Counterparties: Deutsche’s hope and “uncomfortable change”
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Today, Europe‚Äôs biggest bank posted a $3 billion net loss, but it insists it‚Äôs embarking on “deliberate”, “uncomfortable change”. Deutsche Bank‚Äôs revenue up was up 14%, and the bank‚Äôs losses came from a ‚ā¨1.9 billion writedown on assets and ‚ā¨1 billion put aside for litigation (read: likely Libor scandal-related) costs.
But analysts, including KBW‚Äôs Andrew Stimpson, agreed that ‚Äúthe big thing is the capital‚ÄĚ that the bank is amassing to comply with future regulations. DB‚Äôs Tier 1 capital ratio — the amount of money its regulators require it to hold against losses — jumped to 8%, higher than its target of 7.2%, and the stock market promptly loved it.
The¬†WSJ,¬†Reuters and Bloomberg each suggest much of this capital boost was due to the bank tweaking its internal risk models — changing the way it values assets rather than, say, selling them off. To¬†David Weidner, this kind of dial-fiddling means the bank could be reaching ‚Äúthe limits of financial engineering‚ÄĚ.¬†Dominic Elliott argued earlier this month that DB has a long way to go on its capital: ‚Äúinvestors want big universal banks with sizable exposure to capital markets to be at around 10 percent as soon as practicable.‚ÄĚ ¬†(For the uber-wonky, here are the Basel guidelines for tweaking this sort of formula).
DB has been very busy lately thinking about the future: it‚Äôs shrinking and ‚Äúundergoing the most radical surgery of its global peers‚ÄĚ; it‚Äôs being asked to¬†simulate its own breakup while possibly facing a¬†version of the Volcker Rule; and its own executives have been actively pushing the industry‚Äôs most aggressive messaging campaign. In the bank‚Äôs earnings release, co-CEO Anshu Jain said he wants to ‚Äúplace Deutsche Bank at the forefront of cultural change,‚ÄĚ a process that will take ‚Äúyears not months‚ÄĚ. (Hence, the bank calling this ‚ÄúStrategy 2015+‚ÄĚ, which will, likely, mean fewer employees getting paid less).
DB‚Äôs main problem, Lex¬†writes, is more mundane: it simply needs to stop paying its employees more than its competitors. On that, Deutsche says it‚Äôs making progress. The bank deferred more compensation for senior execs, and it has eliminated multi-year bonus guarantees. Sarah Butcher finds a murkier picture — pay per employee in the investment and corporate banking division is actually up, despite variable compensation (aka bonuses), as a percentage of revenue, falling by 60% since 2006. — Ryan McCarthy
On to today‚Äôs links: