIR, Dodd-Frank, and AIFMD. He holds an MBA and seeks a new opportunity to leverage his experience with capital markets, governance, and business architecture.
Asif Idris has 17 years of experience as a business architect and project manager, specializing in capital markets. He has delivered complex projects involving business architecture, target operating models, and regulatory compliance. His areas of expertise include fund launches, trading lifecycles, and regulations like EMIR, Dodd-Frank, and AIFMD. Currently he is a strategic portfolio project manager at an investment firm.
This document discusses managing diverse projects for organizational success. It outlines several challenges in managing diverse project teams, including cultural diversity, remote project management, weak ethics, and using traditional tools. It then provides recommendations for developing a global strategy, such as commitment from leadership, collaboration, understanding diverse teams, adopting lean delivery models, and continual improvement. A case study example is also presented of how one organization overcame challenges through implementing solutions like gap analysis and focusing on critical success factors and lessons learned.
This two-day training course discusses methods for developing models to meet IFRS9 requirements for estimating expected credit losses. It will review IFRS9 provisioning rules and techniques for producing unbiased probability-weighted loss estimates, including building on existing models. Attendees will learn about challenges in developing compliant solutions, as well as methods for assessing credit risk deterioration and producing unbiased forecasts. The course aims to help participants design IFRS9 solutions that leverage their institutions' existing modeling capabilities.
This two-day training course discusses methods for developing models to meet IFRS9 requirements for estimating expected credit losses. It will review IFRS9 provisioning rules and techniques for producing unbiased probability-weighted loss estimates, including building on existing models. Attendees will learn about challenges in developing compliant solutions, as well as methods for assessing significant credit deterioration and producing unbiased forecasts. The course aims to help participants design IFRS9 solutions that leverage their institutions' existing modeling capabilities.
The document provides a summary and experience details of Bassam M. Daoud, a Lebanese national with over 30 years of experience in credit and risk management in the GCC region. He has held several senior roles such as Head of Credit and Risk at major UAE banks, managing large credit portfolios and implementing risk management frameworks. More recently, he has worked as a management consultant advising bank boards and audit teams on risk transformation projects.
Asif Idris has 18 years of experience designing business and technology strategies for investment banking, asset managers, and hedge funds. He has a track record of delivering complex projects on time and within budget. His areas of expertise include fund launches, trading lifecycles for various asset classes, and regulatory requirements like EMIR, Dodd-Frank, and AIFMD. Currently he is a Senior Project Manager and Business Solutions Architect for an investment firm where he manages strategic projects and defines business and systems architectures.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Asif Idris has 18 years of experience delivering complex business architecture projects within investment banking. He has a track record of designing target operating models and capturing requirements to deliver innovative solutions on time and on budget. Asif's areas of expertise include fund launches, trading lifecycles for various asset classes, and implementing regulations like EMIR, Dodd-Frank, and AIFMD. He holds an MBA and seeks a new opportunity to leverage his experience with capital markets, governance, and business architecture.
Asif Idris has 17 years of experience as a business architect and project manager, specializing in capital markets. He has delivered complex projects involving business architecture, target operating models, and regulatory compliance. His areas of expertise include fund launches, trading lifecycles, and regulations like EMIR, Dodd-Frank, and AIFMD. Currently he is a strategic portfolio project manager at an investment firm.
This document discusses managing diverse projects for organizational success. It outlines several challenges in managing diverse project teams, including cultural diversity, remote project management, weak ethics, and using traditional tools. It then provides recommendations for developing a global strategy, such as commitment from leadership, collaboration, understanding diverse teams, adopting lean delivery models, and continual improvement. A case study example is also presented of how one organization overcame challenges through implementing solutions like gap analysis and focusing on critical success factors and lessons learned.
- Journal clubs are proposed as a way to engage employees and improve retention during economic downturns when projects are reduced. They involve employees studying research papers and sharing learning with peers.
- Benefits include stimulating intellectual growth, improving soft skills like communication, and promoting networking and team spirit. This engagement demonstrates organizational commitment and increases employee motivation and commitment to work.
- A case study found that creating a journal club improved employee motivation levels and engagement with work and the organization.
Ali Obidat has over 8 years of experience in finance, strategy, pricing, and business planning. He currently works as the Pricing Manager for Orange Jordan, the largest telecommunications provider in Jordan, where he is responsible for formulating strategies to increase profits and dividends. Previously, he held roles as a Senior Business Planning Analyst and Financial Analyst for Orange Jordan and the Electricity Regulatory Commission of Jordan. He also taught as a lecturer in financial management at King Saud University in Saudi Arabia.
This document is a project report submitted by Aditya Jaiswal to his professor Khushboo Samota for his summer internship at Jaiswal Agencies. It includes details of the internship such as certificates, acknowledgments, preface, index, and details of the organization. Aditya discusses his duties which included observing meetings, taking calls, and summarizing meetings for the director. He describes learning about various departments, products sold, competitors, and conducting a SWOT analysis. The report concludes with Aditya gaining valuable experience and knowledge about the business during his internship.
OLD Introduction to the Core P3M Data Model and Business Integrated (P3M) Gov...David Dunning
This document introduces the Business Integrated Governance (BIG) data model and framework. It was created by a volunteer group to help organizations better integrate data and decision making across projects, programs, portfolios, and business operations. The framework recognizes different accountability nodes within an organization and provides templates for key governance elements like agendas, management information, and dashboards. It is designed to support functions like the main board, portfolio management, project management, finance, and assurance without dictating specific tools or processes. The BIG model provides a common language and single source of truth to help diverse groups within a complex organization make more integrated decisions.
Portfolio management involves coordinating organizational change initiatives and ongoing operations to balance strategic objectives. Key differences exist between portfolios, programs, and projects in terms of scope, duration, and alignment with strategy. Effective portfolio management improves resource use, benefits realization, and organizational governance through practices like prioritizing changes, managing dependencies, and ensuring financial and benefit alignment with strategy.
LavaCon Best Practices For Multiple Technical Projects V1R2Jose Figueroa
This document outlines best practices for managing multiple technical projects. It describes establishing an investment program structure with a Senior Executive Management Team that manages the portfolio and a Program Management Team that governs projects. A review process is established with decision reviews to determine if projects should proceed to the next phase. Project selection criteria prioritizes projects with a 3 year ROI over 3:1, payback within 12 months, and fit with client business plans. Portfolio management is an ongoing process of selecting, managing, and evaluating projects.
Project, Program, Portfolio Management (P3M) Framework – A set of policies, processes, tools, and governance models designed to support organizations in achieving strategic and tactical benefits from their investments in projects, programs, and portfolios. P3M
Helps achieve...
•Transparency – Line of sight into decisions, performance, and benefits
•Accountability – Ownership and decision-making thresholds defined and governed
•Compliance – Comply with organizational and public sector policies, regulations, and guidelines
•Cost Savings – Eliminate wasteful spending, out-of-control execution, re-invention, and disconnected operations
•Funds Optimization – Obtain optimal benefits for amount budgeted and expended
•Benefits Realization – Achieve the intended benefits as described in the business case
Presentation given by Nick Jones at The Strand Palace Hotel on Wednesday 9th July 2014 designed for Project & Programme Management (PPM) and Learning & Development professionals within our corporate membership, and other organisations with a strong interest in developing professional standards within their PPM community.
This document outlines steps to establish a hybrid parametric model for project selection and decision making in an organization. The model combines known methods with a weighted scoring approach. Key steps include: collecting project information; defining selection criteria and weights; constructing quantitative indicators; developing decision logic; implementing the model; evaluating results and providing feedback; and ongoing model controlling and improvement. The goal is to reduce biases while capturing important factors for value-maximizing project choices.
This document discusses implementing PRINCE2 for project management. It covers 4 key areas: 1) general project performance and factors that influence success, 2) how performance relates to maturity levels, 3) critical success factors for implementation, and 4) an effective approach to implementing PRINCE2 through project governance, leadership, dedicated processes, role execution, and managing organizational change. The implementation requires setting the stage, deciding the approach, driving change, and institutionalizing the new practices.
Keputusan ini membentuk panitia pelaksana peringatan Hari Kesatuan Gerak PKK tingkat Kabupaten Muna tahun 2015 yang terdiri dari beberapa anggota. Panitia ini dibentuk berdasarkan hasil rapat Tim Penggerak PKK Kabupaten Muna pada tanggal 3 Oktober 2013 untuk menyukseskan peringatan tersebut.
El internet permite compartir información a través de redes globales, lo que facilita las tareas, el entretenimiento como ver videos y escuchar música, siempre y cuando se use de forma responsable. Es una herramienta valiosa para los estudiantes de todo el mundo al hacer sus trabajos de una manera más sencilla.
Vanessa Escareno has over 8 years of experience as an office manager and medical assistant. She currently serves as the Office Manager for Kingwood Family Medicine, PA, where she maintains employee files and schedules, processes payroll and accounts payable, and assisted in establishing various medical programs. Prior to this role, she worked as a Medical Assistant for two other medical practices, where she obtained patient medical histories, drew blood, notified patients of results, and assisted physicians with procedures. She has a background in medical assisting and proficiency with EMR systems and office software.
Jp energy mlpa conference jun2016-finalir_jpenergy
MLPA Investor Conference held in June 2016. The presentation discusses JP Energy Partners LP (JPEP), a publicly traded MLP that operates in crude oil pipelines and storage, refined products terminals and storage, and NGL distribution and sales. It provides an overview of each segment's assets and operations. The presentation also notes that JPEP has achieved growth through acquisitions and expansion projects since its inception in 2013.
This two-day training course provides an overview of CECL (current expected credit loss) provisioning methods and how to develop such methods using existing internal models for probability of default, loss given default, exposure at default, and stress testing. Attendees will learn techniques for satisfying CECL requirements and see various tools that can help design CECL solutions tailored to their institutions. The course aims to help participants understand the regulatory changes and build required risk models with minimal rework by leveraging currently available data and models.
- Journal clubs are proposed as a way to engage employees and improve retention during economic downturns when projects are reduced. They involve employees studying research papers and sharing learning with peers.
- Benefits include stimulating intellectual growth, improving soft skills like communication, and promoting networking and team spirit. This engagement demonstrates organizational commitment and increases employee motivation and commitment to work.
- A case study found that creating a journal club improved employee motivation levels and engagement with work and the organization.
Ali Obidat has over 8 years of experience in finance, strategy, pricing, and business planning. He currently works as the Pricing Manager for Orange Jordan, the largest telecommunications provider in Jordan, where he is responsible for formulating strategies to increase profits and dividends. Previously, he held roles as a Senior Business Planning Analyst and Financial Analyst for Orange Jordan and the Electricity Regulatory Commission of Jordan. He also taught as a lecturer in financial management at King Saud University in Saudi Arabia.
This document is a project report submitted by Aditya Jaiswal to his professor Khushboo Samota for his summer internship at Jaiswal Agencies. It includes details of the internship such as certificates, acknowledgments, preface, index, and details of the organization. Aditya discusses his duties which included observing meetings, taking calls, and summarizing meetings for the director. He describes learning about various departments, products sold, competitors, and conducting a SWOT analysis. The report concludes with Aditya gaining valuable experience and knowledge about the business during his internship.
OLD Introduction to the Core P3M Data Model and Business Integrated (P3M) Gov...David Dunning
This document introduces the Business Integrated Governance (BIG) data model and framework. It was created by a volunteer group to help organizations better integrate data and decision making across projects, programs, portfolios, and business operations. The framework recognizes different accountability nodes within an organization and provides templates for key governance elements like agendas, management information, and dashboards. It is designed to support functions like the main board, portfolio management, project management, finance, and assurance without dictating specific tools or processes. The BIG model provides a common language and single source of truth to help diverse groups within a complex organization make more integrated decisions.
Portfolio management involves coordinating organizational change initiatives and ongoing operations to balance strategic objectives. Key differences exist between portfolios, programs, and projects in terms of scope, duration, and alignment with strategy. Effective portfolio management improves resource use, benefits realization, and organizational governance through practices like prioritizing changes, managing dependencies, and ensuring financial and benefit alignment with strategy.
LavaCon Best Practices For Multiple Technical Projects V1R2Jose Figueroa
This document outlines best practices for managing multiple technical projects. It describes establishing an investment program structure with a Senior Executive Management Team that manages the portfolio and a Program Management Team that governs projects. A review process is established with decision reviews to determine if projects should proceed to the next phase. Project selection criteria prioritizes projects with a 3 year ROI over 3:1, payback within 12 months, and fit with client business plans. Portfolio management is an ongoing process of selecting, managing, and evaluating projects.
Project, Program, Portfolio Management (P3M) Framework – A set of policies, processes, tools, and governance models designed to support organizations in achieving strategic and tactical benefits from their investments in projects, programs, and portfolios. P3M
Helps achieve...
•Transparency – Line of sight into decisions, performance, and benefits
•Accountability – Ownership and decision-making thresholds defined and governed
•Compliance – Comply with organizational and public sector policies, regulations, and guidelines
•Cost Savings – Eliminate wasteful spending, out-of-control execution, re-invention, and disconnected operations
•Funds Optimization – Obtain optimal benefits for amount budgeted and expended
•Benefits Realization – Achieve the intended benefits as described in the business case
Presentation given by Nick Jones at The Strand Palace Hotel on Wednesday 9th July 2014 designed for Project & Programme Management (PPM) and Learning & Development professionals within our corporate membership, and other organisations with a strong interest in developing professional standards within their PPM community.
This document outlines steps to establish a hybrid parametric model for project selection and decision making in an organization. The model combines known methods with a weighted scoring approach. Key steps include: collecting project information; defining selection criteria and weights; constructing quantitative indicators; developing decision logic; implementing the model; evaluating results and providing feedback; and ongoing model controlling and improvement. The goal is to reduce biases while capturing important factors for value-maximizing project choices.
This document discusses implementing PRINCE2 for project management. It covers 4 key areas: 1) general project performance and factors that influence success, 2) how performance relates to maturity levels, 3) critical success factors for implementation, and 4) an effective approach to implementing PRINCE2 through project governance, leadership, dedicated processes, role execution, and managing organizational change. The implementation requires setting the stage, deciding the approach, driving change, and institutionalizing the new practices.
Keputusan ini membentuk panitia pelaksana peringatan Hari Kesatuan Gerak PKK tingkat Kabupaten Muna tahun 2015 yang terdiri dari beberapa anggota. Panitia ini dibentuk berdasarkan hasil rapat Tim Penggerak PKK Kabupaten Muna pada tanggal 3 Oktober 2013 untuk menyukseskan peringatan tersebut.
El internet permite compartir información a través de redes globales, lo que facilita las tareas, el entretenimiento como ver videos y escuchar música, siempre y cuando se use de forma responsable. Es una herramienta valiosa para los estudiantes de todo el mundo al hacer sus trabajos de una manera más sencilla.
Vanessa Escareno has over 8 years of experience as an office manager and medical assistant. She currently serves as the Office Manager for Kingwood Family Medicine, PA, where she maintains employee files and schedules, processes payroll and accounts payable, and assisted in establishing various medical programs. Prior to this role, she worked as a Medical Assistant for two other medical practices, where she obtained patient medical histories, drew blood, notified patients of results, and assisted physicians with procedures. She has a background in medical assisting and proficiency with EMR systems and office software.
Jp energy mlpa conference jun2016-finalir_jpenergy
MLPA Investor Conference held in June 2016. The presentation discusses JP Energy Partners LP (JPEP), a publicly traded MLP that operates in crude oil pipelines and storage, refined products terminals and storage, and NGL distribution and sales. It provides an overview of each segment's assets and operations. The presentation also notes that JPEP has achieved growth through acquisitions and expansion projects since its inception in 2013.
This two-day training course provides an overview of CECL (current expected credit loss) provisioning methods and how to develop such methods using existing internal models for probability of default, loss given default, exposure at default, and stress testing. Attendees will learn techniques for satisfying CECL requirements and see various tools that can help design CECL solutions tailored to their institutions. The course aims to help participants understand the regulatory changes and build required risk models with minimal rework by leveraging currently available data and models.
The credit risk modeling industry faces ongoing regulatory challenges in implementing new standards like IFRS 9. IFRS 9 will significantly impact how banks model loan losses and requires new approaches for estimating expected credit losses. While the modeling questions are complex, banks aim to tackle these challenges in 2022 so implementation time can focus on testing and practicalities. Experts emphasize the need for an integrated framework combining banks' existing data and models into IFRS 9 solutions tailored for each institution. An upcoming two-day course will discuss solutions for challenges in developing compliant models and methodologies for IFRS 9 requirements.
The document contains the resume of Nitish Sharma. It outlines his educational qualifications including a B.A. Honors in Economics, various actuarial qualifications, and past work experience in actuarial roles at RR Donnelley India and Towers Watson. It also lists his current responsibilities managing various risk management projects for an insurance company, including preparing risk management reports and assisting with internal model validation.
Pm0015 quantitative methods in project managementsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Risk Dynamics offers a wide range of topics for both quantitative and qualitative profiles in banking and insurance, including topics on modelling in Credit, Market and Operational Risks, as well as Insurance Risks, Risk Appetite and Model Risk Management.
This document provides a summary of Balaji Manivannan's career experience in software testing, business analysis, and project management for banking solutions, with a focus on Islamic banking products. He has over 9 years of experience in these fields working on projects in Oman and other countries. Currently, he works as a Test Lead for the Central Bank of Oman, leading testing for various internal solution implementations.
Learn about common model risk program issues, the initial focus for the model risk management team, five early actions, overcoming legacy issues, and the key success factors. Get the steps for an initial development plan and view an example operating plan.
Banks are scrambling to meet with IFRS 9 guidelines and are setting down on the path to implement various ECL estimation methodologies and models. But a topic that hasn’t been given enough attention is the need for governance of these models and the attendant model risk management framework that needs to be set up to lend credibility to the model estimates. This blog touches upon the need for validation of models and how model risk governance has become paramount in view of the new guidelines.
MBA 705 Final Project Guidelines and Rubric Overview AbramMartino96
MBA 705 Final Project Guidelines and Rubric
Overview
For the capstone assessment, you will create a business implementation plan and audiovisual presentation for the product, service, or idea you have been
developing throughout your MBA coursework. You will be assessed through two artifacts. The first will be a business implementation plan, detailing the concept
and proposed implementation for potential investors or senior managers. The second artifact will be an audiovisual presentation designed to pitch the concept
(including implementation) to the same audience.
To effectively respond to the demands of a rapidly evolving business environment, today’s business managers need to possess a solid grounding in the theory,
best practices, and approaches that drive internal decision-making as well as the various external factors that can impact business choices. Perhaps no function
encompasses as many of these critical skills as ushering a new business idea, product, or service from initial conception to implementation. Throughout your
MBA coursework, you have been working to develop a business concept (product, service, or idea), considering the different elements that impact decision
making and creating a business plan for moving the concept forward successfully. As the final step in your journey toward your Master of Business Administration
degree, your capstone will bring all that work to the doorstep of implementation through the creation of a business implementation plan and an audiovisual
presentation designed to present the idea to potential investors or senior managers. You will integrate the knowledge and skills you have developed in previous
coursework and over the duration of the term with the goal of having a “ready to launch” project that you can present to an employer or potential financial
backer moving forward.
The capstone project is composed of two components. The first is a business implementation plan detailing your concept and its proposed implementation for
potential investors or senior managers. This plan should show potential supporters that you have done your homework and assure them that you have covered
all the details necessary to ensure that their money and/or time will be well invested. The second component, an audiovisual presentation (such as a webcam
recording or PowerPoint presentation with audio), will allow you to design and practice your “pitch.” In it, you will briefly present the key features of your
concept (including implementation) with an eye toward convincing busy business executives and potential investors to support your idea. Because many MBA
programs end with the creation of a business plan, your ability to take the next step in planning for implementation will give you an important advantage both in
gaining support for your project and in showcasing your ability to think through all phases of a project.
Evaluation of Capstone
This capstone will be assessed somewhat ...
BCM Institute MTE Jeremy Wong - Business Continuty Management Benchmarking i...BCM Institute
BCM Institute MTE Series: http://www.worldcontinuitycongress.com/wcc08/mte.html
Benchmarking of BCM in Action by Jeremy Wong, Senior Vice President, GMH Pte Ltd
• Designing and building an effective and efficient benchmarking roadmap encompassing all stakeholders
• Understanding BC Management programme versus BC Management System (BCMS)
• Preparing BC team on justifications of roadmap to management and major stakeholders
• Implementing self assessment process and performing gap analysis to your BC programme
• Sharing of learning, pitfalls and challenges in implementing organization BC Management System
FINANCIAL & CORPORATE COLLATERAL > portfolio // Linda C. ModicaLinda Modica
This short visual presentation contains the design work of Linda C. Modica, a NYC-Metro area art director & graphic designer. Selected published works for GSMI, IMN (Information Management Network) and Black Swan Consulting Group.
This document provides information about an international masterclass training on certified financial management for project managers that will take place from March 1-4, 2016 in Nairobi, Kenya. The training will provide project managers with the financial management skills needed to ensure the profitability and success of projects. It will cover key finance techniques, budgeting, cash flow analysis, and other topics. The trainer, Gary Costin, has over 17 years of experience in project management, human resources, and training. Successful completion of the course and exam will result in certification in Financial Management for Project Managers.
8. Mergers and Acquisitions Toolkit - Overview and Approach.pptxKamran181656
This document provides an overview of a mergers and acquisitions toolkit created by former JP Morgan investment bankers and McKinsey and Deloitte consultants. The toolkit includes frameworks, tools, templates, tutorials and other resources to guide companies through the M&A process. It outlines a six-phase approach for mergers and acquisitions: defining an M&A strategy, identifying target companies, building a business case, conducting due diligence, executing the transaction, and integrating the merged companies. The toolkit aims to increase success rates for M&As by providing best practices and lessons learned from over 4,000 hours of work and experience with over 200,000 executives and consultants.
Sageworks and Crowe Horwath detail the supervisory guidance on model validation (OCC 2011-12, SR 11-7) and how it applies to models utilized to estimate the ALLL. They also cover the three main components:
Evaluation of conceptual soundness, Ongoing monitoring and process verification and Outcome analysis: backtesting, benchmarking and sensitivity analysis.
Key learnings of recent AQR & CCAR exercises suggest that some significant moves are required to fulfil market & regulators expectations. In this context, CH&Cie is pleased to share with you the latest developments in implementing stress testing as well as best practices
Be aers-fara-modellinginsolvency-nov2010Dodi Mulyadi
The document discusses Solvency II modeling requirements and options. It begins by depicting the complex processes and information flows required for Solvency II modeling. It then outlines the 5 options insurers can use to calculate the Solvency Capital Requirement (SCR), ranging from using the standard formula to developing a full internal model. The document also includes sections on model risk, internal model requirements, model governance, and an example of how the internal model use test could demonstrate the interaction between strategy, capital, and risk appetite.
The document provides an overview of regulatory requirements and the Supervisory Review and Evaluation Process (SREP). It discusses key elements that supervisors will assess including business models, internal governance, risks to capital and liquidity, and institutions' Internal Capital Adequacy Assessment Process (ICAAP) and Internal Liquidity Adequacy Assessment Process (ILAAP). The SREP involves scoring institutions on a scale of 1 to 4 based on these elements. ICAAP and ILAAP are important inputs to the assessment of risks to capital and liquidity. The document outlines expectations for ICAAP and ILAAP including governance, design, integration with business strategy, risks considered, and stress testing.
Implementing an integrated architecture for IFRS9 and scenario-based expected credit loss (ECL) calculations. Key points:
1. An integrated solution is proposed that allows for both unconditional, simulation-based ECL estimates and conditional, scenario-based ECL estimates using the same underlying models and architecture.
2. An integrated logical architecture is described that includes modules for credit cycle modeling, probability of default (PD), loss given default (LGD) and exposure at default (EAD) forecasting, ECL forecasting, and scenario forecasting.
3. The architecture leverages existing Basel PD/LGD/EAD models and allows for both batch processing and integrated stress testing and I
The document describes Z-RiskEngine, an advanced SAS-based solution for calculating Expected Credit Loss (ECL) under IFRS9/CECL and conducting stress tests. It consists of three modules: 1) ZRE-PIT converts traditional "through the cycle" PD, LGD, and EAD models into "point-in-time" measures using custom credit cycles. 2) ZRE-ECL calculates unconditional lifetime ECL. 3) ZRE-SFM produces conditional lifetime ECL forecasts across multiple macroeconomic scenarios. The solution can be customized and integrated with a client's existing SAS infrastructure and data.
Wholesale credit risk has exhibited pronounced cycles over the past 30-40 years, with losses varying widely over time and across industries and regions. Z-RiskEngine is an advanced solution developed over 10 years that provides a single integrated batch analytics solution for wholesale, corporate, and commercial credit portfolios to satisfy IFRS9/CECL and stress testing regulations. The solution uses custom industry-region credit cycles and clients' existing models and data to calculate point-in-time risk measures and expected credit losses.
Z-RiskEngine provides tools for estimating expected credit losses (ECLs) under IFRS9 and CECL accounting standards. It can project ECLs through both unconditional, probability-weighted scenarios and conditional, deterministic scenarios used for regulatory stress testing. The document contrasts the unconditional approach, which averages ECLs across many simulated scenarios, with the conditional approach used for stress tests, which specifies economic scenarios and translates them into credit factors. It also provides examples of projecting industry-specific credit cycles.
Z-RiskEngine is a SAS-based software solution that uses advanced analytics to help financial institutions meet IFRS9/CECL and stress testing requirements through estimating expected credit losses. It incorporates credit cycle models to more accurately project losses over time. The solution converts banks' existing credit risk models to point-in-time estimates, forecasts credit cycles, and generates correlated scenario-based or probabilistic estimates of losses on a portfolio level. It is designed to integrate with banks' data and models while providing automated, efficient processing to support regulatory objectives at a lower cost than building custom models.
1. financial markets training
training
IFRS9 Models,
Methodologies
and Implementation
“The clock is ticking to meet the new credit risk modelling
standards for IFRS 9”
A two-day course discussing the credit-loss-forecasting methods needed
for IFRS9 provisioning and the development of those methods in a way
that takes advantage of existing, Basel-II and stress-testing models.
Your Expert Trainers
Mr. Gaurav Chawla
Senior Consultant
Aguais and Associates
With support from
Dr. Scott D. Aguais
Founder and MD
Aguais and Associates
Key Benefits Include
• Pre-course questionnaire to establish
your individual and business concerns
• Sessions are supported by the use
of practical case studies that will
allow attendees to better understand
the application of key issues in practice
• Comprehensive take-away
course documentation
Companies who have attended
marcus evans financial
training include:
• AIB • ING • JPMorgan
• Central Bank of Ireland • PNC
• SNS Bank • Nomura • Morgan Stanley
• Standard Chartered • Mediobanca
• Mizuho • RBS • Sberbank • Nordea
• Credit Agricole • Caixa bank
• Santander • Danske Bank
• Societe Generale
The course
IFRS9 calls for a loss allowance on each unimpaired, banking-book, credit exposure in the amount
of the present value of expected credit losses (ECLs) over either the exposure’s remaining life or the next
12 months. The requirement of lifetime or 12-month loss in turn depends on whether the exposure’s credit risk
today compared with its credit risk at origination has increased “significantly” to a position in excess of “low
credit risk.” The loss-forecasting requirement adds a new dimension to provisioning and so many accounting
and finance divisions will need to get familiar with techniques formerly known only to risk professions.
This two-day course will review the IFRS9 provisioning rules and describe ways of producing unbiased
probability weighted estimates of ECLs, building upon an institution’s existing models. We provide insights
into challenges of developing compliant solutions. We discuss techniques for satisfying novel requirements
like “significant deterioration” and “unbiased probability weighted forecasts”. At the end of the session,
participants would have seen and discussed various tools and techniques which will help them design IFRS9
solutions that work for their own institutions.
How will you benefit
• Understand the regulatory evolution of credit risk modelling requirements from Basel II to Stress
Testing to IFRS9
• Learn and discuss various methods and techniques for developing IFRS9 compliant models using
an institution’s existing model suite
• Learn from trainer’s and other participant’s experience in developing models
• Discover techniques for Significant Deterioration (three stage allocation) requirements
• Understand implementation perspective including forecasting, batch processing, provisioning,
Expert Credit Judgement, etc.
Register Now:
Contact the marcus evans Training Division:
Frankfurt, Germany
27-28 October 2016
Name, Tel: +
Email: @
www.me.financialtraining.com
2. G
financial markets training
Programme
DAY ONE
Regulatory Overview (1 hour)
• Review IFRS9 provisioning rules and recent updates
• Identify key objectives to achieve in complying with those rules
• Derive basic design principles and success criteria for
addressing requirements
Conceptual Foundation (1 hour)
• Systematic vs Idiosyncratic Risk
• Point in Time (PIT) vs Through the Cycle (TTC) model outputs
• Unconditional vs Conditional outcomes
• Adjustment to current credit conditions, forward looking
and probability weighted
Developing an ECL calculation framework for wholesale / corporate
/ commercial credit (1 hour)
• Formulating design criteria for assessment of models such as Compliance,
Accuracy, Simplicity and Scalability
• Exploring various model development options e.g. Top Down Allocation,
Grade Transition Matrix, Macro and Credit factor models
• Assessing model development options against assessment criteria
and choosing the right option for each credit institution’s bespoke needs
Deep dive into for market leading wholesale / corporate /
commercial credit ECL methodologies (4 hours)
• Formulating, estimating, and validating PD, LGD, and EAD models
– Choices and challenges in developing models e.g. Direct calibration
to default and losses, adapting vendor models, Agency Direct and Agency
Replication style models, etc.
– Assessing Point in Time (PIT) vs Through the Cycle (TTC) nature of models
– Correcting model output to make it fully Point in Time (PIT)
– Creating term structure of Point in Time (PIT) PD, LGD and EADs
• Projecting loss outcomes
– Credit-factor-driver models
– Macro-economic-driver models
– Translating factor forecasts to loss projections
– Conditional vs Unconditional loss outcomes
• Calculating ECLs from PD, LGD, and EAD projections
DAY TWO
IFRS9, Stress Testing and Basel II models (1 hour)
• Adapting Basel II models for IFRS9
• Integrating ST and IFRS9 approaches
Significant Deterioration (2 hours)
• Stage Allocation
• Choices for Stage allocation
– Target triggers: Lifetime PDs
– Interim triggers: 12 month PDs, based on grades, watch list categories, etc.
• Choices for deriving triggers
• Significant increase threshold levels
• Low credit risk threshold
• Worked Examples
End to End view (4 hours)
• Data and IT systems
• Risk – Finance data integration
• Implementation timelines and efficiency in producing IFRS9 provisions
• Batch processing vs Expert Input
• Involvement of economists and senior stakeholders in approving final
provisions numbers
• Volatility in Provisions
• Monitoring and Reviewing IFRS9 models for change
• The road ahead – Quantitative Impact Studies, IFRS9 evolution
IFRS9 Models, Methodologies and Implementation
The Solutions
Your problems
• Understanding IFRS9 requirements and building the needed risk models
on the basis of currently available data and models with minimal re-work
and disruption
• Avoiding wasted effort by learning from other institution’s experience
in developing solutions
• Getting an integrated perspective, both IFRS9 end-to-end from data –
models – implementation and across different regulatory model types
Basel II – Stress Testing – IFRS9
Our Solutions
• We provide a broad review of IFRS9 requirements and structure
the discussion in terms of design principles. We help establish priorities
for taking advantage of existing data and models, with the objective
of minimising re-work. We discuss various modelling options available
to an institution
• We present case studies illustrating IFRS9 solutions, challenges and obstacles
in creating those solutions in a manner that accounts for each institution’s
special circumstances
• We provide an integrated perspective of IFRS9, providing an end-to-end view
from data – models – implementation and discuss challenges which require
rework of the approach. We also discuss ways to ensure consistency in capital
requirements predicted by Basel II, Stress Testing and IFRS9 models.
Register Now:
Contact the marcus evans Training Division:
Name, Tel: +
Email: @
www.me.financialtraining.com
3. about…
About your expert trainers
This training is led by Aguais and Associates (AAA) team. AAA is an affiliate of Deloitte UK. The team has pioneered the development and application
of Point-in-Time (PIT) and Through-the-Cycle (TTC) risk measures. Since 2004 AAA have developed innovative solutions within banks and now they are
bringing their proprietary analytic expertise and software solutions to the market. AAA advanced PIT-TTC solutions support financial institution’s key
Risk and Regulatory objectives - Capital Management, IFRS9 and CECL to support Provisioning, and advanced Regulatory Stress Testing.
Dr. Scott D. Aguais is Founder and MD of Aguais and Associates (AAA). Dr. Aguais has 25 years experience developing and delivering advanced credit
analytics solutions to large banking institutions. He spent 10 years delivering credit models and analytics through consulting at DRI/McGraw-Hill, AMS
and KPMG. He then moved on to Algorithmics and has spent the last 12 years developing advanced credit models and supporting the successful Basel II
Waivers at Barclays Capital and Royal Bank of Scotland. During this time Dr. Aguais and his team pioneered the design, development and implementation
of the first advanced Dual Ratings approach using both Point-in-Time (PIT) and Through-the-Cycle (TTC) risk measures to support a variety of financial
business objectives.
Gaurav Chawla leads the application of AAA built techniques at various client’s sites. Gaurav has 13+ years of experience building risk models across large
banks and academic institutions. In 2015, Gaurav delivered a customized version of AAA’s flagship methodology in a leading UK commercial bank.
This included rapid prototyping, methodology demonstration and conducting Quantitative Impact Studies across all portfolios. In the past, Gaurav led
the methodology and model development team at GE Capital responsible for developing CCAR and IFRS9 focused credit risk models.
At RBS, Gaurav worked on development of methodologies, credit risk models (Basel II AIRB PD, LGD, EAD); loss and stress testing models. He has also
developed/reviewed Market Risk, Economic Capital, PPNR, and natural hazard models. He holds an eclectic mix of degrees in Engineering, Math,
Business and Law.
http://www.aguaisandassociates.co.uk
Who should attend?
• CROs, CFOs
• Credit Risk Modelling Heads / Leads (1st
Line of Defence)
• Credit Risk Independent Validation Heads / Leads (2nd
Line of Defence)
• Credit Risk Quants / Analysts
• Business Analysts
• Credit Risk Implementation Heads / Leads
• Internal Audit
• Risk Managers
• IFRS9, Stress Testing & Basel II Related Professionals
What our clients are saying
about this course
“The course is great, with enough useful details to facilitate
modeling for IFRS9 compliance”
TD Bank
“Interesting and useful course – provided some new ideas
for modelling”
Scotiabank
marcus evans
financial markets training
marcus evans financial markets training division has been developed
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Register now:
Contact the marcus evans Training Division
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