How The FCA Ensures Ethical Outcomes For Consumers Flashcards

1
Q

What is ethics?

A

Moral principles that govern a person’s behaviour or the conducting of an activity.

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2
Q

How does the FCA makesure individuals and businesses act ethically?

A

Principles - high level, not comprehensive, expected to be stuck to.

Outcomes - sets out what good outcomes would be for consumers.

Monitors results using data provided and through its own monitoring lists and activities.

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3
Q

What are the principles for the FCA in regards to ethics? 11

A

Integrity
Skill and diligence
Management and control
Financial prudence
Market conduct
Consumers interest
Communications with customers
Conflicts of interest
Customer trust
Client assets
Relationship with regulators

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4
Q

If there is a conflict between the FCA rules and FCA principles, which will take precedence?

A

The principles

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5
Q

What is threshold condition 5?

A

Proof the firm is suitable under fit and proper rules.

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6
Q

Does being compliant with the principles mean a firm has met threshold condition? 5

A

No.

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7
Q

What are the 4 principles that apply to all people performing a controlled function? ISMO

A

Integrity
Skill, care, and diligence
Market conduct
Open and co-operative

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8
Q

What are the 3 principles that apply to accountable higher management functions

A

Organisation and control
Skill, care, and diligence in management
Compliance

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9
Q

What is meant by integrity for an individual?

A

Was the individual truthful?
Did they do the right thing for the customer

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10
Q

What is meant by skill, care, and diligence as an individual?

A

Did the individual carry out the right level of care.
Did they have the necessary skills
Did they act with diligence in the performance of their duties

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11
Q

What is meant by market conduct of an individual?

A

Whether right practices have been demonstrated by the extent the person followed codes of conduct and other rules within their own market. These rules differ depending on the buisness type they undertake.

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12
Q

What is meant by open and co-operative of the individual?

A

In dealings with the regulator have they followed the firms internal compliance procedure.
Ie whistle blowing

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13
Q

What is meant by organisation and control by the individual?

A

Where someone is responsible for their firms organisation, they have taken necessary steps to ensure the structure of the form is appropriate and sufficient of these functions.
Ie is there the right level of delegation

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14
Q

What is meant by skill, care, and diligence in management?

A

In managing others, the individual applied the same standard of skill, care, and diligence in relation to their own conduct.

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15
Q

What is meant by compliance for the individual?

A

Making sure systems are appropriate, proportionate and adequate for purpose.

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16
Q

What does a fit a proper test look at?

A

Honesty, integrity, and reputation - criminal records, past complaints, etc.

Competency and capability - do they have the necessary qualifications
After doing a skill gap analysis, what plans are in place to bring them up to scratch.

Financial soundness - someone in trouble is more likely to come under pressure to cause a bad customer outcome for personal gain.
Do they have any outstanding CCJ or past significant financial problems.

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17
Q

What should senior managers develop?

A

A clear, appropriate, and recorded appointment of responsibilities against which the individual can be monitored and failure of which can be punished.

18
Q

What are the punishments for people who neglect their responsibilities under approved person’s or SM&CR?

A

Fining
Loss of job
Inability to work in the financial industry

19
Q

How soon does the FCA expect someone to be disaplined and reported if found to do wrong?

A

As soon as possible

20
Q

What other key area that is not mentioned is important for personal wthical control?

A

Conflicts of interest.
Firms should look at this in a broad sense, and managers should ensure there is a formal policy for it.

21
Q

What is the most effective way to control conflict of interest?

A

Idemtify what consitute a conflict and train people to use their own initiative and think outside the box for their role.

22
Q

What does the Certificsyion Regime (CR) require?

A

Relevant firms to assess the fitness and propriety of certain employees who could pose a significant risk of harm to the firm or any of its customers.

23
Q

What should you remember for the certification regime?

A

Anyone whose role has a significant bareing to the success or failure of the firm should have individual, regular, reassement of their ‘fit and proper’ credentials with fitness for role now be determined by the firm rather than the regualtor.

24
Q

What must firms do under the certification regime?

A

Allocate prescribed responsibilities across their Senior Managers setting out their duties. This forms part of the overall firm management and governance map.

25
Q

What must be adhered to under the CR?

A

Conduct rules. These are broadly the same as the conduct rules of approved persons.

26
Q

What conduct rules under CR are applicable for most people?

A

Rule 1: You must act with integrity

Rule 2: You must act with due skill, care, and diligence.

Rule 3: You must be open and co-operative with the FCA, the PRA, and other regulators.

Rule 4: You must pay due regard to the interests of customers and treat them fairly.

Rule 5: You must observe proper standards of market conduct.

27
Q

What rules under CR apply to senior management?

A

SC 1: You must take responsible steps to ensure that the business of the firm you are part of is controlled effectively.

SC2: You must take responsible steps to ensure that the business of the firm you are part of complies with relevant requirements and standards of the regulatory system.

You must take responsible steps to ensure that any delegation of your responsibilities is to an appropriate person and that you oversee the discharge of the delegated responsibility effectively.

SC 4: You must disclose appropriately any information of which the FCA or PRA would reasonably expect notice.

28
Q

Where does the responsibility to report regulatory breaches sit?

A

The firms appointed compliance manager.

29
Q

What is corporate culture?

A

The way we do things.

Ie
The FCA expects fair treatment of customers
The ‘top tree’ are expected to implement sound structures that support good practice.

30
Q

Why does the FCa look at key cultural drivers?

A

These have an influence on the behaviour of management and their staff impacting client outcomes as consequences.

31
Q

What are the six key areas of corporate culture?

A

Leadership
Strategy
Discussion making and challenge
Controls
Recruitment and T&C
Reward

32
Q

Brak down what I’d expected in leadership?

A

Lead from the front.
Live the values and demonstrate best practice.

33
Q

Give an example of good leadership practice

A

Creating FTC objectives for staff with senior management providing clear direction.

Pursuing an ex advisor through the courts for tampering with customer documents

34
Q

Give examples of bad practice?

A

Failing to identify or articulate what FTC means for the business.

Having a significant amount of rhetoric on FTC in the materials but customer facing staff failing to deliver on it.

35
Q

Break down strategy

A

Set out a clear vision so that everyone is able to see what is expected of them and how the firm expects them to treat customers.

36
Q

Brak down desicion making and challenge.

A

Have the customer at the centre and strike the necessary balance between the interests of the shareholders and interests of the customers.

Be open to challenge from outside and within.

37
Q

What ways could challenge be made?

A

Regualtory intervention
Customer feedback
Whistle blowing

38
Q

Break down controls?

A

The management should have access to all the relevant management information they need to ensure the right things are happening.

This means defining outcomes and putting in a robust MI structure to monitor outcomes.

39
Q

Break down recruitment and T&C

A

Trust staff to remain and develop them properly.

40
Q

Break down reward

A

Don’t incentivise wrong behaviour.

Reward good behaviour.

41
Q

What is a way to give time for wrongdoing to come to the surface?

A

Deffer top people’s pay for several years.