Liabilities, Liquidity, and Cash ManagementB alancing Financial Risks phần 5 potx

CHAPTER 7 Liquidity Management and the Risk of Default Liquidity is the quality or state of being liquid.. In finance, this term is used in respect to securitiesand other assets that can

Virtual Balance Sheets and Real-Time Control

commercial real estate, the oil industry, selected major client accounts, certain countries or regions,and other windows on risk Keep in mind these principles:

• Every deal and every company must be risk-rated

• Individual countries and industries must have their own limits or tripwires

• Limits also should exist by geography and by type of product.9

Not just the corporate top but all line managers also must be accountable for controlling theirpositions through interactive computational finance Networks, databases, and knowledge artifacts(agents) must be used to monitor risks in derivatives and all other products worldwide, overseeingrisk limits for each trade and product line and tracking both local and overall corporate risk limit.These are the characteristics of a risk-sensitive culture that must permeate the entire organiza-tion (Note that this culture did not exist at LTCM.) Both direct responsibility of each member ofstaff and line and advanced technology solutions are necessary to keep financial institutions out oftrouble, particularly in times of turbulence A lot of pain and suffering can be avoided, but that willnot occur without hard work and new departures

FROM VIRTUAL BALANCE SHEETS TO FINANCES OF VIRTUAL

CORPORATIONS

The previous examples demonstrate that virtual financial statements based on intraday informationare fundamental to sound management Several companies recognize this fact but also feel thatinterday information cannot be compiled in real time because of the diversity of forms, incompati-ble office supports, heterogeneous computer hardware and software—and inertia

Another reason why many financial institutions and industrial companies are moving so slowly

to gain competitive advantage through technology is backward culture Typically, old policies, fied practices, and embedded legacy systems require a 100-step consolidation process through thecompany’s information technology maze Only tier-1 organizations now see to it that the consoli-dation job is done interactively:

ossi-• At any time

• In any place

• For any purpose

These organizations are ingeniously using their intranets to deliver financial information Theyare also dynamically linking intranets with extranets through their corporate landscape and that oftheir business partners to form the flexible backbone of a virtual entity The use of publicly avail-able Internet software helps to:

• Accelerate the implementation cycle

• Tremendously reduce paper transactions

• Significantly improve business partnerships

• Make cash flow run faster through the system

The concept of a virtual company or a virtual office and other virtual structures should be used

with prudence The reader is well advised to avoid clichés like “the virtual office means never ing to commute” or “the virtual marketplace means never having to waste time waiting in line at themall.” Down to its fundamentals, business and technology need a base to be applied to—and thisbase is the real world

hav-The virtual company is based on real companies, and it becomes possible because, in more thanone way, the new wave in sophisticated use of technology benefits from breakthroughs in model-ing Not only has real-time simulation reached a mature level, but top-tier companies are reapingoperational advantages from an interdisciplinary cross-fertilization of skills and know-how.Cross-fertilization can be seen in the case of the benefits banks have enjoyed through theemployment of rocket scientists10: physicists, engineers, and mathematicians with experience innuclear science, weapons systems, and aerospace Senior bankers should, however, appreciate thatrocket science and high technology have no respect for in-grown authority and hierarchical struc-tures This, too, is a lesson learned from Silicon Valley and the drive of companies to reinvent them-selves every two and a half years in order to survive

Stiff hierarchical solutions are counterproductive not only because rocket scientists are

general-ly independent-minded but because significant achievements cannot be reached without:

• Independence of spirit and of opinion, and

• The freedom to question the obvious

Let us make no mistake on this subject The new technology has been a minefield of costs anddeceptions for unsophisticated companies that think they can have their cake and eat it too.Dropping legacy systems is not easy—not because the transition to highly competitive solutionspresents major obstacles but because so many careers are associated with the old structures Yetchange is necessary for survival Virtual companies and virtual offices should be viewed in thislight: as necessary

Cultural change is inescapable A major evolution must take place in the way we look at our ness—even if a long list of unknowns is associated with that change For instance, virtual financialstatements can provide up-to-the minute information, but they also pose a potential problem Whenfinancial analysts in the city and in Wall Street get wind that virtual financial reporting is in place,updated in real time, they will do whatever they can to:

busi-• Get hold of its information and

• Scrutinize it for clues on the company’s future performance

Financial analysts do understand that even a virtual statement provides a perfect mirror of, say,the bank’s mismatch exposure Forward-looking scrutiny is a very likely scenario in the comingyears, and its pivot point will be the virtual balance sheet What is certain is that new financialreporting practices, new regulations, marking to model, internal swaps on interest rates, and virtu-

al balance sheets will radically change the way we value equity.

These same elements will also greatly impact on the manner we look at cash flow and profits.Cisco, Intel, Microsoft, Motorola, Sun Microsystems, and other high-tech companies have beenable to produce a daily financial statement updated every 24 hours They have moved to intradayreporting because they appreciate that:

Virtual Balance Sheets and Real-Time Control

• The number-one criterion for good management is timeliness and accuracy

• Precision is more important to general accounting and regulatory reporting

Even if such a report involves, for example, a potential 3 percent error, management loves tohave a balance sheet available on request, ad hoc, in real time and a virtual close that can be updat-

ed intraday We are at the threshold of institutionalizing virtual financial statements that are ported by models, are available interactively, and help in increasing a company’s competitiveness

sup-in a market that is tougher than ever

MANAGING THE LIABILITIES ACCOUNTS OF VIRTUAL COMPANIES

The management of liabilities of virtual companies defies what is written in accounting and financebooks, because such entities are ephemeral and their alliance(s) may last no more than the currentproject on which they are working together At the same time, since in the course of their worktogether they complement one another in terms of engineering know-how, production facilities,and/or distribution outlets, the one company’s liabilities are the other company’s assets

The way to manage risk within this perspective of temporary integrated liabilities due toephemeral alliances is not the same as what has been known so far about a simple company’s con-solidated balance sheet We must break down each post to its basic A&L elements and pay dueattention to risk tolerances, not only at each entity’s level but within the virtual company as welland within the project that is under way

A good deal can be learned from the financial industry At investment banks, for example, risktolerance at trader level is allocated by the desk head To each desk senior management assigns arisk tolerance limit, after having decided about the level of corporate risk tolerance Hence risk con-trol becomes part of a coordinated system but also maintains a significant level of detail that makes

it possible to focus on risk and return

Theoretically, a virtual company works in a similar way to a real company Practically, there isthe added complexity that it is not a fixed but a temporary consortium of independent entities com-ing together to quickly exploit fast-changing local, national, or international business opportunities.Virtual enterprises share costs, skills, and core competencies that collectively enable them to:

• Access the market in a cost/effective manner

• Provide world-class solutions their members could not deliver individually

It is particularly important that virtual companies working on common projects and solutionsfollow in a multidimensional manner their current liabilities—that is, obligations whose liquidation

is expected to require current assets Usually this concerns projects on which they work together,but it also might have to do with the creation of new liabilities for each one of the cooperating enti-ties These liabilities might consist of:

• Obligations for items that have entered into the operating cycle, such as payables incurred in theacquisition of labor, materials, and other supplies

• Collections received in advance of the delivery of goods and services, and taxes accrued but notyet paid

• Debts that arise from operations directly related to projects they are doing together and

servic-es they provide to one another regarding the completion of such projects

Notes payable to banks and trade acceptances are a good example It is sound accounting tice to show the various note obligations separate in the balance sheet In the virtual company envi-ronment, however, this must be done at a greater level of detail, specifically by business partner andproject, including collaterals (if any), but without netting incurred liabilities with those assets thatenter into bilateral transactions of the partnership

prac-A distinction that is not uniformly accepted in accounting circles but that can be helpful in

trans-actions of virtual companies is that of loans payable The term identifies loans from officers,

rela-tives, or friends, accepted as a friendly gesture to the creditor and used in place of bank borrowing;such a practice is often used in small companies

Many virtual companies are composed of small entities, and might use this type of financing.What complicates matters is that receivables may not be collected by the borrower but by a busi-ness partner who assembles—and who will be in debt to the borrower, not to the party that hasadvanced the funds This adds a layer of credit risk

Another example of a virtual company’s more complex accounting is subordinate debentures.

These issues are subordinated in principal and interest to senior, or prior, debt Under typical visions, subordinate debentures are more like preferred stock aspects than they are like debt Each

pro-of the business partners in a virtual company alliance might issue such debentures; some pro-of thecompanies might be partnerships; and all of the companies might follow accounting systems dif-ferent from one another

The aspect that is of interest to virtual companies is that subordinate debenture holders will notcommence or join any other creditor in commencing a bankruptcy, receivership, dissolution, or sim-ilar proceedings Relationships developing in a virtual company, however, may involve both seniordebt regarding money guaranteed in a joint project, and junior debt from current or previous trans-actions into which each of the real companies had engaged

A virtual organization must handle plenty of basic accounting concepts in a way that leaves noambiguity regarding its financial obligations (as a whole) and the obligations of each of the organi-zation’s ephemeral partners Furthermore, each of its activities that must be entered into thealliance’s accounts has to be costed, evaluated in terms of exposure, and subjected to financial plan-ning and control This approach requires that:

• Management makes goals explicit

• Financial obligations taken by different entities are unambiguous

• There is in place an accounting system that tracks everything that moves and everything thatdoes not move

Virtual companies are practicable if the infrastructure, including networks and computer-basedmodels, facilitates the use of complementary resources that exist in cooperating firms Suchresources are left in place but are integrated in an accounting sense to support a particular producteffort for as long as doing so is viable In principle, resources are selectively allocated to the virtu-

al company if:

Virtual Balance Sheets and Real-Time Control

• They can be utilized more profitably than in the home company

• They can be supported by virtual office systems based on agents to help expand the boundaries

of each individual organization

The books must be precise for general accounting reasons; in addition, they must be timely andaccurate for management accounting Financial reporting internal to the virtual company should bedone by means of virtual balance sheets and virtual profit and loss statements These statementsmust be executed in a way that facilitates interactions between business partners in a depth andbreadth greater than is possible under traditional approaches

Because in a dynamic market intra- and intercompany resource availability can change minute

to minute, advantages are accruing to parties able to arbitrage available resources rapidly Virtualorganizations must use information technology in a sophisticated way to supplement their cognitivecapabilities; doing so will provide them with an advantage, given tight time constraints and the need

to reallocate finite resources

NOTES

1 D N Chorafas, Implementing and Auditing the Internal Control System (London: Macmillan,

2001)

2 D N Chorafas, The 1996 Market Risk Amendment: Understanding the Marking-to-Model and

Value-at-Risk (Burr Ridge, IL: McGraw-Hill, 1998).

3 D N Chorafas, Reliable Financial Reporting and Internal Control: A Global Implementation Guide

(New York: John Wiley & Sons, 2000)

4 Business Week, October 28, 1996.

5 A hypothesis is a tentative statement made to solve a problem or to lead to the investigation of otherproblems

6 See D N Chorafas, Agent Technology Handbook (New York: McGraw-Hill, 1998).

7 Chorafas, The 1996 Market Risk Amendment

8 D N Chorafas, Managing Credit Risk, Vol 2: The Lessons of VAR Failures and Imprudent Exposure

(London: Euromoney Bank, 2000)

9 D N Chorafas, Setting Limits for Market Risk (London: Euromoney Books, 1999).

10 See D N Chorafas, Rocket Scientists in Banking (London: Lafferty Publications, 1995).

CHAPTER 7 Liquidity Management and the Risk

of Default

Liquidity is the quality or state of being liquid In finance, this term is used in respect to securitiesand other assets that can be converted into cash at fair market price without loss associated to firesale or other stress conditions A good liquidity depends on the ability to instantly and easily tradeassets In general, and with only a few exceptions, it is wise to stay liquid, although it is not neces-sary to hold the assets in cash (see Chapters 9 and 10)

Liquidity is ammunition, permitting quick mobilization of monetary resources, whether fordefensive reasons or to take advantage of business opportunities Every market, every company,and every financial instrument has liquidity characteristics of its own While futures markets areusually liquid, very large orders might have to be broken down into smaller units to prevent

an adverse price change, which often happens when transactions overwhelm the available store

of value

In their seminal book Money and Banking,1Dr W H Steiner and Dr Eli Shapiro say that thecharacter, amount, and distribution of its assets conditions a bank’s capacity to meet its liabilitiesand extend credit—thereby answering the community’s financing needs “A critical problem forbank managements as well as the monetary control authorities is the need for resolving the conflict

between liquidity, solvency, and yield,” say Steiner and Shapiro “A bank is liquid when it is

able to exchange its assets for cash rapidly enough to meet the demands made upon it for cash payments.”

“We have a flat, flexible, decentralized organization, with unity of direction,” says Manuel

Martin of Banco Popular “The focus is on profitability, enforcing strict liquidity and solvency

cri-teria, and concentrating on areas of business that we know about—sticking to the knitting.”2Solvency and profitability are two concepts that often conflict with one another

A bank is solvent when the realizable value of its assets is at least sufficient to cover all of its

lia-bilities The solvency of the bank depends on the size of the capital accounts, the size of its reserves,and the stability of value of its assets Adequacy of reserves is a central issue in terms of current andcoming capital requirements

• If banks held only currency, which over short time periods is a fixed-price asset,

• Then there would be little or no need for capital accounts to serve as a guarantee fund

The currency itself would be used for liquidity purposes, an asset sold at the fixed price at which

it was acquired But this is not rewarding in profitability terms Also, over the medium to longerterm, no currency or other financial assets have a fixed price “They fluctuate,” as J P Morgan wise-

ly advised a young man who asked about prices and investments in the stock market

Given this fluctuation, if the need arises to liquidate, there must be a settlement by agreement or

legal process of an amount corresponding to that of indebtedness or other obligation Maintaining

a good liquidity enables one to avoid the necessity of a fire sale Good liquidity makes it easier toclear up the liabilities side of the business, settling the accounts by matching assets and debts Anorderly procedure is not possible, however, when a bank faces liquidity problems

Another crucial issue connected to the same concept is market liquidity and its associated tunities and risks (See Chapter 8.) Financial institutions tend to define market liquidity with refer-ence to the extent to which prices move as a result of the institutions’ own transactions Normally,market liquidity is affected by many factors: money supply, velocity of circulation of money, mar-ket psychology, and others Due to increased transaction size and more aggressive short-term trad-ing, market makers sometimes are swamped by one-way market moves

oppor-LIQUID ASSETS AND THE CONCEPT OF oppor-LIQUIDITY ANALYSIS

Liquidity analysis is the process of measuring a company’s ability to meet its maturing obligations.Companies usually position themselves against such obligations by holding liquid assets and assetsthat can be liquefied easily without loss of value Liquid assets include cash on hand, cash generatedfrom operations (accounts receivable), balances due from banks, and short-term lines of credit Assetseasy to liquefy are typically short-term investments, usually in high-grade securities In general,

• liquid assets mature within the next three months, and

• they should be presented in the balance sheet at fair value

The more liquid assets a company has, the more liquid it is; the less liquid assets it has, the morethe amount of overdrafts in its banking account Overdrafts can get out of hand It is therefore wisethat top management follows very closely current liquidity and ensures that carefully establishedlimits are always observed Exhibit 7.1 shows that this can be done effectively on an intraday basisthrough statistical quality control charts.3

Because primary sources of liquidity are cash generated from operations and borrowings, it isappropriate to watch these chapters in detail and have their values available ad hoc, interactively inreal time A consolidated statement of cash flows addresses cash inflows, cash outflows, andchanges in cash balances (See Chapter 9 for information on the concept underpinning cash flows.)The following text outlines the most pertinent issues:

1 Cash Flows from Operational Activities

1.1 Income from continuing operations

1.2 Adjustments required to reconcile income to cash flows from operations:

• Change in inventories

• Change in accounts receivable

• Change in accounts payable and accrued compensation

Liquidity Management and the Risk of Default

• Depreciation and amortization

• Provision for doubtful accounts

• Provision for postretirement medical benefits, net of payments

• Undistributed equity in income of affiliated companies

• Net change in current and deferred income taxes

• Other, net charges

2 Cash Flows from Investment Activities

2.1 Cost of additions to:

• Land

• Buildings

• Equipment

• Subsidiaries2.2 Proceeds from sales of:

• Land

• Buildings

• Equipment

• Subsidiaries2.3 Net change for discontinued operations2.4 Purchase of interest in other firms2.5 Other, net charges

3 Cash Flows from Financing Activities

3.1 Net change in loans from the banking industry3.2 Net change in commercial paper and bonds

Exhibit 7.1 Using Statistical Quality Control to Intraday Overdrafts or Any Other Variable Whose Limits Must Be Controlled

Team-Fly®

3.3 Net change in other debt

3.4 Dividends on common and preferred stock

3.5 Proceeds from sale of common and preferred stock

3.6 Repurchase of common and preferred stock

3.7 Proceeds from issuance of different redeemable securities

4 Effect of Exchange Rate Changes on Cash

4.1 Net change from exchange rate volatility in countries/currencies with stable establishments4.2 Net change from exchange rate volatility in major export markets

4.3 Net change from exchange rate volatility in major import markets

4.4 Net change from exchange rate volatility in secondary export/import markets

Every well-managed company sees to it that any term funding related to its nonfinancing

busi-nesses is based on the prevailing interest-rate environment and overall capital market conditions Asound underlying strategy is to continue to extend funding duration while balancing the typicalyield curve of floating rates and reduced volatility obtained from fixed-rate financing Basic expo-sure always must be counted in a coordinate system of volatility, liquidity, and assumed credit risk,

as shown in Exhibit 7.2

The reference to any term must be qualified The discussion so far mainly concerned the one- to

three-month period The liquidity of assets maturing in the next short-term timeframes, four to sixmonths and seven to 12 months, is often assured through diversification Several financial institu-tions studied commented that it is very difficult to define the correlation between liquidity anddiversification in a sufficiently crisp manner—that is, in a way that can be used for establishing acommon base of reference But they do try to do so

Exhibit 7.2 A Coordinate System for Measuring Basic Exposure in Connection to a Bank’s Solvency

CR ED IT R ISK

LIQU ID ITY

VOL ATILITY

BASIC EXPO SU R E

Liquidity Management and the Risk of Default

Diversification can be established by the portfolio methodology adopted, based on some simpler

or more complex rule; the simpler rules usually reflect stratification by threshold A model is essary to estimate concentration or spread of holdings Criteria for liquidity associated with securi-ties typically include:

nec-• Business turnover, and

• Number of market makers

Market characteristics are crucial in fine-tuning the distribution that comes with diversification.This fact makes the rule more complex The same is true of policies the board is adopting For instance, what really makes a company kick in terms of liquidity? How can we establishdynamic thresholds? Dynamically adjusted limits? What are the signals leading to the revision ofthresholds?

Other critical queries relate to the market(s) a company addresses itself to and the part of the pie

it wishes to have in each market by instrument class What is our primary target: fixed income rities? equities? derivatives? other vehicles? What is the expected cash flow in each class? What isthe prevailing liquidity? Which factors directly and indirectly affect this liquidity? No financialinstitution and no industrial company can afford to ignore these subjects Two sets of answers arenecessary

secu-• One is specific to a company’s own trading book and banking book

• The other concerns the global liquidity pie chart and that of the main markets to which the pany addresses itself

com-The company’s business characteristics impact on its trading book and banking book Generally,banks have a different approach from securities firms and industrial outfits in regard to cash liq-uidity and funding risk, but differences in opinion and in approach also exist between similar insti-tutions of different credit standing and different management policies Cash liquidity risk appears

to be more of a concern in situations where:

• A firm’s involvement in derivatives is more pronounced

• Its reliance on short-term funding is higher

• Its credit rating in the financial market is lower

• Its access to central bank discount or borrowing facilities is more restricted

Provided access to central bank repo or borrowing facilities is not handicapped for any reason, inspite of the shrinkage of the deposits market and the increase in their derivatives business, many banksseem less concerned about liquidity risk than do banks without such a direct link to the central bank.Among the latter, uncertainty with respect to day-to-day cash flow causes continual concern

By contrast, securities firms find less challenging the management of cash requirements arisingfrom a large derivatives portfolio This fact has much to do with the traditionally short-term char-acter of their funding Cash liquidity requirements can arise suddenly and in large amounts whenchanges in market conditions or in perceptions of credit rating necessitate:

• Significant margin payments, or

• Adjustment of hedges and positions

The issues connected to bank liquidity, particularly for universal banks, are, as the Bundesbanksuggested during interviews, far more complex than it may seem at first sight “Everybody uses theword ‘liquidity’ but very few people really know what it means,” said Eckhard Oechler He identi-fied four different measures of liquidity that need to be taken into account simultaneously, as shown

in Exhibit 7.3

1 General money market liquidity is practically equal to liquidity in central bank money.

2 Special money market liquidity, in an intercommercial bank sense, is based on the credit

insti-tution’s own money

3 Capital market liquidity has to do with the ability to buy and sell securities in established

Swaps market liquidity is relatively novel As the German Bundesbank explained, not only is thenotion of swaps liquidity not found in textbooks, but it is also alien to many bankers Yet these arethe people who every day have to deal with swaps liquidity in different trades they are executing

Exhibit 7.3 Four Dimensions of Liquidity That Should Be Taken Into Account in Financial Planning

M O NEY M AR KET INFLUENCED BY

Liquidity Management and the Risk of Default

These are also the players in markets that are growing exponentially and therefore require ing amounts of swaps and other derivatives products in bilateral deals that may be illiquid

increas-LIQUIDITY AND CAPITAL RESOURCES: THE VIEW FROM LUCENT

TECHNOLOGIES

As detailed in the Lucent Technologies 2000 annual report, the company expected that, from time

to time, outstanding commercial paper balances would be replaced with short- or long-term rowings, as market conditions permit On September 30, 2000, Lucent maintained approximately

bor-$4.7 billion in credit facilities, of which a small portion was used to support its commercial paperprogram, while $4.5 billion was unused

Like any other entity, Lucent expects that future financing will be arranged to meet liquidityrequirements Management policy sees to it that the timing, amount, and form of the liquidity issuedepends on prevailing market perspectives and general economic conditions The company antici-pated that the solution of liquidity problems will be straightforward because of:

• Borrowings under its banks’ credit facilities

• Issuance of additional commercial paper

• Cash generated from operations

• Short- and long-term debt financing

• Securitization of receivables

• Expected proceeds from sale of business assets

• Planned initial public offering (IPO) of Agere Systems

These proceeds were projected to be adequate to satisfy future cash requirements Management,however, noted in its annual report to shareholders that there can be no assurance that this wouldalways be the case This reservation is typical with all industrial companies and financial institutions

An integral part of a manufacturing company’s liquidity is that its customers worldwide requiretheir suppliers to arrange or provide long-term financing for them, as a condition of obtaining con-tracts or bidding on infrastructural projects Often such projects call for financing in amounts rang-ing up to $1 billion, although some projects may call only for modest funds

To face this challenge, Lucent has increasingly provided or arranged long-term financing for itscustomers This financing provision obliges Lucent management to continually monitor and reviewthe creditworthiness of such customers

The 2000 annual report notes that as market conditions permit, Lucent’s intention is to sell ortransfer long-term financing arrangements, which may include both commitments and drawn-downborrowing, to financial institutions and other investors Doing this will enable the company toreduce the amount of its commitments and free up financing capacity for new transactions

As part of the revenue recognition process, Lucent had to determine whether notes receivableunder these contracts are reasonably assured of collection based on various factors, among which

is the ability of Lucent to sell these notes

• As of September 30, 2000, Lucent had made commitments, or entered into agreements, toextend credit to certain customers for an aggregate of approximately $6.7 billion

Excluding amounts that are not available because the customer has not yet satisfied the tions for borrowing, at that date approximately $3.3 billion in loan commitments was undrawn andavailable for borrowing; approximately $1.3 billion had been advanced and was outstanding Inaddition, as of September 30, 2000, Lucent had made commitments to guarantee customer debt ofabout $1.4 billion.

condi-Excluding amounts not available for guarantee because preconditions had not been satisfied,approximately $600 million of guarantees was undrawn and available and about $770 million wasoutstanding at the aforementioned date

These examples are revealing because they show that the ability of a manufacturing company toarrange or provide financing for its customers is crucial to its day-to-day and longer-term marketingoperations Such facility depends on a number of factors, including the manufacturing company’s:

• Capital structure

• Credit rating

• Level of available credit

• Continued ability to sell or transfer commitments and drawn-down borrowing on acceptableterms

In its annual report, Lucent emphasized that it believed it would be able to access the capitalmarkets on terms and in amounts that are satisfactory to its business activity and that it could obtainbid and performance bonds; arrange or provide customer financing as necessary; and engage inhedging transactions on commercially acceptable terms

Of course, there can be no assurance that what a company believes to be true will actually be thecase, but senior management must exercise diligence in its forecasts and pay due attention to riskcontrol Credit risk, however, is not the only exposure The company is also exposed to market riskfrom changes in foreign currency exchange rates and interest rates that could impact results fromoperations and financial condition Lucent manages its exposure to these market risks through:

• Its regular operating and financing activities

• The use of derivative financial instruments

Lucent stated in its 2000 annual report that it uses derivatives as risk control tools and not fortrading reasons It also enters into bilateral agreements with a diversified group of financial institu-tions to manage exposure to nonperformance on derivatives products (See Chapter 4 on reputa-tional risk.)

Regarding equity risk, the annual report states that Lucent generally does not hedge its equityprice risk, but on occasion it may use equity derivative instruments to complement its investmentstrategies In contrast, like all other manufacturing firms with multinational operations, Lucent usesforeign exchange forward and options contracts to reduce its exposure to the risk of net cash inflowsand outflows resulting from the sale of products to non-U.S customers and adverse affects bychanges in exhange rates on purchases from non-U.S suppliers

Foreign exchange forward contracts, entered into in connection with recorded, firmly committed,

or anticipated purchases and sales, permit the company to reduce its overall exposure to exchangerate movements As of September 30, 2000, Lucent’s primary net foreign currency market exposuresincluded mainly the euro and its legacy currencies: Canadian dollars and Brazilian reals The annual

Liquidity Management and the Risk of Default

report estimated that as of September 30, 2000, a 10 percent depreciation (appreciation) in thesecurrencies from the prevailing market rates would result in an incremental net unrealized gain (loss)

of approximately $59 million

An important reference also has been how Lucent manages its ratio of fixed to floating rate debtwith the objective of achieving an appropriate mix The company enters into interest-rate swapagreements through which it exchanges various patterns of fixed and variable interest rates, inrecognition of the fact that the fair value of its fixed rate long-term debt is sensitive to changes ininterest rates

Interest-rate changes would result in gains or losses in the market value of outstanding debt due

to differences between the market interest rates and rates at the inception of the obligation Based

on a hypothetical immediate 150-basis-point increase in interest rates at September 30, 2000, themarket value of Lucent’s fixed-rate long-term debt would be reduced by approximately $317 mil-lion Conversely, a 150-basis-point decrease in interest rates would result in a net increase in themarket value of the company’s fixed-rate long-term debt outstanding, at that same date, of about

$397 million (See also in Chapter 12 the case study on savings and loans.)

WHO IS RESPONSIBLE FOR LIQUIDITY MANAGEMENT?

Well-managed companies and regulators pay a great deal of attention to the management of ity and the need to mobilize money quickly But because cash usually earns less than other invest-ments, it is necessary to strike a balance between return and the risk of being illiquid at a given point

liquid-of time We have seen how this can be done

In nervous markets, liquidity helps to guard against financial ruptures This is as true at

compa-ny level as it is at the national and international levels of money management Robert E Rubin, theformer U.S Treasury secretary, found that out when confronting economic flash fires in spots rang-ing from Mexico, to East Asia and South America Putting out several spontaneous fires and avoid-ing a possible devastating aftermath has become an increasingly important part of the TreasuryDepartment’s job

Liquidity and fair value of instruments correlate When a financial instrument is traded in activeand liquid markets, its quoted market price provides the best evidence of fair value In adjusting fac-tors for the determination of fair value, any limitation on market liquidity should be considered asnegative To establish reliable fair value estimates, it is therefore appropriate to distinguish between:

• Instruments with a quoted market price

• Unquoted instruments, including those of bilateral agreements

Who should be responsible for liquidity management at the corporate level? Bernt Gyllenswärd, ofScandinaviska Enskilda Banken, said that the treasury function is responsible for liquidity manage-ment and that liquidity positions always must be subject to risk control The liquidity threshold of thebank should be dynamically adjusted for market conditions of high volatility and/or low liquidity

In my practice I advise a hedging strategy, which is explained in graphic form in Exhibit 7.4 It

is based on two axes of reference: compliance to strategic plan (and prevailing regulations) andsteady assessment of effectiveness The results of a focused analysis typically tend to cluster aroundone of four key points identified in this reference system

“Liquidity management is the responsibility of the global asset and liability committee, and iscarried out in general terms through the head of global risk control,” said David Woods of ABN-Amro He added: “At present, there is no definition in the organization as to how this functionimpacts on internal control The threshold for internal controls is adjusted for high volatility andlow liquidity somewhat on an ad hoc basis.”

Another commercial bank commented that liquidity risk is controlled through limits, paying ticular attention to the likelihood of being unable to contract in a market with insufficient liquidity,particularly in OTC deals The management of liquidity risk is best followed through:

par-• The establishment of policies and procedures

• Rigorous internal controls

• An infrastructure able to respond in real time

At Barclays and many other commercial banks, liquidity management is done by the treasury, inclose collaboration with collateral management Bank Leu said that liquidity control does notdirectly affect trading limits, because senior management depends on the professionalism of linemanagement to tighten them

In another financial institution, liquidity management is handled by the group’s asset and ity management operations, which are part of the treasury department The ALM activities are over-seen by the bank’s Asset Liability Committee, which meets regularly on a weekly basis, as well as

liabil-by the Strategy and Controlling department

After observing that liquidity and volatility correlate and that, therefore, liquidity managementcannot be effectively done without accounting for prevailing volatility, representatives of one bank suggested that “When we see a volatile environment, we make adjustments.” Although theprocess tends to be informal in a number of banks, some credit institutions have established formalprocedures

Exhibit 7.4 Liquidity Hedges and Practices Must Be Subject to Steady Evaluation and Control