Liquidity Risk Management - GARP
Transcript of Liquidity Risk Management - GARP
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Liquidity Risk Management Victor Yan, Head of Market Risk
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Objective of Liquidity Risk Management
A primary objective of the liquidity risk management framework: should be to ensure with a high degree of confidence that the firm is in a position to
both address its daily liquidity obligations and withstand a period of liquidity stress affecting both secured and unsecured funding, the source of which could be bank-specific or market-wide.
(Principles for Sound Liquidity Risk Management and Supervision – Basel Committee on Banking
Supervision)
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Case Study
China June Liquidity Event
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China June Liquidity Event
• June 6th • Short term market liquidity began to tighten going into the 3 day Dragon Boat public holidays. • overnight repo reached at 8%. • Market rumor : EverBright Bank didn’t pay 6bn CNY interbank borrowing to Industrial Bank .
• June 14th
• MOF failure to complete the bond sale; MOF only sold 2/3 of 15b CNY 9month bill.
• June 20th
• o/n repo hit as high as 30% intraday.
• June 24th • A Shares down by 5.3% to below 2000.
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Overnight repo rate
• Under the normal market condition, o/n repo rate has been in the range of 2% - 3.5%. • The short squeeze occurred during the current liquidity event hit the o/n repo rate as high as 30%.
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Impact to the Market
• IRS curve bearish flattened with short end squeezed.
• Bond curve also bearish flattened.
• China government 5Y CDS spread increased from 86bps to 147bps during the period
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What Happened?
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Lesson Learned
• Over rely on short term Wholesale market borrowing to fund sticky long term assets.
• risk mismatch: short term vs long term; liquid and volatile funding vs sticky assets.
• this was what PBOC’s intended “stress test” targeted on.
• Systemic risk • Risk was suddenly created due to the increase of correlation of liquidity behavior during the event, and the market became one sided.
• No one wanted to lend during the event due to uncertainty.
• Over confidence in PBOC’s injection of market liquidity.
• maintain self liquidity sufficient.
• Put ample liquidity buffer to count for surprise cash outflow. •Don’t over rely on stress assumption. Leave excess buffer for unexpected outflow.
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Enhancement of Liquidity Risk Management
• Know the bank’s daily liquidity and cash flow profile by currency. • 30 day MCO (Max Cumulative cash outflow).
• liquidity stress test: name specific / market wide. • Ensure the bank is still liquid under stress scenario.
• Avoid liquidity concentration risk in funding tenor, funding currency, funding counterparty.
• Avoid over rely on whole sale funding to sticky commercial assets.
• Ensure quick cash realization on liquid asset holdings.
• Within bank’s appetite of borrowing capacity.
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Market Monitoring
• Understand PBOC’s policy objective and risk tolerance.
• Set a list of market monitoring indicators such as
• short term interbank rates
• PBOC OMO.
• Buy / sell FX by PBOC
• Feel the pulse of the market and analyze the market rumors.
• Timely assess the borrowing capacity if required.
• Pay attention of critical time period to avoid liquidity concentration.
• Market becomes one sided during liquidity crisis due to the increase of correlation of liquidity behavior.
• Self funded by currency to avoid over rely on interbank FX swap market.
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Liquidity Stress Analysis
• Carry out liquidity stress scenario analysis close to the actual market condition.
• Know your client and analyze each specific cash flow with probability of IN / OUT over a target time period.
• Take into account of high correlation of liquidity behavior.
• Certain market could become less liquid as market becomes one sided during the event.
• Analyze your survival time horizon.
• Carry out forward looking scenario stress test on critical time period.
• Develop liquidity risk management approach to address any liquidity short fall.
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Questions.