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Vorsicht vor gefälschten Gewinnspielen. In Belgium and Luxembourg, with more than branches between them, the launch is just being prepared.
I think that this is also really good news for our merchants. However, the reality is somewhat different. Firms want to default to the legal response — the tried and tested reams of lawyerly words — to meet this requirement rather than a constructive, consistent response based on client, product, opinion and agreement data.
When pressed for more detailed information, the only option is to undertake cumbersome ad hoc reporting, relying on spreadsheets and searching for original documentation.
Because firms are still failing to capture and retain the level of granular detail required. The excuse is that the ECB has not defined a specific taxonomy for this compliance requirement — leaving firms to come up with their own responses.
The reality is that the ECB expected firms to have robust data governance and classifications to support both compliance with capital requirements regulation and, more critically, netting decision-making.
For instance, under the new requirements institutions may continue to determine if a change is material or not according to their internal processes.
This implies that a reporting institution must also be able to document for each new trading agreement whether or not a core netting provision has been amended, and if amended, whether or not the change is so material as to require a supplemental opinion which must be notified to the ECB.
Fundamental to satisfying these new requirements is the way in which firms view their data — most notably, counterparty types, agreement types and agreement type data.
Of course, firms are. But that is the issue — firms have not bothered with, for example, updating client onboarding data taxonomies for close-out netting determination purposes.
As a result, essential aspects of the data capture process have been overlooked — hence the cumbersome, burdensome and manual reporting required to meet the ECB demands.
For example, simply recording a counterparty as an Investment Fund may meet business and compliance data needs; but the close-out netting determination requires far more granularity.
The legal opinion will be — must be — far more specific about the different types of funds because each may result in different close-out netting analysis.
Or take the case of a bespoke legal opinion which simply reflects only those types of funds which the law firm has been asked to include, to the exclusion of other types.
And what about agreement vintage? A firm may have identified agreement types, but not noted agreement versions. Yet there are multiple versions of, for example, certain French, German and Spanish domestic netting agreements.
If all agreement vintages are under one heading, how is the institution going to make a valid distinction between them other than by a laborious manual process?
It should also be a red flag for the institution. Close-out netting is a vital process and correctly taking its benefit underpins financial stability and has implications for billions of pounds of regulatory capital.
How can a firm confidently take the decision to net without accurate and well-governed data and without the ability to confidently and rapidly show its working?
It is extremely concerning that institutions are not looking to the data to support these decisions or to confirm that the regulatory requirements are being met before the netting benefit is taken.
The ECB requirements have highlighted a very clear shift in regulatory attitude and approach: this is not just about recording data in far more detail but also putting in place the right control framework to support these fundamental netting decisions.
Netting cannot be regarded as a right — it is a privilege and the decision to net has to be supported by proof; by trusted, accurate legal data and a robust approach to data governance.
There is an increased appetite for real change following one of the most divisive and difficult years in decades. It has never been so important to get inclusion and diversity of race, gender, sexual orientation, physical disability and social differences right.
Thom Dennis, CEO at Serenity In Leadership, tells us ten reasons why diversity is so vital and may well be the key to healthier times in Learning about, recognising and respecting your own and other cultures enables us to understand different perspectives and gives greater insight into varying attitudes and beliefs.
Foster curiosity to fight against ignorance and prejudice. Encourage your team to be courageous; be curious, practise active listening and demonstrate empathy for a different way of thinking and show them exactly how that is done.
Diversity promotes individuality Culturally rich environments teach us that everyone is unique, and we differ not just because of our race, gender, ethnicity, sexual orientation, age, physical abilities, religion, socio-economic status etc.
And all of those differences are what make us interesting. When we celebrate our differences, it is easier to find commonality and create a more accepting environment where people feel comfortable to be themselves.
Diversity creates a healthier environment A workplace lacking in diversity and inclusion will detrimentally affect mental health and have a direct causal relationship with feelings of resentment, anxiety, anger and injustice.
A business not only has to prime the engine with a diverse mix of good promotion candidates but must ensure they have a truly equal opportunity for promotions, not just once but all the way to the executive suite for a healthy, diverse workplace.
Diversity is good for business Responsible, resilient workplaces embrace inclusion, diversity and equality, having a direct positive effect on productivity in the workplace, helping businesses and employees By aligning business objectives with the meeting of human needs, companies can tap into powerful ways to facilitate change.
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