Trailight hosted it’s launch event in fabulous style at 58 Victoria Embankment in Central London. We were joined by over 70 professionals from across the industry (50% under the regime and 50% looking forward to Accountability II) to discuss SM&CR: Paperwork or Performance?
How KPIs can allow you to link Individual Accountability Regime (IAR) requirements to company performance – By Charles Cattell
As the broader financial services industry prepares for the extension of the Individual Accountability Regime (IAR) to all financial services firms in 2018, this whitepaper explores how firms can use Key Performance Indicators (KPIs) to track staff performance and simultaneously adhere to the compliance requirements of the regime.
Of particular relevance is section 14 – Knowledge and Competence requirements – which examines the impact these will have on competence management and T&C frameworks, for both retail and wholesale firms.
Valuable lessons and pointers for Accountability 1 and Accountability 2 (2018 extension) firms.
This is an important development, as part of the new account regimes, which will present additional challenges for firms.
Key guidance on what the regulator will expect Senior Manager Functions (SMFs) to evidence to demonstrate they have taken “reasonable steps”. The FCA set out their proposed amendments to the Decision Procedure and Penalties Manual (DEPP) that will give guidance on how they will enforce the “duty of responsibility” for Senior Manager Functions (SMFs).
A whitepaper designed to help you prepare for the extension of the Individual Accountability Regime to all sectors of the financial services industry by – By Charles Cattell
This whitepaper is designed to provide an overview of the challenges that financial services firms will face as the new Individual Accountability Regime (IAR) comes into force in the banking, building society and credit union sectors and as the broader industry prepares for the proposed extension of the regime to all financial services firms in 2018. One of the main goals of this paper is to explain the different aspects of the regime that companies need to consider and shed light on the regulatory aspects which will have the most significant impact on firms.
A whitepaper designed to help you successfully address Ethics, Values and Behaviours in your T&C Framework
Unless you have been out of the country for a while, you can’t have failed to notice the plethora of Consultation and Guidance papers emitting from Canary Wharf which make reference to conduct, culture, behaviours, accountability and so on. But what does it all mean to someone who is responsible for training and competence in a firm?
A whitepaper designed to help you discover the benefits of proactively reviewing and re-aligning your T&C framework
While the New Year typically brings with it well-intentioned resolutions to stop this or start that, it’s rare for people to stick to their resolutions – indeed according to research in Psychology Today only one in ten people stay the course. Whether you ditch the diet or stop going to the gym is a personal matter, however when it comes to work commitments there’s very little room for negotiation. Those strategies and objectives that are set for the coming year need to be delivered against – notwithstanding the raft of regulatory changes that will impact banks, building societies, credit unions, providers and reinsurers. So, whether or not your particular firm will be impacted by proposed regulations, the underlying message about competence is loud and clear.
A whitepaper designed to help you get the best out of your CPD activities and improve your CPD management
In 2010 David Brailsford was appointed Performance Director of Team Sky and faced one of the toughest jobs in sport. Up to that point no British cyclist had ever won the Tour de France; his task was to change that. Brailsford’s approach was simple. He set in place the doctrine of Marginal Gains whereby making small incremental improvements to individual processes would lead to a significant improvement in overall performance when combined.
All aspects of riding a racing bike were closely scrutinized by Brailsford and his team. By experimenting in a wind tunnel, he noted that the bike was not sufficiently aerodynamic. Through analysing the mechanics area in the team truck, he discovered that dust was accumulating on the floor thus undermining bike maintenance. He then had the floor painted white so that impurities could be easily spotted.