Presentation to the Treasury Borrowing Advisory Committee

Total Page:16

File Type:pdf, Size:1020Kb

Presentation to the Treasury Borrowing Advisory Committee Presentation to the Treasury Borrowing Advisory Committee U.S. Department of the Treasury Office o f De bt M anagement November 3, 2009 Federal Budget Deficits FY2007 to FY2009 Fiscal Year to Date Deficits $ Billions (monthly data) -1,600 600% 2007 Y-O-Y % Change 2008 2009 -1,417 -1,400 -1,378 500% -1,267 -1,200 -1,086 400% -992 -1,000 -957 300% -765 -802 -800 200% -569 -600 -483 -485 -455 -371 -402 100% -400 -311 -319 -274 -269 -258 -263 -237 -148 -163 0% -200 -162 -157 -152 -81 -121 -154 -122 -42 -106-88 -49 -80 -56 0 -100% Jul-07 Jul-08 Jul-09 Oct-06 Oct-07 Oct-08 Apr-07 Apr-08 Apr-09 Jan-07 Jun-07 Jan-08 Jun-08 Jan-09 Jun-09 Feb-07 Mar-07 Feb-08 Mar-08 Feb-09 Mar-09 Nov-06 Aug-07 Sep-07 Nov-07 Aug-08 Sep-08 Nov-08 Aug-09 Sep-09 Dec-06 Dec-07 Dec-08 May-07 May-08 May-09 Office of Debt Management 2 Federal Outlays and Receipts OtlOutlays 1-Oct 15-Nov 31-Dec 15-Feb 1-Apr 17-May 2-Jul 16-Aug 0 FY07 FY08 FY09 -500 -1,000 -1,500 $ Billion -2,000 -2,500 -3,000 Outlays were up $558 B YoY -3,500 Receipts 3,000 FY07 FY08 FY09 2,500 Receipts were down $413 B YoY 2,000 $ Billion 1,500 1,000 500 Source: DTS DTS numbers are 0 approximate and Office of Debt Management may not match MTS. 1-Oct 15-Nov 31-Dec 15-Feb 1-Apr 17-May 2-Jul 16-Aug 3 Tax ReceiptsContinue to Decline -50% -40% -30% -20% -10% 10% 20% 30% 40% 0% Office of Debt Management Mar-82 Mar-83 Mar-84 Mar-85 Mar-86 Mar-87 Mar-88 Mar-89 Mar-90 Rolling 12-MonthGrowthRates Mar-91 Mar-92 Mar-93 Mar-94 nWH Taxes WH Taxes Corp Taxes Mar-95 Taxes Mar-96 Mar-97 Mar-98 Mar-99 Mar-00 Mar-01 Mar-02 Mar-03 Mar-04 Mar-05 Mar-06 Mar-07 Mar-08 Mar-09 YoY, or 31% or YoY, nWH $143 B taxes down % 11 or YoY, $108 B taxes down WH YoY, or 36% or YoY, Corp taxes down $128 B 4 Treasury Marketable Financing in FY2008 and FY2009 Treasury Marketable Financing FY 2009 FY 2008 ($ Billions) October 1, 2008 - September 30, 2009 October 1, 2007 - September 30, 2008 Net SOMA Net Cash Net SOMA Net Cash Issued Matured Activity * Raised Issued Matured Activity * Raised Bills (includes SFPs) $6,920.5 $6,417.8 $0.0 $502.7 $4,632.9 $4,101.2 ($152.0) $531.7 Nominal coupons $1,886.6 $640.7 $0.0 $1,245.9 $814.6 $626.2 ($5.5) $188.5 TIPS $58.5 $20.8 $0.0 $37.7 $61.9 $21.8 $3.5 $40.1 Total $8,865.6 $7,079.3 $0.0 $1,786.3 $5,509.5 $4,749.2 ($153.9) $760.4 * Note: Negative SOMA activity represents redemptions. Positive SOMA activity represents additional issuance of securities, made possible by redemptions in maturing securities with the same settlement date; these are offsetting transactions and are net cash neutral. Office of Debt Management 5 Cumulative Net Financing Flows since FY2007 SFP Amounts CMBs RegBills TIPS Notes Bonds Net Mktable Borrowing $ Billions $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 Oct-06 Jan-07 Apr-07 Jul-07 Oct-07 Jan-08 Apr-08 Jul-08 Oct-08 Jan-09 Apr-09 Jul-09 Oct-09 FY 2007 FY 2008 FY 2009 -$500 Office of Debt Management 6 Cumulative Net Coupon Issuance since FY 2007 400 1,600 2-year (LHS) 3-year (LHS) 350 1,400 5-year (LHS) 7-year (LHS) 300 10-year (LHS) 30-year (LHS) 1,200 250 Total (RHS) Billions) Billions) 200 1, 000 150 800 100 Net ($ Issuance Net ($ Issuance ee ee 50 600 Cumulativ Cumulativ 0 400 -50 200 -100 -150 0 Jul-09 Jul-08 Apr-09 Oct-08 Apr-08 Oct-07 Jun-09 Jan-09 Jun-08 Jan-08 Feb-09 Mar-09 Feb-08 Mar-08 Aug-09 Sep-09 Aug-08 Sep-08 Nov-08 Nov-07 Dec-08 Dec-07 May-09 May-08 Office of Debt Management 7 Treasury Cash Balances Treasury Daily Operating Cash Balance $ Billions Excluding SFPs Note: Data through October 23, 2009 175 Dec. 15 Apr. 15 Jun. 15 FY 2007 FY 2008 Sep. 15 150 FY 2009 FY 2010 125 100 75 50 25 0 Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep $ Billions Daily Treasury Operating Cash Balances Note: Data through October 23, 2009 800 Cash Balance w/o SFPs Cash Balance w/SFP 700 600 500 400 300 200 100 0 Oct-08 Nov-08 Dec-08 Jan-09 Feb-09 Mar-09 Apr-09 May-09 Jun-09 Jul-09 Aug-09 Sep-09 Oct-09 Office of Debt Management 8 Portfolio Distribution Nominal Coupons as a Share of Total Portfolio Bills as a Share of Total Portfolio 71% 37% 69% 35% 33% 67% All Bills Regular Bills 31% 65% 29% 63% 27% 25% 61% 23% 59% 21% 57% 19% 17% 55% Oct-04 Apr-05 Oct-05 Apr-06 Oct-06 Apr-07 Oct-07 Apr-08 Oct-08 Apr-09 Oct-09 Oct-04 Apr-05 Oct-05 Apr-06 Oct-06 Apr-07 Oct-07 Apr-08 Oct-08 Apr-09 Oct-09 TIPS as a Share of Total Portfolio Total Portfolio 13% 80% 12% 70% 11% 60% 10% 50% TIPS Nominal Coupons 9% 40% Standard Bills CMBs/SFPs 8% 30% 7% 20% 6% 10% 5% Oct-04 Apr-05 Oct-05 Apr-06 Oct-06 Apr-07 Oct-07 Apr-08 Oct-08 Apr-09 Oct-09 0% Oct-04 Apr-05 Oct-05 Apr-06 Oct-06 Apr-07 Oct-07 Apr-08 Oct-08 Apr-09 Oct-09 Office of Debt Management 9 Monthly Change in Debt OutstandingversusAverageMaturity Change in Monthly $ Billions Office of Debt Management -200 -100 100 200 300 400 500 600 0 Jan-07 Bills o/s: $1.9 T and Coupons o/s: $5.0 T and Coupons o/s: $1.9 T o/s: Bills 2009: 52.7 months Sept Maturity •Average $3.8 T Coupons and o/s: $1.9 T o/s: Bills •Average Maturity Oct 2008: 48.5 months Feb-07 Mar-07 Bills Apr-07 May-07 Jun-07 Coupons Jul-07 Aug-07 Sep-07 SFP peak bills at $560 B Nov 2008 begins Sept Issuance of SFPbills2008 Oct-07 Average Maturity Nov-07 Dec-07 May - Aug2008 of $168 Bulk BStimulus Jan-08 tax rebates disbursed Feb-08 Mar-08 Apr-08 May-08 Jun-08 Jul-08 Nov 2008 Investment AIG $40 B Aug-08 Sep-08 GSE Preferred Stock Purchase Program begins Oct 2008 Program beginsOct Oct-08 Nov-08 Dec-08 $36 B2008 Nov disbursed $115 B2008 Oct dispersed Capital Purchase Program Jan-09 Feb-09 Mar-09 Feb 2009 refunds peak Tax 2008 year Apr-09 May-09 Maturity (Months) Average Jun-09 Jul-09 Aug-09 Sep-09 44 46 48 50 52 54 56 58 60 40 42 10 Debt Maturity Measures Months Months 90 90 Average Maturity of Issuance 1/ 80 80 70 70 60 60 50 50 Average Maturity of Marketable Debt Outstanding 40 40 30 30 1/ Rolling 4-quarter average 20 20 1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 Office of Debt Management 11 Maturing Coupons $ Billions November 15, 2009-August 15, 2039 *Based on coupon securities outstanding as of October 15, 2009 90 2 YR NOTE 3 YR NOTE 5 YR NOTE 10 YR NOTE 30 YR BOND 7 YR NOTE 5 YR IIS NOTE 10 YR IIS NOTE 20 YR IIS BOND 30 YR IIS BOND 80 In the next 5 years , 73 days will have maturities greater than $20 billion and 46 days greater than $30 billion. 70 60 50 40 30 20 10 0 15-JUL-2017 15-JUL-2018 15-JUL-2019 15-JUL-2013 15-FEB-2029 15-FEB-2036 15-FEB-2026 28-FEB-2014 30-JUN-2014 15-FEB-2012 15-FEB-2011 30-JUN-2011 Office15-FEB-2010 of Debt Management 15-MAY-2039 15-NOV-2027 15-MAY-2021 15-AUG-2023 15-NOV-2014 15-NOV-2015 15-MAY-2016 31-AUG-2016 15-NOV-2013 15-MAY-2012 15-AUG-2012 15-NOV-2012 15-NOV-2011 15-MAY-2010 15-AUG-2010 15-NOV-2010 15-NOV-2009 31-MAR-2013 12 Primary Dealer and Government Deficit Estimates FY 2010 Deficit Estimates $ Billions Primary Dealers* CBO OMB Current: 1, 393 1, 381 1, 502 Range based on average absolute forecast error** 1,203-1,583 1,081-1,681 1,219-1,785 Estimates as of: Oct 09 Aug 09 Aug 09 FY 2010 Marketable Borrowing Range*** 1,200-1,750 FY 2011 Marketable Borrowinggg Range*** 725-1,400 * Primary Dealers reflect average estimate. Based on Primary Dealer feedback on October 29, 2009. ** Ranges based on errors from 2005-2009. *** Based on Primary Dealer feedback on October 29, 2009. Office of Debt Management 13 OMB Long-term Deficit and Borrowing Projections Debt as % of GDP OMB Interest Expense as % of GDP 8/09 OMB 30 140% 800 4.0% MSR 8/09 Held by Public (LHS) MSR 700 3.5% Held by Govt (LHS) 120% 25 600 3.0% Interest Expense as % of Gross Debt % of GDP (RHS) 100% 20 GDP (RHS) 500 2.5% 80% 15 400 2.0% $Billions 10-y Rolling- $Trillions 60% 300 Avg (RHS) 1.5% 10 Held by Public% 40% 200 1.0% (RHS) 5 Interest Expense (LHS) Held by Govt Accts% (RHS) 20% 100 0.5% 0 0% 0 0.0% 1940 1944 1948 1952 1956 1960 1964 1968 1972 1976 1980 1984 1988 1992 1996 2000 2004 2008 2012 2016 1940 1944 1948 1952 1956 1960 1964 1968 1972 1976 1980 1984 1988 1992 1996 2000 2004 2008 2012 2016 Annual Surplus/Deficits OMB 400 4% Net Marketable Borrowing as % of GDP 8/09 Surplus/Deficits MSR 14% 2,000 200 (LHS) 2% OMB 8/09 12% 0 MSR 0% 10% 1,500 -200 -2% 8% -400 1,000 Net Marketable Borrowing as % of -600 -4% 6% Surplus/Deficits as a $Billions GDP (LHS) $ Billions -800 % of GDP (RHS) 4% -6% 500 2% -1,000 -8% -1, 200 0% 0 -10% -1,400 -2% Net Marketable Borrowing (RHS) -1,600 -12% -4% -500 Office of Debt Management 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 1950 1953 1956 1959 1962 1965 1968 1971 1974 1977 1980 1983 1986 1989 1992 1995 1998 2001 2004 2007 2010 2013 2016 2019 14 Rescheduled 4-Week Bill Auctions Due to Calendar Constraints Rescheduling of 4-Week Bill Auctions Due to Conflicts FY2008 - FY2009 2:00 PM 1:30 PM 1:00 PM lose Time 12:30 PM Bill Auction C Bill Auction 12:00 PM In FY2009, the frequency with which 4-week auctions were rescheduled to 11:30 AM increased siggynificantly.
Recommended publications
  • Concurrent Session 3B: Duration Matching Versus Cash Flow
    2018 Investment Symposium Session 3B: Duration Matching Versus Cash Flow Matching for Pension Plans Moderator: Thomas J. Egan, Jr., FSA, EA, CFP Presenters: Kevin McLaughlin, Insight Investment Matthew Bale, Risk First Sean Kurian, FSA, FIA, Conning SOA Antitrust Disclaimer SOA Presentation Disclaimer 2018 Investment Symposium KEVIN MCLAUGHLIN, INSIGHT INVESTMENT MATTHEW BALE, RISK FIRST SEAN KURIAN, CONNING 3B, Duration Matching Versus Cash Flow Matching for Pension Plans 8th March 2018 SOCIETY OF ACTUARIES Antitrust Compliance Guidelines Active participation in the Society of Actuaries is an important aspect of membership. While the positive contributions of professional societies and associations are well-recognized and encouraged, association activities are vulnerable to close antitrust scrutiny. By their very nature, associations bring together industry competitors and other market participants. The United States antitrust laws aim to protect consumers by preserving the free economy and prohibiting anti-competitive business practices; they promote competition. There are both state and federal antitrust laws, although state antitrust laws closely follow federal law. The Sherman Act, is the primary U.S. antitrust law pertaining to association activities. The Sherman Act prohibits every contract, combination or conspiracy that places an unreasonable restraint on trade. There are, however, some activities that are illegal under all circumstances, such as price fixing, market allocation and collusive bidding. There is no safe harbor under the antitrust law for professional association activities. Therefore, association meeting participants should refrain from discussing any activity that could potentially be construed as having an anti-competitive effect. Discussions relating to product or service pricing, market allocations, membership restrictions, product standardization or other conditions on trade could arguably be perceived as a restraint on trade and may expose the SOA and its members to antitrust enforcement procedures.
    [Show full text]
  • Ensuring a Smooth De-Risking Journey De-Risking Report 2018
    Ensuring a smooth de-risking journey De-risking report 2018 Contents Ensuring a smooth Looking back at 2017 ...............................................................................................................................4 Getting the best value in the bulk annuity market ...............................................6 de-risking journey Is a buyout more affordable than you think?..............................................................9 De-risking report 2018 Run-off strategy: the ‘DIY buy-in’ approach ..............................................................12 When should buy-ins be collateralised? ........................................................................15 Where next for the bulk annuity market? .................................................................... 19 1 Ensuring a smooth de-risking journey Our credentials Size and volume Client-focused solutions Experienced adviser on transactions ranging in size Streamlined approach which includes from £2 million to £16 billion pre-negotiated contract terms for cost efficient and quick transactions Advised on the first buy-in transaction in 1999. We have subsequently advised this client on four Strong relationships with the provider market, further deals leading to the best solutions for our clients A team which has experience of over 700 The only adviser to have led transactions using all transactions, including leading 25 buy-ins and of the available structures buyouts in 2017 of which 6 were over £100 million Longevity risk is integrated within the investment Advised more than 20 schemes who have put risk framework to enable active decisions in place multiple buy-ins, using both umbrella Settlement is a key part of our fiduciary investment contracts and open market approaches offering and at the heart of our strategic advice Leading adviser to insurers on annuity portfolio sale transactions Advised on over half of all longevity hedge deals ever transacted Innovation We have an unrivalled history of innovation and embracing new ideas.
    [Show full text]
  • Statement of Investment Principles
    AXA UK Group Pension Scheme | Statement of Investment Principles Statement Of Investment Principles September 2020 1 AXA UK Group Pension Scheme | Statement of Investment Principles Introduction This is the AXA UK Group Pension Scheme’s Statement of Investment Principles (“SIP”). It is prepared by the AXA UK Pension Trustees Limited (the “Trustee”) of the AXA UK Group Pension Scheme (the “Scheme”) and outlines the policies and principles that guide Trustee’s decisions when managing the scheme’s Defined Benefit obligations. The Trustee took advice from the Scheme’s investment advisors when creating the SIP to ensure that it reflects a robust approach for the Scheme and to meet the objectives set out by the Trustee in consultation with AXA UK plc (the “Employer”). This document should be read in conjunction with the Investment Policy Implementation Document (IPID). Compliance with this Statement This Statement will be reviewed on an annual basis or following any material change in the investment policy. The Trustee will monitor as appropriate at the formal meetings with the Investment Consultants that the various reviews mentioned in this statement are carried out. This statement is signed For and on Behalf of the Trustees of the AXA UK Group Pension Scheme. S. Yandle S. Pitt Trustee Trustee Date Agreed by Trustees: 29 September 2020 2 AXA UK Group Pension Scheme | Statement of Investment Principles Our Approach to Governance Investment powers This document contains the Statement of Investment Principles (‘the and compliance with SIP’) required under Section 35 of the Pensions Act 1995 and the pensions act subsequent legislation, principally the Occupational Pension Schemes (Investment) Regulations 2005 for the AXA UK Group Pension Scheme (“the Scheme”).
    [Show full text]
  • Meeting Public Benefit Obligations in Good and Bad Times PDF File
    August 2020 Meeting public benefit obligations in good and bad times Volatile markets and recent equity market drawdowns highlight the long-term effects that short-term dislocations can create. For pension plans, ensuring plan participants receive their scheduled payments can prove difficult in volatile markets, depending on their funding situation and where these payments are sourced. In some cases, plans become forced sellers of illiquid assets, “locking-in” a loss and extending the time until achieving a sustainable funding level. In this piece, we introduce an investment framework to help address these challenges. A liquid sleeve of the plan’s portfolio can help meet immediate cash flow needs and insulate the rest of the portfolio from the impact of having to make the required payments - hence protecting plan members further in cases of severe market stress. How big an issue is liquidity? Based on our database, the average public plan has Low (and falling) risk-free returns have reduced the yield annual net outflows of 2-3%. Some plans have even opportunities in global capital markets, pressuring plans to greater liquidity needs, as summarized below. allocate to less liquid opportunities to capture an illiquidity Figure 2: Annual net outflow as % of plan assets premium. This is primarily driven by a need to maximize the expected return of the plan (which serves as the Median 25th Percentile 75th Percentile discount rate to determine plan liabilities). In stressed 5% markets, this narrows the sources of funding for benefit payments, ultimately forcing plans to sell their more liquid 4% assets at lower prices and potentially higher transaction 3% costs to meet their benefit obligation.
    [Show full text]
  • Concurrent Session 4A: Maintaining a Pension Plan Long-Term: Hedging
    Session 4A: Maintaining A Pension Plan Long-Term: Hedging the Risks SOA Antitrust Compliance Guidelines SOA Presentation Disclaimer 2019 Investment Seminar MAINTAINING A PENSION PLAN LONG-TERM: HEDGING THE RISKS Paul Joss, FSA, CFA [email protected] Alexander Pekker, ASA, CFA, PhD [email protected] Christian Robert, FSA, FCIA, CFA [email protected] October 27, 2019 SOCIETY OF ACTUARIES Antitrust Compliance Guidelines Active participation in the Society of Actuaries is an important aspect of membership. While the positive contributions of professional societies and associations are well-recognized and encouraged, association activities are vulnerable to close antitrust scrutiny. By their very nature, associations bring together industry competitors and other market participants. The United States antitrust laws aim to protect consumers by preserving the free economy and prohibiting anti-competitive business practices; they promote competition. There are both state and federal antitrust laws, although state antitrust laws closely follow federal law. The Sherman Act, is the primary U.S. antitrust law pertaining to association activities. The Sherman Act prohibits every contract, combination or conspiracy that places an unreasonable restraint on trade. There are, however, some activities that are illegal under all circumstances, such as price fixing, market allocation and collusive bidding. There is no safe harbor under the antitrust law for professional association activities. Therefore, association meeting participants should refrain from discussing any activity that could potentially be construed as having an anti-competitive effect. Discussions relating to product or service pricing, market allocations, membership restrictions, product standardization or other conditions on trade could arguably be perceived as a restraint on trade and may expose the SOA and its members to antitrust enforcement procedures.
    [Show full text]
  • Infrastructure Debt: Creating Resilient Cashflows Through Secured Lending
    January 2021 / Infrastructure Debt: creating resilient cashflows through secured lending How asset selection and structural protections can help create secure income cashflows for pension funds investing in private infrastructure debt Introduction Defined benefit (DB) pension funds in search of secure constructed lending arrangements, pension funds can earn income cashflows have invested in infrastructure debt. attractive risk-adjusted returns and simultaneously benefit from secure income streams to help them meet their Better funded schemes have had the luxury of investing in cashflow obligations. senior, investment grade infrastructure debt where lending margins are lower because of the security from being a A common theme in our paper is to encourage pension senior lender to the highest quality sponsors and against fund decision makers to look beyond “labels” and focus on the highest quality projects. Typical lending margins (also first principles when making judgements about the known as the credit margin) are 1-2% p.a. above robustness and stability of cashflow streams. government bond yields. Private6 infrastructure debt lends itself to customisation of At the other end of the spectrum pension funds, in search lending terms to improve security for lenders. For this of higher returns to close funding deficits, have invested in reason, when creating secure income cashflows from junior (including mezzanine), sub-investment grade debt private infrastructure debt, investors seeking secure income where margins can be significantly higher due to the sub- would be wise to look beyond credit ratings and the investment grade nature and, in many cases, the low sub- traditional dichotomy between investment grade and sub- investment grade nature of this debt.
    [Show full text]
  • Selected ALM ISSUES
    Selected ALM ISSUES JF. Boulier - CCF - Directeur de la Recherche et de 1'Innovation C. Chambron - CCF Gestion - Inginieur financier Credit Commercial de France 103, avenue des Champs ElysCes 75008 Paris TBI : 01 40 70 32 76 Fax: 01 40703031 The authors wish to thank K. Seridi for her help with Part 11. Contents Introduction I. ALM: background and current issues I. 1 Description 1.2 Background 1.3 Methods 1.4 Current issues 11. Riding the yield curve 11.1 Defining and analysing the strategy 11.2 Leverage 11.3 Future-rate expectations and persistence effect 11.4 Empirical test 11.5 Observations and conclusions 111. Capital allocation 111.1 Optimising a business portfolio 111.2 One bank, two lines of business 111.3 Applications: Should commercial banks practise transformation? 111.4 Implementation and criticisms 111.5 Pertinent findings IV. Sensitivity of a life insurer's earnings to asset allocation IV. I Life insurers' portfolios: current situation in France IV.2 Accounting mechanisms for appropriation of earnings IV.3 Simulation assumptions IV.4 First simulation: portfolio with a 10% equity element IV.5 Simulation of different investment policies 1V.6 Investing in equities Conclusion Bibliography Introduction Moreover, the achievements of ALM are beginning to find an audience beyond the The technique known as assetAiability inner circle of specialists. In France, two management (ALM) has enjoyed recent examples are significant. remarkable popularity in recent years. From its origins as an actuarial and cashflow When AGF, an insurance company, was matching technique, ALM has grown into a privatised, the chairman stressed the conceptual framework for financial importance of strategic asset allocation for management - and a professional activity boosting profitability and market value.
    [Show full text]
  • ASI Powerpoint Template SCREEN
    August 2018 How Digital is Changing Insurance Asset Management Now and in the Future Dr Bruce Porteous Investment Director – Global Insurance Solutions Aberdeen Standard Investments This communication is intended for investment professionals only and must not be relied on by anyone else Aberdeen Standard Investments is a brand of the investment businesses of Aberdeen Asset Management and Standard Life Investments. Agenda • Introduction • Digital here and now • Insurance asset data • Risk management • Optimal cash flow matching • Capital efficient asset portfolio optimisation • Diversification to manage risk • Protecting equity • Quantitative investment strategies • The future 1 Introduction • Drivers of change • Regulation and harsh investment environment • Cheaper and more powerful computing => can do more • More data and recognition of value-adding information they contain • Fear of disrupters • Constraints • Legacy systems and lack of investment • Wrong skillsets • Complacency • Benefits • Survival • Meet client needs more effectively and at lower cost • Can be a genuine differentiator 2 01 Digital here and now I. Insurance asset data Digital Here and Now: Insurance Asset Data • Solvency II’s Tripartite Template • Single format data exchange template for all to use • Agreed by national industry bodies • What’s in it? • All assets, line-by-line • 136 columns of data (eg credit rating, securitisation by type, both legs of swaps etc) • Full instrument description • What is it used for? • Report market values (or to estimate them using
    [Show full text]
  • Financial Statement Analysis
    Financial Statement Analysis 1 “Necessitas dat legem, non ipsa accipit” Publilius Sirus Need imposes Law, it does not accept it 2 Index Introduction 5 Chapter 1: The IFRS 17 main characteristics and challenges 1.1 The rationale behind the IFRS 17 8 1.1.1 Historical background 8 1.1.2 The normative transition towards the IAS/IFRS in Europe 9 1.1.3 The Insurance Project 12 1.1.4 The need for a consistent framework 19 1.2 The Standard 23 1.2.1 The scope 24 1.2.2 Unbundling and contract boundaries 29 1.2.3 Level of aggregation 34 1.3 The general measurement model overview 37 1.3.1 An introduction about the accounting model 37 1.3.2 The estimation building blocks at initial recognition and subsequent measurement 39 Chapter 2: IFRS 17 Presentation, transition and implementation 2.1 The current normative and regulatory panorama 43 2.1.1 Differences and similarities with IFRS 4 43 2.1.2 Differences and similarities with Solvency II 49 2.2 Effects on disclosure and presentation 57 2.2.1 Insurance Service Result 58 2.2.2 Insurance Finance Income or Expense 62 2.3 Implementation and Transition process 65 2.3.1 Institutional support to IFRS 17 implementation 66 2.3.2 The implementation process and accounting decisions 69 2.3.3 The transition process approaches 71 3 2.4 Impacts on audit, risk management and regulation procedures 74 2.4.1 Audit and Risk Management 75 2.4.2 Regulation and Supervision 76 Chapter 3: A practical simulation of IFRS 17 3.1 Asset and liability management for life insurance companies 82 3.1.1 Life insurance liabilities modeling
    [Show full text]
  • Building Your Own Annuity Book Cashflow Solutions at M&G
    M&G INSTITUTIONAL INVESTMENTS November 2018 Building your own annuity book Cashflow solutions at M&G For Investment Professionals only 2 M&G Investments Achieving the attainable “Tantalus’s punishment was being forced to stand in a pool of water, underneath a fruit tree, for all of eternity. Every time, he would reach for fruit from the tree, it would grow beyond his reach.” Tantalus was a son of Zeus who Reaching the unattainable? committed a grisly set of crimes. Meanwhile, many analysts point After being caught stealing to the current valuations of ambrosia from the gods and traditional risk premia versus incurring their wrath, he tried to historic averages and make gloomy ingratiate himself once more by predictions on returns. This is one killing his son, cooking him and of the reasons many pension serving him up at a banquet schemes are moving allocations for the gods. away from equities towards Even by the pretty low standards fixed income and other matching Jeremy Richards, Fund Manager of the Greek mythological gods, assets, with the effect of de-risking this was deemed to be poor their portfolios. parenting. So, Tantalus was forever Even when buy-out and buy-in punished with reaching for the has become cheaper, there has unattainable and this story gives not always been a corresponding rise to the word “tantalise”. change to the underlying bond This feeling of trying to attain rates, leading some schemes to something that seems to forever question the quality of those move out of reach is familiar guarantees. The implication is to many UK pension schemes that self-sufficiency is what many and their trustees.
    [Show full text]
  • Scottish Equitable Plc Solvency and Financial Condition Report 2018
    Scottish Equitable plc Solvency and Financial Condition Report 2018 Table of contents Scope of the Report ...................................................................................................................... 4 Basis of Preparation ..................................................................................................................... 4 Summary ..................................................................................................................................... 5 Introduction ......................................................................................................................................... 5 A. Business and Performance .......................................................................................................... 5 B. System of Governance ................................................................................................................ 6 C. Risk Profile ................................................................................................................................... 7 D. Valuation for Solvency Purposes ................................................................................................. 8 E. Capital Management ................................................................................................................... 8 A. Business and Performance ...................................................................................................... 10 A.1 Business ......................................................................................................................................
    [Show full text]
  • A Numerical Examination of Asset-Liability Management Strategies
    A Numerical Examination of Asset-Liability Management Strategies Meije Smink’ University of Groningen, POBox 800, 9700 AV Groningen, The Netherlands Telephone: 31-50-63.45.39 Fax: 31-50-63.72.07 Summary This article presents a detailed analysis of Asset-Liability Management Strategies. In the paper these strategies are classified according to three categories. These are: [l] static techniques, e.g. gap-analysis, static duration analysis; [2] dynamic value driven strategies, e.g. immunization, key-rate immunization, model-dependent immunization, contingent immunization, portfolio insurance, pay-off distribution optimization; and [3] return driven strategies, e.g. spread management, rate of return optimization. Each strategy is analyzed using of multi-period framework based on the Vasicek interest-rate model. This model is represented through a trinomial interest rate-tree. The analysis thus obtains a high degree of comparability with regard to the risks and possible rewards associated to each strategy. The article’s final section discusses the potential for application of each strategy, as part of the financial institution’s ALM policy. The author gratefully acknowledges helpfull comments from T.K. Dijkstra and R.A.H. van der Meer. 969 Examen numkrique des strategies de gestion actif-passif Meije Smink ’ Universite de Groningue, Pays-Bas Telephone : 31-50-63.45.39 TClCcopie : 3 I-50-63.72.07 . R&sum6 Le present article propose une analyse detaillee des strategies de gestion actif-passif. Ces strategies sont classees en trois categories : [l] Les techniques statiques, a savoir analyse des &arts, analyse de duration statique ; [2] Les strategies dynamiques axles sur la valeur, a savoir immunisation, immunisation aux taux cl&, immunisation dependante de modeles, immunisation contingente, assurance de portefeuille, optimisation de la repartition des pay-offs; et [3] Les strategies ax&es sur le rendement, a savoir gestion des spreads et optimisation des taux de rendement.
    [Show full text]