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Oversight, PFMI and Business Continuity Management

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Presentation on theme: "Oversight, PFMI and Business Continuity Management"— Presentation transcript:

1 Oversight, PFMI and Business Continuity Management
Michiel van Doeveren Sixth Macedonian Financial Sector Conference on Payments and Securities Settlement Systems Ohrid, 1-3 July 2013

2 Agenda What is Oversight? Standards and methodology
Overlay services and access to bank accounts CPSS Principles for Financial Market Infrastructures Framework for Business Continuity Planning 2

3 DNB – Oversight: Mission
Oversight aims to contribute to and maintain financial stability by Reducing systemic risks Promote adequate payment settlements in the Netherlands Criterium for DNB Oversight: relevance for The Netherlands (both domestically and located abroad)

4 DNB – Oversight - Objects
Payment systems Wholesale retail Payment instruments Securities clearing and settlement Risk-based approach, no scientific approach (so far) Accountability (and explain) Annual Oversight Report,

5 Oversight on Equens European Market Share: 10-15%
10 crossborder links with other Retail Payment Systems Regular meetings with operator: every 6 weeks Quarterly meetings with CEO Equens and Head Oversight

6 Oversight (on payment schemes)
Oversight framework: Standards Oversight methodology: Key issues Oversight guide: Key checkpoints

7 Oversight standards (for payment schemes)
Standard 1: The scheme should have a sound legal basis under all relevant jurisdictions Standard 2: The scheme should ensure that comprehensive information , including appropriate information on financial risks, is available for all actors Standard 3: The scheme should ensure an adequate degree of security, operational reliability and business continuity Standard 4: The scheme should implement effective, accountable and transparent governance arrangements Standard 5: The scheme should manage and contain financial risks in relation to the clearing and settlement process

8 FMI FMI Venn diagram diagram
ELMI Correspondent banking Payment Institutions Retail payment instruments FinanciaI Infrastructure Exchange MTF ACH CSP OTC trading Financial Market Infrastructures TR CCP SSS CSD SIPS Rest of Economy End-investors Consumers Merchants Banks Corporates Pension Funds Insurance companies Government / Public sector Banks as participant of FMIs

9 1st Large-value payments
TR CCP 2nd Derivatives FMI Warehouse (links) Exchange MTF CCP SSS CSD 2nd Securities OTC System-based Three types of interdependencies Environmental Institutions-based Indirect participant of FMI Bank End client Correspondent banking SIPS 1st Large-value payments ACH GF Retail payments Bank Direct participant of FMI CSP Messaging (SWIFT) Datacom IT-processing

10 Fundamental risks financial infrastructure
Three fundamental risks: Settlement risk (at level individual transactions anywhere) Infrastructural systemic risk (at the 1st and 2nd floor of warehouse) Social unrest (warehouse basement and ground floor)

11 Why Oversight on Financial Infrastructure?
Improve safety and efficiency of financial infrastructure  financial stability Mitigate infrastructural systemic risk Prevent social unrest Oversight assesses compliance with internationally agreed principles (standards) and induces change where compliance is not fully observed No standards, no oversight

12 Features of the Oversight Principles
Risk reduction standards Minimum character Principle-based, not rule-based Prevention (ex ante) Design of systems Feedback (cyclical) Assessment of operation of systems

13 Oversight scoring table
Scoring per principle; no overall score

14 Example assessment outcome of a CCP
European Multilateral Clearing Facility (EMCF)

15 How are the Oversight standards set?
Committee on Payment and Settlement Systems (CPSS) International Organisation of Securities Commissions (IOSCO) Eurosystem (User Standards for SSS and standards for credit transfers, direct debit and cards) CPSS-IOSCO Principles for Financial Market Infrastructures (2012)

16 What are financial market infrastructures?
Definition: An FMI is a multilateral system among participating financial institutions, including the operator of the system, used for the purposes of recording, clearing, or settling payments, securities, derivatives, or other financial transactions. In practice: Systemically Important Payment Systems (SIPS) Central Securities Depositories (CSD) Securities Settlement Systems (SSS) Central Counterparties (CCP) Trade Repositories (TR)

17 CPSS-IOSCO Principles for FMIs
Governance Legal risk Risk management framework Credit risk Efficiency General organisation (3) Collateral Communication standards Liquidity risk Credit & liquidity risk management (4) Efficiency (2) Margin Finality Access Principles for Financial Market Infrastructures (24) Settlement (3) Access (3) Money settlements Tiering Links Physical deliveries CSDs and exchange of value settlement systems (2) General business and operational risk management (3) Business risk CSD Investment risk Default management (2) Transparency (2) DVP Operational risk Participant default Segregation & portability Disclosure system rules Disclosure market data Legend: completely new raising the bar basically unchanged

18 Dual consent: a new approach
Integrated approach Access to a bank account by a third party is only acceptable if account holder and bank agree contractually on the conditions.

19 Discussion points How to stimulate innovations and security in the access to payment accounts? Is Dual Consent a good solution for access to payment acounts? Are there other elements to take care on in the further analysing of the approach?

20 Principles for Financial Market Infrastructures (FMI)
Co-production of: BIS Committee on Payment and Settlement Systems Technical Committee of the International organization of Securities Commission (IOSCO) FMI Principles replaces all older separate principles for Systemically Important Payment Systems, Securities Settlement Systems and Retail Payment Systems Final report was publishes in 2012

21 FMI Principles General organisation Principle 1: Legal basis
Principle 2: governance Principle 3: Framework for the comprehensive management of risks

22 Business Continuity Management

23 What is Business Continuity?
Business Continuity Management: a whole-of-business approach, that includes policies, standards, and procedures, to ensure (critical) operations can be maintained, or restored in a timely fashion, in the event of a disruption. Its purpose is to minimise the financial, legal, reputational and other material consequences arising from disruption Source: BIS 2005

24 Financial Core Infrastructure (FCI)
The FCI is: A list of financial institutions and financial market infrastructures that form the critical parts of the Dutch payment and securities infrastructure Compiled by DNB in collaboration with Ministry of Finance and Authority for Financial Markets (AFM)

25 Financial Core Infrastructure
Why: Effective operational crisis management Stricter requirements for crucial players concerning operational reliability

26 Financial Core Infrastructure
Criteria: Disruption of the institution leads to large financial losses for the economy or leads to serious social upheaval. The institution is directly regulated in the Netherlands. Cumulative 80% of the total transaction volume or value.

27 Financial Core Infrastructure
Requirements for FCI institutions: Comply with the DNB Business Continuity Assessment Framework. Participate in the sector crisismanagement organisation Connect to the terrorism alert system. Contribute to critical infrastructure programs and projects.

28 Tripartite Crisismanagement Organization
The goal of this organisational structure is to perform sector crisis management in case of a major operational disruption of payment and / or securities systems and infrastructures.

29 Tripartite Crisismanagement Organization

30 (inter)national crisismanagement

31 DNB BCP Assessment Framework (1)
Drafted in cooperation with the financial institutions Commitment to use it on a high level Assessment Framework consists of 9 ‘principles’ Guidance note Human Factor Agreement between DNB and the financial sector for joint BCP initiatives In line with international principles such as BIS Used by supervisor and overseer to assess the institutions of the financial core infrastructure against these principles

32 DNB BCP Assessment Framework (2)
BCP should be approved by the EB/senior management Risk analyses of critical systems and activities should be made Explicit attention should be paid to the human factor

33 DNB BCP Assessment Framework (3)
4. Each institution should have a crisis organisation, including senior management Single points of failure (SPOFs) should be identified Critical processes and systems should be resumed as quickly as possible

34 DNB BCP Assessment Framework (4)
7. A back-up site/secondary site should be available 8. Alternate systems and contingency procedures should be regularly tested and exercised 9. Each institutions should have a communication plan for all stakeholders

35 DNB Assessment framework
Why is the process unavailable? What is the cause? What controls / measures are available? What residual risks remain? (Partial) unavailability of (and/or) People IT systems Communications Buildings Natural calamities (fire, storm, earthquake, flood etc.) Technical failure (hardware / software malfunction, power cut etc.) Organisational failure (human error, sickness etc.) Wilful malice (sabotage, terrorism, cybercrime etc.) Measure / control categories: Preventive Detective Corrective Response List of accepted residual risks

36 Guidance Note Human factor
Assessment showed that institutions have problems with principle 3, paying explicit attention to the human factor DNB developed a ‘Guidance note human factor’ to assess the human factor aspect for critical systems and business processes, depending on the level of knowledge that is required (specific in the extreme, highly specific, specific, not very specific, not specific) Matrix with level of required knowledge and human factor strategy  see – payments - BCP

37 red green Required level of knowledge of systems/business processes
Ways of ensuring staff continuity 1. double staffing at another location 2. planned scheduling days off 3. shift work 4. use of staff from another location where a similar situation is operational 5. use of staff from another location where a similar situation is not operational Required level of knowledge of systems/business processes specific in the extreme (a) red highly specific (b) specific (c) not very specific (d) green not specific (e)

38 Standard(izing) human (factor) s: skills

39 Standard(izing) human (factor) s: preparedness

40 Standard(izing) human (factor) s: preparedness

41 Players/documents – Professional bodies
e.g. BCI (Business Continuity Institute) Good Practice Guideline BCM Academy BCM Pocketbook ENISA (European Network and Information Security Agency) Business and IT continuity: overview and implementation principles Inventory of business and IT continuity methods / tools 41 41

42 Players/documents – Standards bodies
BSI (British Standards Institute) BS 25777: Information and communication technology continuity management BS 25999: Business continuity management ISO (International Organization for Standardization) ISO / PAS 22399: Guidelines for incident preparedness and operational continuity management ISO / IEC 27031: ICT readiness for business continuity ISO / IEC 24762: Guidelines for information and communication technology disaster recovery services

43 Players – Regulators (supervisors / overseers)
Global BIS – BCBS / BIS – CPSS (Bank for International Settlement – Basel Committee for Banking Supervision / Committee on Payment and Settlement Systems) FSB (Financial Stability Board) IOSCO (International Organization of Securities Commissions) IAIS (International Association of Insurance Supervisors) Joint Forum (BCBS – IOSCO – IAIS)

44 Questions?

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