Working with the Basel Core Principlespubdocs.worldbank.org/en/236971572546416507/Day-1...IMF |...
Transcript of Working with the Basel Core Principlespubdocs.worldbank.org/en/236971572546416507/Day-1...IMF |...
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IMF | Monetary and Capital Markets 1
Working with the Basel Core PrinciplesOCTOBER 21, 2019
Katharine SealFR, MCM
IMF TA Mission in West Africa on Basel
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IMF | Monetary and Capital Markets 2
A reluctant history of supervision
“A mania prevailed, a bubble burst … four hundred nobodies were ruined.”
Nicholas Nickleby, Charles Dickens
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IMF | Monetary and Capital Markets 3
The Core Principles for Effective Banking Supervision (Core Principles) are the de facto minimum standard for sound prudential regulation and supervision of banks and banking systems.
Basel Committee on Banking Supervision
2012
International standards:The Basel Core Principles
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IMF | Monetary and Capital Markets 4
Legi
slat
ive
Fram
ewor
k
Supervisory Approach
Data
Risk
What does supervision - and the BCPs -cover?
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IMF | Monetary and Capital Markets 5
Context to understand BCPs
Framework
Proportionality
No singletemplate for supervision
Com
preh
ensi
ve
Non
-Pr
escr
iptiv
e
Inclusive
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IMF | Monetary and Capital Markets 6
The Core Principles are …Not
• A guarantee that no bank will fail
Not
• A rigid set of standards
Not• A remedy for economic mismanagement
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IMF | Monetary and Capital Markets 7
BCPs and the legal framework
Laws
Regulations
Guidelines
Enforceable
Flexible
Setting Expectations
Is it legally binding?
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IMF | Monetary and Capital Markets 8
Proportionality matters
BCPs• Capable of application to a wide
range of jurisdictions whose banking sectors will inevitably include a broad spectrum of banks
BCPs• Expectations on supervisors for the
discharge of their own functions and in terms of the standards that supervisors impose on banks
BCPs are for
EVERYONE
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IMF | Monetary and Capital Markets 9
Every principle matters
Equality
Institutional
Regulatory
Supervisory
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IMF | Monetary and Capital Markets 10
Interconnection and Interdependence
Mandate
Independence
Corrective Actions
Corporate Governance
Related Parties
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IMF | Monetary and Capital Markets 11
Common themes
Independence, Resources & Mandate
Corporate Governance
Corrective Action and Early Intervention
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IMF | Monetary and Capital Markets 12
Mandates
Primary Safety and soundness Banks Banking
System
Acceptable Depositor protection
Financial stability
Consumer protection
Financial inclusion
NOT Prevent all failures
Promote Competition
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IMF | Monetary and Capital Markets 13
Independence – de jure or operational or both?
Red Flags
Political Influence
Accountability
Staff Budget sufficiency
Budget Autonomy
Industry Influence
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IMF | Monetary and Capital Markets 14
Institutional architecture and process
Clear internal decision making process
Effective internal communication process
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IMF | Monetary and Capital Markets 15
We’re very pleased. It’s the first time our Russian sub has sent the report we asked for. (CFO)
We want to open an arbitrage desk. I can’t explain it but the traders say everyone is doing it. (CEO)All our profits are from
derivatives. I don’t understand them but the Board is very happy. (Chairman)
How big is our exposure to MBS? (Co-President, Morgan Stanley)
Governance and controlPoor governance
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IMF | Monetary and Capital Markets 16
Related Parties
LE
AML/ CFT
Control
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IMF | Monetary and Capital Markets 17
Supervisors need a full set of GRADUATED
POWERS
They must be WILLING and ABLE
to use these powers
Legislative framework and
supervisory INDEPENDENCE
vital
Corrective actions
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IMF | Monetary and Capital Markets 18
BCP Evolution – where next? When next?
19972006
2012
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IMF | Monetary and Capital Markets 19
Emerging issues
Sovereign Exposure
FinTech, TechFin, Cyber
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IMF | Monetary and Capital Markets 20
Emerging issues
Sovereign Exposure
FinTech, TechFin, Cyber
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IMF | Monetary and Capital Markets 21
FinTechStrategic
Operational –systemic &
idiosyncratic
Compliance –AML/CFT & Data Privacy
Outsourcing
Cyber
Liquidity
Faster & Cheaper
Risk Management
InclusionRegTech
Increased Competition
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IMF | Monetary and Capital Markets 22
Are
BCPs
Relevant?
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IMF | Monetary and Capital Markets 23
CP2
2018 Latvia’s central bank chief faces bribery trial
Abdul Qadir Fitrat has fled his job as Afghanistan's central
banker, and his country, fearing for his safety.
Integrity of the governance of the supervisor
Legal Protection of the supervisor
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IMF | Monetary and Capital Markets 24
CP5
• Pilatus Bank was granted a license to operate in Malta in January 2014 when its chairman was at that time being investigated for money laundering by US authorities.
Banking Licenses are gateways to the financial system. They need to be
guarded carefully
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IMF | Monetary and Capital Markets 25
CP19…or is it?
Report to the House of Commons on the Inquiry into the Collapse of Barings Bank 1995
Having rules is never enough on its own.
Standards must be implemented
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IMF | Monetary and Capital Markets 26
A report by the private international investigation agency Kroll, leaked by the speaker of Moldova's parliament, suggests Ilan Shor was the prime co-ordinator and beneficiary of a bafflingly complex web of transactions that pushed three leading banks to the verge of collapse.
It says loans worth $1bn were transferred in just two days to a series of UK- and Hong Kong-registered companies - companies whose ultimate owners are unknown.
As a result, the state was forced to step in to bail the banks out - protecting depositors but creating a hole in the public finances equivalent to an eighth of GDP
The Kroll report describes how the three banks - Unibank, Banca Sociala and Banca de Economii - were taken over, beginning in 2012, by new owners, who appeared to be unconnected.
Some bought their shares using funds from UK limited partnerships, whose ownership is often opaque.
The banks then entered into a series of transactions which Kroll says had "no sound economic rationale". The web of loans emptied them of funds until "they were no longer viable as going concerns".
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IMF | Monetary and Capital Markets 27
2011 The Estonian branch generated 11 per cent of Danske’s total profits before tax that year, despite only accounting for 0.5 per cent of the bank’s assets.
2012 Danish regulator asked Danske for information following complaints from its Estonian counterpart about serious anti-money laundering issues.
2013 Danske head office had no person responsible for anti-money laundering (as required by Danish law) all year until November.
May 2018 Danish financial regulator reprimanded Danske but took no action against its management. [FT 4 October)
October 2018. CEO is fired. He will receive 12 months’ salary – in 2017 this was $1.8mn
CP8
CP11
CP14
CP29
Did Business Model Analysis
identify this discrepancy?
Did the supervisor have sufficient
powers?
Why did the Board not act and ask
questions
Nearly a year without an AML
official?
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IMF | Monetary and Capital Markets 28
Making Changes?
28
Report to the House of Commons on the Inquiry into the Collapse of Barings Bank 1995
Decisions on what to change, how to change and when to change are never
easy and may be political.
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IMF | Monetary and Capital Markets 29
Working with BCPs
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IMF | Monetary and Capital Markets 30
Self Assessment
30
Objects in the mirror may be closer than they appear…
Time Resources Benchmarks/ peers
Sense of Perspective
Pros Cons
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IMF | Monetary and Capital Markets 31
External Assessment
Mirror, Mirror on the wall…who is the fairest of them all?
Benchmark/ Peer
Resources
Grades
BCPs are not beauty parades
Intensive
Can distract from the analysis
Can offer leverage to the
authorities
Advantage
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IMF | Monetary and Capital Markets 32
Making Changes
Recommendations
Legal Framework
Resources
Judgment
Examine
Are legal amendments
needed?
Are resources sufficient?
Make a judgment on priorities and
changes
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IMF | Monetary and Capital Markets 33
Conclusion
The BCPs record the experiences and, often, failures of the global community
of banking supervisors
They are a practical guide borne out of real experience
I commend them to you
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IMF | Monetary and Capital Markets 34
THANK YOU !Monetary and Capital Markets Department MCM
more than 50 years of
experience