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Financial risk management: the basics banks and funds work with

Risk management is the discipline that decides how much a bank, insurer or fund can lose and still survive. It grew from a back-office function into a board-level one after the 2008 crisis, and its conferences, RiskMinds among them, became some of the largest gatherings in finance. The vocabulary is manageable once the four main risk types are clear.

Market risk

The risk that prices move against a position: interest rates, equities, currencies, commodities. The standard measure was value at risk (VaR), the loss not exceeded on 99 out of 100 days. After 2008 regulators moved to expected shortfall, which asks how bad the remaining one percent of days are, and to stress tests against defined scenarios.

Credit risk

The risk that a borrower or counterparty does not pay. Banks estimate probability of default, loss given default and exposure at default for each loan, and hold capital against the result. Counterparty risk on derivatives is managed through collateral and central clearing, which became mandatory for standard swaps after 2012.

Liquidity risk

The risk of being solvent but unable to pay: assets that cannot be sold, funding that dries up. It killed Northern Rock, Bear Stearns and Lehman Brothers and, in 2023, Silicon Valley Bank and Credit Suisse. The Basel III rules answer with the liquidity coverage ratio (enough liquid assets for 30 days of outflows) and the net stable funding ratio.

Operational risk

Everything else: fraud, system failures, legal penalties, cyber attacks, model errors. It is the hardest to quantify and, in terms of fines paid since 2008, the most expensive.

The framework

Regulation sets minimum capital under the Basel accords (Basel III, with its final elements phased in during the mid-2020s), and supervisors run annual stress tests. Inside the firm, the “three lines” model separates the business that takes risk, the risk function that measures and limits it, and internal audit that checks both. A chief risk officer reports to the board’s risk committee. What no framework replaces is a culture that lets a junior analyst say that a number looks wrong.

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