DSIM Networking Anlass
Di 8. März 2012 18:00- ca. 20:30EMA house, Nordstrasse 1 - Zürich
““Chancen- und Risiko-Management” mit Chancen- und Risiko-Management” mit Workshop Workshop
“Chancen- und Risiko-Management Workshop” - DSIM Networking Anlass
Event-Durchführung mit freundlicher Unterstützung von THARYS
Agenda
• Begrüssung, Einführung: Risk and Opportunity ManagementBegrüssung, Einführung: Risk and Opportunity Management
ein pragmatischer Lösungs-Ansatz - Joe A. Waser, DSIM Moderator
• THARYS Workshop: Methode und SoftwareTHARYS Workshop: Methode und Software
Fallstudie – Moderation & technische Leitung: Peter E. Klauser u. Beat Weber, THARYS
• Fragen und Antworten, Erfahrungsaustausch Fragen und Antworten, Erfahrungsaustausch - J. Waser, Beat Weber, P. Klauser- J. Waser, Beat Weber, P. Klauser• Apéro Riche, NetworkingApéro Riche, Networking
Event Logistik
“Chancen- und Risiko-Management Workshop” - DSIM Networking Anlass
??Operating Performance
Uncertainty / Uncertainty / VarianceVariance
Hazard / LossHazard / Loss
Compliance& PreventionOpportunity/Opportunity/
GainGain
““ In
purs
uit
In p
ursu
it of
the
upsi
deof
the
upsi
de””
““ In
purs
uit
In p
ursu
it of
the
upsi
deof
the
upsi
de””
StrategicInitiatives
“Chancen- und Risiko-Management Workshop” - DSIM Networking Anlass
Approaches: Holistic; from macro to micro „Enterprise wide RM“
© FIMCO Intl. GmbH
Infrastructure
Strategy
Value Proposition Value Proposition
Risk Appetite /Strategy Risk Appetite /Strategy
Business Mission Objectives and Strategy
Business Mission Objectives and Strategy
People & Culture
Customers & Markets
Information& Technology
Products & Services
Management Reporting
Risk Awareness & Analysis
Transaction Assessment & Evaluation
Data Processing & Operations
Measurement, Monitoring& Control
Evaluation Performance& Value
Environment
RiskManagement Control Cycle
Reporting Framework
BusinessStructures
BusinessProcesses
(Re)
Assessm
en
t/
Valid
ati
on
Cycle
Data & Information
Systems Policies &
ProceduresLimits &Controls
Organization& People
Methodologies
Process
Bes
t Pra
ctic
e B
est P
ract
ice
E
xper
ienc
e E
xper
ienc
e
“Chancen- und Risiko-Management Workshop” - DSIM Networking Anlass
A Project-based RM approach – Overview
© FIMCO Intl. GmbH
Current
• Cash (Flows/Positions)• Investments/Debt• FX & Interest Management• Banking
▲ Group▲ Entity▲ Currency
Risk / Flows Future ?Future ?
Current
• Policies• Processes/Practices• Organisation Structure• Technology
Organization
DriversCommercial
External markets
Strategic -Investments
OptimalRisk & Opportunity
Management Framework
Operational - Other
BestPractice
Benchmarking
FutureBes
t Pra
ctic
e B
est P
ract
ice
E
xper
ienc
e E
xper
ienc
e
“Chancen- und Risiko-Management Workshop” - DSIM Networking Anlass
Forex Risk Management Hedging Matrix - CHF-base
HighHigh>10>10
MediumMedium5-105-10
LowLow0-50-5
LowLow0-(5)0-(5)
MediumMedium(5)-(10)(5)-(10)
HighHigh>(10)>(10)
HighHigh>(50)>(50)
Medium(10)-(50)
LowLow0-(10)0-(10)
LowLow0-100-10
Medium10-50
HighHigh>50>50
VOLUME amtSELECTIVEHEDGING
TOTALHEDGING
NO or AD HOCHEDGING
VOLATILITY (%)
© FIMCO Intl. GmbH
2x5%(25%)2x5%(25%)
+/-4%(22%)+/-4%(22%)
Bes
t Pra
ctic
e B
est P
ract
ice
E
xper
ienc
e E
xper
ienc
e
OutflowsOutflows InflowsInflows
neg..neg..
pos.pos.
GBP
GBP
< EUR
NOKNOK
CLPCLP
DKKDKKNZDNZD
AUD
JPY
THBTHB
SEK
CNYCNY
BRLBRL
USDUSD
EUREUR
CADCAD
CNY
ZARZAR BRLBRL
XAUXAU
“Chancen- und Risiko-Management Workshop” - DSIM Networking Anlass
Fin.Market Risk Scope / Approach: Formal Review Policies Methodology Procedures Risk Controls © FIMCO Intl. GmbH
I. Business Planning / Objective Setting
Business Mission, Objectives and Strategies
Risk Appetite
Po
lici
es,
Pro
ced
ure
s&
G
uid
elin
es
Tra
nsa
ctio
n
Ass
essm
ent
& E
valu
atio
n
Dat
a C
aptu
re&
Pro
cess
ing
Bu
sin
ess/
Po
rt-
foli
o R
isk
Mo
nit
ori
ng
Per
form
ance
Eva
luat
ion
Man
agem
ent
Rep
ort
ing
Ris
kM
anag
emen
t O
rgan
isat
ion
Ris
k M
easu
rem
ent
Met
ho
do
log
y
Sys
tem
sIn
fras
tru
ctu
re
Man
agem
ent
Rep
ort
ing
F
ram
ewo
rk
Lim
itS
tru
ctu
re
II. Risk Management Control CycleII. Risk Management Control Cycle
III. Risk Management Infrastructure
Str
uct
uri
ng
& A
nal
ysis
Continuous financial RM based on Controls & Reviews
Bes
t Pra
ctic
e B
est P
ract
ice
E
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ienc
e E
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© PWC 2001
“Chancen- und Risiko-Management Workshop” - DSIM Networking Anlass
What your company/firm wants/needs …
Your Company, your Firm needs a/o wants to:
• keep communication channels, concerning chances and risks, open and transparent• encompass all chances and risks linked with it’s business activities OR 663b; OR 728 a&b
• to accept explicitly calculated risks consciously within predefined parameters (rather than will/can avoid risk all together)
• secure sustainable success• build a/o leverage competitive advantages by controlling & managing risks & chances
Your Company, your Firm needs a/o wants to:
• keep communication channels, concerning chances and risks, open and transparent• encompass all chances and risks linked with it’s business activities OR 663b; OR 728 a&b
• to accept explicitly calculated risks consciously within predefined parameters (rather than will/can avoid risk all together)
• secure sustainable success• build a/o leverage competitive advantages by controlling & managing risks & chances
“Chancen- und Risiko-Management Workshop” - DSIM Networking Anlass
What your company/firm wants/needs …
By assessing and handling chances and risks in a controlled manner By assessing and handling chances and risks in a controlled manner
we voluntarily build and and use a a radar for the future
Recognize unplanned events, which will have substantial negative/positive impact on corporate goals
keep oversight for opportunities to recognize changes faster and act more proactive
spot weaknesses (with substantial negative impact potential) in current processes and practicesin current processes and practices
permanent permanent supportsupport for for action plansaction plans that take into account sustainable success and positive progress
via definition and implementation of measures to reduce risk via definition and implementation of measures to reduce risk and to seize chances/opportunitiesand to seize chances/opportunities = action plan= action plan
“Chancen- und Risiko-Management Workshop” - DSIM Networking Anlass
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Action plans and resultant investments concentrate on the top risks and opportunities
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Summary presentation THARYS approach and newest capabilities
From a commonly accepted base to … a pragmatic RM supported bysupported by
Data base tool
“Chancen- und Risiko-Management Workshop” - DSIM Networking Anlass
11
From a commonly accepted base to … a pragmatic RM supported by
Data base tool
Risiko
katastrophal
500 - 1000 CHF*
kritisch
250 - 500 CHF
wesentlich
100 - 250 CHF
moderat
50 - 100 CHF
klein
25 - 50 CHF
unbedeutend
0 - 25 CHF
Bewertungszeitraum Bestehende Massnahmen3 Jahre 4 Sehr gute und effiziente Massnahmen
3 Gute MassnahmenWert = EBIT in CHF 2 Wenig effiziente Massnahmen
1 Keinerlei Massnahmen
0 - 25 CHF
Chance
* Millionen
50 - 100 CHF
klein
25 - 50 CHF
unbedeutend
2
1
1
60%
- 80
%
sich
er
80%
- 10
0%
exorbitant
500 - 1000 CHF*
sehr gross
250 - 500 CHF
gross
100 - 250 CHF
mittel
20%
- 40
%
wah
rsch
einl
ich
40%
- 60
%
bein
ahe
sich
er
2
6
5
4
3
26
113
56
38
19
Aus
wirk
ung
Wahrscheinlichkeit
38 53 68
3 4 5 6
unw
ahrs
chei
nlic
h
19 26 34
6,25 8,75 11
0% -
10%
selte
n
10%
- 20
%
mög
lich
680
340
90 120 160
190 260
230
50
380 530
110
3,75
23
11
11
5,63
1,88
3,75
1,88
0,63
8,75
Ab- und Versichern
Akzeptieren
oder „wenig tun“
Priorität auf operativen Massnahmen
Risk Response Strategies
Risk ReductionRisk Avoidance
Risk Transfer Risk Acceptance
Risk Assessment >>> Risk Response
Which are the most reasonable/effective measures to reduce risk? Cost/benefit evaluations
- Individually for each risk - Taking into account risk acceptability/tolerance
Reading the charts in a generic tactical manner – driving action plans
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“Chancen- und Risiko-Management Workshop” - DSIM Networking Anlass
Post scriptum
• “ ”“ ”Over time, the Over time, the controversycontroversy between quantification based on observations of the past and subjective degrees of belief has taken on a between quantification based on observations of the past and subjective degrees of belief has taken on a deeper significance. The mathematically driven apparatus of modern risk management contains the seed of a dehumaning and self-deeper significance. The mathematically driven apparatus of modern risk management contains the seed of a dehumaning and self-destructing technology. destructing technology.
• Nobel Laureate Kenneth Arrow warned “our knowledge of the way things work, in society or in nature, comes trailing clouds of vagueness. Nobel Laureate Kenneth Arrow warned “our knowledge of the way things work, in society or in nature, comes trailing clouds of vagueness. Vast ills have followed a belief in certaintyVast ills have followed a belief in certainty””
• In the process of breaking free from the past we may have become slaves of a new religion, a creed that is just as implacable, confining In the process of breaking free from the past we may have become slaves of a new religion, a creed that is just as implacable, confining and arbitrary as the old.and arbitrary as the old.
• Our lives teem with numbers, but Our lives teem with numbers, but we sometimes forget that numbers are only toolswe sometimes forget that numbers are only tools. They have no souls: they may indeed become . They have no souls: they may indeed become fetishesfetishes. . Many of our most critical decisionsMany of our most critical decisions are made by computersare made by computers, contraptions , contraptions (devices) that devour numbers like voracious (devices) that devour numbers like voracious monsters and insist on being nourished with ever-greater quantities of digits to crunch, digest ,and spew backmonsters and insist on being nourished with ever-greater quantities of digits to crunch, digest ,and spew back
• To judge the extent to which today’s methods of dealing with risk are either a benefit or a threat, we must know the whole To judge the extent to which today’s methods of dealing with risk are either a benefit or a threat, we must know the whole story, from it very beginnings - we must know why people of past times did (or did not) tame risk - how they approached story, from it very beginnings - we must know why people of past times did (or did not) tame risk - how they approached the task - what modes of thinking and language emerged from their experience – and how their activities interacted with the task - what modes of thinking and language emerged from their experience – and how their activities interacted with other events (large and small), to change the course of culture.other events (large and small), to change the course of culture.
• Such a perspective will bring us to Such a perspective will bring us to a deeper understanding of where we stand, and where we are headinga deeper understanding of where we stand, and where we are heading. . “pg 7” “pg 7”
• The word “risk” derives from The word “risk” derives from risicare risicare which means “to dare”. In this sense, risk is a choice rather than a fate. The actions we dare to take, which means “to dare”. In this sense, risk is a choice rather than a fate. The actions we dare to take, which dependwhich depend on how free we are to make choices, are what the story of risk is all about. And the story means to define what it means to on how free we are to make choices, are what the story of risk is all about. And the story means to define what it means to be a human being. “pg 7”be a human being. “pg 7”
“Chancen- und Risiko-Management Workshop” - DSIM Networking Anlass
The remarkable Story of Risk AGAINST THE GODS Peter L. BERNSTEIN ©1996
• PLB argues PLB argues the notion of bringing risk under control is one of the central ideas that distinguishes modern times form the more distant past …. from remarkable intellectual adventures that liberated humanity …. from remarkable intellectual adventures that liberated humanity [from the murky domain of oracles and soothsayers] [from the murky domain of oracles and soothsayers] by means of the powerful tools of risk management are available today.
• … … richly woven tale of Greek philosophers and Arab mathematician, of merchants and scientists, richly woven tale of Greek philosophers and Arab mathematician, of merchants and scientists, gamblers and philosophers, world-known intellects and obscure but inspired amateurs who helped gamblers and philosophers, world-known intellects and obscure but inspired amateurs who helped discover the modern methods of putting the future at the service of the present, replacing discover the modern methods of putting the future at the service of the present, replacing helplessness…helplessness…
• When entrepreneurs launch new businesses, investors buy stocks, When entrepreneurs launch new businesses, investors buy stocks, surgeons perform operations, engineers design bridges, astronauts surgeons perform operations, engineers design bridges, astronauts explore the heavens, and politicians run for office - risk is their explore the heavens, and politicians run for office - risk is their inescapable partner - - Yet their actions reveal that inescapable partner - - Yet their actions reveal that risk today need not be feared managing risk has become synonymous with challenge and opportunity
“Chancen- und Risiko-Management Workshop” - DSIM Networking Anlass
History
Th
e m
od
ern
con
cep
tion
of
risk is
roote
d in
the H
ind
u-A
rab
ic
nu
mb
eri
ng
syste
m t
hat
reach
ed
th
e
West
seven
to e
igh
t h
un
dre
d y
ears
ag
o.
In In 1875, Francis Galton1875, Francis Galton ((amateur mathematician; Charles Darwin’s first Cousin) amateur mathematician; Charles Darwin’s first Cousin)
discovered discovered regression to the meanregression to the mean – – Whenever we make any decision Whenever we make any decision
based on the expectation that based on the expectation that matters will return to “normal” matters will return to “normal” we are employing the notion we are employing the notion
of regression to the meanof regression to the mean
But the But the serious study of risk began serious study of risk began during the Renaissance, when people , when people broke loose from the constraints of the past broke loose from the constraints of the past and subjected long-held beliefs to open challenge.and subjected long-held beliefs to open challenge.
~~1700 Jacob Bernoulli1700 Jacob Bernoulli (Swiss scientist and mathematician) (Swiss scientist and mathematician) developed developed The Law of Large NumbersThe Law of Large Numbers
17301730, Abraham , Abraham de Moivrede Moivre suggested the suggested the structure of normal distributionstructure of normal distribution– – also known as also known as the bell curvethe bell curve--
All the tools we use today in risk management and in the analysis of decisions and choice
- from the strict rationality of game theory to the challenges of chaos theory -
stem from the developments that took place between 1654 and 1760
- with only two exceptions
In In 19521952, Nobel Laureate , Nobel Laureate Harry MarkowitzHarry Markowitz, ,
demonstrated mathematically demonstrated mathematically why why putting all eggs in one basketputting all eggs in one basketis an unacceptable risky strategyis an unacceptable risky strategy
and whyand why diversificationdiversification is the nearest is the nearest a manager/investor a manager/investor
ever can come ever can come to a free lunch.to a free lunch.
By By 1654 1654 (when the (when the RenaissanceRenaissance was in full flower) was in full flower) Chevalier de Méré challenged famedChevalier de Méré challenged famed French Mathematician French Mathematician Blaise PascalBlaise Pascal …”how to divide the stakes of an unfinished game of chance between 2 players when one of them is ahead”. Collaboration with Pierre de Fermat was intellectual dynamite Collaboration with Pierre de Fermat was intellectual dynamite and led to and led to the discovery of the theory of probabilitythe discovery of the theory of probability – – the mathematical heart of the concept of riskthe mathematical heart of the concept of risk..
8 years later Daniel Bernoulli (nephew of Jacob) first defined the 8 years later Daniel Bernoulli (nephew of Jacob) first defined the systematic process by which most people make choicessystematic process by which most people make choices (even more important, he (even more important, he propounded the idea that the satisfaction resulting from any small increase in wealthpropounded the idea that the satisfaction resulting from any small increase in wealth “ “will be inversely proportionate to the quantity of good previously possessed” will be inversely proportionate to the quantity of good previously possessed” ……statement statement stood as thestood as the dominant paradigm of rational behaviour for the next 250 years dominant paradigm of rational behaviour for the next 250 years
~1750~1750 English minister English minister Thomas BayesThomas Bayes made a striking advance in statistics by made a striking advance in statistics by demonstrating how to make demonstrating how to make better-informed decisions by mathematically blending better-informed decisions by mathematically blending new information into oldnew information into old - His - His theoremtheorem focuses on the frequent occasions when we focuses on the frequent occasions when we have sound intuitive judgement about the probability of some event and want to have sound intuitive judgement about the probability of some event and want to understand how to alter those judgmentsunderstand how to alter those judgments as actual events unfold as actual events unfold
“Chancen- und Risiko-Management Workshop” - DSIM Networking Anlass
Post scriptum
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