Ýêîíîìè÷åñêèå
íàóêè/6. Ìàðêåòèíã è ìåíåäæìåíò
Muhtarova M.N., Perdaly ZH.,
Usserbayeva M., Aygaskayeva A.
Al-Farabi Kazakh National University, Kazakhstan
New integrated approaches to risk assessment - new
paradigms and realities
The crisis - the probability
of default of 50/50 %. What has changed
in the crisis and post crisis?
-
The
approach to probability of default devalued or revised;
-
The
situation analysis has become a new foundation in the evaluation
-
Greater
attention to the analysis and evaluation of the external risk environment for
business (ratings of the object)
-
The
effect of holding assessments to evaluate business units
-
A
departure from the cookie cutter models: the perfect economic model and
corporate non-existent.
-
the
first time in decades to change attitudes towards the zone of free risk
-
Qualitative
assessment with more weight prevails over quantitative
-
The
focus of analysis in the context of "pain points" Capital - Liquidity
- the quality of assets - leverage - profitability
-
analysis
of strategies, targets and their performance over the period.
How is the risk management
system qualitative analysis unit
1. Reputation and significance of the bank
2. Organizational structure and personnel management
3. Strategy Development Bank (and execution)
4. Credit policy
5. Management of financial resources
6. Risk management and decision-making
7. Customer policy and product range
8. Technical equipment and manufacturability
What is evaluated
-
Availability
of a workable system
-
System
components
-
Compliance
with international standards
-
The
integration of business processes
-
Decision
Support Systems
-
Professional
Risk Managers
-
methodology
-
Efficiency
in the operation of the system
-
Monitor
the implementation of decisions or limits
-
Automation.
Baseline data for evaluation
-
survey
-
query
procedures and regulations for the evaluation
-
Rating
interview
-
Summary
of decision-makers
-
System
operation technology scheme with explanations
-
Examples
of operational risk management
-
Examples
of development or "evolution" of the system
The idea of creating a
European RA
-
The
European Commission encourages the development of European rating agencies, as
opposed to the "big three", and also adopted a number of laws,
toughening rating activities.
-
The
European Commission follows the path of limitation of activity "Big
Three" in the EU. A lot of negative comments about the major European
politicians and the European Commissioners in relation to the triple global
players came after a series of downgrades of sovereign ratings of EU
-
Another
proposal of the European Commission is to double the rating of three and its
transformation into a six rating. When the "Big Three" works and is
regulated by the SEC, and its subsidiaries are headquartered in the European
Union and regulated by European legislation and the European Commission for
Securities.
-
In
July 2010, the French insurer Coface has applied to the European supervisory
authority for securities CESR for permission to operate as a credit rating
agency in ten European countries: Germany, France, UK, Italy, Spain, Portugal,
Belgium, the Netherlands, Czech Republic and Poland. Coface will work on a
different scheme than Moody's, Standard & Poor's and Fitch - for ratings
will be paid not only to the issuing company, but also users.
-
European
Association of Credit Rating Agencies - unites today more than 15 RA
represented in Europe, including two Russian, one Japanese and one Ukrainian
agency offers a different principle. Creation of a unified information
platform.
Agency, operating in Europe
|
Rating
Agencies |
A country |
|
AM Best |
UK |
|
Fitch Ratings |
UK |
|
Moody's Investor Services |
Global |
|
Standard and Poors |
Global |
|
Assekurata |
Germany |
|
Creditreform Rating AG |
Germany |
|
Feri EuroRatings Services |
Germany |
|
PSR Rating |
Germany |
|
GBB |
Germany |
|
Banque de France Rating |
France |
|
Coface |
France |
|
ICAP |
Greece |
|
Cerved Group |
Italy |
|
Japan Credit Rating |
Japan |
|
CPR |
Portugal |
|
European Rating Agency, a.s. |
Slovakia |
|
JCR Eurasia |
Turkey |
|
Bulgarian Credit Rating Agency |
Bulgaria |
|
Capital Intelligence Limited |
Cyprus |
|
Credit Rating |
Ukraine |
According to EACRA (European Association of
Credit Rating Agencies)
The creation of an Asian RA
Ideas
-
As
such, the idea of creating a single Armenian in Asia does not exist. But this
role claimed by two players Japan Credit Rating Agency, and Dagong Global
Credit Rating Co., Ltd. First presented in Europe and registered in SEC. The
development strategy of the second, the Chinese agency, aims to create a major
agency in the BRIC countries.
-
Asian
investors pay attention to the information of local rating agencies in making
investment decisions, but is dominated by global players and there.
-
There
is in Asia, and another line of rating services and products - are Islamic
rankings. Practices which methods and valuation principles differ greatly from
the classical model of credit rating. The closest to this model of quality
assessment. The largest player in the market of Islamic ratings is Islamic
International Rating Agency of Bahrain. The status of this agency is very high
in Muslim countries.
-
ACRAA
(Association of credit rating agencies Asia) contributes to facilitating the
exchange of information and experience with a view of institutional development
and strengthening of credit rating agencies carries out activities aimed at the
implementation of best practices and common standards, which helps ensure high
quality and comparability of credit ratings across the continent to based on
respect for common standards and rules of ethics and professional conduct for
rating agencies, support for capital market development and to assist in the
expansion of international investment in Asia.
The Agency carries out its
activities in Asia
|
Rating
Agencies |
A country |
|
Japan Credit Rating Agency |
Japan |
|
Seoul Credit Rating & Information, Inc. |
Korea |
|
Korea Investor’s Service |
Korea |
|
Korea Ratings Corporation |
Korea |
|
NICE Investors Service Co.,Ltd |
Korea |
|
Islamic International Rating Agency |
Bahrain |
|
Credit rating Information and Services Ltd |
Bangladesh |
|
Credit Rating Agency of Bangladesh Ltd. |
Bangladesh |
|
Credit Analysis and Resersh Ltd. |
India |
|
ICRA Ltd. |
India |
|
CRISIL Ltd. |
India |
|
PEFINDO Credit Rating |
Indonesia |
|
P.T. Moody’s Indonesia |
Indonesia |
|
Rating Agency Malaysia Berhad |
Malaysia |
|
Malaysia Rating Corporation Berhad |
Malaysia |
|
JCR-VIS Credit Rating Co., Ltd |
Pakistan |
|
Pakistan Credit Rating Agency Ltd. |
Pakistan |
|
Dagong Global Credit Rating Co., Ltd |
China |
|
Shanghai Far East Credit Rating Co., Ltd |
China |
|
China Chengxin Int’l Credit Rating Co.,Ltd |
China |
|
Philippine Rating Services Corporation |
Philippine |
|
IRC “Ahbor Rating” |
Uzbekistan |
|
TRIS Rating Co., Ltd |
Thailand |
|
Taiwan Ratings Corporation |
Taiwan |
|
Lanka Rating Agency Ltd. |
Sri Lanka |
According to EACRA (European Association of
Credit Rating Agencies)
The idea RA EAEC
-
The
differences of opinion on the calculation of sovereign ratings is not only
global agencies and state governments, but also differences in the assessments
of different rating agencies.
-
Presence
of a single economic space, which requires not only independent evaluations of
reliability / solvency of economic entities, but also intuitive mapping
mechanism and the conversion of such assessments.
-
The
possibility of obtaining estimates independent of the use of template models,
according to the principle of "development, developing,
underdeveloped" country. The use of clear, transparent and uniform model.
-
Lack
formed depending on the geopolitical model, the use of an algorithm built only
on the economic, social and internal political processes.
-
Creating
a new international estimates of the scale allows more accurately correlate the
sovereign ratings of countries as an economic union, and other independent
countries.
1. Bir S. Brain of the firm - Brain of the firm. - 2 nd ed.
- Moscow: URSS, 2005. - P. 416.
2. EO Chovushyan, MA Sidorov, Risk Management and
Sustainable Development. -M .: 2009
3. Ansoff I. Strategic
Management, Publisher: Piter, 2011.- P. 344