Compliance Monitor

New chief executive Andrew Bailey is consulting on the mission of the Financial Conduct Authority, which will shape its strategy and routine work in the coming years.

Annual appraisals for financial services staff increasingly focus less on revenue generation and more on meeting specified performance criteria. Ian Fraser discusses how both the ‘carrot’ and the ‘stick’ are being used to transform the industry’s troubled relationship between remuneration and conduct.

Financial services firms and their senior managers should step up and proactively manage their relationships with regulators. Jeannette Lichner shares practical tips.

It is extraordinary to think that almost a decade since the regulator launched its first discussion paper on the Retail Distribution Review, the RDR is still producing technical problems and fundamental misunderstandings. One of the oddest concerns the notion of ‘servicing’, writes Adam Samuel.

Investment firms that are not yet subject to the Senior Managers and Certification Regime should be arming themselves ahead of HM Treasury’s promised extension of the scheme. Julian Sampson provides reconnaissance.

Implementing efficiencies within a risk management framework, maintaining staff motivation and exploring outsourced arrangements, can alleviate pressure on compliance resource, suggests Jason Wintie.

What makes an arrangement for financial services employees to raise malpractice concerns ‘effective’ or ‘appropriate’; and what is a ‘reasonable measure’ to protect those who report? Ben Henriques considers possible responses to the new whistleblowing rules.