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Capital Structure <strong>in</strong> Banks 199<br />

The spectrum runs from simple, top-down estimations 312 to sophisticated,<br />

bottom-up 313 approaches. 314<br />

In the follow<strong>in</strong>g sections some best-practice approaches for both event<br />

<strong>and</strong> bus<strong>in</strong>ess risk are presented <strong>and</strong> discussed.<br />

Economic Capital for Event <strong>Risk</strong> In this section we will first def<strong>in</strong>e which alternatives<br />

are available to manage event risks. We will f<strong>in</strong>d that some of<br />

the exposure to event risk is best “outsourced” to third parties <strong>and</strong> that<br />

a bank only needs to hold event risk capital for the rema<strong>in</strong><strong>in</strong>g part; the<br />

derivation of the amount of this type of economic capital will be discussed<br />

subsequently.<br />

The Choice of <strong>Risk</strong>-<strong>Management</strong> Options for Event <strong>Risk</strong> In general, we can dist<strong>in</strong>guish<br />

between two broad categories of losses due to event risk, both of which<br />

can be seen as risks that only have a downside (similar to credit risk): 315<br />

■<br />

■<br />

Relatively small, but fairly frequent event losses result<strong>in</strong>g from occasional<br />

human or technical errors <strong>in</strong> typical bank<strong>in</strong>g processes<br />

Infrequently occurr<strong>in</strong>g major event losses that endanger the existence<br />

of the bank due to their substantial impact on the capital resources<br />

of the <strong>in</strong>stitution<br />

Try<strong>in</strong>g to quantify these risks <strong>in</strong>creases the awareness of their existence. 316<br />

By not ignor<strong>in</strong>g or cover<strong>in</strong>g up these types of risks (<strong>and</strong> hence the fact<br />

that mistakes can <strong>and</strong> do happen), a bank can learn valuable lessons 317 <strong>and</strong><br />

can devote adequate resources to try<strong>in</strong>g to avoid experienc<strong>in</strong>g such event<br />

losses.<br />

As we have seen, there are other options for manag<strong>in</strong>g operational/event<br />

risk beyond hold<strong>in</strong>g economic capital. These options can be divided <strong>in</strong>to<br />

three categories:<br />

312 For <strong>in</strong>stance, some banks calculate the capital they would like to hold aga<strong>in</strong>st<br />

operational risks as the difference between their book or regulatory capital <strong>and</strong> the<br />

amount of (economic) capital that they calculated was necessary to hold aga<strong>in</strong>st market<br />

<strong>and</strong> credit risk.<br />

313 For <strong>in</strong>stance, some banks take data from so-called event risk databases <strong>and</strong> (Monte<br />

Carlo) simulate the implied distributions to determ<strong>in</strong>e the probability of extreme<br />

losses via a statistical/actuarial approach.<br />

314 For a full description of currently used methods for estimat<strong>in</strong>g economic capital<br />

see Wills et al. (1999), pp. 93–97.<br />

315 See Basle Committee on Bank<strong>in</strong>g Supervision (1998), p. 4.<br />

316 See Basle Committee on Bank<strong>in</strong>g Supervision (1998), p. 2.<br />

317 See Lam <strong>and</strong> Cameron (1999), p. 84.

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