Enterprise Risk Management at DBS Group|Enterprise Risk Management|Case Study|Case Studies

Enterprise Risk Management at DBS Group

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Case Details:

Case Code : ERMT-026
Case Length : 14 Pages
Period : 2003
Pub Date : 2003
Teaching Note :Not Available
Organization : Statoil
Industry : Oil and Energy
Countries : Norway

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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Credit Risk

Credit risk was the potential earnings volatility caused by an obligor's inability or unwillingness to fulfill its payment obligations.

Exposure to credit risks arose primarily from lending activities. It also rose to a lesser extent, from sales and trading activities, derivatives activities and from participation in payment transactions and securities settlements.

Credit exposure included current as well as potential credit exposure. Current credit exposure was represented by the notional value or principal amount of on-balance sheet financial instruments and off-balance sheet direct credit substitutes, and by the positive market value of derivative instruments.

Enterprise Risk Management | Case Study in Management, Operations, Strategies, Enterprise Risk Management, Case Studies

Potential credit exposure was related to the remaining term of transactions.

DBS had attempted to integrate risk management into the business management processes, while preserving the independence and integrity of risk assessment. Policies and procedures, guided the day-to-day management of credit exposure.

The credit risk management process involved senior management, Group Risk, Credit Management, Relationship Management, as well as independent credit risk control functions.

In 2002, DBS implemented an enterprise-wide Core Credit Risk Policy. It set forth the principles and policies by which the Bank and its subsidiaries conducted their credit risk management activities.

The policy attempted to promote consistency across the Group, and provide guidance to various credit management units in the formulation of supplementary credit policies specific to their businesses.

Each corporate borrower was assigned a rating under the Counterparty Risk Rating process.

The process was further enhanced by the Facility Risk Rating System, which took into consideration facility specific considerations such as credit structuring, collateral, third party guarantees, and transfer risks.

These credit risk rating tools were used to assess the credit quality of the portfolio, so that deteriorating exposures were quickly identified and appropriate remedial action was taken...

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