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Indian banks must harness risk management instruments to better tackle market risks
Banks in India lack robust risk management technology infrastructure and are thus underprepared to tackle the myriad of risks faced in the international marketplace of today.
Chinese banks must be able to adapt to current market dynamics to stay competitive
Remarks by Fan Wenzhong, director general, international department, CBRC, at the China International Banking Convention 2013, on the changing banking landscape in China.
Substantial vulnerabilities and downside risks persist in the global economy
Agustin Carstens, governor of Banco de Mexico, feels that the international financial community, as a whole, must enhance its capability to better respond to future crises.
South Korean banks will need to boost risk tolerance levels to comply with Basel III rules
Proceedings report from The Asian Banker’s "The Korea Banking Risk Dialogue 2012" on South Korean banks' exposure to international funding and the domestic OTC derivatives market.
DBS eliminates multiple risk management products with QRM’s enterprise risk management process
QRM’s advanced functionality enables DBS to measure and steer capital, balance sheet, earnings and risks in a holistic manner.
Harsh Basel III capital requirements stifling South Korean banks’ growth
South Korean banks seek to further optimise their portfolios in the face of rising NPL ratios and tough Basel III capital requirements.
OCBC eliminates inefficiencies by automating and standardising end-to-end systems
Optimisations in risk trade-offs and business strategy help guide Singapore’s OCBC through troubled times during the subprime crisis.
DBS Singapore utilising enterprise risk management to create a unified picture of risk
The bank consolidated ‘silo’ risk systems to unify its risk, treasury, finance and accounting functions in order to gain a better perspective of the overall risks that it faces.
VaR-iations in your risk management
David Millar, risk consultant, trainer and former COO at PRMIA, looks at the value at risk problems at JPMorgans’s chief investment office and wonders if these are hiding other poor practices.




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