Basel Committee Guidance on Corporate Governance for Banks

Basel Committee Guidance on Corporate Governance for Banks Eurasian Corporate Governance Roundtable Task Force on Corporate Governance of Banks in Eurasia Janet Holmes, Senior Legal Adviser Organisation for Economic Cooperation & Development

Overview of Presentation Background to Basel Committee guidance paper Who is responsible for good governance in banks? Key elements: Board of directors oversight Senior management internal controls Supervisors promote good governance & assess bank practices This presentation is Based on the BCBS guidance, but The OECD is responsible for the content of these slides 2

Background to Basel Guidance Paper Enhancing Corporate Governance for Banking Organisations issued in February 2006 Update of 1999 Basel Committee paper Triggered by revision to OECD Principles in 2004 Complements OECD Principles; not a substitute for them Reflects lessons learned from recent scandals involving banks Application Applies to a wide range of banks and countries Applies to diverse corporate and board structures Principles, not rules Takes into account bank size, complexity and risk profile Not part of Basel II Guidance applies regardless of whether a country has adopted the Basel II framework 3

Who is Responsible for Good Governance in Banks? Primary responsibility rests with bank boards and senior management (Guidance Paper, s. III) Bank supervisors have an important role to play by providing guidance & assessing bank practices (Guidance Paper, s. IV) Others can promote good governance (Guidance Paper, s. V), e.g.: Shareholders Depositors & customers Employees Auditors Banking industry associations Credit rating agencies Governments, securities regulators and stock exchanges 4

8 Principles for Bank Boards & Senior Management Principle 1: Board qualifications, capabilities and responsibilities Principle 2: Board’s role regarding the bank’s strategic objectives and corporate values Principle 3: Lines of responsibility & accountability Principle 4: Ensuring oversight by senior management Principle 5: Auditors and internal control functions Principle 6: Board & key executive compensation Principle 7: Transparent governance Principle 8: “Know your operational structure” 5

Principle 1 Board members should be qualified for their positions, have a clear understanding of their role in corporate governance and be able to exercise sound judgment about the affairs of the bank Some responsibilities apply to any kind of organisation (bank or non-bank), for example: The board should understand its oversight role Some responsibilities are unique to the banking sector: Promote bank safety and soundness Understand the regulatory environment Ensure that the bank maintains an effective relationship with supervisors 6

Principle 1 (continued) Board should have an adequate number of independent members Independence ability to exercise objective judgment, independent of the views of management, political interests, and inappropriate outside interests 7

Principle 2 The board of directors should approve and oversee the bank’s strategic objectives and corporate values that are communicated through the banking organisation Standards should address, among other things: Corruption Self-dealing Other illegal, unethical or questionable behaviour Employees should be encouraged to raise concerns about illegal or unethical practices to the board or an independent committee without fear of reprisal or retaliation 8

Principle 2 (continued) Watch out for practices that could diminish the quality of corporate governance, for example: Internal lending (to officers, employees, board members or controlling shareholders) Preferential treatment for related parties and other favoured entities Conflicts of interest The board should ensure senior management implements effective policies to prevent (or limit) such activities 9

Principle 3 The board of directors should set and enforce clear lines of responsibility and accountability throughout the organisation Role of the board: Define authorities & key responsibilities Oversee management actions Senior management’s role: Delegate to staff & promote accountability Be responsible to the board for bank’s performance Guidance also addresses: Accountability where bank is part of a larger group structure Outsourcing of bank functions 10

Principle 4 The board should ensure that there is appropriate oversight by senior management consistent with board policy Senior management should: Have the necessary skills to manage the business Oversee line managers consistent with board policies (but avoid “micromanaging” line managers) Under board’s guidance, establish system of internal controls Apply the “four eyes” principle, even in small banks Watch out for senior managers who are unwilling or unable to exercise effective control over “star employees” 11

Principle 5 The board and senior management should effectively utilise the work conducted by the internal audit function, external auditors and internal control functions Internal audits – the board & senior management should: Recognise & communicate importance of audit & internal control processes throughout the bank Use the findings of internal audits and require timely correction of problems by management Promote the internal auditor’s independence, e.g. through reporting to the board or board’s audit committee Engage internal auditors to judge effectiveness of key internal controls 12

Principle 5 (continued) External audits - the board and senior management should: Ensure that external auditors comply with applicable codes & standards of professional practice Ensure that external auditors understand their duties Engage external auditors to review internal controls relating to financial statements Encourage the principal auditor to take responsibility for other external audits of financial statements conducted within a group For state-owned banks, maintain a dialogue as appropriate with state supreme audit institutions, state controllers and external auditors 13

Principle 6 The board should ensure that compensation policies and practices are consistent with the bank’s corporate culture, long-term objectives and strategy, and control environment Board (or independent committee) should approve compensation, consistent with remuneration policy Avoid compensation policies that create incentives for excessive risk-taking Policies should be clear regarding: Holding and trading of stock in bank or affiliated companies Granting and repricing of stock options 14

Principle 7 The bank should be governed in a transparent manner Disclosure should be made on the bank’s website, in its annual/periodic reports and/or in reports to supervisors about: Board and senior management structure Basic ownership structure & organisational structure Incentive structures (e.g. remuneration policies) Code of business conduct and/or ethics code Bank policies relating to conflicts of interest & related party transactions State’s ownership policy, if the bank is state-owned 15

Principle 8 The board and senior management should understand the bank’s operational structure, including where the bank operates in jurisdictions, or through structures, that impede transparency (i.e. “know-your-structure”) Banks sometimes operate in jurisdictions, or employ structures, that lack or impair transparency This sometimes occur for legitimate business purposes But doing so can: Pose significant financial, legal and reputational risks for bank Impede board and senior management oversight Make it more difficult for authorities to effectively supervise the bank 16

Principle 8 (continued) The risks should be appropriately assessed and managed Information regarding the activities and risks should be easily available at the bank’s head office & reported to the board and bank’s supervisors Clear policies and procedures should exist For board approval of the bank’s use (or sale) of complex structures, instruments and products For the identification and management of material risks Regularly evaluate the need to operate in jurisdictions or use structures that reduce transparency Set clear corporate governance expectations for all relevant entities and business lines Assess compliance with applicable laws and internal policies Activities should be subject to enhanced audit procedures and internal control reviews 17

6 Recommendations for Bank Supervisors Supervisors should: Consider corporate governance as one element of depositor protection Provide guidance to banks on sound corporate governance and proactive practices Evaluate banks’ implementation of corporate governance policies and practices Assess the quality of banks’ audit and control functions Evaluate the effects of the bank’s group structure Bring to the attention of boards and senior management any problems they detect through supervisory efforts 18

For more information Go to www.bis.org/BCBS 19