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Capital Adequacy & Risk: Regulator Expectations for the Board

Jul 13 2:00 PM - Jul 13, 2021 3:30 PM
Jul 13, 2021 2:00 PM - 3:30 PM
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Capital management is more than meeting the guidelines for being well capitalized. Determining your institution’s risk plays a central role in determining what “adequate” capital means. Take advantage of this important learning opportunity for directors and senior management.

Learning Objectives

  • Identify the risks boards are expected to manage (e.g., credit risk, interest rate risk, liquidity risk, operational risk, compliance risk, strategic risk, and reputation risk)
  • Discuss how these risks often overlap and need to be considered together and not in individual silos of risk
  • Observe the interplay between strategic planning and capital planning
  • Discern what your organization’s level of capital adequacy should be based on its level of risk
  • Meet the regulatory agencies’ expectations for appropriate board management of capital and risk
  • Understand the elements of capital planning, including stress testing your balance sheet to ensure adequate capital under moderate- and high-stress periods

All too often financial institutions believe that simply meeting regulatory guidelines for“ well capitalized” is all there is to capital management. However, the level of adequate capital should reflect the level of risk for your organization.

This webinar will address

  • The basic regulatory definitions of capital adequacy
  • The types of risk the board should measure, monitor, and control
  • Risk interaction and how strategic planning, stress testing, and capital planning need to be aligned
  • Regulators’ expectations that the board should properly manage risk and provide adequate capital to ensure your organization is safe and sound
  • Considerations for determining the level of adequate capital based on your organization’s risk profile



Bob Viering, Young & Associates, Inc.

Bob Viering brings over 30 years of banking experience to Young & Associates, Inc., where he concentrates primarily on management and board planning activities, including strategic planning, succession planning, stress testing, de novo bank formation, managing M&A activities including merger integration, and assisting in the management of formal and informal regulatory agreements. He has served as a bank director and was an independent member of a bank’s audit committee.

Prior to joining Young & Associates, Bob was a de novo bank organizer responsible for all regulatory filings, business plans, and staff and board recruiting and then served as CEO. In addition to forming the de novo bank, he was an advisor for other de novo bank formations. Before founding the de novo bank, Bob has held various management positions, including market president and regional credit officer with large and regional banks. In addition, he has managed deposit and loan operations groups and was a lender to local, regional, and international businesses. 




Additional Info

Event Type

On-Demand Webinar

Topics Covered

  • On-Demand Webinars
  • Executive Management
  • Compliance
  • Board Governance