Beruflich Dokumente
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June 2010
Introduction:
This is the fourth ORX Operational Risk Report. The report contains a high-level overview of the ORX global Operational Risk Loss Database and the high level trends in operational risk losses observed. This edition of the report summarises losses in the period 1 January 2004 up to 31 December 2009. Earlier editions of this report began at 1 January 2002. The two years that have been excluded represent almost 20,000 events of a total of 161,997 and 14Bn Gross Losses of a total of 55Bn. This reduced dataset will have an impact upon the results for Corporate Finance as the large events associated with Enron, WorldCom and others, that were recorded in 2002 & 2003, are now excluded. The dataset, used in this report, still covers over 5 years of losses. In the 2004-2009 period, ORX Members reported 142,293 loss events with a total value of 41,501Mn. Of these events 2009 contributed 27,053 loss events (19%) and 9,110Mn gross loss amount (22%). The report contains some charts relating to losses, on a quarterly basis, since the beginning of 2006. The series of charts beginning with Figure 11a, shows quarterly data of Gross Income, Gross Loss Amounts and Number of Loss Events since the beginning of 2006. This enables a view to be obtained as to the performance of Wholesale and Non-Wholesale business lines during the Financial Crisis. It is likely that some operational risk events, connected with the financial crisis, will take time to resolve and will be reported to ORX in the future. An example is events involving litigation. ORX is a not-for-profit industry association dedicated to advancing the measurement and management of operational risk in the global financial services industry. The association continues to act as a forum for the development of common operational risk standards, leading edge research and collective learning. ORX has recently conducted a survey of practices on the creation and use of Scenarios amongst its Members. This year Members will begin reporting additional attributes for losses. These additional attributes include Products and Processes as well as attributes specific to Large Loss Events. These attributes have been added to increase the value of the data to Members, in particular their business units. Other initiatives that are due to be implemented before the end of 2010 include sector databases, for example Investment Banking, a revised Scaling Model, a Capital Benchmarking exercise, and enhanced reporting to Members. To learn more about ORX please visit our web site at www.orx.org www.orx.org
Copyright Notice All rights in this document are owned and controlled by ORX. ORX permits it to be used internally and transmitted publically, in whole or in part. This permission is granted provided that, if any aspect of this document is incorporated into a public document, into material given to clients by consultant or into commercial products, its ownership by ORX is acknowledged appropriately. ORX has prepared this document with care and attention. ORX does not accept responsibility for any error or omissions. ORX does not warrant the accuracy of the advice, statement or recommendations in this document. ORX shall not be liable for any loss, expense, damage or claim arising from this document. The content of this document does not itself constitute a contractual agreement, and ORX accepts no obligation associated with this document except as expressly agreed in writing.
142,293
16,113
18,226
22,120
23,953
34,828
27,053
41,501
5,531
5,178
5,417
8,111
8,154
9,110
291,659
343,263
284,100
244,1000
338,621
234,122
336,746
Table 1 provides an overall annual summary of the loss data reported to ORX since 1 January 2004. Table 2 has similar data, but on a quarterly basis from the beginning of 2007. As of 31 December 2009, the ORX global Database contained 142,293 individual loss events reported since the beginning of 2004. Each of these loss events has a value that is equal to, or in excess of, 20,000. In terms of the total Gross Loss reported to ORX for this period the sum is 41.5Bn. Of these figures 2009 accounted for 19% of the number of losses and 22% of the gross loss amount, slightly more than the 16.6% indicated for 1 year in 6. Some of the apparent increase in 2009 results may be due to the fact that ORX continues to add Members. One way to adjust for this is to consider the Gross Loss per Loss Event. For the 2004-2008 period the average Gross Loss per Loss Event is 281,074 as opposed to 336,746 for 2009, an increase of 20% in loss size. Some events that have been experienced by ORX Members during the financial crisis, such as litigation, may not be reported until resolution in the years ahead. As a result, in 2011 looking back at the 2009 reported Gross Loss Amounts may show an increase in comparison to the figures reported in Table 1 today.
34,828 27,053
23,953
Figure 1 shows the total number of events reported by year. The chart shows a gradual upward trend that is interrupted by a spike in 2008. A factor that may be contributing to the trend is the increasing number of ORX Members. The spike in 2008 may be associated with the financial crisis and the risk environment in which Members operated.
9,110
8,000
Figure 2 shows the total gross loss amount reported by year. The chart shows a distinct step up in 2007. When this chart is compared with Figure 1, it is clearer that the trend is not just due to the increasing numbers of ORX Members. Due to litigation that is allegedly in progress, it may take more than a year for the final picture of losses in 2007 - 2009 to become clear.
6,000
5,531
5,178
5,417
4,000
2,000
2004i
2005i
2006i
2007i
2008i
2009i
1.73
1.50
Average of 1.44 per 100 Gross Income 1.56 1.34 1.14 1.62 1.36
Figure 3 shows the gross loss amount divided by the gross income. A way of interpreting this chart is that operational risk losses, on average, account for 1.44% of gross income. The result for 2004 must reflect a low gross income year, Figures 1 and 2 do not show it as being a year of large losses. Of interest is that the 2008 spike does not seem to have carried through to 2009. It can be seen in Figure 6 that effects carry through to 2009Qu1 but no further.
1.00
.50
2004i
2005i
2006i
2007i
2008i
2009i
1,309
1,586
1,690
3,527
1,411
1,424
1,702
3,617
3,307
2,056
1,625
2,121
Table 2 has the same structure as Table 1, but from a quarterly perspective rather than annual. There does seem to be a trend of Qu4 generally being the worst in the year for gross loss amount, but 2009Qu1 provides an exception. indicating that perhaps 2008Qu4 and 2009Qu1 was the peak of the financial crisis from an operational risk perspective, This information can be seen graphically in Figures 4 and 5 below. These 12 quarters account for 60% of the total number of losses and the total gross loss amount since 1 January 2004. If we include the major Corporate Finance losses of 2002 & 2003 then a different picture emerges. The average gross loss per event is very volatile with the range of 512,199 to 174,370 being 3x the low figure. Interestingly the high and the low are either side of year-end 2007. The average for this period is approximately 300,000 per event, for 2004-2006 the average is 285,000. Apparently not much change between the two sets of data, however, the results of some litigation still has to feed through into the 2007-2009 data.
6,627
Figure 4 shows the total number of loss events on a quarterly basis, as reported in Table 2. The number of events for this period represents about 60% of the Total Number of Events since 1 January 2004. The spike in 2008Qu4 is perhaps more obvious in the chart than in the table. The spike is about 37% higher than the prior quarter figures, which is also amongst the highest across these 12 quarters. Also of interest is the relative decline in the number of events in 2009.
Figure 5 shows the total gross loss amount on a quarterly basis, as reported in Table 2. The volatility is more transparent in the figure than in the Table. For 2007 and 2008 the last quarter accounts for nearly 45% of losses being reported. The picture for 2009 is obscured by the relatively large amount reported in Qu1. The loss amount for 2008Qu4 is dominated by two events over 200Mn while 2009Qu1 has five. This indicates the influence of Low Frequency High Impact events.
1,586
1,702
Figure 6 shows the total gross loss amount per 100 of gross income. The average for this period compares favourably with the Figure 3 period average of 1.44. Some of the spikes may reflect the booking of operational risk losses as opposed to particularly low gross incomes. By comparison, the strong gross income in 2009 helped to generate ratios at the lower end of the range. Some of the volatility, in comparison to Figure 3, is due to displaying the results on a quarterly, as opposed to annual, basis.
2.00 1.50 1.00 0.50 0 2007Qu1 i 2007Qu3 i 2008Qu1 i 2008Qu3 i 2009Qu1 i 2009Qu3
Operational Riskdata eXchange (ORX) 2010 0.92 1.40 1.15 1.13 1.15 1.21 1.01 1.19 1.28
2009QU1-4 2004-2008
Figure 7 shows the number of loss event segmented by size of loss. The size segments have been selected by feel as opposed to statistical significance. Given the degree of granularity in the size segments there does not appear to be any significant difference between 2009 and the data for 2004-2008. The reduction in the 20k - <100k shows as an increase in the 100k - <500k segment, indicating a small increase in the size of relatively high frequency low impact losses.
2009QU1-4
0.0%
80.0%
20k-<100k
100k-<500k
500k-<1000k
1000-<5000k
5000k-<10000k
10000k+
Figure 8 shows the total gross loss for each of the size loss segments. With the reference data set being composed of events recognised in 2004-2008 the large losses from Corporate Finance in 2002 and 2003 do not show. The chart shows an increase in the total values of losses in the largest loss segment. When interpreted with Figure 7 the implication is that the average size of these large losses is increasing. This segment accounts for 55% of 2009 losses, but only 48% of 2004-2008. The other segments all show a reduction in 2009 data in comparison with 2004-2008. The biggest changes are in the 20k - <100k 9% vs. 11% and 1,000k - <5,000k 13% vs. 15%. Results from current litigation will be reported to ORX in the future and may affect the 2004-2008 benchmark data as much as, or more than, the 2009 results.
Regional Perspective
Figure 9: Distribution of Number of Loss Events by Region 2004-2008 & 2009Q1-4
2004-2008
Other 9%
2009Q1-4
Other 19%
Others Total
Figure 9 shows the distribution of the number of events across the regions. Members report country codes linked to each individual event. These country codes are then mapped to regions for reporting back to ORX Members. This supports anonymity. The region Other is composed of Africa, Central and South America and the Caribbean, Eastern Europe and the Middle East. The geographic distribution of events mirrors the locations where Members are conducting business, not just where their headquarters are located. When comparing 2009 with the benchmark 2004-2008 data the reduction in the size of North America and the increase in size of Others is apparent. An influential factor may be that a number of new ORX Members have significant business in Others region.
Regional Perspective
Figure 10: Distribution of Gross Loss Events by Region 2004-2008 & 2009Q1-4
2004-2008
Other 8%
2009Q1-4
Other 20%
Figure 10 shows the distribution of the total gross loss across the regions. There are dramatic differences between the benchmark period of 2004-2008 and 2009. In particular is the noticeable reduction in the contribution from North America, down from 49% to 26%. At the same time Others increases from 8% to 20% and Western Europe from 43% to 54%. As mentioned above part of this increase in Others may be the result of the location of business activities of some of the newer Members of ORX. It will be interesting, in the years ahead, to see where the losses arising from pending litigation get posted and their impact on the relative share. Even though this reference data set does not include the Corporate Finance North American losses from 2002 and 2003 the message would be the same.
Operational Riskdata eXchange (ORX) 2010
Corporate Finance Trading & Sales Retail Banking Commercial Banking Clearing Agency Services Asset Management Retail Brokerage Private Banking Corporate Items Mutliple Lines Total % of Total
154 773 43,528 4,607 709 310 73 359 408 260 162 51,343
148 558 8,368 336 65 187 183 701 162 1,310 26 12,044 8.46%
275 709 7,797 2,054 86 264 584 2,586 1,637 300 108 16,400 11.53%
406 11,845 19,875 5,358 1,324 5,941 2,716 1,701 2,843 924 269 53,202 37.39%
1,025 14,786 85,925 12,869 2,366 6,869 3,707 5,638 5,275 3,190 643 142,293
0.72% 10.39% 60.39% 9.04% 1.66% 4.83% 2.61% 3.96% 3.71% 2.24% 0.45%
3.27% 36.0836.08%
1%-<5%
5%-10%
>10%
Table 3a shows the distribution of the number of loss events across the Business Lines and Event Types and their intersections. The shading acts as a heat map and represents the contribution to the total number of losses. For the 2004-2008 benchmark period the top three Business Lines are Retail Banking, Trading & Sales and Commercial Banking. The top three Event Types are: Execution, Delivery and Process Management, External Fraud, and Clients Products & Business Practices. Although these three Event Types account for 85% of the number of event the degree of concentration is not as great as for the Business Lines.
10
Corporate Finance Trading & Sales Retail Banking Commercial Banking Clearing Agency Services Asset Management Retail Brokerage Private Banking Corporate Items Mutliple Lines Total % of Total
1 11 692 26 5 10 7 42 28 5 4 831
56 1,874 3,764 1,147 274 1,158 506 360 668 149 17 9,973 36.86%
0 0 56 0 0 0 0 0 0 1 0 57 0.21%
169 2,384 16,185 2,660 505 1,486 686 1,114 1,260 538 66 27,053
0.62% 8.81% 59.83% 9.83% 1.87% 5.49% 2.54% 4.12% 4.66% 1.99% 0.24%
3.07% 36.032.63%
1%-<5%
5%-10%
>10%
Table 3b shows the distribution of the number of loss events across the Business Lines and Event Types and their intersections. The shading acts as a heat map and represents the contribution to the total number of losses. For 2009 the top three Business Lines are Retail Banking, Commercial Banking and Trading & Sales. These three Business Lines account for 78% of the number of losses, a slight reduction in concentration from the 2004-2008 set (80%). Some of the growth in number of losses can be seen in Agency Services 5.5% vs. 4.8% and Private Banking 4.7% vs. 3.7%. The top three Event Types are still: Execution, Delivery and Process Management, External Fraud, and Clients Products & Business Practices. However in 2009 these three Event Types account for 80% vs. 85%. Amongst the other Event Types Employment Practices & Workplace Safety has seen an increased share in 2009 (11% vs. 8.5%). The overall interpretation seems to be one of stability and consistency with the benchmark period of 2004-2008 with a slight shift from Execution to Client related events.
11
Corporate Finance Trading & Sales Retail Banking Commercial Banking Clearing Agency Services Asset Management Retail Brokerage Private Banking Corporate Items Mutliple Lines Total % of Total
959 1,636 3,503 1,776 311 428 878 651 987 437 2,051 13,618 32.81%
758 4,726 3,499 2,077 199 1,021 696 210 356 654 219 14,416 34.74%
0 0 16 0 0 0 0 0 0 1 0 17 0.04%
2,407 9,378 12,364 5,943 606 1,543 1,900 1,209 1,758 1,635 2,758 41,501
5.80% 22.60% 29.79% 14.32% 1.46% 3.72% 4.58% 2.91% 4.24% 3.94% 6.65%
7.81% 36.017.86%
1%-<5%
5%-10%
>10%
Table 4a shows the distribution of the total gross loss amount across the Business Lines and Event Types and their intersections. The shading acts as a heat map and represents the contribution to the total gross loss amount. For the 2004-2008 period the top three Business lines are Retail Banking, Trading & Sales and Commercial Banking. These three Business Lines account for 67% of the gross loss amount. The gross loss amount is less concentrated than the number of losses. If the few but large Corporate Finance Losses of 2002 and 2003 are included then Corporate Finance is elevated from fifth position into the top three. Comparison with Table 3a shows that Retail Banking is dominated by relatively High Frequency Low Impact losses. The top three Event Types are: Execution, Delivery and Process Management, External Fraud, and Clients Products & Business Practices. Although these three Event Types account for 85% of the number of event the degree of concentration is greater than for the Business Lines.
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Corporate Finance Trading & Sales Retail Banking Commercial Banking Clearing Agency Services Asset Management Retail Brokerage Private Banking Corporate Items Mutliple Lines Total % of Total
0 119 99 46 1 14 5 21 28 0 0 334
369 341 442 142 264 22 117 74 516 37 107 2,430 26.68%
1 1 19 3 0 0 18 0 0 2 0 44 0.48%
0 0 0 0 0 0 0 0 0 0 0 5 0.06%
1,141 2,404 2,105 990 323 267 256 152 801 201 470 9,110
12.53% 26.38% 23.11% 10.87% 3.54% 2.93% 2.81% 1.67% 8.79% 2.21% 5.16%
3.67% 36.032.06%
1%-<5%
5%-10%
>10%
Table 4b shows the distribution of the total gross loss amount across the Business Lines and Event Types and their intersections. The shading acts as a heat map and represents the contribution to the total gross loss amount. For 2009 the top three Business Lines are Retail Banking, Trading & Sales and Corporate Finance. These three Business Lines account for 62% of the gross loss amount, a slight reduction in concentration from the 2004-2008 set (67%). Corporate Finance now contributes 12.5% vs. 5.8% for 2004-2008. Following a comparison with Table 3 a & b, it is deduced that this change in ranking is due to Low Frequency High Impact losses, especially due to External Fraud. One of the other changes, in comparison with 2004-2008 is the growth in contribution for Private Banking at 9% up from 4%. The top three Event Types are still: External Fraud Execution, Delivery and Process Management, and Clients Products & Business Practices. However in 2009 these three Event Types account for 90% vs. 85% in 2004-2008. External fraud has seen a dramatic increase to 32% up from 18% in 2004-2008. In contrast Internal fraud has seen a big reduction from 8% to 3.7% in 2009. The dramatic interactions between the Business Lines and Event Types are: External Fraud and Corporate Finance External Fraud and Trading & Sales External Fraud and Retail Banking Clients, Products & Business. Practices and Private Banking Execution, Delivery & Process Management and Trading & Sales Execution, Delivery & Process Management and Retail Banking
These six combinations account for 47% of the total gross loss amount.
Operational Riskdata eXchange (ORX) 2010
13
Business Line
Ranking 1 2 3 4 5 6 7 8 9 Trading & Sales Corporate Finance Private Banking Agency Services Asset Management Commercial Banking Retail Brokerage Clearing Retail Banking
Ranking 1 2 3 4 5 6 7 8 9
Corporate Finance Trading & Sales Asset Management Commercial Banking Private Banking Clearing Agency Services Retail Brokerage Retail Banking
Business Line
Gross Loss/
Ranking
Value Rank
Ranking
Value Rank
Corporate Finance Trading & Sales Clearing Private Banking Asset Management Commercial Banking Agency Services Retail Brokerage Retail Banking
1 2 3 4 5 6 7 8 9
Private Banking Corporate Finance Trading & Sales Clearing Agency Services Asset Management Retail Brokerage Retail Banking Commercial Banking
1 2 3 4 5 6 7 8 9
Tables 5 a and b show two risk rankings for the Business Lines. Corporate Centre and Multiple Lines of Business have been excluded as they do not have Gross Income. For the Average Loss per Event not every business line shows an increase in 2009 over 2004-2008. Business Lines at the top tend to be dominated by Low Frequency High Impact Losses (e.g. Corporate Finance) and those at the bottom are dominated by High Frequency Low Impact Losses (e.g. Retail Banking). Comparing 2009 with the benchmark, 2004-2008, there are some dramatic changes. For example the average loss size for Corporate Finance in 2009 is almost 3x 2004-2008. Clearing shows an increase of a similar size. Meanwhile Trading & Sales and Private Banking are closer to 2x. Retail Brokerage has seen a 35% reduction while Commercial Banking and Agency Services both have reductions of about 20%. For the Gross Loss per 100 Gross Income, this ratio is as much about changes in Gross Income as it is about the changes in patterns of losses. A low ratio indicates that operational risk losses have had a lower impact on Gross Income. When considering that expected losses should be met from the income stream then this metric shows some interesting results. For example Private Banking and Corporate Finance are 2x less robust in 2009 than 2004-2008. In comparison Commercial Banking has significantly improved its position and is nearly 2x more robust. Trading & Sales, although still in the top three for the worst ratio is more robust in 2009 than 2004-2008.
Operational Riskdata eXchange (ORX) 2010
14
200,000
150000
100,000 0 2006Q1 2006Q2 2006Q3 2006Q4 2007Q1 2007Q2 2007Q3 2007Q4 2008Q1 2008Q2 2008Q3 2008Q4 2009Q1 2009Q2 2009Q3 2009Q4
10,000 3,500
3,000 8,000 2,500 2,000 6,000 1,500 1,000 4,000 500 2,000 0
2006Q1 2006Q2 2006Q3 2006Q4 2007Q1 2007Q2 2007Q3 2007Q4 2008Q1 2008Q2 2008Q3 2008Q4 2009Q1 2009Q2 2009Q3 2009Q4
0 2006Q1 2006Q2 2006Q3 2006Q4 2007Q1 2007Q2 2007Q3 2007Q4 2008Q1 2008Q2 2008Q3 2008Q4 2009Q1 2009Q2 2009Q3 2009Q4 Number of Losses 12,000 10,000 8,000 6,000 4,000 2,000 0
2006Q1 2006Q2 2006Q3 2006Q4 2007Q1 2007Q2 2007Q3 2007Q4 2008Q1 2008Q2 2008Q3 2008Q4 2009Q1 2009Q2 2009Q3 2009Q4
Figure 11a shows a stack chart across All Business Lines and Event Types on a quarterly basis. The components are Gross Income, Gross Loss amount and the Number of Losses. The material is presented as a chart rather than a series of ratios due to some of the difficulties in interpreting some of the ratios and whether change is due to the numerator or denominator. For Gross Income the dip in 2008 and recovery in 2009 become evident. The dramatic increases in total Gross Loss at the end of 2007 and 2008, and beginning of 2009 replicate the Figure 5. The spike in the Number of Losses in 2008Qu4 was also shown in Figure 4. The rest of the charts in this series drilldown into the Level 2 Business Lines so that their relative contributions can be seen.
Operational Riskdata eXchange (ORX) 2010
15
Number of Losses
10,000 8,000 6,000 4,000 2,000 0 2006Q1 2006Q2 2006Q3 2006Q4 2007Q1 2007Q2 2007Q3 2007Q4 2008Q1 2008Q2 2008Q3 2008Q4 2009Q1 2009Q2 2009Q3 2009Q4
Wholesale
Non-Wholesale
Figure 11b has plots for Wholesale and Non-Wholesale Banking. For this exercise Wholesale Banking is assumed to be composed of Corporate Finance, Trading & Sales and Commercial Banking. For this exercise Non-Wholesale Banking is composed of: Retail Banking Private Banking Asset Management Clearing Agency Services and Retail Brokerage This split between Wholesale and Non-Wholesale shows that the volatility in the Gross Income and Gross Loss Amount seems to come from the Wholesale Bank. Both parts of the Bank suffer in increases in Gross Loss in 2007Qu4, 2008 and 2009Qu1, but it is more dramatic for the Wholesale Bank. In comparison it is the Non-Wholesale Bank that shows an increase in the number of losses, beginning in 2008.
16