Chapter 7 - Relationship Management and FSP Selection Flashcards

1
Q

Key Determinants for selecting the appropriate number of banking relationships

A

(1) firm’s current credit commitments and future credit needs: companies with larger credit asks may need to find a bank that can service all of their credit needs or may want to spread out the counterparty risk which will influence the appropriate # of banking relationships

(2) firm’s geographic footprint: MNCs may need multiple banking relationships to ensure appropriate product and service coverage in all countries in which they have presence; companies with complex, over the counter collection system may need to maintain relationships with a number of small local banks to ensure appropriate geographic coverage

(3) balance between cost of maintaining multiple relationships vs concentration risk aka single point of failure: despite additional complexity, maintaining a secondary banking relationships allows treasury to quickly shift accounts and services in case any problems arise with the primary bank

(4) relative strengths and capabilities of each bank: treasurers may adopt a ““best of breed”” approach where they select the a provider that is the best at each service (instead of a single provider that can provide all) which may lead to multiple banking relationships; there must be balance between access to the best functionality and a manageable number of providers / structure

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2
Q

Local regulation impact on Firm and FI relationships

A
  • local regulation can impact relationships between firms and FI’s
  • FI’s are often allowed to lend up to 25% of their capital base to any one non-related company
  • legal lending limit is 15% in the US
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3
Q

Ways to manage foreign currency needs

A

(1) foreign currency account in home country if available / offered by its bank

(2) international account - foreign currency account domiciled in the country of that currency

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4
Q

Determinants for Firm’s Banking Structure - # of banks / location of banks

A

(1) types of collections and disbursements
(2) locations and currencies of investments and financing
(3) legal and tax regulations of the countries involved

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5
Q

Factors for pricing of bank loans

A

(1) cost of funds
(2) credit rating
(3) total loans committed and outstanding
(4) service fees
(5) deposit balances maintained
(6) range of other services used
(7) loan maturity
(8) revenue size and importance of overall relationship to the lending institution
(9) competition

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6
Q

Factors for pricing of cash management services

A

(1) transaction volumes
(2) customization
(3) exception-handling requirements
(4) cost of providing the service
(5) operational overhead
(6) deposit balances maintained including on balance sheet deposits
(7) value of other services used
(8) credit relationship
(9) revenue size and importance of overall relationship to the bank

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7
Q

Share of Wallet

A

the percentage of a company’s business that a bank has
- treasury personnel should consider asking specific banks which services they would like to provide as some banks have preferences in the products / services they provide

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8
Q

Demand Deposit Accounts (DDAs) aka current / checking accounts

A
  • provides a store of value
  • facilitate inter-company fund transfers or payments to vendors
  • payment methods include: cash, check, debit card, internal book transfer, electronic transfer
  • additional features include:

(1) accrual of interest: hard interest or earnings credit

(2) overdraft: occurs when items presented are in excess of the available balance in the account
- general practice is to incorporate an investment rate and a credit agreement to the DDA so positive balances are paid interest while negative balances result in automatic loan and interest charge - arrangement is not available in the US

(3) intraday overdrafts: daylight overdrafts; occurs when company initiate payments in amount excess of available balance with anticipation of receiving cash later in the same day; usually no fees on intraday OD

(4) virtual accounts: DDA can support a virtual account network underneath the DDA with the DDA remaining the legal account held by the company

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9
Q

Time Deposit Accounts (TDAs) aka noncurrent accounts

A
  • deposits that are maintained at an FI for a specified period of time
  • early withdrawal is only permitted with prior notification and may result in a penalty / fee
  • examples include:

(1) Certificate of Deposit (CD): CD holder earns a fixed or variable interest rate over specified period of time

(2) Savings Account:
(i) a call account - allows depositors to withdraw funds at any time but it can’t make payments to third parties
(ii) a notice account - allows depositors to withdraw funds following a notice period or
(iii) a fixed account - only allows depositors to access the funds at the end of the term

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10
Q

Money Market Deposit Accounts (MMDA)

A
  • allow firms to earn a competitive market rate of interest on cash balances
  • balances are liquid and covered by deposit insurance
  • may include a limit on the number of permitted transfers or pre-authorized withdrawals
  • if transaction limit is exceeded, FI may impose fees to convert the account to a DDA
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11
Q

Non-Resident Accounts (NRA)

A
  • may be either a current or non-current account
  • account is held at a FI in a country different than the country where the entity legal HQ, residence, tax status reside
  • common uses for NRAs include liquidity management and commercial collections / payments
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12
Q

Business Identification Code (BIC)

A
  • specifies the FI or non-FI involved in the transaction - sometimes down to the branch level
  • most commonly used BIC is the SWIFT code as it meets ISO standard 9362
  • historically BIC stood for Bank Identification Code but now that SWIFT is open to non-banks, BIC now stands for Business Identification Code
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13
Q

SWIFT Code Structure

A
  • SWIFT code consists of either 8 or 11 characters and is structured as follows:

(1) first 4 - business prefix (alpha only)

(2) next 2 - country code (alpha only)

(3) next 2 - business suffix (alphanumeric)

(4) next 3 - branch code (alphanumeric) – optional

  • if there is only 8 characters, it typically refers to the primary office of a given business
  • e.g. Federal Reserve Bank of NY is FRNYUS33 for primary office and FRNYUS33FX1 for its foreign exchange transactions
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14
Q

Routing Transit Number (RTN)

A
  • 9 digit bank code used in the US to route checks and electronic transactions to the correct Fi
  • US banks often have both a SWIFT BIC and an RTN
  • Canadian banks use an 8 digit identifier - (1) first 3 digits specify bank and (2) last 5 specify branch
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15
Q

Universal Payment Identification Code (UPIC)

A
  • allows US ACH payments to be credited to the right account without the need to publish account details on invoices
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16
Q

International Bank Account Number (IBAN)

A


- used to identify banks across national borders
- adopted as an international standard by ISO and current standard is managed by SWIFT
- IBAN consists of 34 alphanumeric characters:
(1) first 2 - country code
(2) next 2 - check digits
(3) last 30 - country specific Basic Bank Account Number (BBAN) which consists of domestic bank account #, branch identifier, potential routing info

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17
Q

Article 4 of the Uniform Commercial Code (UCC)

A
  • governs the relationship between banks and its customers and includes the rights, responsibilities, and definitions of the parties involved in the deposit and collection process
  • Article 4 defines:

(1) when a bank can charge a customer’s account

(2) bank’s liability to the customer if it fails to honor a good check

(3) customer’s right to stop payment

(4) bank’s option not to pay an item more than 6 months old (stale-dated)

(5) customer’s duty to report any unauthorized signature or alterations; bank customer has duty to examine bank statements within reasonable time (not to exceed 30 days after statement becomes available) and to report any unauthorized signatures or alterations

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18
Q

Board Resolutions (Account Resolutions)

A
  • account resolution passed by a firm’s BoD is the basic account or service authorization empowering a rep of the firm to enter into agreements for financial services
  • resolution specifies the function that can be performed by specific individuals or job titles, people authorized to open and close accounts, and the entire scope / limitations of the relationship
  • may be general or specific with regard to actions the FSP may take on behalf of the firm
  • to simply documentation needed to manage an operating relationship, many FSPs use a master agreement that spells out overall operating requirements and authorizes the provider to operate on behalf of the firm signing the agreement
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19
Q

Signature Cards

A
  • FSPs require firms to furnish signatures of authorized signers, which is called the signature card
  • it is the client’s responsibility to maintain updated record of authorized signers and adopt controls to ensure only authorized individuals initiate and approve transactions
  • company will want to ensure sufficient signers to ensure appropriate segregation of duties in event of absence (e.g. vacation, illness) but having too many signers creates operational risk as record of individual authorities need to be maintained
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20
Q

Service Agreements

A
  • providers typically provide a standardized set of service agreements to companies when relationships are established and accounts are opened
  • service agreements contracts / legal documents that describe the requirements and expectations of both the purchaser and provider of a specific service or services
  • may be a master service agreement relating to the overall relationship and then separate service agreements for each specific service area
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21
Q

Elements of a Service Agreement

A

(1) contract length and adjustments
(2) info on funds availability
(3) time frames during which errors must be reported
(4) right of offset against accounts resulting from fees owed
(5) liability clauses defining responsibilities for specified risks
(6) other terms and conditions of the relationship

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22
Q

Incumbency Certificates (Certificates of Good Standing)

A
  • depending on country(ies) where accounts are domiciled, provider may also require incumbency certificates
  • these are documents that are used to confirm the identity of the signing officers of a corporation
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23
Q

Report of Foreign Bank and Financial Accounts (FBAR) requirements

A
  • US persons / business must file an FBAR if the person had a financial interest in or signature authority over at least one account located outside of the US and the aggregate value of all financial accounts exceeded $10k at any time during the year
  • general exception for corporate signers who are included in a consolidated FBAr filed by their company
  • centralized record of authorized signers will help US companies comply with any FBAR filing requirements
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24
Q

Foreign Account Tax Compliance Act of 2010 (FATCA)

A
  • implemented to address tax noncompliance by US taxpayers with foreign bank accounts
  • act requires US taxpayers to file an annual report of all foreign financial accounts and offshore assets
  • also requires foreign financial institutions to report financial accounts held by US taxpayers or by foreign entities that are substantially owned by US taxpayers
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25
Q

Service Level Agreements (SLA)

A
  • defines specific services provided and the operating metrics used to measure the level of service provided and a description of penalties for failure to comply with the requirements of the agreement
  • may be part of the service agreement or a separate document
  • elements included are:

(1) operational policies and procedures - detailed processing requirements for each service, required info and reports, list of authorized individuals who can make changes and description of issue escalation and resolution process

(2) performance standards and calculations that define agreed-upon levels of service performance and quality

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26
Q

Financial Action Task Force (FATF)

A
  • created to help adopt and implement measures designed to counter the use of the financial system by criminals, through anti-money laundering efforts
  • role of FATF includes:

(1) monitoring members’ progress in implementing necessary AML measures

(2) reviews money laundering and terrorist financing techniques and countermeasures

(3) promotes adoption and implementation of appropriate measures globally

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27
Q

Money Laundering

A
  • defined as any financial transaction which generates an asset or value as the result of an illegal act which may involve actions such as tax evasion or false accounting
  • 3 stages to money laundering:

(1) placement: physical deposit of cash proceeds

(2) layering: series of financial transactions designed to separate cash proceeds from their criminal / terrorist origins

(3) integration: creating what appears to be a legitimate explanation for the source of funds

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28
Q

Bank Secrecy Act (BSA) 1970

A
  • primary intent is to deter money laundering and use of secret foreign bank accounts
  • requires all FIs to report any suspicious financial transactions so that a paper trail is created which can assist in detecting and monitoring illegal activities
  • requires any trade or business organization that receives $10k+ in cash to file IRS Form 8300 identifying who they received the cash from and on whose behalf the transaction was conducted and to provide a description of the transaction and the method of payment
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29
Q

Money Laundering Control Act (MLCA) 1986

A
  • enhances the BSA by making it a crime to strcutre transactions in a way to avoid the reporting requirement
  • it defines money laundering and makes it a federal crime
  • FI’s are liable for substantial civil and criminal penalties if they fail to comply with the reporting requirements of AML regulations
  • requires FIs to (1) establish effective KYC guidelines (2) be aware of parties in high-value transfers (3) file currency transaction reports and criminal referrals
  • specifically, FI’s must monitor and report the following activity if it’s inconsistent with customer’s business:

(i) attempts to avoid reporting or record-keeping requirements
(ii) unusual or multiple funds transfer activities
(iii) customers who provide insufficient or suspicious info

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30
Q

USA Patriot Act (2001) [Uniting and Strengthening America by Providing Appropriate Tools Required to Intercept and Obstruct Terrorism Act]

A
  • designed to improve overall security; grants Fbi and DOJ increased latitude in intelligence gathering activities
  • includes amendmentsto existing money laundering legislation with the intention to make it easier to prevent, detect, and prosecute international money laundering and the financing of terrorism
  • provisions of the PATRIOT ACT include:

(1) imposed significant obligations on nonbank FI’s including broker-dealers, credit card companies, and check cashing services, also includes non-financial entities potentially handling high-value transactions such as car, boat, plane, adn jewelry dealers

(2) makes all foreign banks with accounts in the US subject to US jurisdiction

(3) prohibits US banks from maintaining, correspondent accounts for any foreign shell banks - foreign banks w/o physical presence in any country

(4) prevents US credit card system operators from authorizing foreign banks to issue or accept US credit cards without take steps to prevent terrorist use

(5) requires banks to KYC, due diligence customers before taking on new business

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31
Q

Financial Crimes Enforcement Network (FinCen) Customer Due Diligence (CDD) Rule 2018

A
  • the CDD Rule requires FI’s to identify and verify both customers and beneficial owners of companies when opening bank accounts
  • beneficial owners are defined as someone who has 25% or more ownership of an organization or someone who controls the organization
32
Q

FATF Recommendations For KYC Requirements

A
  • under FATF FI’s are (1) prohibited from holding anonymous accounts (2) required to conduct due diligence on customers when opening accounts, (3) required to conduct due diligence when carrying out transactions above certain limits (4) required to conduct due diligence when there is suspicion of illegal activity
  • FATF recommends that FI’s perform the following due diligence measures to satisfy KYC:
    (i) identify customer’s identity, using independent source documents
    (ii) identify beneficial account owner and understand the ownership and control structure of the customer
    (iii) understand and obtain info on the purpose and nature of the intended business relationship
    (iv) conduct ongoing due diligence on the business relationship and transactions undertaken
33
Q

Customer Identification Programs (CIPs)

A
  • due diligence efforst on customers are known as customer identification programs (CIPs)
  • typically requires a firm to provide (1) copies of its article of incorporation (2) identification of all signers on any accounts through certified driver’s licenses or passports and (3) formal statements of benficial ownership
34
Q

FSP Scorecards

A
  • one of two common types of performance measurement techniques
  • management tool used by companies to qualitatively and quantitatively measure an FSP’s performance; is a way to clarify how well the services are delivered
  • primary purpose is to provide feedback on service provided and benefit received
  • allows provider to better understand how the customer perceives combo of quality and cost of services provided
  • can be used as a tool to measure the relative value of current service relationships, evaluate FSPs on issues important to the firm, and help allocate future business
35
Q

FSP Relationship Reviews

A
  • one of two common types of performance measurement techniques
  • procedure firms use to qualitatively and quantitatively measure an FSP’s performance, can be formal or informal
  • formal reviews: involve quarterly, semiannual, or annual meeting of senior mgmt from both parties
  • informal reviews: involve weekly / monthly contacts by individuals responsible for day-to-day relationship management; review services, fees, error rates, and new product and services and enables discussion of future needs
36
Q

Bank Compensation

A
  • refers to the way in which a bank is compensated for the entire set of products and services that it provides to a firm including credit, operating services, investments, etc.
  • most banks look at the profitability of the total relationship and may be willing to reduce the price of one product or service and use it as a loss leader with a given client in hopes of making up that loss on other more profitable areas of business
  • bank compensation can come in the form of fees, balances, or some combination of the two
37
Q

Transaction Workflow Innovation Standards Team (TWIST)

A
  • has developed standards for electronic billing of bank services which have evolved into ISO 20022 camt. 086 message set
  • the AFP Global Service Codes include 1,200+ codes for banking services and is designed to be compatible with the camt.086 format
38
Q

Value Dating

A
  • in a value-dating system, bank sets a forward value date for funds credited and a back value date for funds debited
  • for forward-value, date of the credit is later than the date the item is added to the ledger
  • for back-value, date of the dbit is earlier than the date of deduction
  • in effect, this reduces net available balances, reduces interest earned, and bank is compensated by not paying interest on positive balances and earns interest on negative balances
  • typically not available in the US
39
Q

Account Analysis Statement

A
  • bank’s bill for services rendered and shows the process used to determine the fees charged and the earnings credit accrued during the period in question
  • account analysis statements typically include: (i) services provided (ii) balances (iii) transaction volumes (iv) charges (v) earnings credit allowances
  • outside the US, banks typically provide invoices for services
40
Q

Average Ledger Balance

A

sum of daily ending ledger balances divided by # of days in analysis period; balances are net of any current-period adjustments

41
Q

Average Deposit Float

A

sum of daily dollar amount of items in the process of collection divided by number of days in period

42
Q

Average Collected Balance

A
  • sum of daily ending collected balance divided by number of days in period
  • average ledger minus average float
43
Q

Reserve Requirement

A
  • represents the amount that the bank must maintain with the Federal Reserve
  • historically reserve balances were nonearning, therefore banks deducted this amount from balances eligible to earn ECR
  • now US Reserve Banks ccan pay interest on reserve balances, so some banks have taken away the reserve requirement but some banks still deduct the reserve amount from available balances when calculating ECR
  • amount of funds deducted for reserve requirement is negotiable
44
Q

Deposit Fees

A
  • historically called ““FDIC charge””, it’s used to cover the cost of federally mandated deposit insurance
  • FDIC is ok with banks passing this charge onto customers but asked banks to not label it as FDIC charge as it misleads customers into thinking the fee is remitted to the govt but it’s actually received by the bank
  • calculated on full ledger balance
45
Q

Service Charges

A
  • fees or prices charged for services provided
  • flat monthly fee or per unit price (which is multiplied by volume)
46
Q

Available or Investable Balance

A
  • funds in the customer’s account that the bank is able to invest in income producing assets during the account analysis period
  • average collected minus reserve requirement
47
Q

Earnings Credit Allowance and ECR

A
  • the total dollar value of credit that can be used to offset the service charge incurred during the analysis period
  • a commonly used basis for ECR is the 90-day US Treasury bill but banks can base ECR on their own internal requirements and rates
48
Q

Formula for Earnings Credit

A

Collected Balances * (1 - Reserve Requirement %) * ECR * (Days in Month / 365)

49
Q

Balances Required to Offset Fees

A

Service Charges / [ECR * (Days in Month / 365) * (1 - Reserve Requirement %)]

50
Q

Fee Compensation

A
  • maintain lower balances and increase short term investments, pay hard dollar fees
51
Q

Pro / Cons of Fee Compensation

A

Pro / Con to Firm:
- preferred when short term investments offer higher yield than ECR
- more compelling when excess cash can be used to pay down short debt which have a rate usually much higher than the ECR
- this method makes fees easy to budget / compare while balances are not direclty comparable

Pro / Con to Bank:
- some banks prefer fee comp as balance increases the liabilities on their B/S and may lead to need for additional capital to meet regulatory requirements
- fees from deposit services are viewed as low risk source of earning

52
Q

Balance Compensation

A
  • hold excess balances to reduce bank charges
53
Q

Pro / Cons of Balance Compensation

A

Pro / Con to Firm:
Pros:
- take advantage of excess collected balances from unanticipated deposits or precautionary excess balances
- potential for favorable pricing for loans and other services if collected balances are maintained
- ECR is not taxable with interest on investments is
- ECR may exceed short term investment rates
Cons:
- ECR is not always known unitl after applicable billing period
- excess ECR doesn’t roll over to cover next month’s fees
- balances in excess of FDIC insurance limit may be at risk of loss if bank closed
- ECR makes it hard to monitor level of fee increases

Pro / Con to Bank:
- deposits may be sued to fund loans and investments at rates exceeding the ECR rate paid to depositors

54
Q

Broad Categories of Service Charges

A

(1) implementation
(2) maintenance
(3) account services
(4) transaction processing
(5) info delivery
(6) technology

55
Q

Request For Proposal (RFP)

A
  • is a formal document that detail’s a firm’s objectives, needs, and service requirements - typically used to obtain bids from providers
  • reasons to issue RFP include:

(1) may be required for purchases over a certain amount

(2) will ensure the firm has included the proper set of providers and gave them enough info to recommend the appropriate products

(3) ensures that products and services are offered at the best price

  • alternatives to an RFP are (1) RFI or (2) RFQ
56
Q

Request for Information (RFI)

A
  • firm provide formal description of needs and asks selected providers to submit general info on how they could meet the firm’s needs
57
Q

Request for Quotation (RFQ)

A
  • firm invites providers to bid on specific products or services; best suited for products that are standardized which makes provider’s quotes easily comparable
58
Q

Basics of an RFP

A

(1) define the objective: clear understanding of the factors driving the required products or services; factors may be strategic or operational

(2) determine the business requirements: spell out what the firms hopes to accomplish with needs prioritized as “must have”, “nice to have”, “neutral”

(3) develop the project plan: defines completion dates, assigned resources, and task dependencies; project plan should include list of people participating at each stage of the process and identify the decision makers

59
Q

RFP Design

A
  • two basic elements in any RFP design are:

(1) substance: describes the firm’s basic operating structure, RFP objectives, expected activity info, and states the desired outcome; also specifies admin requirements
- basically provides responders with road map of firm’s desired deliverables

(2) form: determines (1) how responders will receive the RFP and (2) the way responses will be compared by the issuing firm

60
Q

RFP Administration

A

(1) develop long list: treasury managers will deterine the potential FSPs that are capable of providing the desired products / services
- if list is too long evaluating the responses will take longer; can add additional criteria to refine the list to a more manageable length
- RFI can help develop the long list, at a minimum non responders can be excluded
- may be sufficient to send RFP to existing provider and 1-2 other providers
- public sector entities are required to advertise for bidders / tenders

(2) issue the RFP: firm should let all the participants know the rules and timeline that will be followed in the RFP process perhaps at a pre-bid meeting for all interested parties
- providers will likely submit questions to get clarification on points in the RFP
- best practice is to share all questions and answers to the entire bidder pool

(3) evaluate responses and create a short list: review team should determine appropriate areas of evaluation and create a scoring and weighting methodology
- scoring can ve used to select a short list and to identify potential strengths and weaknesses to be explored in the final meetings and perform any due diligence

(4) meetings and demos: ask detailed questions regarding proposed solutions and assess implementation process

(5) selection and contract negotiation:
- update scoring after demos and meetings and pick the preferred provider
- may require further review and ratification by senior management
- once FSP is selected, contract details and service requirements need to be worked out with the finalist
- process is not complete until final contracts are negotiated
- do not notify the other providers until contracting is complete

61
Q

Counterparty Risk

A

risk that a counterparty in a contract will not meet its contractual obligations

62
Q

Statement on Standards for Attestation Engagements (SSAE) No. 18

A
  • the authoritative US guidance for reporting on service organizations
  • FSP’s operational risk can be monitored via the provider’s SOC 1 Report
  • SSAE 18 complies with ISAE No. 3402
63
Q

International Standard on Assurance Engagements (ISAE) No. 3402

A
  • developed to provide an international assurance standard for allowing public accountants to issue reports on the controls at a service organization
  • these reports are used by user organizations and their auditors and are usually part of the user organization’s system of internal controls over financial reporting
64
Q

Value to Firm of Performing an SOC 1 or ISAE 3402 Engagement and Issuing Report

A
  • having an audit report with an unqualified opinion issued by an independent accoutning firm differentiates the FSP from its peers by demonstrating the estabslishment of effectively designed controls objectives and activities
  • helps FSP build trust with its customers
  • without a current service auditor’s report, FSP may have to be subjected to multiple audit requests from its customers and their respective auditors, which can strain the organization’s resources
65
Q

Value to Customer (User) of Service Auditor’s Report

A
  • provides valuable info on the FSP’s controls and the effectiveness of thos controls

(1) Type 1 Report: customer receives detailed description of the FSP’s controls and the sustainability of the design of the controls

(2) Type 2 Report: independent assessment of whether the controls that were placed in operation are suitably designed and operating effectively
- customer / user firm should provide the service auditor’s report to its auditors; without the report the firm will likely have to incur additioanl costs in sending its auditors to the FSP to perform additioanl audit procedures

66
Q

Tools for Monitoring the Financial Health of Banks (3)

A

(1) published financial statements:
- provides a measure of the entity’s financial health as of the statement date
- can be compared with statements prepared for different time periods
- US accounting standards require FI’s to calculate the expected credit loss over the life of a loan - which in effect requires the FI’s to recognize its probable future losses on its balance sheet

(2) credit analysis:
- published credit rating from a recognized credit rating agency and counterparty risk analuysis form third-party specialists can proide initial indication of FI’s strength
- market data aka credit default swap spreads provide more immediate assessment of FI’s creditworthiness especially if it is perceived to be improving or weakening

(3) regulator’s assessments:
- bank regulators perform regular reviews of banks’ financial strenght and publish results fo the stress tests applid ot the most systemically important banks

67
Q

Uniform Bank Performance Report (UBPR)

A
  • UBPR is an analytical tool created for superviosry, examination, and managment purposes
  • shows the impact of mgmt decisions and ecnomic conditions on a bank’s performance and B/S composition
  • one of the publicly available tools that can be used to assess the general financial risk of a US bankx
  • published by the Federal Financial Institutions Examination Council (FFIEC)
  • report can be used to evaluate the adequacy of earnings, liquidity, capital, asset / liab managment, and growth management
  • report can help further understanding of a bank’s financial condition
  • UBPR presents 3 types of data for use:
    (1) data for specific bank
    (2) data for peer group of banks (similar in size and economic environment and
    (3) percentile rankings
  • any analysis should compare the bank to its peer group, consider the bank’s trends over time and the trends in peer group averages
68
Q

Sovereign Risk

A

risk that a govt may default on its debt

69
Q

Political Risk

A
  • refers to the variety of actions that a govt may take that can negatively impact a firm’s operations and/or value including:
    (i) nationalization or expropriation by the country’s govt

(ii) regulatory or policy changes e.g. alter monetary policy or impose currency regulations that could reduce value of FX contracts or currency trades

(iii) blocked currencies: profits cannot be converted into a major trading currency

(iv) forced reinvestment: cannot transfer funds out of the country in any form

(v) required majority ownership: firm must be owned by resident nationals

70
Q

Nationalization

A
  • refers to govt takeover of one or more companies in a specific industry e.g. petroleum, transportation, power
  • this poses a risk because when govt makes compensation for nationalized firm the amount is signficantly less than the firm’s market value
71
Q

FSP Conflict of Interest

A
  • conflict of interest may arise when a particular FSP serves in multiple capacities
  • FSP’s establish a notional barrier (“wall”) to protect against info flows between functional divisions and to prevent such abuses
72
Q

FSP Managing Confidential Info

A
  • confidential info may be shared with affiliates of the FSP or other parties, and to prevent loss of confidentiality, this is often documented in an NDA
  • FSPs may outsource certain services to another party or corporate entity e.g. merchant processing and which case the info is shared with the outside party and disclosure to the customer is required
73
Q

EU’s General Data Protection Regulation (GDPR)

A
  • not a finanical regulation but has widespread implications for many non-EU organizations that hold or process the personal data of EU citizens, especially when the personal data is transferred outside the European Economic Area (EEA)
  • introduced to ive individuals more control over their personal data including sensitive personal data such as political views and health records
  • GDPR places obligation on companies holding data on EU citizens to only hold info that is necessary, adopt measure to control access to the data and to protect the data against loss and accidental deletion
74
Q

Red Flags Rule

A
  • refers to the US regulations that require FI’s and creditors to develop and implement written ID theft prevention programs as part of the Fair and Accurate Credit Transactions (FACT) Act of 2003
  • programs must identify, detect, and recognize patterns/practices/activity that could indicate ID theft
  • Red Flags Rule applies to FI’s and creditors that have consumer accounts that are designed to permit multiple payments / transactions where there is reasonable foreseeable risk of ID theft
75
Q
A