Our approach to risk management
Co-operative Financial Services (CFS) operates in regulated markets and is subject to significant legislative and regulatory requirements, with the main regulator of CFS being the FSA. Regulatory intervention is an ongoing feature of UK financial services and changes could affect the profitability of our business.
The Bank, CIS and CISGIL Boards are responsible for approving entity strategy, their principal markets and the level of acceptable risks articulated through their respective statements of risk appetite.
The Boards are also responsible for overall corporate governance, which includes ensuring that there are adequate systems of risk management and that the level of capital held in each entity is consistent with the risk profile of the respective business.
Board committees and senior management committees oversee and challenge the risk management process, identifying the key risks facing each business and assessing the effectiveness of planned management actions.
1. Market risk
Market risk is managed separately in respect of CIS, CISGIL and Bank entities. CIS and CISGIL market risk arises from the mis-matching of assets and liabilities. CIS with-profits policyholders have an expectation that a proportion of their savings will be invested in equities and property to maximise returns and provide some protection of their savings against future inflation. However, with-profits policies have traditionally also included a minimum guaranteed benefit to provide a minimum return to the policyholder, which requires investment of a substantial proportion of the with-profits fund in fixed-interest securities. These conflicting investment objectives inevitably lead to a degree of mis-matching of assets and liabilities, and, as a result, market risk is a major potential risk to the solvency of the long-term business fund.
For CISGIL, market risk arises from unexpected increases in interest rates and credit spreads resulting in an adverse impact on the market value of assets available to meet general insurance liabilities.
Bank market risk arises from the effect of changes in market prices of financial instruments, on income derived from the structure of the balance sheet, execution of customer and inter-bank business and proprietary trading. The majority of the risk arises from changes in interest rates as the Bank does not trade in complex financial derivatives or commodities and has minimal exposure to foreign exchange movements.
The CISGIL fund comprises mainly short dated bonds and gilts which reduces the extent of market risk faced by the general insurance business. However, there remains the risk that interest rates or credit spreads change unexpectedly with an adverse impact on the market value of assets available to meet the general insurance business.
2. Credit risk
Credit risk arises from exposure to the risk of loss if a counterparty fails to perform its financial obligations to CFS. For CIS and CISGIL, this includes issuers of corporate bonds, counterparties to financial transactions and reinsurers.
For the Bank, this could arise out of exposure to individuals, corporates, financial institutions and sovereigns. Reasons for Bank counterparty default include general economic or sector specific downturns and structural changes such as increased personal indebtedness.
3. Insurance and business risk
Insurance risk refers to fluctuations in the timing, frequency and severity of insured events relative to the expectations of the firm at the time of underwriting. The principal risk that CIS and CISGIL face under its insurance contracts is that the actual claims and benefit payments exceed the carrying amount of the insurance liabilities.
In CIS, a significant potential risk is of increases in the cost of annuities in payment, the guaranteed benefits under deferred annuity contracts and Guaranteed Annuity Options (GAOs) costs on personal pensions arising from further improvements to pensioner longevity above those assumed in provisioning.
In CIS there is a persistency risk, should more policies than expected reach their investment guarantee dates resulting in an increase in the expected costs of guarantees. In particular, there is a risk that more personal pension policyholders reach their normal retirement date at which point, GAOs become available. There is also the risk that profits from non-profit business fail to materialise as a result of more policies lapsing than expected.
Expense risk also exists in CIS. Although most of the long-term business expenses can be charged directly to policyholders, there is a financial effect from higher expense charges to asset shares leading to a reduction in asset shares and so an increase in the cost of providing guaranteed benefits. In addition, for products written on fixed terms or on a fixed charge basis, such as non-profit business and stakeholder pensions, higher expenses will result in reduced profitability. In CISGIL, insurance risk comprises risks that arise in respect of claims that have already occurred and for which reserves are already held (reserving risk) and of claims that are yet to occur (underwriting risk). The key insurance risks to CISGIL are the risk that there is a natural catastrophe which is above the limit of the
Statement on principal risks and uncertainties
3. Insurance and business risk (continued)
Business risk arises from changes to the Bank business, specifically the risk of not being able to carry out the Bank’s business plan and desired strategy, including the ability to provide suitable products and services to customers. In a narrow sense business risk is the risk that the Bank suffers losses because income falls or is volatile relative to the fixed cost base. However, in a broader sense it is the Bank’s exposure to a wide range of macro-economic, geo-political, industry, regulatory and other external risks.
4. Pension scheme risk
The combined entity is exposed to two distinct areas of pension risk;
• PACE – CFSMS and Bank are participating members of the Co-operative Group Pension (Average Career Earnings) – defined benefit scheme; • Britannia Pension Scheme – defined benefit and contribution sections, (defined benefit closed to new members since 2001).
The Bank and CFSMS currently participate in PACE in respect of pre August 2009 colleagues. Following its merger with CFS, Britannia’s pension scheme passed initially to the Bank and then immediately afterwards on to CFSMS. CFSMS is the current principal employer and will account for the scheme with group companies required to meet contributions. As an interim measure from the date of merger, new colleagues to the CFS business are eligible to join the defined contribution section of the Britannia Pension Scheme.
The Co-operative Group, alongside the scheme trustees, are responsible for the risk management arrangements for PACE and the Britannia scheme, agreeing suitable contribution rates, investment strategies etc., taking professional advice as appropriate.
CFSMS and Bank, alongside the scheme trustees, are responsible for the risk management arrangements for the Britannia Pension Scheme, agreeing suitable contribution rates, investment strategies etc., taking professional advice as appropriate.
The CFS entities are therefore exposed to potential future increases in required contributions.
5. Operational risk and business continuity
Operational risk is defined within CFS as the risk of loss resulting from inadequate or failed internal processes, people and systems, or external events. This encompasses the effectiveness of risk management techniques and controls to minimise these losses.
Examples of such include internal and external fraud, loss or theft of confidential customer information, loss of key personnel, system capacity issues or program failure, process failures affecting payment settlement and external events over which CFS has limited controls such as terrorist attack, floods and contagious disease.
Operational risks are identified, managed and mitigated through ongoing risk management practices including risk assessments, formal control procedures, training, segregation of duties, delegated authorities, and business continuity planning. Operational risks are formally reviewed on a regular basis. Significant operational risks are regularly reported to executive directors, a management operational risk committee, and the audit and regulatory compliance committee (a formal Board sub-committee). These meet regularly to monitor the suitability of the risk management framework and management of significant risks within CFS. Capital requirements in relation to operational risk are monitored by the risk management committee.
Business continuity is managed from within the operational risk team and sets out to take appropriate steps to minimise the risk of disruption in the event of a sudden, unplanned occurrence that could seriously disrupt customer service, or pose a risk to colleagues, business operations and/or reputation. This includes developing and exercising crisis and incident management teams to maintain appropriate preparedness in the event of a major operational disruption. In 2009, with the emergence of swine flu (H1N1), postal strikes, and continued focus on liquidity planning, specific focus has been placed on maintaining and developing our capacity to respond to these threats.
CFS also has a corporate insurance programme to transfer specific risks to insurers as part of its risk management approach.
2009 has seen the merger of the Britannia Building Society with CFS. Work is underway to ensure that CFS’ operational risk framework is consistently applied across the merged organisation, in compliance with the Basel II standardised approach to operational risk.
6. Change management risk
Projects and programmes involve change to processes, systems and people within defined costs and timescales to deliver pre-determined benefits. Projects therefore inherently carry some degree of risk:
• failure to deliver the expected changes to time/cost or quality;
• failure to realise expected benefits, implementation of the projects failing or impacting on normal business operations; and
Statement on principal risks and uncertainties
6. Change management risk (continued)
Identification and management of change related risks is therefore integrated into day-to-day management of projects and programmes and is fully embedded within the risk management framework.
Effective governance structures have been established to evaluate the capacity and prioritisation of the change portfolio. Reviews of each programme are undertaken on a regular basis, considering resource requirements, progress and risks.
A business implementation management function has been established in change management to manage the release of change and provide clear sight of implementation dependencies between programmes.
7. Liquidity risk
Liquidity risk arises from the timing of cash flows generated from the CFS Group’s assets, liabilities and off-balance sheet instruments. The CFS Group’s liquidity management policies are reviewed and approved annually by the risk management committee and compliance reviewed monthly by the asset and liability committee (ALCO).
The Bank has a high proportion of retail assets funded by retail deposits, ensuring there is no over-reliance on wholesale funding. There is a target funding ratio set in-line with the Board approved strategic plan. The CFS Group’s structural liquidity risk management is therefore retail based and is dependant on the behavioural analysis of both customer demand and deposit and loan maturity profiles by product category based on experience over the last ten years. The behaviour of retail products is reviewed by ALCO on a quarterly basis. In addition the CFS Group has maturity mis-match limits to control the exposure to longer term mis-matches. The Bank’s liquidity position is monitored on a daily basis and reported to ALCO each month. Treasury holds a pool of liquid assets on behalf of the Bank, and actionable management actions are in place to provide an additional liquidity. These sources of liquidity are held in order to be available to meet unexpected liquidity requirements.
Marketable assets are maintained as a liquidity pool against potential retail outflows and the asset quality of these is controlled via credit limits. Concentration limits are set by issuer name and holding per asset to ensure diversity of assets.
The Bank has two covered bond programmes, a heritage Co-operative Bank and heritage Britannia programme. Both these programmes issued bonds which were bought back on to the Bank’s balance sheet to enable the bonds to be used as collateral for the Bank of England Special Liquidity Scheme.
Finally, both CIS and CISGIL regularly review liquidity requirements and ensure sufficient liquid assets are held to meet potential cash requirements.
8. Securitisation risk
Securitisation risk is the residual credit risk arising from retaining an interest in the Bank’s securitisation companies through the provision of subordinated debt and/ or start up expense loans where applicable. The Bank has historically entered into securitisation transactions in which it sells mortgages to special purpose vehicles (SPVs). These SPVs are included as subsidiaries in the consolidated financial statements. The Bank continues to recognise these securitised assets as loans and advances to customers on the balance sheet, and income from these securitised assets continues to be recognised as income. Securitisations provide a committed and linked source of funding for mortgage lending.
The Bank has 13 years experience issuing securitisations under the ‘leek’ programme and more recently, the ‘silk’ programme, and has built up a depth of knowledge, processes and management information to deal effectively with these funding vehicles. Securitisation has historically been used as part of a balanced portfolio management approach whilst helping to increase the diversification of funding sources available whilst managing maturity mis-match risk and also assisting overall credit risk management.
The appetite for securitisation risk is low, and the Bank has only acted as mortgage originator and servicing agent. The Bank does not provide liquidity facilities, bridging loans or repackaging, nor does it act as underwriter or dealer in the securitisations. All transactions have relevant accounting and legal advice to ensure compliance with applicable regulatory/statutory rules and are also approved at Board level.
9. Reputational risk
CFS reputational risk is the current or prospective risk to earnings and capital arising from adverse perception of it’s reputation or another member of the Co-operative Group’s reputation from the perspective of customers, counterparties, shareholders, investors, regulators or that of other stakeholders.
10. Regulation risk
Regulatory intervention and change is a permanent feature of any financial services business and can have a significant impact on profitability. Further information on current regulation risks faced by CFS can be found in note 11 of the financial statements.