Risk management of VP Bank Group

1. Overview

Effective risk, liquidity and capital management is a fundamental prerequisite to the success and stability of a bank. VP Bank understands this term to mean the systematic processes to identify, evaluate, manage and monitor the relevant risks as well as the steering of the liquidity and capital necessary to assume risks and guarantee risk tolerance. The risk policy constitutes the mandatory operating framework in this respect. 

It contains an overarching framework as well as a risk strategy for each individual risk group (financial risks, operational risks, business risks). Described and regulated therein are the specific goals and principles, organisational structures and processes, methods and instruments as well as target measures and limits. 

Liquidity management

Guaranteeing liquidity within VP Bank Group continues to be accorded the highest priority. Giro clearing facilities were further expanded. In addition, the constitution of a base of first-class investments with high liquidity (so-called high-quality liquid assets) was accelerated in view of Basel III and the requirements associated therewith. Even under Basel III, VP Bank will possess a comfortable basis of liquidity. The required liquidity coverage ratio (LCR) is already met.

Capital management

The reform of the Basel III regulatory framework heightens the capital-adequacy requirements for banks. As a system-relevant bank in Liechtenstein, VP Bank must support its risk-weighted assets with 13 per cent equity as from 1 February 2015 (previously 8 per cent). With a tier 1 ratio of 20.5 per cent, VP Bank possesses a capital base which far exceeds the requirements under Basel III, thus continuing to reflect a high measure of financial stability and security.

Credit risks

The management and monitoring of credit risks continues to assume a central role in view of the significance of credit-granting activities (CHF 4.3 billion as of 31.12.2014). The volume of exposures in the interbank market was reduced by CHF 1.2 billion to CHF 3.3 billion in comparison with the position at the end of 2013. Secured reverse repo positions were entered into in order to limit credit risk. Since the onset of the crisis in financial markets, economic progress has been achieved in certain of the countries impacted by the debt crisis. In these countries, limits which had been completely or partially suspended were in part reactivated.

Market risks

In 2014, the margin of fluctuation in interest rates, currencies and equity shares, in particular in the core markets of VP Bank Group, remained in a relatively narrow range. As a result of the abolition of the minimum parity to the euro and the shift in the target rate for the three-month LIBOR by the SNB in January 2015, major distortions arose on financial markets. VP Bank believes that the uncertainties will persist in 2015. 

The events in January 2015 do not impact the 2014 financial statements. Because of its robust liquidity and capital base, the risk tolerance of VP Bank remains intact even after the SNB decision. The monitoring and management of market risks remains a central focus point in 2015.

Operational risks

The systematic management of operational risks was further developed at VP Bank in 2014. The centre of the efforts in this respect was the performance of risk assessments in the parent bank and in Group subsidiaries as well as the further consolidation and optimisation of the existing internal control system (ICS).

2. Principles underlying risk policy

Risk and capital management is predicated on the following principles:

Alignment of risk tolerance and risk appetite

Risk appetite is reflected in the risk capital and indicates the maximum loss which the Bank is prepared to bear arising from crystallising risks without thereby jeopardising the Bank’s ability to continue as a going concern. As a strategic success factor, risk tolerance is to be maintained and enhanced by employing a suitable process to ensure an appropriate capital base.

Clear competencies and responsibilities

Risk appetite is rendered operational with the aid of a com­prehensive system of limits and implemented in an effective manner together with a clear set of guidelines governing the tasks, limits of authority and responsibility of all functions, organisational units and bodies participating in risk- and capital-management processes. The risk coverage potential, the risk capital and limits are reviewed annually as and when required, but at a minimum once a year, and are adjusted whenever necessary. 

Conscientious attitude to risks

Strategic and operational decisions are taken on the basis of risk/return calculations and aligned with the interests of the stakeholders. While complying with legal and regu­la­tory provisions and the principles underlying business and ethical policies, VP Bank takes on risks consciously so long as the extent of these are known and the technical prerequisites to apprehend them are at hand and that the Bank is adequately rewarded. It avoids transactions with an unbalanced relationship of risk to return as well as large risks and extreme risk concentrations which could jeopardise risk tolerance and thus the ability of the Bank to continue as a going concern.

Segregation of functions

Risk control and risk reporting are assured by functions which are independent of those involved in the manage­ment of risks. 

Transparency

The underlying principle of risk monitoring is a compre­hensive, objective, timely and transparent disclosure of risks to Group Executive Management and the Board of Directors. 

3. Organisation of risk and capital management

Classification of banking risks

The risks to which VP Bank is exposed in its ordinary course of business are allocated to three risk groups – financial risks, operational risks and business risks (including strategic risks). 

While financial risks are consciously entered into in order to generate revenues, operational risks are to be avoided through appropriate controls and measures or, if that is not possible, to be reduced to a level laid down by the Bank. 

Unlike business risks, financial and operational risks are the result of a bottom-up process in the risk management process of the Bank. Measures designed to contain them are elab­orated by the responsible functions, organisational units or committees and approved by the Board of Directors or Group Executive Management. Business risks, on the other hand, are analysed by the Board of Directors and Group Executive Management after considering the banking environment and the internal situation of the company. Company management derives top risk scenarios from the analysis and designs related measures, the implementation of which is delegated to the competent function or organisational unit (top-down process). 

Market risks express the danger that possible economic losses in value in the banking and trading books will arise from adverse changes in market prices (interest rates, currency rates, equity share prices and commodity quotations) or other price-influencing parameters such as volatility. 

Liquidity risks comprise liquidity and refinancing risks as well as market liquidity risk. Liquidity and refinancing risks express the danger that current and future payment obli­gations cannot be met on the due date or to the full extent. Market liquidity risk includes cases where it is not possible, as a result of insufficient market liquidity, to liquidate pos­­itions subject to risk on a timely basis and in the desired amount and on acceptable conditions. 

Credit risks comprise both counterparty and country risk. Counterparty risks describe the danger of a financial loss which may arise if a counterparty of the Bank cannot or does not wish to meet its contractual commitments in full or on the due date (default risk) or the creditworthiness of the debtor has deteriorated (credit risk). Country risks as a further extension of credit risk arise whenever political or economic conditions specific to a country diminish the value of an exposure abroad.

Operational risks represent the danger of incurring losses arising from the inappropriateness or failure of internal procedures, people or systems or as a result of external events.

Business risks, on the one hand, result from unexpected changes in market conditions and circumstances having a negative impact on profitability; on the other, they describe the danger of unexpected losses resulting from management decisions concerning the business policy orientation of the Group (strategic risks).

If the above-mentioned risks are not recognised, appropriately controlled, managed and monitored, this may lead – apart from financial losses – to reputation being damaged. VP Bank therefore considers reputational risk not to be a separate risk category but rather the danger of losses resulting from the individual types of risk of the other risk categories. Management of reputational risks is incumbent on Group Executive Management.

Duties, powers of authority and responsibilities

The following diagram provides an overview of the organisation of risk, liquidity and capital management of VP Bank Group.

The Board of Directors bears the ultimate responsibility for risk and capital management within the Group. It is its remit to establish and maintain an appropriate structure of business processes and organisation as well as an internal control system (ICS) for an effective and efficient manage­ment of risk, liquidity and capital and thereby ensure the risk tolerance of the Bank on a sustainable basis. The Board of Directors is responsible for approving the Risk Policy and monitoring its implementation, laying down the risk appetite on a Group level and stipulating the target measures and limits for risk, liquidity and capital management. In assuming its duties, the Board of Directors is supported by the Audit & Risk Management Committee and Group Internal Audit. 

The Group Executive Management is responsible for the implementation and observance of the Risk Policy. Amongst its core tasks are the allocation of the target measures and limits laid down by the Board of Directors to the individual Group companies, the Group-wide management of credit, market, liquidity, operational, business and reputational risks as well as capital management activities. Group Executive Management is supported by the Group Risk Committee. As the supreme body for the day-to-day management of risks and risk monitoring, it is also responsible for the implementation of risk strategies. 

As an independent function for the central identification, evaluation (measurement and assessment) and monitoring (control and reporting) of the risk situation and risk tolerance of the Group, Group Risk Control supports the Board of Directors and Group Executive Management in assuming its respective duties. A further task of Group Risk Control consists of ensuring that existing legal, regulatory and internal bank prescriptions are complied with and new prescriptions are implemented. In addition thereto is the ongoing review and assessment of the effectiveness and appropriateness of the methods, performance indicators and systems deployed in risk management. 

Group Treasury bears the responsibility for the day-to-day management of financial risks within the target measures and limits laid down by the Board of Directors and Group Executive Management, while complying with legal and regulatory prescriptions. Part of its core tasks is balance-sheet structure management, taking account of the profitability, risks and equity situation of VP Bank, as well as liquidity management, collateral management, bank capital management and the management of limits for banks and countries. 

All risk-tak­ing func­tions and or­gan­i­sa­tional units be­long to the op­er­at­ing units.

Process to ensure an appropriate capital base

VP Bank Group employs the Internal Capital Adequacy Assessment Process (ICAAP) to ensure a capital base appropriate to the risk situation of VP Bank Group even in the event of adverse market developments and extreme events. It is briefly described as follows:

The risk strategy and risk appetite (risk capital), which are derived from the global and individual limits, are laid down during the course of the annual planning process on the basis of a risk tolerance analysis and taking into account stress scenarios, strategic initiatives and changes in regulatory directives on the part of the Board of Directors. The risk capital includes the regulatory capital required for business activities and the economic capital for extreme unexpected losses arising from market, credit and operational losses. For the latter, the Board of Directors makes available only a part of the maximum available risk cover potential in the form of an overall bank limit. Accordingly, not all of the freely available equity (after deducting the regulatory required capital as well as funds planned for future capital expenditure) is made available; a portion thereof is retained rather as a risk buffer for unquantifiable or not fully identified risks. In order to ensure that VP Bank always has enough equity to cover all significant risks, a rolling three-year capital plan is prepared, which takes into account varying stress levels.

The annual inventory of risks ensures that all risks of relevance for the Group are identified. In addition, an identification of risks is undertaken on a mandatory basis during the course of introducing new financial instruments, the assumption of activities in new fields of business or geographic markets as well as in the event of changes to legal or regulatory provisions. 

Risk tolerance is determined on the basis of the extent to which the economic capital required is used up, measured by reference to the freely available equity less the risk buffer as laid down by the Board of Directors. In computing the economic capital required, the risks are aggregated to form an overall assessment whereby the value-at-risk method is employed for the financial risks. Operational risks are computed using the basis indicator approach. Over and above this, VP Bank employs a wide range of methods and indicators, which are described in greater detail in the sections on the individual risk groups. 

Day-to-day risk management is performed on a strategic level by setting goals, limits, principles of conduct and process guidelines. On an operating level, risk diversifi­­cation is ensured by managing the financial risk within the target measures and limits set, as well as by observing regulatory requirements. 

Risk monitoring encompasses control and reporting on the risk situation. An impetus for extended controls is given by possible exceeded limits highlighted during a regular target to actual performance comparison. The reference standard results from the internal target measures and limits as well as legal and regulatory norms. In this respect, advance warning stages enable an early course of action in order to avoid an exceeded limit. As part of reporting, the results of the control are set forth in a reliable, regular and transparent manner. Reporting is made ex ante to the preparation of decisions, ex post to control purposes as well as ad hoc in the case of suddenly and unexpectedly occurring risks. 

 

4. Disclosure regarding Basel capital-adequacy provisions

The required qualitative and quantitative disclosures on capital adequacy, on the strategy and processes for risk management as well as on the risk situation of VP Bank are made in this chapter and in the commentary on the consolidated financial statements. 

For each risk category, Basel II, which is in force until the balance-sheet date, provides for various approaches for the computation of required equity. VP Bank applies the standard approach for credit and market risks and the basis indicator approach for operational risks. 

As of 31 December 2014, the business activities of VP Bank Group required shareholders’ equity of CHF 336.3 million (31 December 2013: CHF 330.2 million). Adjusted eligible equity totalled CHF 860.5 million (31 December 2013: CHF 840.8 million). Year on year, the excess of equity showed an increase of 2.7 per cent to CHF 524.2 million (31 December 2013: CHF 510.6 million), which together with a tier 1 ratio of 20.5 per cent (31 December 2013: 20.4 per cent) continues to reflect the robust equity base of VP Bank. 

The table overleaf shows the equity situation of the Group as of 31 December 2014. 

As VP Bank Group has not recognised any hybrid capital in eligible equity and as it does not offset (balance sheet reduction) assets against liabilities in accordance with International Financial Reporting Standards (IFRS), the tier 1 of VP Bank Group can be described as robust.

Capital-adequacy computation (Basel II)

31/12/2014

31/12/2013

858,404

877,082

59,148

59,148

820,094

825,852

20,025

38,687

–21,017

–25,903

0

0

–19,846

–20,702

–38,407

–53,221

40,621

18,458

860,618

842,319

–95

–1,493

860,523

840,826

263,371

264,049

6,321

7,756

9,009

9,374

29,075

21,824

34,865

34,955

336,320

330,202

 

 

 

255.9%

254.6%

20.5%

20.4%

20.5%

20.4%

  1. Eligible equity (as adjusted) as a percentage of required equity (net).
  2. Eligible core capital (tier 1) as a percentage of the risk-weighted positions plus the required equity for market risks, for operational risks and for unsettled transaction positions, converted into equivalent units by multiplying by 12.5.

The implementation of Basel III in Liechtenstein will take effect as of 1 February 2015 and introduces stricter capital-adequacy and liquidity requirements for credit institutions. As a system-relevant bank in Liechtenstein, VP Bank will have to fulfil the requirement of an additional capital buffer. Increased regulatory capital-adequacy requirements enhance the stability of the financial system and improve the protection of creditors. VP Bank possesses a tier 1 ratio of 20.5 per cent as of 31 December 2014. We assume that this value will reach a similar level under the Liechtenstein provisions which take effect as from 1 February 2015 and that the required level of 13.0 per cent will be significantly exceeded.

5. Financial risks

While complying with the relevant legal and regulatory provisions, the monitoring and daily management of financial risks is based upon internal bank target measures and limits relating to volumes and sensitivities. In addition, scenario analyses and stress tests demonstrate the effect of events which were not or not sufficiently taken into consideration within the scope of ordinary risk evaluation.

The Group Treasury unit with its already mentioned areas of duty is responsible for the centralised management of financial risks within the limits laid down. Group Executive Management distributes the value-at-risk (VaR) limit for financial risks, as set by the Board of Directors, over the individual Group companies and risk categories, within which the individual companies manage the risks under their own responsibility. The Group Risk Control unit monitors observance of the limits throughout the Group. 

Market risks

Market risks arise as a result of positions being entered into in debt securities, equity shares and other securities under financial investments, foreign currencies, precious metals and in related derivatives, arising both from activities for clients as well as for Group companies whose functional currency is denominated in a foreign currency. 

The Bank employs a comprehensive set of methods and indicators for the monitoring and management of market risks. In this respect, the value-at-risk approach has established itself as the standard method to measure general market risk. The value-at-risk for market risks quantifies the negative deviation, expressed in Swiss francs, from the value of all positions exposed to market risk as of the date of the evalu­ation. The value-at-risk indicator is computed on a Group-wide basis with the aid of historical simulation. In this process, the historical movements in market data of the last 260 trading days are read in order to measure all market risk positions. The projected loss is valid for a holding period of 30 days and will not be exceeded with a probability of 99 per cent. In order to compute the value-at-risk for interest rate risk, fixed interest-bearing positions are mapped with the interest lock-up period and variable interest positions using an internal replication model. 

The market value-at-risk of VP Bank Group at 31 December 2014 amounted to CHF 22.3 million (31 December 2013: CHF 37.4 million). This equates to a decrease of 40.4 per cent, which derives primarily from interest rate risk. Equity price risk and commodity risk remained approximately constant year on year, whereas the currency value-at-risk decreased in the reporting period. 

The following table shows the value-at-risk (on a monthly basis) analysed by types of risk and the market value-at-risk computed over all risk categories. The computation of the average, highest, lowest and aggregate values is based on a separate year on year perspective; the total value does not therefore equate to the sum of the respective individual values by risk type.

Value-at-Risk

Total 

Interest-
rate risk

Equity 
price and commodity risk

Currency
risk

 

 

 

 

22.3

9.7

6.1

6.5

25.2

11.8

5.4

8.0

32.1

16.2

6.1

10.4

20.4

9.1

4.7

5.8

 

 

 

 

 

 

 

 

 

37.4

22.1

5.9

9.4

33.2

18.5

6.2

8.6

38.6

22.6

6.5

9.7

27.3

12.8

5.9

7.2

As the maximum losses arising from extreme market situations cannot be determined with the value-at-risk approach, the market risk analysis is supplemented by stress tests. Such tests render possible an estimate of the effects on the net present value of equity of extreme market fluctuations in the risk factors. In this manner, the net present value fluctuations from all balance-sheet positions in the area of market risks are computed with the aid of sensitivity indicators on the basis of synthetically produced market movements (parallel shift, rotation or inclination changes in interest rate curves, exchange rate fluctuations by a multiple of their implicit vola­tility, slump in equity share prices). 

The following table exemplifies the results of the key rate duration process. First, the present values of all asset and liability positions as well as derivative financial instruments are determined. Subsequently, the interest rates of the relevant interest rate curves in each maturity band and per currency are increased by one per cent (+100 basis points). The respective movements represent the gain or loss of the present value resulting from the shift in the interest rate curve. Negative values point to an excess of assets, positive values to an excess of liabilities in the maturity band. 

Key rate duration profile per 100 basis points increase

within 
1 month

1 to 3 
months

3 to 12 
months

1 to 5 
years

over 
5 years

Total

 

 

 

 

 

 

716

838

2,580

–18,517

–16,629

–31,012

828

–825

–629

–6,746

585

–6,787

731

–723

600

–2,031

836

–587

92

–171

337

1,045

 

1,303

2,367

–881

2,888

–26,249

–15,208

–37,083

 

 

 

 

 

 

 

 

 

 

 

 

 

–318

5,933

–4,044

–24,574

–19,065

–42,068

–585

4,541

–1,705

–7,031

–685

–5,465

–462

4,621

–2,045

–6,460

135

–4,211

–138

778

–148

–53

 

439

–1,503

15,873

–7,942

–38,118

–19,615

–51,305

The following table sets out the effects of a negative movement in the principal currencies on consolidated net income and shareholders’ equity. Responsible for the under­lying fluctuation of the Swiss franc against the euro and the US dollar is the implicit volatility as of 31 December 2014 and 31 December 2013, respectively. 

Movements in significant foreign currencies

Variance 
in %

Effect on 
net income 
in CHF 1,000

Effect on 
equity 
in CHF 1,000

 

 

 

–4

 –1,335 

 –2 

–10

 –5,422 

 –7,966 

 

 

 

 

 

 

 

–5

 –2,414 

 –1 

–10

 –4,859 

 –5,997 

The impact of a possible downward movement in equity markets of 10, 20 and 30 per cent, respectively, on consolidated net income is illustrated by the following table. 

Variances in the relevant stock markets

Effect on 
net income 
in CHF 1,000

Effect on 
equity 
in CHF 1,000

 

 

 –6,396 

 –1,568 

 –12,792 

 –3,135 

 –19,187 

 –4,703 

 

 

 

 

 

 –6,327 

 –1,717 

 –12,655 

 –3,433 

 –18,982 

 –5,150 

For daily risk management purposes, derivative financial instruments are entered into exclusively in the banking book and serve to hedge equity price, interest rate and currency risks as well as to manage the banking book. The derivatives approved for this purpose are laid down in the Risk Policy.

In order to hedge interest rate risks, VP Bank principally deploys interest rate swaps. From an economic point of view, the opposing revaluation effects from the underlying security and the hedging instrument offset each other. As VP Bank does not apply hedge accounting in accordance with IFRS, and the derivatives held for the purpose of hedging the interest rate risk are revalued at fair value, there results an asymmetric recording in the profit and loss account of the positive and negative changes in value from the underlying position and the hedging instrument. 

VP Bank also employs foreign-exchange transactions to hedge the Bank’s own financial investment against foreign-exchange rate fluctuations for the principal currencies. Foreign-exchange risks arising from client activities in principle should not arise; residual unsettled foreign-currency positions are closed out on the spot market. Group Treasury & Execution is responsible for the management of foreign-currency risks.

Liquidity risks

Liquidity risks may arise through contractual mismatches between the in- and outflows of liquidity in the individual maturity bands. Any differences arising demonstrate how much liquidity the Bank must eventually procure in each maturity band should there be an outflow of all volumes at the earliest possible time. Furthermore, concentrations of refinancing may lead to a liquidity risk if they are so important that a massive withdrawal of the related funds could trigger liquidity problems. Also the lack of availability of assets eligible for repo operations at the Swiss National Bank (SNB) could represent a liquidity risk. 

While complying with the relevant legal liquidity requirements and the provisions regarding risk concentrations among both assets and liabilities, liquidity risks are monitored and managed through internal guidelines and limits for the interbank business. The minimum reserve requirements of the SNB and the provisions of the Liechtenstein Banking Law on short-term liquidity were complied with at all times during the course of 2014. The surplus in the minimum reserves and in the area of short-term liquidity amounted to an annual average of 3,145 per cent and 138 per cent, respectively, of the required values. 

The ratio of liquid assets to short-term liabilities constitutes an important indicator in liquidity management. The following table illustrates the relevant ratios for 2013 and 2014 as of 31 December, as well as the average, the highest and the lowest amounts.

Liquid assets to short-term liabilities

 

2014

2013

48%

54%

51%

53%

57%

55%

47%

49%

Included in liquid assets are the following positions: balances due from banks, bonds and other assets maturing within one month, liquid assets, assets which the Swiss National Bank authorises for repo operations required under monetary policy and those which in the home country of a foreign branch are eligible for discount, pledging or for repo oper­ations with the central bank as well as bonds of domestic issuers and foreign states. Short-term liabilities reflect all savings and deposit accounts, sight liabilities as well as de­posits from banks and clients maturing during the following month. 

In this manner, the above-mentioned ratios differ sharply from those which are planned within the framework of Basel III. This concerns primarily the liquidity coverage ratio (LCR), for which a minimum requirement will be progressively increased to reach 100 per cent in 2019. Thus, short-term liabilities flow into the LCR on a weighted basis (rate of outflow for stable client assets 3 per cent and 5 per cent, respectively), whereas these amounts are reflected in full in the above-mentioned ratios. 

In the area of short-term maturities, the Bank principally refinances itself with sight deposits from clients. The following table shows the maturity structure of liabilities according to the maturity bands. As of 31 December 2014 and 2013, the cash flows (non-discounted capital and interest payments) are made up as follows:

Cash flows on the liabilities side of the balance sheet

At sight

Cancellable

Maturing within 
3 months

Maturing 
after 3 to 
12 months

Maturing 
after 
12 months 
to 5 years

Maturing 
after 
5 years

Total 

 

 

 

 

 

 

 

256,853

 

47,205

 

 

 

304,058

 

859,101

 

 

 

 

859,101

7,401,785

481,402

556,492

146,936

1,329

 

8,587,944

45,917

 

 

 

 

 

45,917

 

 

14,366

44,590

330,938

19,010

408,904

7,704,555

1,340,503

618,063

191,526

332,267

19,010

10,205,924

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

169,378

 

42,265

12,588

 

 

224,231

 

880,459

 

 

 

 

880,459

7,497,306

183,631

595,750

244,082

5,383

 

8,526,152

52,740

 

 

 

 

 

52,740

 

 

14,294

92,617

350,392

8,080

465,383

7,719,424

1,064,090

652,309

349,287

355,775

8,080

10,148,965

VP Bank can rapidly procure liquidity on a secured basis over its access to the Eurex repo market in case of need. The risk of an extraordinary, but nevertheless plausible event, which will take place with a very small probability, can be measured with the aid of stress tests. In this manner, VP Bank can take all applicable remedial action on a timely basis and, where necessary, set limits. 

Credit risks

Credit risks arise from all transactions for which payment obligations of third parties in favour of the Bank exist or can arise. Credit risks accrue to VP Bank from client lending activ­ities, the money-market business including bank guarantees, correspondent and metal accounts, the reverse repo business, the Bank’s own investments in securities, securities lending and borrowing, collateral management as well as OTC derivative trades. 

As of 31 December 2014, total credit exposures amounted to CHF 9.0 billion (31 December 2013: CHF 9.5 billion). The following table shows the composition thereof by on- and off-balance-sheet positions.

Credit exposures

 

 

 

31/12/2014

31/12/2013

 

 

22,026

23,227

3,282,226

4,502,014

4,263,446

3,926,231

497

445

 

2,392

56,126

35,738

291,607

267,904

1,074,109

776,223

8,990,037

9,534,173

 

 

 

 

 

78,203

86,935

32,985

20,704

111,188

107,639

Credit exposures by counterparty

Central governments and 
central banks

Banks and securities dealers

Other 
institutions

Corporates

Private 
customers and small 
enterprises

Other 
positions

Total

 

 

 

 

 

 

22,026

 

 

 

 

 

22,026

 

3,282,069

157

 

 

 

3,282,226

 

 

3,910

1,679,027

2,580,425

85

4,263,446

 

 

497

 

 

 

497

 

 

 

 

 

 

0

3,693

15,291

7,448

27,688

2,006

 

56,126

20,590

175,231

43,088

52,667

 

31

291,607

308,008

326,482

194,622

242,130

 

2,867

1,074,109

354,317

3,799,073

249,722

2,001,512

2,582,430

2,983

8,990,037

 

 

 

 

 

 

 

 

 

 

 

 

 

 

4,123

16,464

5,436

35,205

16,584

391

78,203

0

7,500

1,872

0

22,089

1,524

32,985

4,123

23,964

7,308

35,205

38,673

1,915

111,188

 

 

 

 

 

 

 

 

 

 

 

 

 

 

23,227

 

 

 

 

 

23,227

 

4,435,174

66,840

 

 

 

4,502,014

800

35,119

35,475

1,483,634

2,363,941

7,261

3,926,231

 

 

445

 

 

 

445

1,165

 

1,227

 

 

 

2,392

106

19,276

6,116

9,114

1,122

4

35,738

12,502

171,284

36,443

39,877

 

7,798

267,904

254,385

254,794

87,142

177,122

 

2,780

776,223

292,185

4,915,647

233,688

1,709,748

2,365,063

17,842

9,534,173

 

 

 

 

 

 

 

 

 

 

 

 

 

 

4,668

15,903

268

45,518

15,150

5,428

86,935

 

1,928

1,880

2,800

12,783

1,313

20,704

4,668

17,831

2,148

48,318

27,933

6,741

107,639

Credit exposures by collateral

Secured by recognised 
financial collateral 

Not secured by recognised 
financial collateral

Total

 

 

 

 

 22,026 

22,026

 

 3,282,226 

3,282,226

 3,710,538 

 552,908 

4,263,446

 

 497 

497

 

 

0

 31,971 

 24,155 

56,126

 

 291,607 

291,607

 

 1,074,109 

1,074,109

 3,742,509 

 5,247,528 

8,990,037

 

 

 

 

 

 

 43,461 

 34,742 

 78,203 

 2,647 

 30,338 

 32,985 

 46,108 

 65,080 

111,188

 

 

 

 

 

 

 

 

Secured by recognised 
financial collateral 

Not secured by recognised 
financial collateral

Total

 

 

 

 

 23,227 

23,227

 335,654 

 4,166,360 

4,502,014

 3,405,986 

 520,245 

3,926,231

 

 445 

445

 

 2,392 

2,392

 14,339 

 21,399 

35,738

 

 267,904 

267,904

 

 776,223 

776,223

 3,755,979 

 5,778,195 

9,534,174

 

 

 

 

 

 

 71,272 

 15,663 

 86,935 

 14,524 

 6,180 

 20,704 

 85,796 

 21,843 

107,639

In the case of amounts due from banks, money-market paper as well as of interest-bearing securities among its own investments, the valuation is based on external ratings.

The following tables show the individual on- and off-balance-sheet positions by rating classes, risk-weighting classes and domicile.

Credit exposures by rating classes 

 

 

in CHF 1,000

Not-value-adjusted positions

Value-adjusted positions

Total

 

Investment grade

 (AAA to BBB–)

Safe

(BB+ to BB–)

Unsafe

(B+ to C)

Without 
external 
rating

 

 

 

 

 

 

 

22,026

 

 

 

 

22,026

3,217,306

 

 

67,912

–2,992

3,282,226

 

 

 

4,307,592

–44,146

4,263,446

 

 

 

497

 

497

 

 

 

 

 

0

47,568

 

 

8,558

 

56,126

290,276

 

 

1,331

 

291,607

1,028,995

 

 

45,114

 

1,074,109

4,606,171

0

0

4,431,004

–47,138

8,990,037

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

78,203

 

78,203

 

 

 

32,985

 

32,985

0

0

0

111,188

0

111,188

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

23,227

 

 

 

 

23,227

4,461,431

 

 

43,591

3,008

4,502,014

 

 

 

3,967,886

41,655

3,926,231

 

 

 

445

 

445

2,392

 

 

 

 

2,392

27,379

 

 

8,359

 

35,738

264,923

 

 

2,981

 

267,904

773,774

 

 

2,449

 

776,223

5,553,126

0

0

4,025,711

44,663

9,534,174

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

86,935

 

86,935

 

 

 

20,704

 

20,704

0

0

0

107,639

0

107,639

Credit exposures by risk weighting classes 1

0%

20%

35%

50%

75%

100%

150%

Total

 

 

 

 

 

 

 

 

22,026

 

 

 

 

 

 

22,026

 

2,411,212

 

638,341

 

232,673

 

3,282,226

611,493

71,954

1,761,943

251,038

82,717

1,472,441

12,358

4,263,943

28,505

17,013

 

3,104

 

7,504

 

56,126

370,295

633,528

 

281,093

 

80,800

 

1,365,716

4,088

7,743

157

4,711

 

40,040

 

56,739

1,036,407

3,141,450

1,762,100

1,178,286

82,717

1,833,458

12,358

9,046,776

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

49,823

15,192

 

2,142

 

11,039

7

78,203

1,382

1,872

521

7,585

 

21,625

 

32,985

51,205

17,064

521

9,727

0

32,664

7

111,188

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

23,227

 

 

 

 

 

 

23,227

332,950

3,579,151

 

589,006

 

907

 

4,502,014

470,402

21,567

1,740,965

296,630

121,315

1,258,290

17,507

3,926,676

7,690

22,083

 

3,513

 

2,452

 

35,738

283,320

500,523

 

231,330

 

28,954

 

1,044,127

3,082

7,146

171

5,526

 

30,140

 

46,065

1,120,672

4,130,470

1,741,136

1,126,004

121,315

1,320,743

17,507

9,577,847

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

62,884

148

134

10,612

 

13,138

19

86,935

819

2,092

2,348

2,006

 

13,439

 

20,704

63,703

2,240

2,482

12,618

0

26,577

19

107,639

  1. In contrast to the remaining tables in the section on credit risks, the tables regarding credit exposures by risk-weighting classes include other assets, not, however, trading portfolios.

Credit exposures by country of domicile

Liechtenstein and 
Switzerland

Europe

North 
America

South 
America

Asia

Other

Total

 

 

 

 

 

 

 

 

 

 

 

22,026

 

22,026

1,399,720

1,718,427

44,290

237

86,872

32,679

3,282,226

3,213,008

553,304

40,913

56,992

82,568

316,662

4,263,446

 

 

 

 

 

497

497

 

 

 

 

 

 

0

38,714

12,673

198

823

324

3,395

56,126

 

219,744

42,682

2,994

5,999

20,189

291,607

49,319

730,413

214,294

14,505

21,376

44,201

1,074,109

4,700,761

3,234,562

342,376

75,550

219,165

417,623

8,990,037

 

 

 

 

 

 

 

 

 

 

 

 

 

 

25,912

33,705

3,369

3,303

1,805

10,109

78,203

14,431

 

17

 

 

18,537

32,985

40,343

33,705

3,386

3,303

1,805

28,646

111,188

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Liechtenstein and 
Switzerland

Europe

North 
America

South 
America

Asia

Other

Total

 

 

 

 

 

 

 

 

 

 

 

23,227

 

23,227

1,590,706

2,756,183

95,563

4,808

13,585

41,169

4,502,014

3,002,824

499,015

16,239

20,625

59,787

327,742

3,926,231

 

 

 

 

 

445

445

 

2,392

 

 

 

 

2,392

24,993

8,127

496

29

100

1,993

35,738

4,114

202,088

28,846

3,990

2,889

25,976

267,904

1,000

522,155

170,143

14,215

16,141

52,570

776,223

4,623,637

3,989,960

311,287

43,667

115,729

449,895

9,534,174

 

 

 

 

 

 

 

 

 

 

 

 

 

 

28,307

37,078

2,507

1,707

2,416

14,920

86,935

15,510

 

216

 

 

4,978

20,704

43,817

37,078

2,723

1,707

2,416

19,898

107,639

Within the scope of the client loan business, credit is granted on a regional and international basis to private and commercial clients, whereby the focus is on the private client business with CHF 2.9 billion of mortgage credits (31 De­cember 2013: CHF 2.7 billion). From a regional perspective, VP Bank conducts the lion’s share of this business in the Principality of Liechtenstein and in the eastern part of Switzerland. Given the broad diversification of the exposures, there are no risk concentrations by industry or segment. 

The ten largest single exposures to clients encompass 19 per cent of total credit exposures (31 December 2013: 19 per cent). Exposures to banks relate exclusively to institutions with a high credit capacity (minimum rating A) and a registered office in an OECD country (excluding GIIPS countries). 

In addition to the Risk Policy, the Business Rules on Credit constitute the binding framework regulating customer lending activities. Set out therein are not only the general guidelines governing credit granting as well as the framework conditions for the conclusion of all types of credit business; they also designate who can take valid decisions and the corresponding bandwidths within the framework of which credits may be approved (powers of authority).

With only few exceptions in the area of private and commercial clients, customer lending exposures must be covered by the collateral value of the security (collateral less a deduction for risk). Counterparty risks in the loan business are governed by limits which restrict the amount of exposure depending on creditworthiness, industry segment, collateral and risk domicile of the client. VP Bank employs an internal rating procedure to evaluate creditworthiness. Deviations from credit-granting principles (exceptions to policy) are dealt with appropriately as part of the credit-risk management process. 

VP Bank enters into both secured and unsecured positions in the interbank business. Unsecured positions result from money-market activities (including bank guarantees, correspondent and metal accounts), secured positions arising from the reverse repo business, securities lending and borrowing activities, collateral management as well as OTC derivative transactions. As repo deposits are fully secured and the collateral received serves as a reliable source of liquidity in a crisis situation, not only counterparty but also liquidity risk could be reduced with the introduction of the business with reverse repo transactions.

Counterparty risks in the interbank business may only be entered into in approved countries and with approved counterparties. A comprehensive system of limits reduces the level of exposure depending on the duration, rating, risk domicile and collateral of the counterparty. In this connection, VP Bank uses the ratings of the two rating agencies Standard & Poor’s and Moody’s. OTC derivative transactions may only be concluded with counterparties with whom a netting contract has been agreed. 

Credit risks are managed and monitored not only on an individual client level but also on a portfolio level. At the portfolio level, VP Bank uses the expected and unexpected credit loss to monitor and measure credit risk. The expected credit loss calculates – on the basis of historical loss data and estimated default probabilities – the loss per credit portfolio which may be anticipated within a year. In addition, the results of the analysis flow into the calculation of the general valuation allowances in the annual financial statements. The unexpected credit loss values the deviation of the actual loss, expressed as the value-at-risk, from the expected loss assuming a certain probability.

During the past financial year, VP Bank has further reduced the volume of credit derivatives in its own portfolio. The following table shows the contract volume of credit derivatives by type of product. 

Credit derivatives (contract volumes)

Provider of collateral
as of 31/12/2014 

Provider of collateral
as of 31/12/2013

 

 

30

1,133

30

1,133

The following table shows impaired and overdue receivables, as well as specific valuation allowances, by domicile.

Credit exposures vulnerable to default by domicile 

Impaired receivables 
subject to default risk
(gross amount) 

Overdue receivables 
(gross amount)

Individual value
adjustments

 

 

 

58,576

11,975

12,581

1,520

287

1,397

20

3

16

107

45

107

 

 

 

9,576

39

8,690

69,798

12,348

22,794

 

 

 

 

 

 

 

31,142

21,211

11,929

1,323

33

1,204

33

6

33

87

87

87

 

 

 

9,673

165

9,407

42,258

21,502

22,497

Overdue receivables by remaining term

Due within 
3 months 

Due within 
3 to 6 months

Due within 
6 to 12 months

Due after 
12 months

Total

12,348

 

 

 

12,348

21,502

 

 

 

21,502

Country risks

Country risks arise whenever political or economic conditions specific to a country impinge on the value of an exposure abroad.The monitoring and management of country risks is made using volume limits which restrict the respective aggregate exposures per country rating (Standard & Poor’s and Moody’s). All on- and off-balance-sheet receivables are considered in this process; investments in the Principality of Liechtenstein and Switzerland do not fall under this country limit rule. The risk domicile of an exposure is the basis for recognising country risk. In the case of secured exposures, in principle the country in which the collateral is located is considered. 

The following table shows the distribution of credit exposures by country rating. Non-rated positions are mostly exposures from local business activities (receivables secured by mortgage) of VP Bank (BVI) Ltd.

Country exposures by rating

 

 

31/12/2014

31/12/2013

 

 

93.5%

93.6%

 

 

4.3%

4.8%

 

 

0.4%

0.1%

 

 

0.2%

0.3%

 

 

1.6%

1.2%

 

 

100.0%

100.0%

As regards the country risk of Russia and Ukraine, VP Bank has no noteworthy risk-domicile exposures in these countries. As in the prior year, no exposures in the GIIPS countries (Greece, Ireland, Italy, Portugal and Spain) exist in financial instruments as of the end of 2014.

6. Operational risks

The causes for operational risks are multiple. People make mistakes, IT systems fail or business processes are inoperative. Therefore it is necessary to detect the events which trigger important risk events and their impact in order to limit them with suitable preventive measures. 

The management of operational risks is understood at VP Bank to be an integral cross-divisional function which is to be implemented on a uniform Group-wide basis over all business units and processes. 

Each person in a management position is responsible for the identification and evaluation of operational risks as well as for the definition and performance of key controls and measures to contain risks. This responsibility may not be delegated. Each person in a management position shall make a critical assessment of whether the key controls have ongoing val­­idity and whether key controls are missing. Each manage­ment member in levels 1 and 2 shall undertake an annual self-assessment of the part of the internal control system for which he or she is responsible. The results of this self-analysis are communicated annually to the central unit Group Risk Control.

Within the scope of its powers of authority, the central unit Group Risk Control makes available on a Group-wide basis the instruments for a systematic management of operational risks and ensures their ongoing development. These include the conduct of risk assessments (scenario analyses) as a part of risk identification and evaluation, the performance of key controls, the maintenance of a database of incidents as well as the deployment of early warning indicators.

As a result of intense cooperation among specialist departments to further develop the complete system of management of operational risks, risk consciousness could be reinforced at all levels. In this connection, a catalogue of key controls was further developed and the database of incidents was expanded to include specific valuation allowances and provisions raised in addition to losses incurred. Knowledge and experience were exchanged within the Group in order to ensure a coordinated approach. Thanks to a uniform implementation of the project, it is possible to provide the relevant target groups (Board of Directors, Group Executive Management and Senior Management) with a meaningful quarterly status report on operational risks within VP Bank Group. 

Business Continuity Management (BCM) as a further import­ant sub-area is systematically pursued by VP Bank with expert and specialised knowledge along the lines of ISO standard 22301-2012. The basis thereof is the BCM strategy, which is successively implemented by Group Executive Management and reviewed on an ongoing basis for compliance and accur­acy. Operationally critical processes are reviewed in detail, discussed and, where necessary, documented with a clear course of action whenever risks materialise. The organisation necessary for crisis management is established and its members are routinely trained and instructed. 

7. Business risks

Business risks are the object of a qualitative management process within VP Bank. Within the scope of the ordinary strategy process, business risks are identified by Group Executive Management and taken account of in an appro­priate manner. In view of the complexity of the effects which can impact the future development of the business and the profitability of the Bank, potential business risks and their probability of occurrence and effects are discussed on the basis of scenarios and appropriate measures decided upon to contain the risks. The results serve as a basis for the strategic planning process and thus flow into the annual planning and budgeting process.