Sustainable Architecture for Finance in Europe (SAFE)
Refine
Year of publication
- 2019 (106) (remove)
Document Type
- Working Paper (52)
- Part of Periodical (50)
- Contribution to a Periodical (2)
- Article (1)
- Review (1)
Has Fulltext
- yes (106)
Is part of the Bibliography
- no (106)
Keywords
- Financial Institutions (18)
- ECB (16)
- Capital Markets Union (14)
- Banking Union (9)
- Monetary Policy (8)
- Climate Change (6)
- Cryptocurrency (6)
- Financial Markets (6)
- Sustainable Finance (6)
- TARGET (6)
Institute
- Sustainable Architecture for Finance in Europe (SAFE) (106)
- Wirtschaftswissenschaften (103)
- Center for Financial Studies (CFS) (53)
- House of Finance (HoF) (37)
- Institute for Monetary and Financial Stability (IMFS) (8)
- Institute for Law and Finance (ILF) (7)
- Frankfurt MathFinance Institute (FMFI) (2)
- Präsidium (2)
- Rechtswissenschaft (1)
We investigate the default probability, recovery rates and loss distribution of a portfolio of securitised loans granted to Italian small and medium enterprises (SMEs). To this end, we use loan level data information provided by the European DataWarehouse platform and employ a logistic regression to estimate the company default probability. We include loan-level default probabilities and recovery rates to estimate the loss distribution of the underlying assets. We find that bank securitised loans are less risky, compared to the average bank lending to small and medium enterprises.
Depressed demand and supply
(2019)
We investigate the implications of experienced-based learning on consumption-saving and labor supply, two fundamental decisions in business cycle models. Using the Dutch Household Survey, we find that individuals who have experienced higher national unemployment rates over their lifetime save more, borrow less, and work less, after controlling for aggregate shocks, income, wealth, and demographics. Possibly explaining these behavioral responses, these individuals find it more important to save for retirement and to cover unexpected expenses, are more worried about losing their job, and dislike their job more. These results have implications for business cycle models and stabilization policies.
Die Europäische Zentral Bank hat am 6. Juni 2019 beschlossen, die Nullzinspolitik bis Mitte 2020 beizubehalten, obwohl mit dieser das Inflationsziel von 2% seit Jahren, in Japan seit Jahrzehnten, verfehlt wird. Nach dem Neo-Fisher-Effekt sollte, gegeben dieses Ziel, der Zins nicht gesenkt, sondern gehoben werden, weil die Inflationsrate der Differenz von Nominal- und langfristig stabilem Realzins entspricht. Zwar senken rasche Zinserhöhungen Nachfrage und Preise, aber daraus folgt nicht notwendig, dass niedrige Zinsen die Nachfrage anregen. Gemäß neueren Untersuchungen werden langsam durchgeführte Zinserhöhungen bei rationalen Erwartungen dagegen das Preisniveau heben. Der Aufsatz untersucht die begleitenden Verteilungswirkungen und stützt die These mit Überlegungen aus dem 19. Jahrhundert, wonach die gestiegenen Preise durch die Erhöhung der Zinskosten erklärt werden können.
In early July 2019, Christian Sewing, the CEO of Deutsche Bank, proclaimed a fundamental shift of the bank’s strategy after finally obtaining the approval of the Supervisory Board, which the management seems to have requested for quite some time. The essential point of the reorientation is a deep cut into the bank’s investment banking activities. At the same time, those parts of the bank’s activity portfolio that had been the mainstay of Deutsche Bank’s business 20 to 25 years ago, in particular lending to large and mid-sized German and European corporate clients, shall be strengthened in spite of a simultaneous reduction of the bank’s staff by 18,000 FTEs over the next three years.
The bank’s CEO, who has only been in office since about one year, was reported to have called this shift of strategy a “return to the roots of Deutsche Bank” at the press conference at which it was announced, without, however, making it clear to which roots he was referring: those of some 40 years ago, when Deutsche Bank was essentially a Germany-focused commercial bank, or even those from the late 19th century, when the bank had been founded with the mission to become an international bank with a strong capital market-orientation. In any event, the press was impressed and keeps repeating these words, that deserve to be taken seriously and irrespective of their vagueness may be justified. If it were successfully implemented, this change of strategy would indeed be fundamental and imply undoing what Deutsche Bank’s former management teams had aspired to do in the last 20 or 25 years.
The newly announced strategy shift raises two questions. Can it be successful, and what does it mean for the bank itself and its shareholders, for its staff and for its clients? And what does it imply for the German financial system? This note focuses on the latter question. What makes it interesting is the fact that the last fundamental change of Deutsche Bank’s strategy of two decades ago, which aimed at transforming Deutsche Bank from a Germany-centered commercial bank into a leading international investment bank, had a profound – and in my view clearly negative - effect on the entire German financial system.
This paper aspires to provide an overview of the issue of diversity of banking and financial systems and its development over time from a positive and a normative perspective. In other word: how different are banks within a given country and how much do banking systems and entire financial systems differ between countries and regions, and do in-country diversity and between-country diversity change over time, as one would be inclined to expect as a consequence of globalization and increasingly global standards of regulation?
As the first part of this paper shows, the general answer to these questions is that there is still today a surprisingly high level of diversity in finance. This raises the two questions addressed in the second part of the paper: How can the persistence of diversity be explained, and how can it be assessed? In contrast to prevailing views, the author argues that persistent diversity should be regarded as valuable in a context in which there is no clear answer to the question of which structures of banking and financial systems are optimal from an economic perspective
In diesem explorativen Beitrag machen wir uns Gedanken über die Zukunft von Deutscher Bank und Commerzbank und entwickeln einen neuen Zugang zu dem Thema: Statt einer Fusion von DB und CB schlagen wir eine Teilfusion nur der Datenzentren vor – es entsteht auf diese Weise die Grundlage für eine Open Banking Plattform als „utility“, also als Betrieb im Eigentum der Nutzer, an der perspektivisch weitere Finanzinstitute teilnehmen können. Die über die Daten kooperierenden Institute bleiben mit Blick auf Produkte und Dienstleistungen unverändert Konkurrenten – „national champions“ entstehen auf diese Weise nicht. Aber es wird damit in Europa die Basis für einen erfolgversprechenden Wettbewerb mit den großen Datenplattformen aus USA und China (Facebook, Amazon, Alipay) gelegt, die früher oder später in den Finanzmarkt eindringen werden. Das von uns vorgeschlagene Modell einer offenen Datenplattform für Banken verhindert das Entstehen von „national champions“ und schützt damit auch das Kernanliegen der Bankenunion: Die Schaffung eines Finanzsystems, dessen Banken jede für sich ausscheiden können ohne eine systemische Krise auszulösen, und ohne den Steuerzahler zu einer Rettungsaktion zu zwingen