BALANCE SHEET MANAGEMENT
During 2009 Trevor was appointed to the Group Executive Committee. As Group Executive of Balance Sheet Management (BSM), he directs the group’s portfolio risk management, liquidity and funding, asset and liability management (ALM), capital management and risk-based financial performance measurement.
A highlight in 2008 and 2009 has been the significant strengthening of the group’s capital ratios under Trevor’s leadership.
Trevor was a partner at Deloitte & Touche before joining the banking industry in 1996, starting with NBS, BoE and ultimately Nedbank Group.
Trevor Adams (47)
Group Managing Executive: Balance Sheet Management
Trevor performed the leadership role in the group’s successful Basel II implementation, the introduction of several key concepts such as managing for value, economic capital, economic profit (EP), enterprisewide risk management, risk appetite and stress testing, and generally has been responsible for the significant enhancement of risk, capital and shareholder value-based management across the group.
Overview
Established as a separate cluster in August 2009, BSM helps to optimise the financial performance, strategy and sustainability of Nedbank Group through proactive management of all material components of the balance sheet.
Since the business of banking is fundamentally about measuring, managing and optimising risk, BSM, in addition to supporting the vision of making Nedbank Group a great place to invest, also champions the group’s deep green aspiration to be worldclass at managing risk and its three core objectives for successful enterprisewide risk management, namely management of:
- Risk as a THREAT
To minimise and protect against downside risk, protect against material unforeseen losses and maximise long-run sustainability.
- Risk as UNCERTAINTY
To eliminate excessive earnings volatility and minimise material negative surprises.
- Risk as OPPORTUNITY
To maximise financial and share price performance upside via application of superior business intelligence, management science and shareholder value-add economics, while optimising business opportunities, risk, capital and liquidity ultimately to differentiate against competitors. A core objective within BSM’s role is thus leadership in the application groupwide, of best practice and integrated risk, funding, ALM, capital and shareholder value-based management, within an acceptable risk appetite and with a strong qualitative overlay of experience and common sense.
The BSM cluster is the central consolidation point of risk, capital and liquidity across the group, and therefore its role includes group portfolio risk management, recognising that optimising risk, funding, capital, financial performance and sustainability of the group is not just about a simple aggregation of the client-facing business clusters.
The detailed Risk and Balance Sheet Management Report follows here.
