Financial Risk Analysis

When doing risk analysis simulation modeling, it’s critical to represent the fact that many variables are related. Very rarely are all variables completely independent of one another.  For example, when interest rates are low, housing starts tend to go up. This relationship is represented by a correlation coefficient, a number between -1 and 1. -1 means the two variables are perfectly negatively correlated;  that is, when interest rates go up 1 unit, housing starts go down 1 unit. A coefficient of 1 is exactly the opposite, and 0 means there is no relationship between the variables at all. Typical coefficients are between these extremes. This correlation between input variables can and must be captured in your financial risk analysis models. Even if you are using expert opinion, estimating these relationships is better than ignoring them completely.

@RISK provides an easy way to define correlation coefficients. Through the use of a slider bar, you can dynamically update coefficients between variables as well as scatter plots representing those variables. This helps you visualize and more easily define these relationships.

For a quick video demonstrating this, see:



» View short videos on recently added @RISK risk software features

Vertex Pharmaceuticals, Inc. is a global biotechnology company based out of Cambridge, MA. The Company's strategy is to commercialize its products both independently and in collaboration with major pharmaceutical companies. Vertex's product pipeline is focused on viral diseases, cystic fibrosis, inflammation, autoimmune diseases, cancer, and pain.

Given the uncertainty of outcomes in the biotech industry, consideration of variability is an inherent part of the decision process. Often, the mean (average) is not a relevant decision criteria. This is especially true for smaller biotech companies like Vertex – the opportunity costs are extremely high because scarce capital resources would be invested elsewhere, with a higher probability of realistic return. For example, a company may reject a project which is profitable on average (positive Net Present Value) because some of the possible outcomes are unacceptable to the decision maker. Consideration of variability allows a decision maker to bring in their own risk tolerance into the decision. A similar argument applies when estimating a safety margin above a base case (e.g. in cost budgeting).

Vertex’s strategy and analytics group within the corporate finance division seeks to provide the senior management with dynamic revenue and profit forecasting methodology that helps to identify types of drugs that should be developed given a finite amount of cash and resources. A traditional financial view allows the user to identify scenarios and potential outcomes, but lacks the ability to show the range of potential values within each and every outcome. Vertex’s team uses the DecisonTools Suite to establish the average outcome, the variability of outcomes and to pressure-test risk and uncertainty of a particular scenario throughout the decision process.

Vertex’s team built a complex financial risk analysis model using @RISK to enhance its portfolio process. Monte Carlo simulation and optimization are used to analyze and optimize project and portfolio decisions, given short and long-term corporate strategy. @RISK is also frequently used throughout the business development process: simulating across multiple sales forecasts provides BD team with a range of potential outcomes, making it easy to pinpoint a particular scenario on a curve, along with its probability and value. TopRank turns the sensitivity analysis into a quick and seamless exercise, answering multiple what-if questions within minutes. Franchise and program leaders can now see a dollar effect of their program being delayed or advanced, adding supplementary indications to the development plan and even addressing the price uncertainties all at the same time. The simple interface of PrecisionTree along with tornado chart outputs makes it easy to explain the effect and importance of a particular assumption / decision to an audience with no finance background.

As the company continues to grow, adding more drugs and collaborations to its development pipeline, we will see in this free live webcast how the DecisionsTools Suite remains one of Vertex’s analytical tools of choice to enhance and guide the decision making process.

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With the New York State primaries coming up September 14 and the general election on November 2, I predict that as soon as summer turns the corner into September, we'll start hearing lots and lots about polls that predict election outcomes.  To find out if there was any early discussion of polls, polling, and outcomes, I returned to my favorite election forecast site from the 2008 presidential elections, FiveThirtyEight: Politics Done Right.

One of the side-effects of the recession appeared to be a reduction in the demand for electricity as businesses and consumers alike looked to make savings on their outgoings. However, economic recovery seems to render this trend as temporary, meaning that the global need to tackle energy-consumption is as pressing as ever.

BC Hydro, Canada's third largest electrical utility provides an interesting case study in how to  ascertain the most effective ways to tackle the gap between supply and demand of electricity in British Columbia. Trends such as an expanding population growth, and the increase in energy usage per customer, have led to a rise in the demand for electricity across the region. By legislation, BC Hydro must aim to meet these energy needs through implementing cost-effective energy conservation approaches before it can turn to increasing the supply. 

The company has set itself one of the most aggressive targets in North America, with a plan to meet almost 75 percent of its incremental load through Demand Side Management (DSM) over the next 20 years. DSM projects include compact fluorescent light promotions; subsidies for energy efficient appliances; variable speed motor promotions (for home furnaces); and promotional activity aimed at motivating customers to use less energy.

BC Hydro uses @RISK risk analysis software to measure the uncertainty around its energy conservation efforts, both at the project stage and at a higher portfolio level. Around 60 projects were analysed on a case-by-case basis, and a probability distribution around the forecast outcome was developed. @RISK helps BC Hydro to capture the level of uncertainty of the estimated savings for each individual DSM venture.

In recognition that projects do not operate in isolation, BC Hydro also uses @RISK to explore the interrelationships between key uncertainties: the participation and savings per participant, and the participation across projects. The analysis showed that if a 'conservation culture' was developed in the province, it would result in an increase in energy savings across all programmes. However, it also illustrated that, if this culture failed to materialise, the performance of all programmes will be dragged down.

Exploring uncertainty using @RISK allowed BC Hydro to find the best balance between the uncertainties of supply side resources and those of relying heavily on energy conservation. Employing Decision Making Under Uncertainty helps BC Hydro to meet both financial risk analysis and environmental risk analysis goals. As a result, it expects to meet the majority of its incremental load growth through conservation measures.

» Read the BC Hydro case study

Craig Ferri
EMEA Managing Director of Risk & Decision Analysis

This financial risk analysis example demonstrates the use of the Corrmat function to correlate multiple @RISK distributions. The distributions are correlated using a matrix of coefficients that specify the relationship between each pair of functions. The coefficients must be between -1 and +1, with a value of +1 indicating a perfect correlation, 0 indicating no correlation, and -1 indicating a perfect negative correlation. In this example three variables, the current US interest rate, the Pound/$ exchange rate, and the Euro/$ exchange rate, are correlated using a 3x3 matrix. Correlation matrix inconsistency occurs when a matrix that is mathematically impossible to realize is entered. If this happens, @RISK will try to adjust your matrix. However, you may have some correlation coefficients that you do not wish to be adjusted, while others are more or less free to be changed. This information may be entered using an adjustment weight matrix. 

» Download the example:
   CorrmatWithAdjustmentWeightMatrix.xls
» See more Financial Risk Analysis models here
 » Case Study: FiduciaryVest uses @RISK's correlation
    matrices in asset allocation modeling

Just after I posted my last blog questioning a recent Investopedia column in the San Francisco Chronicle, I had a congenial note from the author of that column, David Harper.  His column compared Monte Carlo Simulation with two other methods of calculating Value-at-Risk, and I was concerned that its view of risk and risk analysis techniques was overly simplified. David   was surprised to discover that column had just appeared because he wrote it five years ago!

The five-year lag explains a lot--Monte Carlo simulation was not nearly so widely adopted or carried about by so many software tools as it is today--and I should have suspected the article was a vintage piece before I started carping.

So I happily retract my concerns to introduce to you David Harper, CPA and certified Financial Risk Manager.  In response to my comment about the attitudes and techniques that led to last year's collapse of the financial markets, David says that, now that the black swan has flown, "the crisis should implicate both HistoricalSim VaR and parametric VaR (at least multivariate normal!) and point toward Monte Carlo Sim. I've been thinking for a while that all of this [I think he means lack of accuracy in specifying risk] should really boost Monte Carlo."

Investment commentary is only one of David's activities.  He is the founder of Bionic Turtle, a business devoted to e-learning about financial risk and preparation for the certification exam for financial risk managers. This is a worthy enterprise--I was relieved to discover that there are hoops financial risk managers have to got through to be called that--and for anyone who would like to know more about quantitative techniques for risk analysis, its website is worth prowling. 

Thank you, David, for setting me straight.  

Variance-covariance assumes volatility only in terms of standard deviation, and volatility doesn't come in one flavor or standard deviation.  Neither does risk.   

@RISK risk modeling software is used for a wide variety of applications in financial risk analysis forecasting, investments, and banking. This model is one example of how @RISK can help in risk analysis decision making.

Models of the prices of assets (stocks, property, commodities) very often assume a random walk over time, in which the periodic price changes are random, and in the simplest models are independent of each other. The future price level of the asset may result in some contract or payoff becoming valuable, such as in the case of financial market options. In these cases, the value of the contract (contingent payment or option) is calculated as the average discounted value of the future payoff. In the special case of European options on a traded underlying asset, the value calculated from the simulation may be compared with mathematical formulas that analytically provide the valuation, such as the Black-Scholes equation. In many more complex cases, the pertinent analytic formulas may be unknown or very complex to derive, and one may wish to rely on simulation techniques. This particular model compares the average simulated payoff for European Call and Put options with the Black-Scholes valuation.

» Download the example: AssetPrices.Options.BS.Multi.xls

@RISK risk modeling software is used for a wide variety of applications in financial risk analysis forecasting, investments, and banking. Below is an application of a discounted cash flow analysis.

Discounted cash flow (DCF) calculations are a frequent example of the use of @RISK. In the example model, the sources of risk are the revenue growth rate and the variable costs as a percentage of sales. After taking into account the assumed investment, and applying a discount factor, the DCF is derived. Following the simulation, the average (mean) of the DCF is known as the net present value (NPV).

In this example, the results show that the average DCF is positive (about 40), whereas the probability of a negative DCF is about 15%. The decision as to whether to proceed or not with this project will therefore depend on the risk perspective or tolerance of the decision-maker.

This example has also been extended to calculate the distribution of bonus payments on the assumption that a bonus is paid whenever the net DCF is larger than a fixed amount (such as 50). It also uses some of the @RISK Statistics functions RiskMean, RiskTarget, and RiskTargetD to work out the average net DCF, the probability that the net DCF is negative and the probability that a bonus is paid.

» Example model: CashFlow.xls

As a small--very small--shareholder, discovering that there is such a tipping point and that Karame knows how to locate it is reassuring.  Makes me feel there's someone on my side.   

So.  Is it time to shut down your Monte Carlo software?  I don't think so. . . .   

As part of his pre-Budget report in December, the UK chancellor, Alistair Darling, announced a one-off super-tax on bankers' bonuses. This followed ongoing threats by bankers that they will leave the UK if their (bonus) earning potential is curtailed.

Unsurprisingly, this angered the British tax-payer who, thanks to the excessive risks taken by the banks, is now the proud owner of several formerly publicly-owned national banks.  As a result of this and the severe recession that followed, for a while it seemed as though the financial sector would have to change.  However, the current headlines suggest that, whilst the financial crisis was certainly a sharp shock, it may have been too short to ensure that measures were put in place to ensure it never happened again.

The key factor to understand is the grasp that money has over financial institutions.  In fairness this is as it should be – after all their raison d'etre is to make money.  However, this has developed into a culture of 'profit-at-any-cost' that is inherent throughout almost all financial organisations.  One outcome is inappropriate incentive structures that reward short-term income-generation over and above any other activity.  Another repercussion, particularly over the past few boom years, has been an increased tolerance of risk.

Over the past two years or so, many risk departments will have flagged up levels of uncertainty that, in previous times, would have been unacceptable.  For various reasons, much of this advice has been ignored.  Frustrating at the time, in light of events of the past few months, this must now seem inexcusable to risk managers, both within and outside the financial sector.  Many of these people will know that sophisticated risk analysis tools are available to enable them to 'measure' the likelihood of an event occurring and the severity of its effects.

The accuracy of the results depends on the quality of the data input.  It also hinges on the ability of the financial sector to adopt a realistic attitude to risk.  And, to quote City minister Lord Myners, this means that bankers must 'live in the real world'.

Craig Ferri
EMEA Managing Director of Risk & Decision Analysis

Rumors of this death are greatly exaggerated.  

Why is it that most of the high profile projects managed by the government in the UK all ultimately become beset by problems? A number of projects jump to mind – the Millennium Dome, Wembley Stadium and currently the NHS IT. All three have been plagued by developmental delays and financial mismanagement.

Recently, yet another worthy, but ambitious project has been announced – the North-South high speed rail line to connect London to Scotland. One wonders if the government undertakes detailed quantitative project risk analysis for its infrastructure initiatives?

A good example to highlight in this context is ENGCOMP, a Saskatchewan-based engineering consulting firm that has worked with the Canadian Department of National Defence (DND) to help define budgets for the fourth phase of construction of its Fleet Maintenance Facility at Canadian Forces Base Esquimalt in Victoria, British Columbia. Using @RISK, a Monte Carlo simulation tool, ENGCOMP helped the DND define and secure budget approval from the Federal Government’s Treasury Board. The consultancy firm was able to estimate the impact of the variability and uncertainties pertaining to risks, costs and scheduling. This assessment enabled it to estimate the project risk budget or the risk reserve and schedule contingency, which were both factored in when defining the total project cost of the infrastructure project.

The fact is, in the world of business, risk is inherent and unavoidable. Whilst one cannot completely control risk, one can certainly help reduce uncertainty, greatly increasing the chances of project success. For instance, a key finding of the project risk analysis conducted by ENGCOMP was that, taking into account all the risk and uncertainties on the project, there is an 85 per cent chance that the Fleet Maintenance Facility project will be completed in January 2014. A fairly positive result for the DND, given the scale and complexity of this project in question.

Craig Ferri
EMEA Managing Director of Risk & Decision Analysis

Why attend?

This one-day forum is a great way to find out how others in the Healthcare Industry are using our software, as well as to learn new approaches to the problems Healthcare professionals face every day. We will have six software training sessions, and six real-world case studies presented by industry experts covering risk and decision analysis from all angles specific to the Healthcare sector.

You will also see how new versions of @RISK, PrecisionTree, RISKOptimizer, TopRank, NeuralTools, StatTools, and other Palisade software tools work together to give you the most complete picture possible in your situation.

Who should attend?

Professionals in risk and financial analysis in: Care Equipment & Services, Pharmaceuticals, Biotechnology & Life Sciences, Hospital Care & Management, or related services

How much?

For a limited time, the cost for attending the Health Risk Analysis Forum is has been discounted $100.

$295 covers all sessions, continental breakfast, lunch and a cocktail networking reception. Attendees will also receive a welcome package that includes a 15% discount on their next software purchase.

Please contact Jameson Romeo-Hall at jromeo-hall@palisade.com if you are interested in attending.

Location
The Westin Gaslamp Quarter
910 Broadway Circle
San Diego, CA 92101
(619) 239-2200

Book your room at a discounted rate (subject to availability.)

Both the Conservative Party and the Labour Government have indicated that they will raise the state pensions age of men and women to help reduce the UK’s national debt.  In addition, more and more employers in the private sector are closing good pension schemes. The Association of Consulting Actuaries’ (ACA) recent survey on pension trends has revealed that 59% of employers are set to review pensions ahead of 2012 and 24% of employers will consider pension benefit reductions when they have to auto-enroll all employees into a scheme.

With taxes on business and individuals likely to rise over the next few years, it is difficult to see anything other than a deteriorating climate for pension savings unless there is a radical change of approach, says the ACA. It has proposed a standing Pension Commission that will challenge the legal and regulatory hurdles standing in the way of sensible long-term pension designs.

Perhaps, a more in-depth risk analysis may help the ACA make a stronger case to the government. As a related example, in the US, the Society of Actuaries and the Casualty Actuary Society, sponsored a research project with the Illinois State University to develop a model for projecting economic indices such as interest rates, equity price levels, inflation rates, unemployment rates, and real estate price levels. The model was created using Palisade’s @RISK and Microsoft Excel. In fact, @RISK’s built-in probability distribution functions, correlation matrices, and simulation results were essential to the study.

The UK ‘pensions’ landscape is set to undergo tremendous change, which will impact each and every one of us. Using scientific, risk analysis techniques, actuarial industry bodies can develop a strong argument and lobby the government so that informed policy decisions are made that are right for both the financial health of the nation and its citizens.

Craig Ferri
EMEA Managing Director of Risk & Decision Analysis

I read an interesting article on the causes of the Global Financial Crisis by John B. Taylor. Although the topic is interesting enough already, especially for a member of a risk analysis-specialising company, something else caught my eye. I have observed in training workshops, onsite consulting and now academic papers a phenomenon regarding probabilistic modelling. Many of those using the methods don’t understand what they should actually be getting from the methodology. There is an intellectual leap from the deterministic to the probabilistic that sometimes does not get made. This limits the usefulness of Monte Carlo simulation, and the value of performing such statistical analyses.

Back to the article which spurred me to write this blog in the first place. Or rather, the graph. Yes a single graph of housing starts vs. time (and its brief description) leapt out at me. One of the lines on the graph was claimed to show model simulations of housing starts using the actual interest rate, compared to the interest rate ‘predicted’ by the Taylor Rule and a third line showing actual data.

So what’s the problem?

The problem is that simulation techniques should not be used to create a single value. The single ‘simulation’ line implies a single modelled/returned value for each time period. This is deterministic modelling. There may be a particular scenario that has been modelled, but it certainly isn’t a simulation that is being represented by that single line. Simulations produce thousands of data, observed values and their associated percentiles as well central moments (mean, variance etc.). Not just one value (sorry Value at Risk – that includes you too) that can be plotted as a single line. I would guess that if a simulation were run as I understand the term then the line in the chart was probably constructed using the simulated means. But I shouldn’t be guessing.

This is far from the only time I’ve seen simulation results reduced to a single entity. I have heard from clients in the past “the simulation gave $X” with little to no context around it, and this is supposed to both mean something to me and to their customers and help to make better decisions under uncertainty…

In the next blog I will explore this idea further and discuss the sorts of results that should be gleaned from a simulation. In particular, why narrowing simulation results down to a single number is counterproductive to healthy business practices.


Rishi Prabhakar
Trainer/Consultant

In my last blog I mentioned a ‘fact’ about data that came up during a recent public training course (Decision-Making and Quantitative Risk Analysis). This fact stuns me every time I think about it, and certainly floored me the first time I encountered it. So many companies just don’t have it.

Data, that is. Historical data from completed projects, sometimes billion-dollar projects, is simply not collected especially in resources and infrastructure cost estimation. Instead every risk is re-estimated from scratch in every new project based entirely upon an estimator’s recollections or guesses. This is not a suggestion that estimators don’t know what they’re talking about, rather that the benefits of adding historical data to the analysis far outweigh the cost of gathering the information in the first place.

I first worked in the banking sector, hence my surprise to learn of this lack of data storage in certain areas of risk analysis. Project cost estimation, especially in resources and infrastructure – I’m talking to you. In financial circles there are literally millions of data points collected daily across the entire organisation. Gathering data (and then analysing it for some benefit) is simply ‘what we do’, and this process isn’t challenged. Some of the data is quite ‘small’, such as the number of seconds a particular caller was kept on hold before being answered, and others are quite ‘big’, such as multi-million dollar losses due to fraudulent activities. Regardless, it’s all kept in the knowledge that information is power – in this case the power to make intelligent decisions in the future.

How can you judge the efficacy of an estimation process (workshops etc.) if you don’t track the final observed outcomes specifically to make such a judgment? Well, you can’t. And that leaves your company’s risk and decision assessment process in limbo. Without measurement there can be no process improvement or corporate learning. Are you ‘passing’ or ‘failing’ with your use of Monte Carlo simulation via risk analysis software?

Generally the observed outcomes for risks in models will be near the estimated value, and this is to be expected. However the main role of risk analysis is to adjudge exposure to the unexpected. Far too many cost estimation models have very little volatility in their line items. I am very curious to know just how often the realised value of a given line item is outside the range of “possible values” as defined in the model. And what about the total project costs overall? This hints at and leads to the big question which is what could/should be done with such data if it were to be recorded?

I shall address these questions in the next blog. I know you’re excited to find out!

Rishi Prabhakar
Trainer/Consultant