kamel saidi

deputy Director at Central Bank of Tunisia

• Tunisia
• My current job since January 2006

- Assessing credit risk governance; credit risk policy, procedures, strategies, and the framework of credit risk appetite with a proper corrective action for banks and financial institutions.
- Appreciating the size and composition of the loan portfolio relative to bank’s risk appetite, and bank’s balance sheet relative to performance targets, capital and capabilities.
-Analyzing credit data and financial information's to determine the level of risk and appropriate rating.
-Provisions calculations and impact calculation on different regulatory metrics.
- Appraising the level of the credit risk, the quality of credit portfolio, the adequacy of loan loss provisions with the risk level taken by banks and financial institutions and the impact of adverse stress events.
- Implementing Basel II and III; Capital components and reform, limits and minimum ratios, regulatory adjustments, capital buffers, Liquidity Coverage Ratio (Quantative impact study of LCR - Circular Central Bank of Tunisia number 14-2014)
- Analyzing and reclassifying bank’s assets which contribute to enhance and improve the CAR / Pillar I and AQR (Assets Quality Review).
- Evaluating bank's risk management process: make sure that banks have in place a comprehensive risk management process to identify, evaluate, monitor and control or mitigate all material risks (credit risk, market risks; liquidity risk, operational risk and interest rate risk in the banking book) and to assess their overall capital adequacy in relation to their risk profile.
- Preparing detailed risk reports on the banks highlighting its strengths and weaknesses in the area of asset growth and quality, capital adequacy, liquidity, profitability, risk profile and corporate governance.
- Revision and challenging capital and liquidity projections and setting individual Pillar 2 requirements.
- Discussion of supervisory results with senior management and board members of supervised banks.
- License for new banks or financial institutions creation and licenses for Exceeding the participation threshold in banks and financial institutions capital (transformation of Wifack leasing to an Islamic bank and Albaraka bank from an off-shore bank to an on-shore bank, etc…) based on:
* Business plan and economic model.
* Quality of the direct and indirect shareholders.
* Adequacy of financial, human and logistical means.
* Integrity and reputation, Academic qualifications, competence and professional experience of managers and members of the Board of directors.
* Governance mechanism, the organizational and administrative structure and the proposed policies and procedures for risk management, internal control and compliance, consistent with the activities to be carried out.
- Licenses for members of the Board of directors or the supervisory board and managers and the independent members and the member representing the minority shareholders.
- Authorizations for products and services provided by banks and financial institutions both conventional and Islamic also any outsourcing operation.