China International Banking Convention 2007
22-23 November 2007, Beijing, China
What you missed
If you had been at The Asian Banker’s 2007 China International Banking Convention, you would have heard the following:
Subprime Prophecy >
New risk variants in China’s financial sector are sowing the seeds for its own subprime disaster, explained Andrew Sheng, chief advisor to the China Banking Regulatory Commission. Innovation, risk management and supervision can mitigate the threat.
An Effective Safety Net >
Northern Rock is another reminder of the need for a robust deposit insurance system together with sound regulatory structuring and bank closing processes, argued U.S. Federal Deposit Insurance Corporation COO, John Bovenzi. The best time to act: before a calamity unfolds.
Development Philosophy >
Self-awareness and forward thinking marked by diversification of assets, business differentiation and structural quality are the building blocks of healthy Chinese bank growth, said China Everbright Bank chairman, Tang Shuangning.
Bank Transformation >
Former Shinsei Bank chairman, Masamoto Yashiro, described how he breathed life into the fledgling giant by defying local norms and introducing investment banking and IT and HR shake-ups.
Consumer Lending >
To realise consumer credit potential in Asia, worth an estimated $8 trillion, enterprise risk management implementation that automates decisions and inter-connects them with strategy is key but limited across the region’s emerging markets, said Tony Kiefer, managing director of Fair Isaac China.
Credit Rating >
Credit risk is only the tip of the iceberg when addressing an internal credit rating system, said Afzal Tarar, managing director & leader of Greater China Financial Services Practice, Bearing Point.
Fraud Management >
E-services, mobile banking, and structured product innovation are increasing the need for multi-channel monitoring and behavioral analysis to combat new fraud opportunities, argued Chris Smith, HSBC head of Regional Security & Fraud. It can also provide an added marketing and sales lift.
Enterprise Risk >
Tang Zhihong, executive vice president of China Merchants Bank, acknowledged that his bank’s fee based consumer product focus is guiding its risk strategy, but like most Chinese institutions, remains only marginally developed as an enterprise-wide platform.
Managing Growth >
Australia’s oldest bank nearly went under in the early 1990s because of overly aggressive expansion efforts, said Westpac CRO, Andrew Carriline. An aligned risk profile fueled a recovery and is now the guiding force behind the bank’s sustainable growth campaign.
Tackling Boom and Bust >
Data modeling and analytics can estimate default and loss probability, but need to be put in working context to understand business risk and develop an institutional response that proactively hedges the bank boom and bust cycle, said Gilbert Kohnke, CRO, Overseas Chinese Banking Corp.
Content-Centric Development >
The more business customers do with a bank, the higher the attrition rate, revealed Ronen Lamdan, marketing director, Asia Pacific Enterprise Content Management, IBM Software Group. Improved decision-making and process optimisation boost retention.
Asset Liability Management >
Charles Richard III, co-founder and senior vice president, QRM recounted the thirty-year evolution of asset liability management infrastructure in developed markets.
