Professional Documents
Culture Documents
havoc on global financial markets. Arising from the increased delinquency rates of
subprime mortgages, total losses are estimated between US$ 400 and 500 billion.
Though these losses are undoubtedly enormous, economists have argued that when put
into a historical perspective they are not catastrophic, and in fact correspond to occasional
drops of between two and three percent in the U.S. stock market. However, the affects of
the current crisis have been much more dramatically felt, as the US stock market has
declined roughly 40% from its peak in October 2007. The tremendous amplification of
the subprime losses and systemic contraction of business activity in all sectors may be
directly attributed to the fact that commercial and investment banks ran highly leveraged
balance sheets in the years leading up to and during the subprime failure. In an attempt to
provide context for the sudden decline of financial conditions in the US, a closer
examination of the active management of the balance sheets of financial institutions may
help to identify key contributing factors that led to such a rapid deterioration.
As the subprime disaster began to unfold in the middle of 2007, market analysts
and policy makers were assured that the fallout could be minimized for two reasons. One,
financial institutions appeared to be large enough and were assumed to have enough
capital to absorb any losses, and two, securitization of subprime loans via collateralized
debt obligations (CDO’s) diluted the concentrated risk of individual loans by spreading
them out amongst various investor pools. However, the subprime mess quickly
developed into a crisis culminating in a virtual systemic meltdown in global markets that
continues to run unabated in spite of concerted global attempts to control the damage.
Clearly with the luxury of hindsight, the assumptions made in 2007 appear to be based on
a faulty logic. As well, it appears that the sub-prime securitizations and subsequent
failures that prompted this disaster were not solely confined to the US, but were
propagated across European and Asian banks, which have suffered losses as great, if not
greater than as those in the US. As can be seen in table 1, 15 of the 24 banks that have
reported major losses since the start of this crisis are based outside of the US, clearly
indicating the globalized nature of the financial network. Just how this seemingly
Table 1. Reported Credit Losses by Major Banks January 2007- October 2008
Bank Country US$ Billions
Citigroup USA 60.8
Wachovia USA 52.7
Merrill Lynch USA 52.2
Washington Mutual USA 45.6
UBS CHE 44.2
HSBC GBR 27.4
Bank of America USA 21.2
JPMorgan Chase USA 18.8
Morgan Stanley USA 15.7
IKB Deutsche Indus DEU 14.3
Royal Bank of Scotland GBR 13.8
Lehman Brothers USA 13.8
Deutsche Bank DEU 10.1
Crédit Suisse CHE 10.1
Wells Fargo USA 10
Crécdit Agricole FRA 8.6
Barclays GBR 7.5
Canadian Imperial (CIBC) CAN 7.1
Fortis BEL/NLD 6.9
Bayerische Landes DEU 6.7
HBOS GBR 6.6
ING Groep NLD 6.5
Société Générale FRA 6.4
Mizuho Financial Group JPN 6.1
Subtotal 473.1
Worldwide 586.2
Source: Bloomberg and Financial Times (October 1, 2008) http://www.ft.com/indepth/creditsqueeze
wherein the changing value of a firm’s assets is immediately reflected on their balance
sheets. In a healthy market, this method provides improved insights into the risk profile
institutions and markets where asset prices reflect the amount of liquidity available at a
specific moment rather than the calculated expected future returns from that asset (Allen
& Carletti, 2008). Thus the daily price volatility of specific assets directly and
immediately affects the asset’s value as recorded on the balance sheet. Such is the case
in the illiquid subprime mortgage market, where the market value of some firm’s assets
has fallen below their liabilities, rendering them insolvent. Many have argued that mark
to market accounting leads to large changes in the balance sheets of financial institutions
that are not justified by fundamentals. This can quickly create a downward spiral in asset
prices resulting from deficient liquidity, and has the effect of injecting a contagion that
transforms a liquidity crisis into a solvency crisis, which can be permanently devastating
(Allen & Carletti, 2008). A potential alleviation of this contagion is to allow firms to
utilize historic cost accounting in times of crisis, essentially recording their asset values
as if there was no change in value since the date of acquisition (Mackintosh, May 2,
2008). This method would permit the banks assets to mature, requiring them to record
the value at maturity, which in theory should allow them to continue to meet their
liabilities. While nether accounting method is perfect, it is worth noting the role of a
mark to market accounting system has functioned as an exacerbating factor in the current
financial crisis.
dependent components of the recent financial crisis have emerged as culpable agents on
the balance sheets of financial institutions: (1) leverage, defined as the ratio of total assets
to equity, and (2) liquidity, defined as the ability to convert an asset to cash. It is well
known that financial institutions respond to price and risk changes by actively managing
their balance sheets in order to optimize the proper balance of assets to liabilities (T.
Adrian & Hyun Song Shin, 2008). A model of representing risk via the balance sheet is
known as the value at risk model (Holton, 2003). Where the actual value at risk is
calculated as a tangible numerical value to represent an estimation of the firms worst case
loss scenario or the capital it must hold in order to stay solvent. Value at risk per dollars
of assets held by a bank is denoted by V, while the total value at risk is calculated by
multiplying V by the total assets, A. A bank should maintain a capital amount, E, to equal
the total value at risk, so that E = V x A. According to the value at risk model, leverage L
is equal to the total assets A divided by the capital E to meet the value at risk, L=A/E and
defined as having an inverse relationship with the value at risk, then it is true that
leverage is high when values at risk are low, which often occurs in “liquidity bubbles”
when asset prices are high and financial conditions are optimal. However in times of
financial weakness, when asset prices are relatively lower, leverage will also be low.
According to recent research by the Federal Reserve Bank of New York, which
analyzed the assets and liabilities of banks from 1974 to 2005 a clear picture of balance
sheet management of banks emerged as the data shows that liabilities were far more
Source: Board of Governors of the Federal Reserve System, Flow of Funds Accounts {{350
Adrian,Tobias 2008;}}.
The report concluded that during financial boom periods banks increase their liabilities
far more than they increase their assets, and conversely, during economic downturns,
they reduce their liabilities far more than they reduce their assets (T. Adrian & Hyun
Song Shin, 2008). Book leverage which is defined as the value of a companies’ total
assets divided by the value of the companies’ total equity (equity = assets – liabilities)
thus follows a pro-cyclical pattern as banks increase leverage in booms and decrease
leverage in downturns (T. Adrian & Hyun Song Shin, 2008). The authors report that the
majority of banks will carry loans as a large proportion of the assets on their balance
sheet, which are recorded at book value. Because of this, the book value of the loans on
the balance sheet will often understate their market value during booms, and during
downturns, the book value will overstate the market value of the loans. While the
adjustment of value at risk may seem a routine task, it becomes clear that the aggregate
and immediate adjustment of leverage by several banks via balancing the value at risk
ratio can significantly amplify the financial cycle on both routine upswings and
the network of interbank lending and borrowing to the point where liabilities may
become so apparently overstated beyond their book value, that a panic in the markets
order to fully appreciate the consequences of leverage and the pro-cyclical movements in
financial booms and busts. An example was adapted from the literature, which detailed a
bank with a target leverage of 10. Since leverage is defined as the ratio of assets to
greatly simplified balance sheet, holding 100 worth of assets, funded by debt worth 90
Assets Liabilities
Debt, 90
If assets were to increase by 1% to 101, while debt remains constant:
Assets Liabilities
Debt, 90
to 101/11 = 9.18. Since the bank is targeting leverage of 10, it must issue enough
additional debt D in order to realign its leverage target to 10, which leads to:
Thus the firm must take on additional debt worth 9, and use this new capital to purchase
securities worth 9. The relatively benign increase in the price of the initial security by 1
forces the bank to increase debt by 9 in order to realign the leverage back to 10:
Assets Liabilities
Debt, 99
The same example applies in the reverse scenario where the asset decreases by 1. For
Assets Liabilities
Debt, 99
The firm is now in a scenario where its leverage is too high (109/10 = 10.9). Since the
value of the debt remained constant entering this situation, the bank readjusts its leverage
to its target of 10 by selling 9 worth of securities and paying off 9 worth of debt. The
relationship here is similar to that described earlier for the value at risk relationship,
where as the price of the asset (security) falls, as in a market downturn, the firm responds
by selling the security and restoring the balance sheet to its initial positions, with a
Assets Liabilities
Debt, 90
feedback from other firms interacts with the rebalancing of an individual firm’s leverage
to balance falling asset prices (T. Adrian & Shin, February 2008; A. Krishnamurthy,
1 and shows that in a strong financial market with greater demand for assets, prices of the
assets increase, resulting in stronger balance sheets for firms involved in buying and
selling the assets. However, in downturns, when there are fewer buyers than sellers, the
asset prices decrease, balance sheets weaken, and leverage increases. In order to reduce
leverage, firms will sell assets, and use the proceeds to pay off debt, as was seen in the
previous example. This scenario causes the decreasing price of the asset to lead to an
increase in the supply of the asset, which does not follow a normal supply and demand
response. The feedback effect becomes even more significant as weaker balance sheets
again lead to greater sales of the asset, depressing the asset’s price further, leading to
even weaker balance sheets. The downturn can spiral out of control for firms who held
initial positions in the now devalued assets as balance sheets are basically liquidated at
ever falling prices as demand continues to fall. The downward spiraling market for the
asset, combined with the aggregate effect of several firm’s persistent and simultaneous
restoration of balance sheet target leverage can create an asset that is seemingly illiquid
In the current financial crisis, active balance sheet management appears at first
glance to not have contributed too significantly to the deteriorating conditions. In a
recent analysis, Greenlaw et al. compared the average value at risk (VaR) data over the
last three months of each of the major investment banks. The VaR of the four major
banks had more than doubled within two years, while their balance sheets did not
management of their balance sheet to control their overall leverage and VaR, one would
expect that in the current downturn, as perceived risks are high, banks would decrease
leverage, since their VaR was rising, thereby contracting their balance sheets. However,
the data in Table 2 shows that throughout the crises, VaR increased significantly and
according to several reports, balance sheets did not immediately contract (Greenlaw,
Hatzius, Kashyap, & Hyun, 2008). Generally, when the balance sheet of a bank is strong,
they will hold excess capital, which they seek to employ by ramping up their leverage.
To do this, banks issue short-term debt (commercial paper) on the liabilities side and
search for potential borrowers to lend to on the asset side (T. Adrian & Shin, February
2008). A proposed reason for the rapid expansion of balance sheets and VaR is that
banks were urgently looking to employ their excess capital during the explosion in real
estate prices, which provided a market of borrowers who were inappropriately granted
credit, since the majority of sub-prime mortgage borrowers, had little means to repay the
loans.
Table 2. Average Daily Value at Risk over previous 3 months of four major investment
banks.
May-06 Aug-06 Nov-06 Feb-07 May-07 Aug-07 Nov-07 Feb-08
Source: Adapted from (Greenlaw et al., 2008), representing the authors calculations using reported figures
from Bear Stearns, Goldman Sachs, Lehman Brothers, and Morgan Stanley.
The apparent disparity between the doubling of VaR and persistence of an
expanding balance sheet may be due to the ongoing uncertainty of banks in assessing the
creditworthiness of their borrowers. Leading up to the crisis, banks had begun to increase
their lending to nonbank borrowers, assessing a premium to these loans based on the
creditworthiness of the borrower. They held an increasingly large portion of their assets
in mortgage backed securities and structured investment vehicles, which they funded by
issuing commercial paper. Uncertainty developed in the summer of 2007 regarding the
falling value of mortgage backed securities, and banks subsequently had trouble meeting
the liabilities of the commercial paper they issued, since these were backed by the now
falling price of the mortgage securities. The valuation of the sub-prime assets was
virtually impossible, because banks and lenders had no mechanism to assess who would
repay and who would default on the loans. Banks became so unsure of how to value their
own assets let alone the assets of those they were lending to, that the commercial paper
they needed to issue, backed by the sub-prime mortgage securities, become virtually
worthless and they were unable to issue it. Banks in turn could not rely on their usual
financing activities of issuing collateral backed commercial paper and they eventually
halted lending altogether, in order to decrease their VaR, contracting their balance sheets
rapidly and hoarding cash so that the could meet their immediate liabilities. This led to
the perception of an aggregate and virtually instantaneous credit crises, and the necessary
balance sheet contraction, although it seemed to occur much later than would have
normally been expected (Barrell & Davis, 2008; Greenlaw et al., 2008). In response to
the nearly simultaneous contraction of the majority of bank’s balance sheets around the
world, central banks injected liquidity into the system to encourage banks to once again
expand their balance sheets and return market conditions to “normal”. However, banks
valuation, that the return to normal of interbank lending, and even consumer lending has
The active management of balance sheets via financial institutions adjusting the
effects of marking assets to market prices and maintaining a specific leverage and value
at risk have clearly played a significant role in the current financial crisis. The insistence
to employ excess capital was so great, that the market for sub-prime mortgages led
financial firms to expand their balance sheets so rapidly that borrowers with questionable
credit risk were inappropriately granted loans. Individual firms understandably have
specific guidelines of measuring and maintaining their value at risk by adjusting leverage
and either expanding or contracting their balance sheets. This mechanism may have
significant consequences for the entire financial system. However, the combined effect
of these modifications when firms are holding similarly devalued securities can have
simultaneously contract their balance sheets in order to reduce their risk of loss or VaR.
References
Adrian, T., & Hyun Song Shin. (2008). Liquidity, monetary policy, and
Barrell, R., & Davis, E. P. (2008). The evolution of the financial crisis of
Northwestern University.
279a-11dd-b7cb-000077b07658.html?nclick_check=1