Week 2 Governance Flashcards

1
Q

what is the OECD definition of corporate governance?

A

“corporate governance involves a set of relationships between a company’s management, its board, its shareholders and other stakeholders… also the structure through which objectives of the company are set, and the means of attaining those objectives and monitoring performance are determined

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2
Q

Why is a banks corporate governance unique?

A

• Opaqueness: harder to assess performance
and riskiness.

• Heavily regulated due to:
– Information asymmetries
– Externalities and different interests between banks (and shareholders) and society
– Systematic importance

• More diverse stakeholders: depositors, diffuse equity
ownership, regulators, etc.

• Conflicting demand: safety and soundness vs.
innovation and improvement.

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3
Q

explain how diffused shareholders (minority shareholders) have governance over FIs

A

– Can vote directly on crucial issues, and indirectly by
electing board of directors.

– However for minority shareholders voting right
mechanism may not work efficiently:
• Information asymmetries between managers and
shareholders.
• Lack of expertise to monitor managers

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4
Q

explain how concentrated shareholders (controlling shareholders) have governance over FIs

A

– Have more incentive to acquire information and monitor managers; can exercise voting rights and negotiate managerial
incentive contracts more effectively.

– However, concentrated shareholders may maximise the private benefits of control at the expense of minority shareholders
(“tunnelling”).

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5
Q

Explain why it is difficult for diffused debt holders to implement governance over FIs

A

– The difficulties of implementing governance
include:
• Small debt holders may be unable to monitor complex
organisation.
• Free-rider incentive.
• Inefficient bankruptcy proceeding.

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6
Q

Why do concentrated debt holders have more incentive to monitor managers?

A

– Have more incentive to monitor managers and influence the composition of board of directors; can renegotiate the terms of lending; obtain various control right in the case of default or violation of covenants.

– However:
• The effectiveness relies on legal and bankruptcy systems.
• Large creditors may attempt to shift the activities to reflect
own preference.

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7
Q

What are the board of directors duties in risk management?

A

– Ensure that the management team to manage
bank’s affairs in a sound and responsible manner.

– Have a sound understanding of the nature of the
business activities and associated risks.

– Ensure that bank has adequate audit
arrangement and risk management committees in
place, and risk management systems are
properly applied.

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8
Q

What are RBNZ minimum requirements for board of directors?

A
  • At least 5 directors
  • Majority are non-executives
  • At least half are independent
  • At least half of independent directors are ordinarily resident inNZ
  • Chairperson must be independent

• The board must have a separate audit committee
– At least 3 members, all non-executive, majority independent, a
chairperson who is independent and is not the chairperson of the
board.

• Appointment of director must be confirmed by RBNZ

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9
Q

The audit committee is an extension of what?

A

• Audit committee can be regarded as an extension
of board’s risk management function, to monitor
and direct the internal audit function.

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10
Q

What are the duties of internal auditors and audit committee in risk management?

A

– Provide assurance regarding corporate governance,
control systems, and risk management processes,
– Verify the adequacy and accuracy of the information
reported to the board by management,
– Evaluate the external audit function and ensure
follow-up identified in auditors’ reports

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11
Q

What are the managerial duties in risk management?

A

– Ensure all major bank functions are carried out in
accordance with clearly formulated policies and
procedures.

– Bank has adequate systems in place to effectively monitor
and manage risks.

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12
Q

What is the objective of the external auditors?

A

• The primary objective is to express an opinion on whether the bank’s financial
statements fairly reflect its financial condition and the result of its operations for a given period.

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13
Q

explain the effect of greater information asymmetries on market participants

A

• Greater Information asymmetries reduce the efficiency / effectiveness of market discipline:
– Product market competition may be less intense
in banking.
– Takeovers may not be possible due to the
scarcity of liquid/efficient capital markets.
– Takeover is less effective when insiders have
much better information than potential purchasers.

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14
Q

What is the

Regulatory/Supervisory Authority role?

A

– Creating environment to optimise the quality and effectiveness of
risk management.

– Toughening and overseeing the fiduciary responsibilities and standards regarding bank owners, directors, management
personnel.

– Providing guidelines on risk management and related policies.

– Evaluating compliance and overall risk management in banking
system.

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15
Q

What are the 2 purposes why the RBNZ regulates and supervises banks

A

1) Promotion the maintenance of a sound and efficient
financial system

2) Avoiding significant damage to the financial system that
could result from the failure of a registered bank

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16
Q

Three Pillar Approach by RBNZ

Self-discipline

A

– Encourage sound corporate governance and risk
management practices in banks.

– Director attestations with heavy penalties for noncompliance.

17
Q

Three Pillar Approach by RBNZ

Market discipline

A

– Reinforce the incentives for depositors, creditors, and
the market generally to exercise scrutiny of banks and
reinforce bank self-discipline.

– Reduce information asymmetries by disclosure
requirements.

18
Q

Three Pillar Approach by RBNZ

Regulatory Discipline

A

– Prudential requirements such as minimum capital
ratio requirement.

– Conservative framework such as high risk weighting
on housing and agriculture.

– Encourage sound risk management.

– Monitor bank on a continuous basis; meeting with
senior management; have extensive power to deal
with bank distress or failure event.