Misconduct often occurs, as Kay notes, without any obvious ‘controlling mind’ that can be held culpable. And because regulators will not typically direct firms in how they are to manage their conduct risk governance — firms are expected to work out the details themselves — this can leave regulators casting about for information without knowing what they should be seeking, or where precisely it is to be had. Firms, meanwhile, struggle to evidence that their risk governance efforts should be seen as adequate, not knowing what metrics regulators will find compelling.
“ G is key. ”
This content is available to both premium Members and those who register for a free Observer account.
If you are a Member or an Observer of Starling Insights, please sign in below to access this article.
Members enjoy full access to all articles and related content from past editions of the Compendium as well as Starling's special reports. Observers can access a limited number of articles and may purchase articles on an ala carte basis.
You can click the 'Join' button below to become a Member or to register for free as an Observer.
Join The Discussion