Presentation on theme: "IOPS Principles of Private Pension Supervision– Assessment Results"— Presentation transcript:
1IOPS Principles of Private Pension Supervision– Assessment Results Ross Jones – President IOPSDeputy Chairman, Australian Prudential Regulation AuthorityRegional IOPS Workshop on Private Pension Supervision5-6 May 2011Abuja, Nigeria
2IOPS Principles of Private Pension Supervision IOPS Principles presented at 2009 MENA workshop - since revised take account of standards and work developed by the IOPS + lessons leant from the financial crisisMain changes:No. 2 Independence – head of the authority should be appointed for a fixed term (normally 3-6 years) with reappointment allowedNo. 3 Adequate Resources – fee structure should be transparentNo. 4 Adequate Powers –4.3 flexible legal framework required to allow preventative action4.5 well defined strategic goals and a policy for deciding on the mix of supervisory tools is required4.6 sufficient gradation of powers is required4.7 certain powers are required even if not used actively (deterrent)4.8 exceptional measures should be allowed in times of acute financial and economic difficultyNo. 5 Risk-based Supervision – see Toolkit
3IOPS Principles of Private Pension Supervision No 6 Proportionality and Consistency –6.1 link risk assessments and supervisory action should be linked / avoid pro-cyclicality6.2 balance costs and impact of supervisory action6.3 follow due process6.4 documents process to ensure proportionality6.5 escalate response appropriatelyNo 7 Consultation and Cooperation – intensify coordination during periods of economic and financial difficultyNo. 8 Confidentiality –8.1 internal codes of confidentiality for staff8.2 limited access in IT systems8.3 publish confidentiality policyNo 9 Transparency9.3 publish supervisory response framework (enforcement pyramid)9.5 publish intervention and sanction decisionsNo. 10 – Governance - supervisory authority needs requires governance codes, internal risk-management systems and performance measurement
4IOPS Principles of Private Pension Supervision METHODOLOGYProvides a structured framework for assessing the extent to which a pension supervisory authority complies with the letter and spirit of the PrinciplesCan be used for external or self-assessmentAlso indicates type of evidence that may help to answer questionsCompliance rated as:- Fully implemented – the IOPS Principle is implemented in all material respects- Broadly implemented – the Principle is implemented in all but one or two material respects and the exceptions do not significantly detract from the overall opinion. It should be possible to say something positive about compliance in answer to nearly every question- Partly implemented – while a negative answer is given to some questions, the responses to the majority of the questions are consistent with compliance- Not implemented - there are major shortcomings against the Principle- Not applicable –the Principle does not apply due to structural, legal or institutional features
5IOPS Principles of Private Pension Supervision Principle 1 : ObjectivesNational laws should assign clear and explicit objectives to pension supervisory authoritiesStrategic objectives should be clear and publicResponsibilities of the pensions supervisor should give a clear mandate and assign specific duties
6IOPS Principles of Private Pension Supervision Principle 1 : Objectives; Assessment questionsIs there legislation providing for a pension supervisor?Does the legislation set out objectives?Are objectives public and binding?Does the legislation explicitly set out responsibilities and duties of the pension supervisor?Does the supervisor explicitly set out its responsibilities and duties (and are they consistent with legislative objectives?)
7IOPS Principles of Private Pension Supervision Principle 2 : IndependencePension supervisory authorities should have operational independenceAutonomy in day-today operations and decision makingFunding to ensure independenceAppointment procedures transparentJudicial review of supervisory actions
8IOPS Principles of Private Pension Supervision Principle 2 : Independence; Assessment questionsIs the supervisory authority established as a body with operational independence?What type of restrictions exist on the ability of the government to make directions to the supervisory authority?Is there transparency in the process for appointing senior positions?Is there transparency in the process for terminating senior positions so that threat of termination can’t be used to influence decisions?Are senior officers replaced when there is a change of government?If funded by levies on supervised entities, is there freedom from interference by these entities?
9IOPS Principles of Private Pension Supervision Principle 3 : Adequate resourcesPension supervisory authorities require adequate financial, human and other resourcesAble to conduct functions efficiently and independentlyFunding to ensure independence
10IOPS Principles of Private Pension Supervision Principle 3 : Adequate resources; Assessment questionsIs the budgetary timeframe long enough (e.g. 3 years) to provide stability in planning and recruitment?Is the budget sufficient to enable supervisory agency to meet its responsibilities? (very subjective)Does the agency have freedom in hiring with regard to staff numbers and salary?Are senior staff appropriately qualified?
11IOPS Principles of Private Pension Supervision Principle 4 : Adequate powersPension supervisory authorities should be endowed with the necessary investigative and enforcement powers to fulfil their functions and achieve their objectivesPowers appropriate to the system being supervisedPowers appropriate to the manner of supervision e.g. appropriate investigatory and enforcement powers
12IOPS Principles of Private Pension Supervision Principle 4 : Adequate powers; Assessment questionsAre the supervisor’s powers clearly established by its governing legislation?Can the supervisor gain access to the information it needs?Is there a licensing or registration process that enables the supervisory agency to obtain relevant information and to reject/amend/revoke the license/registration in the case of serious non-compliance?Can the supervisor enforce legislation relating to funding/capital adequacy, fitness and propriety?Have there been any difficulties in using available powers?
13IOPS Principles of Private Pension Supervision Principle 5 : Risk orientationPension supervision should seek to mitigate the greatest potential risks to the pension systemObjectives of supervision should be risk-basedAllocate supervisory resources to highest risk areasPro-active approach to avoid problems before they occur
14IOPS Principles of Private Pension Supervision Principle 5 : Risk orientation; Assessment questionsAre the supervisory authority’s objectives risk based rather than focusing on compliance?Are resources of the authority allocated to the highest risk areas?Do the supervisors consider both the probability and likely impact of potential risks?Does the supervisor assess risks for each entity under supervision (for example by a risk scoring model)
15IOPS Principles of Private Pension Supervision Principle 6 : Proportionality and consistencyPension supervisory authorities should ensure that investigatory and enforcement requirements are proportional to the risks being mitigated and that their actions are consistentImportant to have the appropriate range of legal powers and toolsSimilar cases dealt in similar manner
16IOPS Principles of Private Pension Supervision Principle 6 : Proportionality and consistency; Assessment questionsCan the supervisory authority vary its activities according to the magnitude of risks being addressed?Does the supervisory have procedures for helping the choice of a proportionate response, such as an enforcement pyramid?Does the supervisory allow entities appropriate flexibility in deciding how to comply with legislation?Are there processes in place to ensure consistency between actions where circumstances are similar?
17IOPS Principles of Private Pension Supervision Principle 7 : Consultation and cooperationPension supervisory authorities should consult with the bodies they are overseeing and cooperate with other supervisory authoritiesIndustry consultation assists to get ‘buy-in’Information exchange with co-regulators at home and under cross-border arrangements promotes efficiency and supports preventative measures
18IOPS Principles of Private Pension Supervision Principle 7 : Consultation and cooperation; Assessment questionsDoes the supervisory authority consult with the pensions industry when determining strategic supervisory approaches?Is the supervisory authority empowered to exchange information with equivalent oversees authorities, subject to appropriate requirements?
19IOPS Principles of Private Pension Supervision Principle 8 : ConfidentialityPension supervisory authorities should treat confidential information appropriatelyOnly release if permitted by lawIf in doubt, check firstPrinciple extends ‘down the line’
20IOPS Principles of Private Pension Supervision Principle 8 : Confidentiality; Assessment questionsDoes the supervisory authority have a confidentiality policy which sets out the authority’s procedures to prevent inappropriate disclosure of non public information?Are there mechanisms to prevent disclosure of confidential information by staff, including after they have left the supervisory authority?
21IOPS Principles of Private Pension Supervision Principle 9 : TransparencyPension supervisory authorities should conduct their operations in a transparent mannerAdopts clear, transparent and consistent processesRegularly reports on policy and performanceSubject to external reviewPublishes industry information
22IOPS Principles of Private Pension Supervision Principle 9 : Transparency; Assessment questionsDoes the supervisory authority publish its rules and procedures?Is the supervisory authority subject to appropriate audit and reporting requirements (that do not compromise its independence)?Does the supervisory authority publish an Annual Report explaining how it has (or has not) met its objectives?Does the supervisory authority explain to individual supervised entities why it has taken particular action?
23IOPS Principles of Private Pension Supervision Principle 10 : GovernanceThe supervisory authority should adhere to its own governance code and should be accountableControls, checks and balancesCode of conductDecisions are reviewableAccountable to e.g. Parliament, members and beneficiaries
24IOPS Principles of Private Pension Supervision Principle 10 : Governance; Assessment questionsDoes the supervisory authority have appropriate codified procedures for internal governance, and is compliance with these, monitored and enforced?Is there a code of conduct for all staff regarding gifts, hospitality etc and declaring conflicts of interest?Is there independent review within the agency of decisions which have significant implications for the supervised entity?Is there an appeals process against decisions?Does the supervisory agency measure its performance against objectives and provide external stakeholders with the results?
25IOPS Principles of Private Pension Supervision Self assessment results
26IOPS Principles of Private Pension Supervision RecommendationsTo improve compliance with the IOPS Principles, pensions supervisory authorities may consider:Embedding strategic objectives in legislation, make these omore risk-orientated, and publish performance assessment vs. themMaking appointment of head of authority and board transparent and fair (requiring suitable professional experience)Striving for more autonomy in the setting of supervisory budgets (including longer time periods)Introducing indemnity for the authority’s staffStriving for more independence and flexibility in terms of staff policyUsing the introduction of risk-based supervision to review and redefine required supervisory powers.Developing a formal framework for risk-based supervision
27IOPS Principles of Private Pension Supervision RecommendationsDeveloping procedures for articulating supervisory responses (e.g. enforcement pyramid).Intensifying dialogue with supervised entities to help aid their understanding of supervisory expectations, procedures and actions,Improving international dialogue with supervisory peers.Drafting manuals for the treatment of confidential informationUndertake cost-benefit analysis of supervisory actions.Strengthening the government requirements of the supervisory authority itself (introducing codes of conduct, reviews of supervisory interventions etc.)