Risk management of VP Bank Group

1. Overview

An effective capital, liquidity and risk management is ­crucial for the success and stability of a bank. Therefore, VP Bank systematically identifies, evaluates, manages and monitors the relevant risks as well as the steering of capital resources and liquidity to ensure its risks bearing capacity. The risk policy as approved by the Board of ­Directors of VP Bank Group constitutes the mandatory operating framework in this respect.

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

In Liechtenstein, the legal regulatory requirements regarding the Risk Management are set out primarily in the Banking Act (BankA) and the Banking Ordinance (BankO). In addition, the Capital Requirements Regulation (CRR) of the European Union was put into effect as of 1 February 2015. Together with the Capital Requirements Directive (CRD), the CRR constitutes the implementation of the currently valid Basel III Capital Accord in the European Union. In Liechtenstein, the CRD was enacted in the BankA and BankO. VP Bank was classified by the Financial Market Authority Liechtenstein as a locally system-relevant bank and must possess, in aggregate, equity amounting to at least 13 per cent of its risk-weighted assets. Since 1 January 2018, the Bank has to comply with the Liquidity Coverage Ratio (LCR) of at least 100 per cent. Due to its very robust equity basis, its balance-sheet structure and its comfort­able liquidity situation, the Bank has always over-fulfilled the regulatory limits in 2019. 

In addition to quantitative measures, also qualitative requirements regarding the identification, measurement, steering and monitoring of financial and operational risks are imposed. These are continually reviewed by VP Bank for on-going effectiveness and further developed. 

 

Capital and balance-sheet structure management

The minimum capital ratio for VP Bank is 13 per cent of risk-weighted assets and consists of the regulatory minimum requirement of 8 per cent plus risk buffers for capital conservation and systemic risk of 2.5 per cent ­ each. Furthermore, Basel III provides for an anti-cyclical capital buffer which was set at 0 per cent for 2019 by the Financial Market Authority Liechtenstein.

VP Bank has always ofulfilled the minimum equity requirements during 2019. Due to a robust Tier-1 ratio of 20.2 per cent as of the end of 2019, appropriate freedom of action is ensured. This enables VP Bank to appropriately assume risks associated with banking operations. Due to the free available equity resources, there also remains potential for corporate acquisitions. 

The Leverage Ratio (indebtedness ratio) of VP Bank amounted to 7.1 per cent at the end of 2019. As of 31 December 2019, a regulatory minimum ratio does not yet exist in Liechtenstein. VP Bank must publish further information as to the Leverage Ratio in the Disclosure Report. 

As part of the management of equity resources and the balance-sheet management structure, compliance with regulatory requirements and the coverage of its ­business needs are monitored on an on-going basis. Using an internal process to assess the adequacy of capital resources (Internal Capital and Liquidity Ade- quacy ­Assessment Process), possible adverse effects on the equity and ­liquidity basis in stress situations are simu­lated and ­analysed. 

 

Liquidity management

Whilst adhering to the legal liquidity norms and provisions, liquidity risks are monitored and managed using internal directives and limits for the interbank business and credit-granting activities. The granting of liquidity within VP Bank Group at all times has highest priority and is ensured with a large holding of cash and cash equivalents and high-quality liquid assets (HQLA). VP Bank was compliant with the minimum liquidity requirements during 2019 at all times.

VP Bank is legally obligated to comply with the Liquidity Coverage Ratio (LCR). During 2019, a minimum ratio of 100 per cent was required. With a value of 213 per cent, this target value was markedly exceeded due to the ­comfortable liquidity situation. 

With ILAAP (Internal Liquidity Adequacy Assessment Process), the Financial Market Authority imposes specific requirements concerning internal strategies and procedures to determine, manage and monitor liquidity risks. In 2019, they were surveyed and assessed by the Financial Market Authority Liechtenstein by the means of an ILAAP questionnaire.

As part of its liquidity-management process, VP Bank has drawn up an emergency liquidity plan which ensures adequate liquidity in case of a liquidity crisis. Early-­warning indicators are regularly reviewed to monitor and identify, on a timely basis, any deterioration in the liquidity situation. 

As part of liquidity management, compliance with regulatory requirements and the coverage of business needs is ongoingly monitored. Using stress tests, possible adverse scenarios are simulated and the impact on liquidity in stress situations analysed. 

 

Credit risk

Because of its importance the client lending business (CHF 6.8 billion as of 31 December 2019 or 50.1 per cent of total assets), the management and monitoring of credit risks plays a central role. Credit-risk management in the client lending business is governed – in addition to risk- policy regulations – by the rules on the granting of credits. In 2019, the volume of client loans increased by CHF 0.6 billion to CHF 6.8 billion. In the interbank business, the volumes remain virtually unchanged compared to 2018 and at the end of the year, amount to CHF 0.7 billion. 

 

Market risk

Due to the importance of the interest-bearing business activities, the management and monitoring of market risk is of particular importance. In this context, VP Bank Group is exposed to interest rate, foreign-currency and equity risk. The global interest-rate environment was characterised by very low interest rates. The negative interest-rate environment in principal currencies, the Swiss franc and Euro, ­continues to challenge balance-sheet management, as well as the investment of client deposits. 

 

Operational risk

VP Bank defines operational risk as the risk of losses being incurred as a consequence of the inappropriateness or failure of internal processes, individuals, systems or as a result of external events. Through risk assessments, possible risk scenarios are identified, described and assessed. Control over operational risk is undertaken in all organisational units of VP Bank by the respective exe­cutive managers. Thanks to a uniform implementation, it is possible to provide meaningful quarterly reporting to the relevant target groups (Board of Directors, Group ­Executive Management and senior executives) on the status of operational risks in VP Bank Group.

 

Further risks

In addition to the aforementioned risks, the risk management of VP Bank Group covers strategy, business as well as reputational risk. Based on its business model and range of services, these risks are systematically analysed and reassessed on an on-going basis.

 

2. Principles underlying the risk policy

Risk management is based on the following principles:

 

Alignment of risk tolerance and risk appetite

Risk tolerance is the capacity of a bank, despite arising losses, to continue to exist on a going concern basis or at least to be able to fully satisfy the demands of investors and creditors. Risk appetite indicates the potential loss which the bank is prepared to bear arising from respective risk categories without thereby jeopardising the bank’s ability to continue to exist on a going concern basis. As a strategic success factor, risk tolerance is to be ensured by applying a suitable process to ensure an appropriate capital and liquidity base. 

 

Clearly defined powers of authority and responsibilities

Risk appetite is operationalised by a comprehensive system of limits and effectively implemented together with a clear set of guidelines governing the tasks, limits of authority and responsibilities of all functions, organisational units and bodies participating in the risk- and capital-management processes. 

 

Conscientious handling of risks

Strategic and operational decisions are taken based on risk and return considerations and aligned with the interests of the stakeholders. Provided that legal and the regulatory provisions as well as the principles governing the business and ethical policies are observed, VP Bank taccepts risks consciously as long as the extent of these risks are known and the technical prerequisites to map them are at hand and that the bank is appropriately rewarded. It avoids transactions with risks not appropriately balanced to returns as well as large risks and extreme risk concentrations which could jeopardise risk tolerance and thus the ability of the Group to continue as a going concern.

 

Segregation of functions

Risk control and risk reporting to Group Executive Management and the Board of Directors are assured by a unit (Group Risk) which is independent from risk management units. 

 

Transparency

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

 

3. Organisation of capital, liquidity and risk management

Classification of banking risks

The prerequisite for the risk management and the management of equity resources of VP Bank is the identification of all significant risks and their aggregation to an overall bank risk position. Which risks are significant is derived from the business model and related offerings of financial products and services of VP Bank.

The following table gives an overview of the risks VP Bank is exposed to in the ordinary course of its business. These are allocated to five risk groups – strategy, business, financial, operational and reputational risk. 

Strategic risk encompasses the risk of a potential decline in profitability as a result of an inadequate corporate orientation in relation to the market environment (political, social, technological, ecological, legal) and can arise from an unsuitable strategic positioning or absence of effective counter-measures in the case of changes. 

Business risk describes the risk that the attractiveness of location-related factors recedes, or the significance and/or weighting of individual business areas undergo change by virtue of external framework conditions. It also includes the risk that new product launches, market access or business processing are impeded or rendered impossible as a result of regulation or existing products, market access or business processing entail disproportionately high costs or are unprofitable. Finally, adverse developments may arise in connection with target markets as a result of political or geopolitical influences.

Financial risk is consciously assumed in order to generate revenues or to protect business policy interests. In this respect, liquidity risk comprises short-term liquidity and refinancing risk as well as market liquidity risk. Liquidity and refinancing risk express the danger that current and future payment obligations cannot be refinanced on the due date or to the full extent, not in the correct currency or not on customary market terms and conditions. Market liquidity risk includes cases where it is not possible, because of insufficient market liquidity, to liquidate or hedge positions subject to risk on a timely basis, to the desired extent and on acceptable conditions. 

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

Credit risk encompasses counterparty, country, concentration risk as well as residual risk deriving from the use of credit collateral (realisation or liquidation risk). Counterparty risk describes 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 credit-worthiness of the debtor has deteriorated (solvency risk). Country risk as a further credit risk arises whenever political or economic conditions specific to a country diminish the value of an exposure abroad. ­Concentration risk encompasses potential losses accruing to the bank not through the debtor itself but as a result of an insufficient diversification of the credit portfolio. Realisation risk encompasses potential losses accruing to the bank not from the debtor itself as a result of an insufficient possibilities of realising the collateral. 

Operational risk is the risk of incurring losses arising from the inappropriateness or failure of internal procedures, individuals or systems or as a result of external events. These are to be avoided by appropriate controls and measures before they become effective or, if that is not possible, be reduced to a level set by the bank. Operational risks may also arise in all organisational units whereas financial risks can only arise in risk-taking units. 

Reputational risk describes the risk that the trust of employees, clients, shareholders, regulatory authorities and the public in general is weakened or the public image and/or reputation of the Bank is impaired as a result of other types of risk or through various events. It can also imply that the Bank suffers monetary losses and/or a decline in earnings as a result. 

 

 

Duties, powers of authority and responsibilities

The diagram above shows the core tasks, competencies and responsibilities of the positions, organisational units and committees for the individual risk groups which are involved in the risk-management process. The principle of the functional and organisational segregation of risk management and risk monitoring ensures avoiding ­conflicts of interest between those units which assume risks and those which monitor them. The management, monitoring and verification of risks is performed through the three lines of defence model as follows:

  1. 1st Line of defence: risk management
  2. 2nd Line of defence: risk monitoring
  3. 3rd Line of defence: internal/external audit.

The Board of Directors bears the overall responsibility for the management of equity resources, liquidity and risk management within the Group. It is its responsibility to establish and maintain suitable processes and an ­organisational structure as well as a system of internal ­control (ICS) to ensure an effective and efficient management of equity resources, liquidity and risk, thereby ­ensuring adeherence to risk tolerance. The Board of ­Directors lays down directives governing the risk policy and approves these. It monitors their implementation, sets the risk appetite on a Group level and establishes the target values and limits for the management of equity resources, liquidity and risk management. In assuming these tasks, the Board of Directors is assisted by the Risk Committee

Furthermore, the Board of Directors defines procedures regarding internal and external audit. It receives reports of the internal audit and the external auditors concerning extraordinary and significant events such as significant losses, serious disciplinary errors, litigation etc. In assuming this task, the Board of Directors is supported by the Audit Committee.

The Group Strategy & Digitalisation Committee (SDC) assists and advises the Board of Directors in the case of strategic issues and projects. It prepares strategy issues for the attention of the Board of Directors, explores in-­depth strategic issues, ensures an on-going steering and management process in the area of strategy and reviews the strategy both periodically and on an ad-hoc basis. Furthermore, the Committee reviews the imple­mentation of strategic measures.

Group Internal Audit is responsible for the function of ­internal audit within VP Bank Group. It is an autonomous organisational unit which is independent of business ­processes and is responsible for the periodic audit of ­structures and processes relevant for the risk policy. 

Group Executive Management (GEM) is responsible for implementing of and compliance with the risk policy approved by the Board of Directors. One of its core tasks is to ensure the functional capability of the risk-management process and the internal control system. Furthermore, it is responsible for the determination and assignment of duties, responsibilities and competencies of the Asset & Liability Committee, the allocation of target measures and limits, as set by the Board of Directors, to the individual Group subsidiaries as well as the Group-wide management of strategy, business, financial, operational and reputational risk.

In its function as Group Risk Committee (GRC) as the supreme body to monitor and steer the risks of VP Bank, the Group Executive Management assumes responsibility for implementing the risk strategy within the limits and targets set by the Board of Directors and Group Executive Management as well as dealing with overarching issues. 

Whilst complying with the relevant legal and regulatory provisions, the Asset & Liability Committee (ALCO) is responsible for the risk and return-oriented management of the balance sheet on basis of the Economic Profit Model as well as for the steering of financial risks. It assesses the Group’s risk situation in the area of financial risks and initiates remedial steering measures, whenever necessary.

The Security Risk Committee (SRC) is the supreme security body of VP Bank which manages the operational imple­mentation in the participating units by setting targets regarding the various security-related issues. It deals with all strategic security issues of VP Bank Group. This covers physical security, information security (incl. cyber-security), business continuity management as well as the related awareness of the need for security and culture.

The Group Credit Committee (GCC) is, inter alia, respon­sible for monitoring credit risks at the level of the individual credit as part of the first line of defence. This includes in particular dealing with credit applications within the scope of delegated powers of authority as well as the risk assessment of individual credits.

Group Treasury & Execution bears the responsibility for the steering and management of financial risks within the limits and target measures laid down by the Board of Directors and Group Executive Management. This is done whilst taking into account the Group’s risk tolerance as well as complying with legal and regulatory prescriptions.

Group Credit is responsible for the monitoring process of credit exposures at an individual credit level with regard to collateral and limits. In addition, Group Credit ensures that credits are approved by the defined competence ­bodies and regularly prepares credit reports for the attention of Group Executive Management.

The Chief Risk Officer (CRO) is on top of the risk-management function. Within Group Executive Management, he is responsible for the independent risk monitoring of VP Bank Group and the individual Group subsidiaries. This covers all risk groups with the exception of default risk at the level of the individual exposure.

The CRO ensures that the existing legal, supervisory- law and internal bank provisions regarding risk management are complied with and new risk management pro­visions are implemented.

As an independent function for the centralised identifi­cation, evaluation (measurement and assessment) and monitoring (control and reporting) of the risk situation and risk tolerance of the Group, Group Risk supports the CRO in assuming his respective duties. 

 

Process to ensure risk bearing capacity

The primary objective of the ICAAP is the compliance with the regulatory capital-adequacy requirements and thus the guaranteeing of the ability to continue as a going ­concern. The risks of banking operations are to be borne by the freely available risk capital. The following risk ­management process for all significant risks in VP Bank as outlined below is designed to ensure risk tolerance. 

Definition of risk strategies: The risk strategies by risk group (strategy risk, business risk, financial risk and operational risk) flow from the business strategy of VP Bank and set the framework for an efficient risk management of the respective risk types. The risk policy forms the basic structure and the regulatory framework for the individual risk strategies. 

Determination of the risk coverage capacity and setting the risk appetite: The concept of risk tolerance of VP Bank Group distinguishes between a regulatory and a value-­oriented perspective. The findings from one perspective serve to validate and complement the other perspective and vice-versa. The determination of the freely available risk-coverage equity is made under both perspectives having regard to appropriate haircuts and risk buffers. Based on the risk-bearing capacity statement, the BoD sets limits and targets measures for a rolling risk horizon of one year. At least semi-annually, all significant risks and the available risk-covering equity are juxtaposed (risk-bearing capacity statement).

Risk identification (risk inventory): In the annual risk inventory to be undertaken as part of the review of the framework structure and risk strategies, it is ensured that all ­significant risks for the Group (both quantitative and qualitative) are identified. The analysis is made top-down and bottom-up based on both quantitative and qualitative criteria. Significant risks are fully integrated into the risk- management cycle. Insignificant risks are reviewed at ­ least annually and monitored within the scope of the risk inventory. As part of the risk inventory, potential risk ­concentrations in all significant risk types are evaluated. 

Risk measurement and evaluation: Relevant for the assessment of risk tolerance from a regulatory viewpoint is the eligible equity as well as the regulatory committed capital. From a value-oriented point of view, the risk tolerance results from the net present value of the equity after deducting operating and risk costs as well as a buffer for other risks. The economically required capital from a value-oriented point of view is measured uniformly using a confidence level of 99 per cent and a risk horizon of one year. In order to determine the economically required capital, all risk types of VP Bank classified as significant during the annual risk inventory are taken into account and possible unexpected losses in value ­considered. The economic risk assessment includes also such risk types which are not captured by the regulatory capital-adequacy requirements for the Bank. To deter- mine the economically required capital, all significant risks are aggregated to form an overall assessment. 

Assessment of risk tolerance: Risk tolerance is measured against the degree of utilisation of the economically required capital for all significant risks in relation to the free risk-coverage capacity as of the date of measurement. In this process, early-warning stages permit a timely change of direction in order not to endanger the conti­nuation of the Bank as a going concern. Risk tolerance is considered as still intact as long as the degree of utilisation of the economically required capital (from a regulatory and value-oriented viewpoint) in relation to the free ­­risk-coverage capacity is under 100 per cent as of the date of measurement. 

Risk steering encompasses all measures on all organisational levels to actively steer the Bank’s significant risks. In this respect, the objective is the optimisation of the ­correlation of risks and returns within the limits and target measures set by the Board of Directors and Group Executive Management to ensure the risk ­tolerance of the Group whilst complying with legal and super­visory-law prescriptions. Risk steering takes place on a strategic as well as operating level. 

Based upon the juxtaposing of risks and limits on the one hand, as well as of regulatory and economically required capital and risk coverage capacity, on the other, countermeasures are taken in the case of negative deviations.

Risk monitoring (control and reporting to GEM and BoD): Risk steering is accompanied by comprehensive risk ­monitoring, which is functionally and organisationally ­independent of risk steering. Risk monitoring covers ­control and reporting. As part of the control over financial risks, steering impulses are derived from a comparison of target to actual numbers of figures. The target is constituted by the limits and target measures set, as well as from legal and super­visory-law prescriptions. For the review of which limits are exhausted (actual), early warning stages are additionally deployed, in order to take timely steering measures for any risks before they become effective. 

As operational risks may arise as a result of internal control failures during current business activities, the control of operational risks in all organisational units of VP Bank is undertaken by the respective executive managers. 

In addition to financial and operational risks, reputational risks may include also business risks (including strategy risks). Business and any reputational risks arising are monitored by Group Executive Management. 

As part of reporting, the results of monitoring are set forth in a reliable, regular, understandable and transparent manner. Reporting is made ex ante to the preparation of decisions, ex post to control purposes – in particular to analyse any deviation from budgeted values – as well as ad hoc in the case of suddenly and unexpectedly occurring risks. 

The process of ensuring the risk tolerance of VP Bank Group is presented in the following diagram.

 

4. Disclosure of required equity1

The required qualitative and quantitative information regarding capital adequacy, strategies and procedures for risk management as well as the risk exposure of VP Bank are set forth in the Risk Report and the commentary on the consolidated financial statements. In addition, VP Bank Group has drawn up a Disclosure Report for the financial year 2019. In this manner, the Bank fulfils the regulatory requirements of the Banking Ordinance (BankO) and the Banking Act (BankA).

The capital-adequacy and liquidity requirements for credit institutions in Liechtenstein are based on the Basel III rules as implemented in the European Union. As one of the three system-relevant banks in Liechtenstein, VP Bank is to fulfil the requirement of additional capital buffers.

VP Bank computes its required equity in accordance with the provisions of the CRR. In this context, the following approaches are applied:

Standard approach for credit risks in accordance with Part 3 Section II Chapter 2 CRR

Basis indicator approach for operational risks in accordance with Part 3 Section III Chapter 2 CRR

Standard method for market risks in accordance with Part 3 Section IV Chapters 2-4 CRR

Standard method for CVA risks in accordance with Art. 384 CRR

Comprehensive method for CRR risks to take account of financial collateral in accordance with Art. 223 CRR.

As regards strategy, business and reputational risks, no explicit regulatory capital-adequacy requirements are contained in the CRR. 

As of 31 December 2019, the business activities of VP Bank Group required equity totalling CHF 629.4 million (prior year: CHF 586.3 million). This represents 13 per cent of the eligible assets of CHF 4,841.9 million (prior year: CHF 4,510.32 million). The excess of equity (based upon a requirement of 13.0 per cent) as at 31 December 2019 amounts to CHF 349.5 million (prior year: CHF 354.5 million). The Tier-1 ratio of 20.2 per cent (prior year: 20.8 per cent) reflects the on-going extremely robust equity situation of VP Bank. In 2019, VP Bank Group used no hybrid capital under eligible equity and, in accordance with ­International Financial Reporting Standards (IFRS), netted no assets against liabilities (balance-sheet reduction).

 

The following table shows the capital-adequacy situation of the Group as of 31 December 2019.

Capital-adequacy computation (Basel III)

in CHF 1,000

31.12.2019

31.12.2018

Core capital

 

 

Paid-in capital

66,154

66,154

Deduction for treasury shares

–68,004

–65,807

Retained earnings and other reserves

960,352

926,516

Group net income

73,543

54,717

Total shareholders’ equity

1,032,045

981,580

Deduction for dividends as per proposal of Board of Directors

–36,385

–36,385

Deduction for goodwill and intangible assets

–62,189

–51,454

Deduction for actuarial gains/losses from IAS19

61,151

69,923

Deduction for equity instruments as per art. 28 CRR

–8,341

–10,450

Other regulatory adjustments (deferred tax, securisation positions, prudential filter)

–7,319

–10,431

Total regulatory deduction

–53,083

–38,797

Eligible core capital (tier 1)

978,962

942,783

Eligible core capital (adjusted)

978,962

942,783

Credit risk (in accordance with Liechtenstein standard approach)

320,430

299,785

thereof price risk regarding equity securities in the banking book

8,265

4,098

Market risk (in accordance with Liechtenstein standard approach)

20,253

17,163

Operational risk (in accordance with basic indicator approach)

45,535

43,136

Credit Value Adjustment (CVA)

1,130

742

Total required equity

387,348

360,826

Capital buffer

242,093

225,516

Total required equity including capital buffer

629,441

586,342

 

 

 

CET1 equity ratio

20.2 %

20.9 %

Tier 1 ratio

20.2 %

20.9 %

Overall equity ratio

20.2 %

20.9 %

 

 

 

Total risk-weighted assets

4,841,859

4,510,319

 

 

 

Return on investment (net income / average balance sheet total)

0.5 %

0.4 %

1 unaudited

 

5. Financial risks

Whilst complying with the relevant legal and regulatory provisions, the monitoring and steering of financial risks is based upon internal bank target measures and limits relating, inter alia, 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 by the ordinary risk evaluation.

In this respect, the Board of Directors lays down strategic guard rails within which risk management is conducted. The identification, measurement, steering and monitoring of all relevant risks is handled at the operating level. Group Executive Management is responsible for the implementation and observance of the risk strategy for financial risks as approved by the Board of Directors. 

 

Market risks

Market risks arise from positions in debt securities, equities and other financial investments, foreign currencies, precious metals and related derivatives, as well as from interbank and client activities. 

Interest-rate risk in VP Bank’s balance sheet constitutes a significant component of market risk. It arises primarily because of differing maturities of asset and liability positions. The maturity-structure table shows the assets and liabilities of VP Bank regarding their maturity, split into sight positions, cancellable positions and those with differing maturities (cf. appendix 35). Asset and liability positions of VP Bank denominated in foreign currencies are of importance to determine the currency risk. A balance sheet overview by currency is to be found in appendix 34 (cf. balance sheet by currency). 

The Bank applies a comprehensive set of methods and indicators for the monitoring and management of market risks. In this respect, the value-at-risk approach was established 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. The value-at-risk indicator is computed on a Group-wide basis with the method of historic simulation.

In this process, the historical movements in market data over a period of at least five years are used in order to measure value-at-risk for all positions subject to market risk. The projected loss is valid for a holding period of ten trading days and will not be exceeded with a probability of 99 per cent. For fixed rate positions interest rate risk is calculated based on the respective fixed interest period, whereas an internal replication model is applied for floating positions.

The market value-at-risk of VP Bank Group at 31 December 2019 amounted to CHF 24.1 million (prior year scaled to a holding period of ten days CHF 30.9 million).

The table to the right shows a break down of the overall value-at-risk into different types of market risk. The com­putation of average, highest, lowest values by risk type and in aggregate is based on a separate year-on-year ­perspective; the aggregate value thus does not necessarily equate to the sum of the respective individual values by risk type.

 

Market-Value-at-Risk
(value at end of month)

in CHF million

Total

Interest-
rate risk

Equity
price and
commodity
risk

Currency
risk

2019

 

 

 

 

Year-end

24.1

6.7

8.7

8.7

Average

28.0

10.4

8.5

9.1

Highest value

29.5

12.4

9.4

9.7

Lowest Value

24.1

6.7

6.8

8.4

 

 

 

 

 

20181

 

 

 

 

Year-end

30.9

16.6

7.2

7.2

Average

28.7

15.7

6.6

6.4

Highest value

30.9

16.7

7.2

7.2

Lowest Value

23.8

13.8

3.9

6.1

  1. From 2019, a holding period of 10 days will be used for market risks; the previous year's figures have been adjusted accordingly.

As maximum losses arising from extreme market situations cannot be determined by the value-at-risk approach, the ­market risk analysis is supplemented by stress tests. Such tests enable the Bank to estimate the effects of extreme ­fluctu­ations in market risk factors on the net present value. In this manner, the fluctuations in net present value of all ­balance-sheet positions and derivatives in the area of market risks are computed with the aid of sensitivity indicators based on 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 shows the key rate duration of positions exposed to market risk. First, the present values of all asset and liability positions as well as derivative financial instruments are determined. The interest rates of the relevant interest-rate curves are then increased by one per cent (+100 basis points) in each maturity band and per currency. 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 increase

in CHF 1,000

within
1 month

1 to 3
months

3 to 12
months

1 to 5
years

over
5 years

Total

31.12.2019

 

 

 

 

 

 

CHF

1,207

753

2,077

–2,330

–8,213

–6,506

EUR

701

–422

1,734

–3,332

–16,231

–17,550

USD

534

–977

1,178

–7,923

–3,312

–10,500

Other currencies

57

41

550

2,426

0

3,074

Total

2,499

–605

5,539

–11,159

–27,756

–31,482

 

 

 

 

 

 

 

31.12.2018

 

 

 

 

 

 

CHF

1,197

1,439

1,262

–22,036

–19,677

–37,815

EUR

909

–194

1,019

–12,259

–14,436

–24,961

USD

769

–464

–464

–13,434

–3,552

–17,145

Other currencies

142

–54

442

1,583

0

2,113

Total

3,017

727

2,259

–46,146

–37,665

–77,808

In the table to the right the effects of a negative movement in the principal currencies on Group net income and shareholders’ equity are set out. Responsible for the underlying fluctuation of the Swiss franc against the Euro and the US dollar is the implicit volatility as of 31.12.2019 and 31.12.2018, respectively. 

Movements in significant foreign currencies

Currency

Variance
in %

Effect on
net income
in CHF 1,000

Effect on
equity
in CHF 1,000

2019

 

 

 

EUR

–5

–2,939 

USD

–6

–6,440 

–3,844 

 

 

 

 

2018

 

 

 

EUR

–6

–2,924 

USD

–8

–8,097 

–4,115 

The impact of a potential downturn in equity markets of 10, 20 and 30 per cent, respectively, on Group net income and equity is illustrated by the following table.

 

Movement in relevant equity share markets

Variance

Effect on
net income
in CHF 1,000

Effect on
equity
in CHF 1,000

2019

 

 

–10 %

–3,508 

–10,649 

–20 %

–7,015 

–21,297 

–30 %

–10,523 

–31,946 

 

 

 

2018

 

 

–10 %

–8,090 

–5,114 

–20 %

–16,180 

–10,227 

–30 %

–24,271 

–15,341 

For risk steering purposes, derivative financial instruments are entered into in the banking book and for hedging equity, interest-rate and currency risks as well as to manage the banking book. The derivatives eligible for this purpose are laid down in the Risk Policy.

VP Bank refinances its medium- to long-term client loans and its nostro positions in interest-bearing debt securities primarily by short-term client deposits and is therefore exposed to interest-rate risk. Rising interest rates have an adverse impact on the net present value of interest-bearing credits and refinancing costs. As part of its Asset & Liability Management, mostly interest-rate swaps accounted for at fair-value are deployed to hedge this risk. VP Bank applies fair-value hedge accounting under IFRS in order to counterbalance the effect of changes in the value of the hedged items in the balance sheet. For this, the hedged items (fixed-interest credits) are linked to the hedging instrument (payer swaps) by estblishing hedging relationships. In the event of fair-value changes caused by interest-rate changes, the value of the respective hedged item is adjusted and the gains/losses are accounted for as income. 

Because the unsettled fixed-interest positions are transformed into variable interest-rate positions through the conclusion of payer swaps, a close economic relationship exists between the underlying and hedging transactions in relation to the hedged risk. Therefore, the hedging ­relationship between the designated amount of the underlying transactions and the designated amount of the ­hedging instruments (hedge ratio) is set on a one-to-one basis. A hedging relationship is efficient and/or effective whenever the movements in the value of the underlying and hedging transactions which are induced by interest-rate changes offset each other. Ineffectiveness is a result primarily of deviations in duration e.g. as a result of differing interest rates, timing of interest payments or differing maturities.

The initial efficiency of a hedging relationship is proven with a prospective effectiveness test. For this purpose, future changes in the fair-value of the underlying and hedging transactions are simulated based upon scenarios and subjected to a regression analysis. Effectiveness is assessed based on the results of the analysis. Repeated reviews take place during the duration of the hedging relationship. 

VP Bank has hedged its own financial investments against currency fluctuations in the main currencies through the conclusion of foreign-currency forward contracts. In prin­ciple, no currency risks should arise from client activities; residual unsettled foreign-currency positions are closed out over the foreign-currency spot market. Group Trading & Execution is responsible for the management of foreign- currency risks arising from client activities. 

 

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, refinancing concentrations may lead to a liquidity risk if they are so significant that a massive withdrawal of the related funds could trigger liquidity problems. 

Liquidity risks are monitored and managed using internal targets and limits for interbank and credit business – whilst complying with the legal liquidity norms and pro­visions regarding risk concentrations on the assets’ and liabilities’ side. 

As at the end of 2019, a lower limit of 100 per cent for the Liquidity Coverage Ratio (LCR) applies. With a value of 213 per cent for the LCR at the end of 2019, VP Bank ­presents a very comfortable liquidity situation.

In the area of short-term maturity bands, the Bank refinances itself, to a significant degree, with sight deposits from clients. The maturity structure of assets and liabilities is set out in appendix 35

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

 

Credit risks

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

Risk concentrations may arise from large loans or through inadequate diversification of the credit portfolio. They may arise because borrowers are domiciled in the same countries or regions, are active in the same industry ­segment or possess similar collateral. Concentrations can lead to the creditworthiness of borrowers being impacted by the same economic, political or other factors. Risk concentrations are closely monitored and controlled by corresponding limits and operational ­controls. 

As of 31 December 2019, the total credit exposures amounted to CHF 10.1 billion without considering collateral (31 December 2018: CHF 9.6 billion). The table to the right shows the composition thereof by on- and off-balance sheet positions.

 

Credit exposures

in CHF 1,000

31.12.2019

31.12.2018

On-balance-sheet assets

 

 

Receivables arising from money market papers

122,956

67,407

Due from banks

735,026

771,107

Due from customers

6,796,832

6,195,833

Public-law enterprises

484

493

Trading portfolios

 

 

Derivative financial instruments

72,513

42,164

Financial instruments at fair value

73,805

112,678

Financial instruments measured at amortised cost

2,302,477

2,389,521

Total

10,104,093

9,579,203

 

 

 

Off-balance-sheet transactions

 

 

Contingent liabilities

143,951

207,207

Irrevocable facilities granted

97,495

93,898

Total

241,446

301,105

The following tables show the aggregate credit exposures split by counterparty, collateral, risk-weighting classes and domicile. For an analysis of financial instruments by rating, ➔table on page 134

 

Credit exposures by counterparty

in CHF 1,000

Central
governments
and
central banks

Banks
and
securities
dealers

Other
institutions

Corporates

Private
customers
and small
enterprises

Other
positions

Total

On-balance-sheet assets as of 31.12.2019

 

 

 

 

 

 

 

Receivables arising from money market papers

122,956

 

 

 

 

 

122,956

Due from banks

 

735,026

 

 

 

 

735,026

Due from customers

 

 

 

2,256,590

4,540,242

 

6,796,832

Public-law enterprises

 

 

484

 

 

 

484

Trading portfolios

 

 

 

 

 

 

0

Derivative financial instruments

 

19,287

11

16,466

36,688

61

72,513

Financial instruments at fair value

4,175

15,898

5,458

48,274

 

 

73,805

Financial instruments measured at amortised cost

273,825

662,160

258,700

1,107,792

 

 

2,302,477

Total

400,956

1,432,371

264,652

3,429,122

4,576,930

61

10,104,093

 

 

 

 

 

 

 

 

Off-balance-sheet transactions as of 31.12.2019

 

 

 

 

 

 

 

Contingent liabilities

 

4,407

 

105,646

33,899

 

143,951

Irrevocable facilities granted

 

 

 

31,297

66,198

 

97,495

Total

0

4,407

0

136,943

100,096

0

241,446

On-balance-sheet assets as of 31.12.2018

 

 

 

 

 

 

 

Receivables arising from money market papers

66,407

 

 

1,000

 

 

67,407

Due from banks

 

771,107

 

 

 

 

771,107

Due from customers

3,071

22,120

312,855

1,766,980

4,090,258

549

6,195,833

Public-law enterprises

 

 

493

 

 

 

493

Trading portfolios

 

 

 

 

 

 

0

Derivative financial instruments

 

11,434

819

9,428

20,461

22

42,164

Financial instruments at fair value

8,889

28,004

22,500

53,275

 

9

112,678

Financial instruments measured at amortised cost

380,537

593,205

344,834

1,070,945

 

 

2,389,521

Total

458,905

1,425,870

681,502

2,901,627

4,110,719

581

9,579,203

 

 

 

 

 

 

 

 

Off-balance-sheet transactions as of 31.12.2018

 

 

 

 

 

 

 

Contingent liabilities

 

56,688

176

120,028

30,315

 

207,207

Irrevocable facilities granted

 

 

1,984

30,910

48,916

12,088

93,898

Total

0

56,688

2,160

150,938

79,231

12,088

301,105

 

The following table shows credit exposures according to collateral. Receivables from clients are generally granted on a secured basis. This area primarily includes the mortgage business in Switzerland and Liechtenstein, the lombard credit business as well as a small number of special credits. Receivables from banks as well as financial instruments are granted on an unsecured basis. 

In the mortgage-loan business, primarily residential properties, mixed or commercial objects in Switzerland and Liechtenstein serve as security. As regards the guidelines and procedures to value and manage mortgage collateral, the prescriptions of the Liechtenstein Capital-Adequacy Ordinance apply. Lombard credits are granted, by default, against pledges of liquid and diversified securities portfolios. In addition, life-assurance policies can be used as security. Pre-defined ­minimum requirements apply for the issuers of such policies. Each issuer is to be approved in advance.

The qualitative requirements for collateral as well as the eligible collateral types are set internally. Collateralisation policies have not varied significantly since the prior year. Risk concentrations within collateral can be avoided through a prudent credit policy. The standard collateralisation of credit exposures and conservative collateral limits lead to a significant reduction in the expected credit loss (ECL) particularly in the area of mortgage and lombard credits. 

 

Credit exposures by collateral

in CHF 1,000

Secured by recognised
financial collateral

Not secured by recognised
financial collateral

Total

On-balance-sheet assets as of 31.12.2019

 

 

 

Receivables arising from money market papers

 

122,956

122,956

Due from banks

 

735,026

735,026

Due from customers

6,028,571

768,261

6,796,832

Public-law enterprises

 

484

484

Trading portfolios

 

 

0

Derivative financial instruments

30,962

41,551

72,513

Financial instruments at fair value

 

73,805

73,805

Financial instruments measured at amortised cost

 

2,302,477

2,302,477

Total

6,059,533

4,044,560

10,104,093

 

 

 

 

Off-balance-sheet transactions as of 31.12.2019

 

 

 

Contingent liabilities

133,355

10,597

143,951

Irrevocable facilities granted

47,732

49,763

97,495

Total

181,087

60,360

241,446

On-balance-sheet assets as of 31.12.2018

 

 

 

Receivables arising from money market papers

 

67,407

67,407

Due from banks

 

771,107

771,107

Due from customers

5,698,639

497,194

6,195,833

Public-law enterprises

 

493

493

Trading portfolios

 

 

0

Derivative financial instruments

25,125

17,039

42,164

Financial instruments at fair value

 

112,678

112,678

Financial instruments measured at amortised cost

 

2,389,521

2,389,521

Total

5,723,764

3,855,439

9,579,203

 

 

 

 

Off-balance-sheet transactions as of 31.12.2018

 

 

 

Contingent liabilities

202,170

5,037

207,207

Irrevocable facilities granted

16,975

76,923

93,898

Total

219,145

81,960

301,105

In the case of amounts due from banks, money-market paper as well as nostro positions in interest-bearing securities, the valuation is based upon external ratings. The following tables show the individual on- and off-balance-sheet positions according to risk-weight classes and country of domicile.

 

Credit exposures by risk-weighting classes

in CHF 1,000

0 %

10 %

20 %

35 %

50 %

75 %

100 %

150 %

Total

On-balance-sheet assets as of 31.12.2019

 

 

 

 

 

 

 

 

 

Receivables arising from money market papers

122,956

 

 

 

 

 

 

 

122,956

Due from banks

217,035

 

511,267

 

6,718

 

7

 

735,026

Due from customers

2,912,406

 

290,683

1,970,034

780,947

10,855

797,655

34,735

6,797,316

Derivative financial instruments

34,602

 

19,001

 

1,810

 

17,099

 

72,513

Financial instruments

439,593

422,130

570,277

 

565,580

 

378,702

 

2,376,282

Total 

3,726,591

422,130

1,391,229

1,970,034

1,355,055

10,855

1,193,463

34,735

10,104,093

 

 

 

 

 

 

 

 

 

 

Off-balance-sheet transactions as of 31.12.2019

 

 

 

 

 

 

 

 

 

Contingent liabilities

 

 

2,944

 

901

 

139,745

362

143,951

Irrevocable facilities granted

 

 

 

 

 

 

97,495

 

97,495

Total 

0

0

2,944

0

901

0

237,240

362

241,446

 

 

 

 

 

 

 

 

 

 

On-balance-sheet assets as of 31.12.2018

 

 

 

 

 

 

 

 

 

Receivables arising from money market papers

19,674

 

46,733

 

 

 

1,000

 

67,407

Due from banks

179,505

 

564,777

 

26,796

 

29

 

771,107

Due from customers

2,711,487

 

39,827

2,032,767

803,498

21,568

578,449

8,730

6,196,326

Derivative financial instruments

21,592

 

7,254

 

3,427

6

9,884

 

42,164

Financial instruments

599,650

 

995,028

 

579,785

 

327,736

 

2,502,199

Total 

3,531,908

0

1,653,620

2,032,767

1,413,505

21,574

917,099

8,730

9,579,203

 

 

 

 

 

 

 

 

 

 

Off-balance-sheet transactions as of 31.12.2018

 

 

 

 

 

 

 

 

 

Contingent liabilities

65,252

 

573

 

917

779

139,687

 

207,207

Irrevocable facilities granted

 

 

1,984

500

 

1,895

89,519

 

93,898

Total 

65,252

0

2,557

500

917

2,674

229,206

0

301,105

 

Credit exposures by country of domicile

in CHF 1,000

Liechtenstein 
and Switzerland

Europe

North
America
1

South
America

Asia

Other

Total

On-balance-sheet assets as of 31.12.2019

 

 

 

 

 

 

 

Receivables arising from money market papers

 

 

38,351

 

84,604

 

122,956

Due from banks

538,296

182,343

5,388

 

8,326

673

735,026

Due from customers

3,781,796

1,252,132

1,016,412

42,639

608,835

95,016

6,796,832

Public-law enterprises

 

 

484

 

 

 

484

Trading portfolios

 

 

 

 

 

 

0

Derivative financial instruments

23,276

15,861

5,296

33

27,684

364

72,513

Financial instruments at fair value

 

46,114

23,018

 

4,673

 

73,805

Financial instruments measured
at amortised cost

326,410

1,005,862

802,196

10,974

115,590

41,446

2,302,477

Total

4,669,778

2,502,312

1,891,145

53,646

849,712

137,499

10,104,093

 

 

 

 

 

 

 

 

Off-balance-sheet transactions as of 31.12.2019

 

 

 

 

 

 

 

Contingent liabilities

94,050

15,451

26,588

1,580

3,958

2,325

143,951

Irrevocable facilities granted

59,242

9,004

29,175

 

74

 

97,495

Total

153,292

24,455

55,763

1,580

4,032

2,325

241,446

 

 

 

 

 

 

 

 

On-balance-sheet assets as of 31.12.2018

 

 

 

 

 

 

 

Receivables arising from money market papers

1,000

 

19,674

 

46,733

 

67,407

Due from banks

583,419

153,043

6,089

 

27,709

848

771,107

Due from customers

3,692,992

1,066,474

770,882

15,570

558,379

91,536

6,195,833

Public-law enterprises

 

 

493

 

 

 

493

Trading portfolios

 

 

 

 

 

 

0

Derivative financial instruments

13,891

10,223

3,921

151

13,708

271

42,164

Financial instruments at fair value

 

77,153

29,085

 

6,440

 

112,678

Financial instruments measured
at amortised cost

326,919

977,641

915,540

10,967

109,207

49,248

2,389,521

Total

4,618,222

2,284,533

1,745,682

26,687

762,176

141,903

9,579,203

 

 

 

 

 

 

 

 

Off-balance-sheet transactions as of 31.12.2018

 

 

 

 

 

 

 

Contingent liabilities

116,572

13,132

67,087

5,224

3,059

2,132

207,207

Irrevocable facilities granted

60,480

10,981

22,361

 

75

 

93,898

Total

177,053

24,113

89,449

5,224

3,134

2,132

301,105

  1. As per ISO-3166 the Caribbean countries are shown under North America.

 

Within the scope of the client lending business, credits are granted on a regional and international basis to private and commercial clients whereby the focus is on the private client business with CHF 3.4 billion of mortgage loans (31 December 2018: CHF 3.2 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 exposures, there are no risk concentrations by industry or segment. 

The ten largest single exposures account for 11 per cent of the total credit exposure (31 December 2018: 13 per cent). Exposures to banks relate exclusively to institutions with a high credit capacity (investment grade rating) and registered office in an OECD country. 

In addition to the Risk Policy, the Credit-Granting Rules constitute the binding framework regulating client-­risk management. They set out the general guidelines governing credit granting, the framework conditions for the conclusion of credit business and the decision makers powers including corresponding band widths for credit approvals (rules on powers of authority). 

In principle, the exposures in the private-client and commercial business must be covered by the collateral value (collateral less a deduction for risk). Counterparty risks in the loan business are governed by limits which restrict the level 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 arise from the reverse repo business, securities & lending 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, not only counterparty risk but also liquidity risk is reduced 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 contains the level of exposure depending on the duration, rating, risk domicile and collateral of the counterparty. In this regard, VP Bank uses for banks the ratings of 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 unex- pected credit loss to monitor and measure credit risk. The expected credit loss calculates – based on historical loss data and estimated default probabilities – the loss per credit portfolio which is to be expected within one year. The unexpected credit loss measures the deviation of the actual loss based on a confidence level of 99 per cent over a risk horizon of one year.

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

 

Credit derivatives (contract volume)

in CHF 1,000

Providers of
collateral as of
31.12.2019

Providers of
collateral as of
31.12.2018

Collateralised debt obligations

0

9

Total

0

9

The following table shows impaired and non-performing receivables, as well as specific valuation allowances, by country of domicile.

 

Impaired, non-performing and valuation-adjusted credit exposures by country of domicile

in CHF 1,000

Impaired receivables
subject to default
risk (gross amount)

Overdue receivables
(gross amount)

Individual value
adjustments

31.12.2019

 

 

 

Liechtenstein and Switzerland

22,386

18,066

7,550

Europe

11,148

11,148

11,124

North America

23,167

23,167

13,080

South America

 

 

 

Asia

 

 

 

Other

 

 

 

Total 

56,701

52,381

31,754

 

 

 

 

31.12.2018

 

 

 

Liechtenstein and Switzerland

25,224

16,473

7,950

Europe

15,817

9,072

15,684

North America

19,155

 

9,390

South America

 

 

 

Asia

 

 

 

Other

 

470

 

Total 

60,196

26,015

33,024

 

Non-interest-bearing receivables according to remaining duration

in CHF 1,000

Due within
3 months

Due within
3 to 6 months

Due within
6 to 12 months

Due after
12 months

Total

Total reporting period 2019

39,758

 

 

12,623

52,381

Total reporting period 2018

24,658

 

 

1,357

26,015

 

Country risk

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 risk is undertaken 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; positions 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. 

Country risks are monitored and limited according to their country rating. The following table shows the split of credit exposures by rating classes. Non-rated country exposures are mostly exposures from local business activities (receivables secured by mortgage) of VP Bank (BVI) Limited.

 

Country exposures according to rating

in %

31.12.2019

31.12.2018

AAA

84.9

86.5

AA

12.0

8.8

A

0.6

2.3

BBB – B

0.9

0.7

CCC – C

0.1

0.1

Not Rated

1.5

1.6

Total

100.0

100.0

 

IFRS 9 Impairment

On the following pages the additional tables to be disclosed in connection with IFRS 9 Impairment are set out.

 

Credit exposures by rating classes

in CHF 1,000

 

Carrying amount of the below financial position
 
 

 

Rating
(Standard &
Poor’s or
Equivalent)

Stage 1

Stage 2

Stage 3

Total
31.12.2019

Total
31.12.2018

Cash and cash equivalents

 

 

 

 

 

 

Investment Grade

 

 

 

 

 

 

Very Low credit risk

AAA

2,896,279

 

 

2,896,279

2,507,690

Low credit risk

AA+, AA, AA-, A+, A, A-

 

 

 

0

 

Moderate credit risk 

BBB+, BBB, BBB-

 

 

 

0

 

Non Investment Grade

BB+, BB, BB-,
B+, B, B-,
CCC+, CCC,
CCC-, CC, C

 

 

 

0

 

Default

D

 

 

 

0

 

Gross Carrying amount

 

2,896,279

0

0

2,896,279

2,507,690

Loss allowance

 

–113

 

 

–113

–133

Carrying amount

 

2,896,166

0

0

2,896,166

2,507,557

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Receivables arising from money market papers

 

 

 

 

 

Investment Grade

 

 

 

 

 

 

Very Low credit risk

AAA

84,626

 

 

84,626

46,741

Low credit risk

AA+, AA, AA-, A+, A, A-

38,365

 

 

38,365

19,677

Moderate credit risk 

BBB+, BBB, BBB-

 

 

 

0

1,000

Non Investment Grade

BB+, BB, BB-,
B+, B, B-,
CCC+, CCC,
CCC-, CC, C

 

 

 

0

 

Default

D

 

 

 

0

 

Gross Carrying amount

 

122,990

0

0

122,990

67,418

Loss allowance

 

–34

 

 

–34

–11

Carrying amount

 

122,956

0

0

122,956

67,407

Due from banks

 

 

 

 

 

Investment Grade

 

 

 

 

 

 

Very Low credit risk

AAA

105,842

 

 

105,842

72,952

Low credit risk

AA+, AA, AA-, A+, A, A-

333,932

 

 

333,932

458,518

Moderate credit risk 

BBB+, BBB, BBB-

75,309

 

 

75,309

22,311

Non Investment Grade

BB+, BB, BB-,
B+, B, B-,
CCC+, CCC,
CCC-, CC, C

 

 

 

0

35,694

Default

D

 

 

 

0

 

Gross Carrying amount

 

515,083

0

0

515,083

589,475

Loss allowance

 

–86

 

 

–86

–92

Carrying amount

 

514,997

0

0

514,997

589,383

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Due from customers

 

 

 

 

 

Low credit risk

 

6,703,401

 

 

6,703,401

6,067,109

Moderate credit risk 

 

13,790

65,333

 

79,123

112,467

High Credit Risk

 

 

 

22,216

22,216

32,099

Doubtful

 

 

 

5,577

5,577

6,213

Default

 

 

 

23,070

23,070

22,474

Gross Carrying amount

 

6,717,191

65,333

50,863

6,833,386

6,240,362

Loss allowance

 

–1,879

–2,438

–31,754

–36,071

–44,036

Carrying amount

 

6,715,312

62,895

19,109

6,797,316

6,196,326

 

 

 

 

 

 

 

 

Financial instruments measured at amortised cost

 

 

 

 

 

Investment Grade

 

 

 

 

 

 

Very Low credit risk

AAA

577,239

 

 

577,239

550,732

Low credit risk

AA+, AA, AA-, A+, A, A-

1,453,358

 

 

1,453,358

1,602,338

Moderate credit risk 

BBB+, BBB, BBB-

273,188

 

 

273,188

237,809

Non Investment Grade

BB+, BB, BB-,
B+, B, B-,
CCC+, CCC,
CCC-, CC, C

 

 

 

0

 

Default

D

 

 

 

0

 

Gross Carrying amount

 

2,303,785

0

0

2,303,785

2,390,879

Loss allowance

 

–1,308

 

 

–1,308

–1,358

Carrying amount

 

2,302,477

0

0

2,302,477

2,389,521

 

in CHF 1,000

Exposure to credit risk on loan commitments and financial guarantee contracts

 

Stage 1

Stage 2

Stage 3

Total
31.12.2019

Total
31.12.2018

Exposure to credit risk on loan commitments and financial guarantee contracts

 

 

 

 

 

Low credit risk

11,453

 

 

11,453

23

Moderate credit risk 

 

 

 

0

 

High Credit Risk

220,254

160

 

220,414

287,754

Doubtful

 

 

 

0

 

Default

 

 

 

0

 

Gross Carrying amount

231,707

160

0

231,867

287,777

Loss allowance

–295

 

 

–295

–31

Carrying amount

231,412

160

0

231,572

287,746

 

Information about amounts arising from expected credit losses

in CHF 1,000

Expected credit loss of the below financial position

 

Stage 1

Stage 2

Stage 3

Total
2019

Total
2018

Receivables arising from money market papers

 

 

 

 

 

01 January

11

 

 

11

4

New financial assets originated or purchased

34

 

 

34

11

Transfers

 

 

 

0

 

to stage 1

 

 

 

0

 

to stage 2

 

 

 

0

 

to stage 3

 

 

 

0

 

Net remeasurement of loss allowance

 

 

 

0

 

Financial assets derecognised during period (not written off)
i.e., repayments, modifications, sales, etc. 

–11

 

 

–11

–4

Changes in models/risk parameters

 

 

 

0

 

Amounts written off on loans / utilisation in accordance with purpose

 

 

 

0

 

Foreign exchange and other adjustments 

 

 

 

0

 

31 December

34

0

0

34

11

 

 

 

 

 

 

 

 

 

 

 

 

Due from banks

 

 

 

 

 

01 January

92

 

 

92

22

New financial assets originated or purchased

12

 

 

12

18

Transfers

 

 

 

0

 

to stage 1

 

 

 

0

 

to stage 2

 

 

 

0

 

to stage 3

 

 

 

0

 

Net remeasurement of loss allowance

 

 

 

0

 

Financial assets derecognised during period (not written off)
i.e., repayments, modifications, sales, etc. 

–17

 

 

–17

–9

Changes in models/risk parameters

 

 

 

0

 

Amounts written off on loans / utilisation in accordance with purpose

 

 

 

0

 

Foreign exchange and other adjustments 

–1

 

 

–1

61

31 December

86

0

0

86

92

 

 

 

 

 

 

Due from customers - mortgage loans1

 

 

 

 

 

01 January

61

6,529

9,254

15,844

37,792

New financial assets originated or purchased

15

188

 

203

429

Transfers

 

 

 

0

 

to stage 1

6,419

–4,135

–2,284

0

 

to stage 2

 

 

 

0

 

to stage 3

 

–431

431

0

 

Net remeasurement of loss allowance

–6,423

292

2,600

–3,531

–15,663

Financial assets derecognised during period (not written off)
i.e., repayments, modifications, sales, etc. 

–13

–1,097

–394

–1,504

–6,734

Changes in models/risk parameters

 

 

 

0

 

Amounts written off on loans / utilisation in accordance with purpose

 

 

–332

–332

 

Foreign exchange and other adjustments 

–2

63

–313

–252

20

31 December

57

1,409

8,962

10,428

15,844

 

 

 

 

 

 

 

 

 

 

 

 

Due from customers - lombard loans1

 

 

 

 

 

01 January

241

3,933

17,662

21,836

23,468

New financial assets originated or purchased

1,281

137

 

1,418

4,072

Transfers

 

 

 

0

 

to stage 1

 

 

0

0

 

to stage 2

 

 

 

0

 

to stage 3

 

–1

1

0

 

Net remeasurement of loss allowance

137

 

–94

43

422

Financial assets derecognised during period (not written off)
i.e., repayments, modifications, sales, etc. 

–140

–3,049

–473

–3,662

–4,883

Changes in models/risk parameters

 

 

 

0

 

Amounts written off on loans / utilisation in accordance with purpose

 

 

 

0

–1,476

Foreign exchange and other adjustments 

1

1

658

660

233

31 December

1,520

1,021

17,754

20,295

21,836

 

 

 

 

 

 

 

 

 

 

 

 

Due from customers - other loans1

 

 

 

 

 

01 January

243

5

6,108

6,356

1,768

New financial assets originated or purchased

130

7

 

137

172

Transfers

 

 

 

0

 

to stage 1

 

 

 

0

 

to stage 2

 

 

 

0

 

to stage 3

 

 

0

0

 

Net remeasurement of loss allowance

12

 

20

32

4,600

Financial assets derecognised during period (not written off)
i.e., repayments, modifications, sales, etc. 

–83

–4

–693

–780

–134

Changes in models/risk parameters

 

 

 

0

 

Amounts written off on loans / utilisation in accordance with purpose

 

 

 

0

–60

Foreign exchange and other adjustments 

 

 

–398

–398

10

31 December

302

8

5,038

5,348

6,356

 

 

 

 

 

 

Financial instruments - measured at amortised cost

 

 

 

 

 

01 January

1,358

 

 

1,358

1,202

New financial assets originated or purchased

355

 

 

355

496

Transfers

 

 

 

0

 

to stage 1

 

 

 

0

 

to stage 2

 

 

 

0

 

to stage 3

 

 

 

0

 

Net remeasurement of loss allowance

–175

 

 

–175

–96

Financial assets derecognised during period (not written off)
i.e., repayments, modifications, sales, etc. 

–232

 

 

–232

–243

Changes in models/risk parameters

 

 

 

0

 

Amounts written off on loans / utilisation in accordance with purpose

 

 

 

0

 

Foreign exchange and other adjustments 

2

 

 

2

–1

31 December

1,308

0

0

1,308

1,358

  1. By type of collateral.

Cash and cash equivalents (in CHF 1,000)

 

 

 

 

 

01 January

133

 

 

133

168

Net remeasurment of loss allowance

 

 

 

0

–37

New financial assets originated or purchased

6

 

 

6

1

Financial assets derecognised during period (not written off) i.e., repayments, modifications, sales, etc. 

–26

 

 

–26

1

31 December

113

0

0

113

133

 

 

 

 

 

 

 

 

 

 

 

 

Exposure to credit risk on loan commitments and financial guarantee contracts

 

 

 

 

 

01 January

30

1

 

31

13

Net remeasurment of loss allowance

8

 

 

8

–1

Financial assets derecognised during period (not written off) i.e., repayments, modifications, sales, etc. 

–4

–1

 

–5

–5

New financial assets originated or purchased

263

 

 

263

5

Foreign exchange and other movements

–2

 

 

–2

19

31 December

295

0

0

295

31

 

The following table shows the effect on valuation allowances of significant changes in the gross carrying values of financial instruments.

in CHF 1,000

Impact: increase/decrease

 

 

Stage 1

Stage 2

Stage 3

Total
2019

Total
2018

Volume change of central banks, money market instruments and banks by CHF 371 million (prior year: - CHF 1.168 million)

1

 

 

1

–21

Volume change of bonds amc/oci by CHF 79 million
(prior year: CHF 218 million)

–51

 

 

–51

157

Volume change of customer loans by CHF 572 million
(prior year: CHF 549 million)

1,340

 

 

1,340

86

Impact of changes in volumes on loss allowances

1,290

0

0

1,290

222

Mortgage claims at VP Bank (BVI) Ltd

2

–4,214

 

–4,212

–13,475

Loans with special collateral at VP Bank (Luxembourg) SA

 

–2,907

 

–2,907

0

Reassessment of other customer loans with specific allowances

 

 

 

0

–581

Impact of changes in customer loans with additional risk provisions

2

–7,121

0

–7,119

–14,056

Other effects

265

–3

 

262

–330

Total

1,557

–7,124

0

–5,567

–14,164

 

The following table provides disclosures on assets which were modified and at the same time have a stage 2 and 3 valuation allowance.

Information about the nature and effect of modifications on the measurement of provision
for doubtful debts (Stage 2 and 3)
in CHF 1,000

Total
2019

Total
2018

Financial assets modified during the period

 

 

Amortised cost before modification

0

 

Net modificaton loss

0

 

Financial assets modified since initial recognition

 

 

Gross carrying amount at 31 December of financial assets for which loss allowance has changed from stage 2 or stage 3 to stage 1 during the period

24,634

68,560

 

6. Operational risk

Whilst financial risks are assumed consciously in order to earn revenues, operational risk should be avoided by suitable controls and measures or, should this not be ­possible, be reduced to a level set by the Bank. 

The causes for operational risks are multiple. Individuals make mistakes, IT systems fail, or business processes are inoperative. It is therefore necessary to determine the factors which trigger important risk events and their impact in order to contain them with suitable preventive measures. 

The management of operational risks is understood in 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. 

The following methods are deployed:

The internal control system of VP Bank encompasses all process-integrated and process-independent measures, functions and controls which assure the orderly conduct of business operations.

In order to recognise potential losses on a timely basis and in order to ensure sufficient time for the planning and realisation of countermeasures, early-­warning indicators are deployed. 

Significant loss occurrences are systematically recorded and evaluated centrally. The findings from the collection of loss data are applied directly in the risk-management process. 

The Group Risk unit is responsible for the group-wide implementation, monitoring and further development of the risk-management methods deployed and bears specialist responsibility for the related IT application. 

The risk factors resulting in operational risks are assessed within a framework of periodic risk assessments. Group Executive Management decides, based on these assessments, on the handling thereof. 

Each person in an executive 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 address risk. This responsibility may not be delegated.

Knowledge and experience are exchanged within the Group to ensure a coordinated approach. Thanks to a ­uniform implementation, it is possible to provide the relevant target groups (Board of Directors, Group Executive Management and senior management executives) with a meaningful quarterly status report on operational risks within VP Bank Group. 

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

 

7. Business risk

Business risk results, on the one hand, from unexpected changes in market and ambient conditions with an adverse effect on profitability or equity or, on the other, they indicate the danger of unexpected losses resulting from management decisions regarding the business policy orientation of the Group (strategic risk). The Group Executive Management is responsible for managing ­business risk. The latter is analysed by Group Executive Management taking into consideration the environment in the banking sector and the internal situation of the ­company. Top-down scenarios are deduced, and corresponding measures developed, the implementation of which is assigned to the responsible body and/or organi­sational unit (top-down process).

 

8. Reputational risk

Reputational risk includes the risk that the confidence of employees, clients, shareholders, regulatory authorities and the public in general is weakened or the public image and/or reputation of the Bank is impaired as a result of other types of risk or through various events.

In addition to financial and operational risks, reputational risks may also include business risks (including strategy risk). These can lead to losses of assets and/or declines in earnings.

Business risks and any reputational risks are monitored by Group Executive Management.