Trevor performed the leadershiprole in the group’s successful BaselII implementation, the introductionof several key concepts such asmanaging for value, economic capital,economic profit (EP), enterprisewiderisk management, risk appetite andstress testing, and generally hasbeen responsible for the significantenhancement of risk, capital andshareholder value-based managementacross the group.OverviewEstablished as a separate cluster inAugust 2009, BSM helps to optimisethe financial performance, strategyand sustainability of <strong>Nedbank</strong> <strong>Group</strong>through proactive management of allmaterial components of the balancesheet.Since the business of banking isfundamentally about measuring,managing and optimising risk, BSM, inaddition to supporting the vision ofmaking <strong>Nedbank</strong> <strong>Group</strong> a great placeto invest, also champions the group’sdeep green aspiration to be worldclass atmanaging risk and its three core objectivesfor successful enterprisewide riskmanagement, namely management of:• Risk as a THREATTo minimise and protect againstdownside risk, protect against materialunforeseen losses and maximise longrunsustainability.• Risk as UNCERTAINTYTo eliminate excessive earningsvolatility and minimise materialnegative surprises.• Risk as OPPORTUNITYTo maximise financial and share priceperformance upside via applicationof superior business intelligence,management science and shareholdervalue-add economics, while optimisingbusiness opportunities, risk, capital andliquidity ultimately to differentiateagainst competitors. A core objectivewithin BSM’s role is thus leadershipin the application groupwide, ofbest practice and integrated risk,funding, ALM, capital and shareholdervalue-based management, withinan acceptable risk appetite andwith a strong qualitative overlay ofexperience and common sense.The BSM cluster is the centralconsolidation point of risk, capitaland liquidity across the group, andtherefore its role includes groupportfolio risk management, recognisingthat optimising risk, funding, capital,financial performance and sustainabilityof the group is not just about a simpleaggregation of the client-facing businessclusters.The detailed Risk and Balance SheetManagement Report follows onpages 126 to 187.GROUP REPORTSKey components of <strong>Nedbank</strong>’s balance sheet managementPortfolio riskmanagementShareholdervalue-add(risk-based)Asset and liabilitymanagementCapitalmanagement(and Leveraging)GOVERNANCEOPERATIONAL REVIEWSOVERVIEW123<strong>NEDBANK</strong> GROUP ANNUAL REPORT 2009
OPERATIONAL REVIEWgroup riskPhilip Wessels has held the position of Chief Risk Officer for <strong>Nedbank</strong><strong>Group</strong> over the past six years. Through Philip’s leadership, together with thecommitment and support from management and staff within the group,<strong>Nedbank</strong> has become well-recognised and highly regarded for its effective riskmanagement processes and governance principles.Philip Wessels (51)Chief Risk Officer15 years’ serviceBCom, CTA, CA (SA), Diploma inAdvanced Banking Law, Instituteof Stockbrokers124<strong>NEDBANK</strong> GROUP ANNUAL REPORT 2009Prior to his appointment as Chief Risk Officer in 2004, Philip was a divisionaldirector in <strong>Nedbank</strong> Business Banking and <strong>Nedbank</strong> Corporate. In addition,he was an executive director of BoE <strong>Limited</strong>, Managing Director of BoESecurities, Chief Executive of BoE International (London) and Managing Directorof BoE Bank, Business Banking and Boland Bank between 1995 and 2003. Philipwas also a former partner at Deloitte & Touche between 1989 and 1995.