Financial Conduct Authority
Business Plan
2014/15
Business Plan
2014/15
© Financial Conduct Authority 2014
25 The North Colonnade Canary Wharf London E14 5HS
Telephone: +44 (0)20 7066 1000
Website: www.fca.org.uk
All rights reserved
Financial Conduct Authority 3
Business Plan / 2014/15
Contents
Contents
Foreword 4
Executive summary 6
1 Achieving our objectives 12
2 Protecting consumers 17
3 Enhancing market integrity 23
4 Building competitive markets 28
5 Regulating consumer credit 30
6 Potential risks to our objectives 33
7 How we operate 38
8 Our budget for 2014/15 40
Putting consumers
at the heart of what we do
4 Financial Conduct Authority
Foreword
As we move into our second
year as the Financial Conduct
Authority (FCA), we can
reect on our achievements
over the last 12 months as
well as looking ahead to the
challenges that await us.
As a new regulator, we have established ourselves with
rms, stakeholders and the public through the quality
of our work. We have made good progress in advancing
our objectives, embedding consumer protection,
market integrity and the promotion of competition into
everything we do.
We have used our powers to make interventions in
the market place to ensure the interests of consumers
are put rst. From interest-only mortgages, general
insurance add-ons and introductory interest rates on
savings accounts, we have acted swiftly to facilitate
changes in the industry that benet people up and
down the country.
There must be no let-up in the pace of our activities for
2014/15.
In taking over the regulation of the consumer credit
industry, we effectively double the number of rms
we regulate. We have prepared for this extensively,
including engaging throughout the preparation with
the rms that are new to our regime and making
guidance available, so they know what to expect
Financial Conduct Authority 5
Business Plan / 2014/15
Foreword
from us and what we will expect from them. This will
continue to be a signicant focus for us in the coming
year as we begin to authorise consumer credit rms
and introduce new areas of policy, such as price caps
for payday lenders.
There are still many challenges ahead. The global
nancial crisis may be receding but industry-wide
culture change does not happen overnight. If the rst
year has seen the concept of good conduct go to the
top of the agenda in boardrooms across the City, in
our second year we must push for this culture change
to feed through from trading oors to high street
bank branches – all rms must continue to put the
best interests of their consumers at the heart of their
business models.
Within our competition objective we will continue to
develop our work around market studies, broadening
our reviews to previously unvisited sectors. We will
continue to be forward-looking and take a judgement-
based approach to emerging risks. We intend to take
proportionate and decisive early action to mitigate
harm to both consumers and the industry.
Over the next year we will also be undertaking new
responsibilities as we broaden our regulatory scope,
as well as implementing the requirements set out in
the Financial Services (Banking Reform) Act 2013. This
will include a change to the way in which authorised
persons operate in the industry, bringing about greater
accountability and transparency.
Signicant change will also come with the establishment of
the Payment Systems Regulator (PSR), which will operate
within our existing structure and have responsibility for
the £75 trillion payment services industry.
Our priorities surrounding the industry’s legacy issues
will see us continuing the work underway in areas such
as securing consumer redress for mis-sold payment
protection insurance (PPI) and interest rate hedging
products, as well as ensuring our key reforms in the
investment advice and mortgages market are realised
to their full effect.
The second year as the FCA will be an exciting one and I
am condent that as an organisation we will undertake
both our existing and new responsibilities to great effect.
Martin Wheatley,
Chief Executive Ofcer
There are still many challenges ahead. The global nancial crisis may be
receding but industry-wide culture change does not happen overnight.
If the rst year has seen the concept of good conduct go to the top of
the agenda in boardrooms across the City, in our second year we must
push for this culture change to feed through from trading oors to high
street bank branches.
6 Financial Conduct Authority
Our strategic objective is
to ensure that the relevant
markets function well.
To support this, we deliver
our work through three
operational objectives:
To secure an
appropriate degree
of protection for
consumers.
To protect and
enhance the
integrity of the UK
nancial system.
To promote
effective
competition in
the interests of
consumers.
We aim to advance our objectives by continuing to be
judgement-based, forward-looking and pre-emptive
in assessing potential and emerging risks. We respond
promptly and effectively to wrongdoing that threatens
market integrity or causes harm to consumers, and we
ensure that our rules and actions promote competition
in the market in the interest of consumers.
We aim to maintain a successful nancial system, where
rms can thrive and consumers can place their trust in
transparent and open markets.
Our Business Plan sets out how we will shape our
activities, integrate new responsibilities, implement
and improve our models and systems, develop our
people and ensure that our priorities remain focused on
achieving our objectives.
New activities
During 2014/15 we will assume a number of new
activities:
• We will integrate consumer credit into our activities
when we take over responsibility for this from the
Ofce of Fair Trading (OFT) on 1 April 2014, which
will affect around 50,000 consumer credit rms.
We will have a direct impact on signicantly higher
numbers of consumers, ensuring that they are
treated fairly when obtaining credit or debt advice.
We will apply our rules and actions proportionately
to raise standards in this sector.
• We will work with the Prudential Regulation
Authority (PRA) to implement the measures set
out in the Financial Services (Banking Reform) Act
2013 to give effect to the recommendations of the
Parliamentary Commission on Banking Standards,
Executive
summary
Financial Conduct Authority 7
Business Plan / 2014/15
Executive summary
such as the Senior Managers and Certied
Persons Regimes. The accountability of individuals
in positions of responsibility needs to be improved
and overall standards of governance raised. The new
regime will increase the attention and importance
placed on this by deposit takers and the individuals
that will need to adhere to it.
• We will start preparing for the operational launch in
April 2015 of a new regulator to oversee the UK’s
payment systems, which will be an economic
regulator for retail payment systems in the UK.
It will be a separate legal entity with its own
statutory objectives and board, under the FCA. The
Payment Systems Regulator will have objectives to
promote competition and innovation, and to ensure
responsiveness to consumer needs.
Other key activities
We will be guided by our short and long-term view of
risks in setting our priorities, as well as continuing to
deliver the vision we set out in the Journey to the FCA.
We will do this in the following ways:
• We will continue to advance our new competition
objective, working to build orderly and competitive
nancial services markets. Market studies are
an important tool to achieve this and we will use
these in both wholesale and retail markets. We will
use them to analyse competition and weaknesses
in the markets that we regulate, ultimately to help
consumers to exercise choice and access good value
products and services. Areas of new focus for us
in 2014 will be wholesale markets and parts of the
consumer credit market, including credit cards.
• We will continue to embed our risk-based supervision
model through proactive structured assessment of
rms, event-driven work (i.e. dealing with emerging
problems) and thematic reviews. These will be on
sectors or products that may put consumers at risk,
or on areas where we believe market participants are
conducting themselves in ways that may threaten the
integrity of markets. We will build credibility and trust
in our supervisory practices, and inuence a change
in the culture to ensure that good outcomes for
consumers and market participants are at the heart of
rms’ business models. Key areas of focus will include
the treatment of customers in life insurance, consumer
credit and benchmarks.
• From April 2015 we will become a concurrent
regulator, which means that we will be able to enforce
competition law in nancial services concurrently
with the Competition and Markets Authority (CMA),
enabling us through our regulatory tools to promote
competition and make markets work well.
• We will, with the PRA, look at the changes set out in
our 2013 review of requirements for rms entering
into or expanding in the banking sector to assess
the impact on lowering barriers to entry and
expansion in banking and what more can be done.
We will start preparing for the operational launch in April 2015 of a
new regulator to oversee the UK’s payment systems, which will be an
economic regulator for retail payment systems in the UK. It will become
a separate legal entity with its own statutory objectives and board,
under the FCA.
8 Financial Conduct Authority
• We will consult on prudential requirements for
personal investment rms. We will consider the
case for a 15-year time limit on complaints to the
Financial Ombudsman Service to review whether
the current arrangements are delivering the best
outcomes for consumers overall.
• Europe and the wider international arena will
continue to heavily inuence our work. We will
continue to engage with key international policy
development and be an active member of the
policy-making European regulatory bodies. This
year we will embed the Alternative Investment
Fund Managers Directive (AIFMD) and prepare
for the implementation of the second Markets in
Financial Instruments Directive (MiFID 2), which
covers the regulation of investment services. We will
also continue to cooperate with other regulators to
pursue cross-border enforcement.
• We will increasingly focus on how well rms analyse
consumer complaints about payment protection
insurance (PPI) and proactively contact those who
may have been mis-sold but have yet to complain.
We will also continue our work to ensure that rms’
ongoing complaint-handling processes generally
deliver fair redress and that any poorly handled
complaints are reassessed and remediated where
necessary.
• We will undertake a post-implementation review of
the Retail Distribution Review (RDR), carrying out
research throughout 2014/15 using regulatory data,
publicly available data, and specially commissioned
industry and consumer research to assess the effect
of the RDR against its objectives following the rst
12 months of the rules being implemented. This
will be carried out in parallel with work on any
expectations gap and advice boundaries.
• We will implement our Mortgage Market Review
(MMR), the majority of which will come into effect
on 26 April 2014, including signicant changes for
intermediaries and lenders.
• We will continue to enhance the effectiveness of
the listing regime, including ensuring that there is
appropriate protection for minority shareholders to
be able to exercise their rights.
• We will continue to take tough and meaningful
action against rms and individuals who fail to
follow our rules. Raising standards of behaviour
in the nancial services industry by making clear
the consequences of non-compliance and the
benets of doing the right thing remains central
to our approach. We are committed to using our
enforcement tools effectively to help us achieve
our aims and objectives.
• We will deliver on our commitments to establish
a robust framework of supervision for LIBOR –
covering both the submitting banks and the new
administrator. We will continue to contribute to
international benchmark reform, focusing on the
Financial Stability Board’s (FSB’s) reviews of interbank
interest rate benchmarks and FX benchmarks. In
the EU we will continue to support the Treasury as it
negotiates a European Regulation for benchmarks.
• We will continue to assess anti-money laundering
(AML) processes and controls in major banks and
those staff responsible for them. We will extend this
during 2014/15 to some smaller rms that might
present high levels of money laundering risk, as well
as carrying out focused thematic work. We will also
continue to engage internationally to inuence a
Fourth Money Laundering Directive.
We will implement our Mortgage
Market Review (MMR), the
majority of which will come
into effect on 26 April 2014,
including signicant changes for
intermediaries and lenders.
Financial Conduct Authority 9
Business Plan / 2014/15
• We will be clear, consistent and constructive in
our communications, engaging directly with
consumers, rms and stakeholders as appropriate.
We will gather information from a wide variety
of external stakeholders to capture emerging
consumer issues and implement changes in our
business in the interest of both consumers and
rms. We will look to change the behaviour of
rms and consumers by delivering our messages
through robust and creative communications.
• Investing in our people remains a priority, delivering
training and support to attract, motivate and retain
the top talent in our market sector. In 2014/15 we
will bring in and integrate new staff to deliver our
consumer credit regime, and we will embed cultural
change programmes that consider the diverse needs
of all our employees.
• We will carry out work to determine whether the
relationship between our Handbook and rms’
perceptions of it works in the interest of consumers.
This expectations gap includes, for example,
whether the understanding of rules around non-
advised and advised sales encourages internet-
based sales and whether disclosures can be made
simpler and work better for consumers.
By focusing on these specic initiatives and priorities
in 2014/15 – and by intervening to target underlying
root causes of risk – we aim to strengthen and improve
conduct standards in the UK nancial services industry.
We will continue to ensure that the right rms are
authorised to enter the market and that their day-to-day
activities and processes are fair and transparent. We will
act where we nd that consumers could be, or are, being
harmed or market integrity is not being maintained.
For a full view of our thematic work, market studies and
current EU initiatives, please see Annexes 1 and 2 at
www.fca.org.uk/business-plan-2014/15.
We will gather information
from a wide variety of external
stakeholders to capture emerging
consumer issues and implement
changes in our business in the
interest of both consumers
and rms.
Executive summary
10 Financial Conduct Authority
1. Achieving
our objectives
P12
2. Protecting
consumers
P17
3. Enhancing
market integrity
P23
4. Building competitive
markets
P28
5. Regulating
consumer credit
P30
6. Potential risks to
our objectives
P33
7. How we
operate
P38
8. Our budget
for 2014/15
P40
Financial Conduct Authority 11
Business Plan / 2014/15
Achieving our objectives
Delivering consumer protection
Enhancing market integrity
Building competitive markets
12 Financial Conduct Authority
Achieving
our objectives
To do this we currently supervise the conduct of
approximately 26,000 businesses – and for nearly
23,000 of these we also consider whether they meet
prudential standards that reduce potential harm to the
industry and consumers if they fail.
From 1 April 2014 we take over the regulation of the
consumer credit industry from the Ofce of Fair Trading.
This will affect approximately 50,000 consumer credit
rms, including payday lenders and debt-management
companies, who will be new to our regulatory regime.
We carry out more intensive regulation than previous
regimes were able to. We use our supervisory model,
authorisations process and the wide range of market
intelligence and rm data that we gather as a radar to
help identify and prioritise risks to our objectives.
By using our statutory powers and rigorous analysis –
and by regularly engaging with various stakeholders,
including regulated rms and individuals, statutory
panels, trade and professional associations, consumer
bodies, and consumers themselves – we can understand
what is at the core of rms’ business models and
cultures. Where we nd poor practice we use our
supervisory and enforcement tools to mitigate risks and
secure redress for consumers where necessary.
As we conduct our business we aim to ensure our
processes minimise the impact on our resources and the
burden on rms, so we focus our time on activities that
add value. An important part of this is speaking directly
to the rms we regulate and acting on the feedback
we receive, so we expect rms to have an open, honest
and active relationship with us.
1.
Making retail and wholesale markets work well means
ensuring that the whole nancial industry is run with
integrity and that consumers can trust the rms we regulate
to have their best interests at heart by providing them with
appropriate products and services.
We use our supervisory model,
authorisations process and the
wide range of market intelligence
and rm data that we gather as a
radar to help identify and prioritise
risks to our objectives.
Financial Conduct Authority 13
When we decide whether to authorise a rm, we measure how well we believe it will meet our expectations
and the risk it poses to our objectives – if it does not meet our standards, we do not allow it to enter the market.
We are the gateway to the nancial markets – if a rm or individual wants to carry out regulated activities in the
nancial markets, it must meet the conditions set out in legislation and comply with our rules. For example, our
principles for businesses are integral to how we expect rms to behave.
We make a judgement on the risk a rm poses to our objectives, taking into account the customer journey,
assessing rms’ business models where appropriate and ensuring that key individuals are able to embed the
right culture in the rm. We focus our efforts and resources on the rms and issues that pose a higher risk to our
objectives, while seeking to encourage innovation and reduce any barriers to entry presented by our regulations.
We gather intelligence and insight from a wide variety of rms and external consumer and market sources
to identify emerging risks across the industry – for example, our sources include consumer organisations,
complaints, letters from MPs, trade bodies, the media, whistleblowers and data we already hold. We analyse
this information to look for early indicators of potential problems across industry sectors.
We use our insights to identify effective actions that we can take to improve outcomes for consumers and
the market. We will continue to build and develop the sources of information we gather and use it to see and
recognise the early indicators of risks in nancial markets. We are developing improved systems and processes
to help us more effectively analyse the information we have.
As we supervise rms, our focus is to make sure that consumers are at the heart of a rm’s business. We make
risk-based judgements about whether the rm’s business model and how it is run results in fair treatment for
consumers, that it doesn’t harm market integrity and, for those rms that we prudentially regulate, that it is
nancially sound. We intervene early where we see poor behaviour to take action to prevent harm to consumers
and markets and secure redress where appropriate.
Our supervision focuses on rms’ culture, looking at their business models to ensure that consumers are at the
heart of what they do and that remuneration practices do not incentivise employees to put quick prot rst, at
the expense of consumers getting products and services that meet their needs or of the integrity of the market.
We also ensure that senior individuals carrying out signicant functions are accountable for their rm’s conduct
and compliance.
Our risk-based model enables us to nd and deal with the root causes of issues in the markets to deliver a
forward-looking approach that puts the interests of the consumer and market integrity at its heart. We carry
out thematic work and market studies to investigate themes and specic products across the nancial sectors
and, where we nd problems, we intervene early to prevent harm to consumers.
We also undertake specialist markets supervision, looking at rms that hold client assets, market conduct and
market infrastructure, including recognised investment exchanges, multilateral trading facilities and the capital
markets of listed issuers and sponsors.
If we nd poor practice, we use our enforcement powers to ensure that rms and individuals that don’t follow
our rules do not damage consumer interests or the integrity of and condence in our markets.
Our enforcement powers further enable us to deter rms and individuals from wrongdoing by making it clear
that there are real and meaningful consequences for poor practice.
Where we nd bad practice, we have the power to impose nes, withdraw or cancel authorisation, stop rms
or individuals from carrying out regulated activities, apply for injunctions and restitution orders, and prosecute
certain nancial crimes. We can also act to secure redress for consumers where they have suffered unfair
nancial loss because of a rm’s misconduct.
We will, with our credible deterrence approach, take effective, targeted action across the range of our regulatory
responsibilities in support of our objectives. We have already delivered signicant outcomes following intensive
work on the attempted manipulation of the LIBOR benchmark rate, as well as nes and prohibitions for mis-
selling and anti-money laundering (AML) failings.
In 2014/15 we will continue to focus on the accountability of boards and senior people in rms that carry out
Signicant Inuence Functions (SIFs), as well as rms that fail to do what they say they will or are repeat offenders.
We will devote resources to tackling those who abuse the market, including through criminal prosecutions.
Our approach
We take a proportionate regulatory approach, prioritising our work
on the areas and rms that pose a higher risk to our objectives.
Business Plan / 2014/15
Achieving our objectives
14 Financial Conduct Authority
New responsibilities
In 2014/15 we will continue to focus on culture and people
– embedding transparency, fairness and condence into
our organisation and the rms we regulate. We must
also monitor the key risks to our objectives that we
have identied, deal with an increasingly complex and
important international agenda, and make sure we have
strong and reliable operational systems to support the
way we work.
Regulating consumer credit
We take over the regulation of the consumer credit
market from the Ofce of Fair Trading on 1 April 2014,
which will affect up to 50,000 consumer credit rms.
We have consulted on our proposals for these rms and
published a policy statement setting out our nal rules
and when they come into force, which can be found on
our website.
We have a programme of specic work that we intend
to focus on in 2014/15 and beyond, including carrying
out work on a possible market study into the credit card
market, thematic work into high-cost short-term credit
(including payday loans) and implementing a cap on
the cost of high-cost short-term credit (which will come
into effect on 2 January 2015).
Preparing to enforce competition law
We continue to develop our internal capabilities and
processes to achieve competitive nancial markets in
which customers have access to a range of appropriate,
good value products and services, and rms have
access to the markets without unnecessary barriers to
entry.
From April 2015, alongside our current regulatory tools,
we will have the powers to enforce competition law in
nancial services concurrently with the Competition and
Markets Authority (CMA). We will be preparing for this
throughout 2014/15, including training existing staff,
recruiting new staff, strengthening our internal processes
and building a close relationship with the CMA.
We will carry out market studies into particular products
and services to promote effective competition in the
markets we regulate.
Making changes to the approved persons regime
When a person in a rm wants to take up a position of
responsibility we have a process in place for assessing
that they are t and proper to do so. We look at: their
honesty, integrity and reputation; their competence
and capability; and their nancial soundness.
The Financial Services (Banking Reform) Act 2013 will
have a signicant impact on the way we regulate rms
and individuals.
This includes introducing a Senior Managers Regime in
deposit-taking institutions (including banks) to ensure
that the most important responsibilities are assigned
to specic, senior individuals who can then be held
accountable for them.
We intend to create a Senior Managers Regime that:
• encourages and incentivises senior persons to take
accountability for their actions
• raises the overall standards of governance in rms
• strengthens our ability to hold senior managers to
account for the conduct in their institution
We will also introduce a Certied Persons Regime
for individuals not included in the Senior Managers
Regime but who are performing a role that involves, or
might involve, a risk of signicant harm to a rm or its
customers.
50,000
consumer credit rms
We take over the regulation
of the consumer credit market
from the Ofce of Fair Trading
on 1 April 2014, which will
affect up to
Financial Conduct Authority 15
Business Plan / 2014/15
We will consult on our proposals, and seek to apply
the regime proportionately while ensuring there are no
gaps in regulation. Our approved persons regime will
continue alongside this for non-deposit-taking rms
and we will consider how to ensure it is as effective as
possible.
Regulating payment systems
In 2014 we will set up a new regulator to supervise the
UK’s payment systems that will become fully operational
in April 2015. It will be based at the FCA, but as a separate
legal entity, with its own board and its own objectives to
promote the interests of the people that use payment
systems and promote competition and innovation in
the market. We will appoint the regulator’s board (the
Treasury will also approve the chair and managing
director) and must approve its annual plan and budget.
Ongoing activities
Participating in the global regulatory system
Maintaining our engagement and effective inuence
internationally will continue to be a signicant priority
for 2014/15. We will actively engage in international
debates and rulemaking, to ensure that standards
set (on consumer protection, market integrity, and
prudential matters within our scope) are consistent with
our objectives. In doing so we will engage in a positive
way, coordinating effectively and working closely
with the Prudential Regulation Authority (PRA), the
Bank of England, the Treasury and other Government
departments.
In 2014/15 we will continue our participation in the
rule and policy-setting European and international
regulatory forums, ensuring we are at the heart
of setting appropriate standards in Europe and
internationally and inuencing the wider regulatory
agenda. In particular, as a member of the board of
supervisors at the European Securities and Markets
Authority (ESMA), and as an active member of the
International Organisation of Securities Commissions
(IOSCO) and the Financial Stability Board (FSB).
As well as our engagement in committees and on
sectoral legislation, we will build on and maintain
relationships with key stakeholders around the globe.
Where possible, we will use these relationships to
share information, ideas and good practice to nd
the best solutions. We will cooperate on supervisory
and enforcement matters and the development of
international standards.
We will continue to focus on establishing the FCA as
a credible contributor to and inuential member of
the global regulatory community by engaging early in
debates, taking the leading roles in negotiating and
drafting standards, and proactively recommending
areas where EU or international-level rules would be
most appropriate. This will be particularly important in
helping to guide the agendas of the incoming European
Commission and European Parliament.
We will also continue to support a strong secondment
programme to EU and global institutions, enabling our
staff to develop their skills, share their knowledge and
experience, and bring this experience back to the FCA.
For a full view of our current EU initiatives, please see
Annex 2 at www.fca.org.uk/business-plan-2014/15..
We will continue to focus on establishing the FCA as a credible
contributor to and inuential member of the global regulatory
community by engaging early in debates, taking the leading roles in
negotiating and drafting standards, and proactively recommending
areas where EU or international-level rules would be most appropriate.
Achieving our objectives
16 Financial Conduct Authority
Coordinating with other UK authorities
We have a statutory Memorandum of Understanding
with the PRA that sets out clear responsibilities for
each regulator against which we regularly monitor
performance, including quarterly joint reviews by the
CEOs. We will continue to coordinate and cooperate
with the PRA across all relevant activities, which we
actively and jointly oversee.
We will continue to work with the Bank of England, the
Financial Ombudsman Service, the Financial Services
Compensation Scheme, the Competition and Markets
Authority and the Money Advice Service. As a member
of both the UK Regulators Network and the UK
Competition Network, we will continue to be engaged
with broader regulatory issues and priorities.
We also engage with the Serious Fraud Ofce, the
National Crime Agency, the City of London Police and
other enforcement agencies when taking action against
rms and individuals that may have committed nancial
crime.
Reforming pensions
The roll-out of automatic enrolment brings a new set of
challenges to the UK pensions market. We are taking an
active role in developing new policy to protect pension
savers, working closely with both the Department for
Work and Pensions and The Pensions Regulator (TPR).
We lead on the regulation of personal pensions,
including work-based personal pensions, with TPR
leading on occupational pensions. We continue to have
a joined-up approach and look for opportunities to
work together that are of benet to the industry, rms
and consumers.
We are continuing our work on the individual personal
pensions market, including Self-Invested Personal
Pensions (SIPPs). We have increased our focus on the
market for retirement products, such as annuities, with
the launch of a major competition study and work to
tackle poor sales practices.
Enforcing our rules
We will continue to use the full range of our criminal,
civil and regulatory powers to support our priority of
securing better results for consumers and reinforcing
our commitment to ensuring markets function well.
Our enforcement approach will focus on reinforcing
proper standards of retail and wholesale conduct,
ensuring that rms put consumers at the heart of their
businesses and tackling issues that pose a higher risk to
our objectives. To meet these aims, our key enforcement
priorities for 2014/15 will include:
• taking decisive action where rms fail to manage
risks effectively or observe proper standards of
market conduct
• removing from the industry the rms or individuals
that fail to meet our standards
• continuing to pursue the rms or individuals who
abuse UK markets by using our criminal and civil
powers
• taking action where rms fail to treat customers
fairly, penalising those who are responsible and
ensuring that effective redress is delivered quickly
• continuing to pursue major investigations into LIBOR
and the FX markets, working with other agencies in
the UK and overseas
• taking robust action against consumer credit rms
that do not meet our standards
• taking action against rms that target consumers
with unauthorised products
We also engage with the Serious Fraud
Ofce, the National Crime Agency,
the City of London Police and other
enforcement agencies
Prudential Regulation Authority
Bank of England
Financial Ombudsman Service
Financial Services Compensation Scheme
Competition and Markets Authority
Money Advice Service
Department for Work and Pensions
The Pensions Regulator
We will continue to
work with other UK
bodies, including:
Financial Conduct Authority 17
Business Plan / 2014/15
We have seen that consumers can be treated unfairly
by nancial services rms in a number of ways, such as
through excessive charging, bad advice or unfair contract
terms. For example, we’ve identied some potential
risks where rms may not consider the best interests
of their existing customers or where the growth of the
consumer credit market could lead to unaffordable debts
for consumers (see our Risk Outlook 2014).
Part of our responsibility is to protect consumers from
the rms and individuals that may cause them harm.
We act to ensure that a rm has its customers at the
heart of how it does business, giving them appropriate
products and services, and putting their protection
above prots or remuneration.
To make sure consumers are protected and treated
fairly, we monitor which rms and individuals are able
to enter the nancial markets, making sure that they
meet our standards before we authorise them. We then
supervise how they work and stop those that are not
meeting our standards from carrying out the activities
that we regulate. We step in to take action where
we become aware that unauthorised rms are selling
nancial products to investors.
Where we nd that rms are not following our rules,
we intervene. This can mean stepping in to impose
penalties, to stop them from trading or to secure
redress, and ensure that consumers receive the
information they need in the right way, so they can
make the best decisions for themselves. We know that
getting the right information to consumers in the right
way is not always straightforward, as our work has
shown that in nancial markets many consumers are
prone to systematic behavioural biases.
Protecting consumers
2.
We will secure an appropriate degree
of protection for consumers.
To protect consumers we will:
Build our understanding of nancial consumers,
test the way they make nancial decisions and
design behaviourally informed interventions
Thoroughly monitor the nancial markets and
the rms that enter them
Identify and understand current and
emerging risks
Use our supervision model to drive cultural
change in the rms we regulate
Enforce our rules to deter rms and individuals
from wrongdoing and secure redress for
consumers where appropriate
Communicate via consumer bodies and third
parties or directly to consumers when we want
to alert them to a risk or an issue
Protecting consumers
18 Financial Conduct Authority
Key activities for 2014/15
Putting consumers at the heart of what we do
We use consumer and market insights to improve
outcomes for consumers. This means building
relationships with consumer organisations, looking for
trends in rms, products and sales, and analysing market
research and behavioural economics data to inform our
policy-making and regulation.
We will be clear, consistent and constructive in our
communications, engaging directly with consumers
when required. We will draw information from a wide
variety of external stakeholders, including consumer
bodies and complaints, to capture emerging consumer
issues and implement changes in our business in the
interest of consumers, the advice sector and the rms
we regulate.
In 2014/15 we will use our new retail consumer
spotlight segmentation model, which identies and
segments most of the UK population based on their
nancial attitudes. We can use this to identify potential
problems in nancial promotions and take informed and
proportionate action to prevent harm to consumers.
We will also use it to ensure our communications are
targeted and relevant to the consumer. We will make
our model available for rms, consumers and other
external stakeholders to engage with.
We will speak directly to consumers through our
consumer helpline. This engagement will increase
signicantly when we begin taking calls for consumer
credit. We have also begun changing the way people
can contact us so we can reach them appropriately,
such as through web-chat or social media.
We will carry out work to determine whether the
relationship between our Handbook and rms’
perceptions of it works in the interest of consumers.
This ‘expectations gap’ work will consider, for example,
whether the understanding of rules around non-
advised and advised sales encourages internet-based
sales and whether disclosures can be made more simple
and work better for consumers.
Guarding the gateway to the nancial markets
through authorisation
We monitor the gateway to the nancial markets by
assessing rms as they apply to us to be authorised. We
use all the relevant information available to us to gain a
thorough understanding of their internal culture, their
business models and the way they treat their customers.
A key part of this is ensuring that certain individuals
are accountable for the behaviour of the rm, placing
the onus on them to ensure good conduct. We analyse
how much risk a rm may pose to our objectives and
prioritise our resources where we see potential or actual
harm being caused to consumers or markets.
We do this to prevent rms from entering the market
that we believe may pose a signicant risk to consumers
or to the market itself through poor behaviour. Before
we allow them to do business, they must address our
concerns and we must be condent they have the right
leadership and good practices in place to provide value
and good outcomes for their customers. By assessing
rms as they set up their business, we can ensure they
embed a culture of putting customers at the heart of
their business from the beginning.
In 2014/15 we will continue to embed a conduct
assessment into our authorisations process, which
includes ensuring that rms meet our threshold
condition for business models. We will also improve our
processes by using our new INTACT system to deliver
an effective and robust platform to collect rm and
consumer intelligence.
We will continue to focus on enhancing individual
accountability in rms and we expect to make changes
to our approved persons regime for both deposit-taking
institutions and nancial services rms more generally
to further strengthen our process.
From 1 April 2014 all consumer credit rms that transfer
into our regime from the Ofce of Fair Trading will be
subject to our rules and principles for businesses to
ensure they will meet our standards for this sector.
Driving a consumer-focused culture in rms
through supervision
We use supervision to make sure that good outcomes
for consumers are at the heart of a rm’s business. We
take an informed, forward-looking, evidence-based
approach to identify the most urgent and important
current and emerging risks in the nancial markets. It
is through this that we maintain a clear understanding
of rms’ business models, strategy, culture, products,
operations, governance and prudential health.
Our overall approach is to engage with rms to conduct
proactive rm supervision, working with them where
we consider that change is necessary. We also look
Financial Conduct Authority 19
23,000 wholesale and retail rms
We prudentially supervise around
to minimise the potential harm to consumers and market stability that could be caused
by them being under nancial strain or failing.
Business Plan / 2014/15
across the nancial markets sector by sector, analysing
the risks we nd and, using specialist thematic teams,
addressing the ones that are common to more than one
rm or more than one sector.
We prudentially supervise around 23,000 wholesale
and retail rms to minimise the potential harm to
consumers and market stability that could be caused
by them being under nancial strain or failing. We will
continue to focus on ensuring that these rms have
enough liquidity and capital available to have an orderly
wind-down if they fail. We work closely with the
Prudential Regulation Authority on prudential matters.
Our supervisory work
In 2014/15 we will proactively supervise rms, using our
risk-based approach to ensure they have embedded a
culture that promotes the fair treatment of consumers
and market integrity. Where we nd that the behaviour
of rms or individuals is causing potential harm in the
industry, we will use our resources to take action.
In particular we will look at the robustness of rms’
governance and risk management processes, their
market abuse controls, the revenues that rms generate
from their existing customers, and how they monitor
sales practices.
We carry out thematic work to investigate issues in
specic products and sectors – identifying the root
causes of risks to our objectives. We analyse our
ndings and decide whether to explore supervisory,
policy or enforcement action to put right any problems
that we uncover. This not only helps us to protect
consumers, but also supports and enhances market
integrity, and promotes effective competition.
Our general insurance thematic work will also
focus more on wholesale activities, recognising the
connection between retail and wholesale participants
in general insurance markets, with many retail general
insurance products coming from wholesale insurance
providers. In particular, we will consider the impact on
personal lines and small commercial customers who
buy products provided by wholesale rms.
For a full view of our ongoing and upcoming thematic
work please see Annex 1 at www.fca.org.uk/business-
plan-2014/15.
Retail banking
Unauthorised transactions
We will look at whether consumers that suffer unauthorised transactions are getting fair
outcomes. We will ensure that rms are not placing unreasonable obstacles or responsibilities
on their customers, or unfairly rejecting claims.
Packaged bank accounts
We will review how banks have implemented the packaged bank account rules that we
introduced in March 2013 and how they are dealing with past complaints. These require rms
to ensure that the product is appropriate for the customer, that the customer knows if they
are eligible to claim, and that they are provided with an annual insurance eligibility statement.
The impact of cost-cutting initiatives on different consumer groups
In the rst half of 2014/15 we will review cost-cutting initiatives that affect a signicant number
of customers. For example, a number of banks are starting to withdraw paper statements from
customers without thinking through the impacts on those without access to the internet.
Protecting consumers
20 Financial Conduct Authority
Long-term savings and pensions
Effective due diligence for retail investment advice
We will look at whether investment advisers are carrying out appropriate due diligence to
ensure that consumers are sold suitable products and services.
Sales practices at retirement
We will carry out work looking at sales practices that consumers experience at retirement, the
results of which will feed into our wider work on retirement income products.
Fair treatment of long-standing customers in life insurance
We will assess whether rms are operating historic (often termed ‘legacy’ or ‘heritage’) products
in a fair way and whether they have adopted strategies that exploit existing customers.
Governance of with-prot funds
We will review whether rms have effectively implemented the changes we made to our with-
prots rules in 2012. We will assess how adequate their with-prots governance arrangements
are for a particular aspect of their business.
Use of in-house funds in wealth management rms
We will assess how wealth managers and private banks effectively control the conicts of
interest that arise when client assets are invested in in-house investments.
Risk at client take-on in contract for difference providers
We will assess the risks arising from the client take-on procedures in rms offering contract for
difference products.
Mortgage and consumer lending
Forbearance practices and the treatment of customers in arrears in the high-cost
short-term lending market
We will review the arrears management processes of high-cost short-term credit rms and how
customers are treated when they are in nancial difculty.
Suitability of advice in debt management rms
We will look at the suitability of advice given by debt management rms, including how
incentive structures and the use of lead generators may affect consumers.
Mortgage Market Review (MMR) post-implementation testing
We will review areas such as how rms are implementing our new affordability rules and
how they give advice to customers. We will also look at how rms may be nding ways to
avoid the rules.
Hybrid equity release products
We will look at the development of hybrid equity release products as a potential solution to the
interest-only maturity issue.
Maturity of interest-only mortgages
We will look at a sample of smaller rms to determine if customers are being treated fairly in
line with the guidance we published in August 2013.
Governance over mortgage lending strategies
We will review governance, risk management and strategies of the rms with recent risk
appetite changes across a sample of the lender population.
Financial Conduct Authority 21
Business Plan / 2014/15
Cross-sector
Managing the performance of staff
Following our work on nancial incentives we will look at how rms manage the performance
of their sales staff and whether pressure put on staff (through, for example, sales targets)
increases the risk of mis-selling.
Resilience against cyber attack
In response to the Financial Policy Committee recommendation, we will work with the Treasury,
the Prudential Regulation Authority (PRA) and the Bank of England to assess and test the
Financial Services Critical National Infrastructure’s resilience to cyber-attacks.
Visibility of IT resilience and risks at board level
We will assess how far individual rms have progressed against the feedback they were given
after our 2012 ‘dear chairman’ exercise. We will do this jointly with the PRA and the Bank of
England. The aim is to assess how well rms manage their own exposure to risks, to what extent
IT risks are discussed at board level, and whether boards have the skills and expertise to challenge
executive decisions.
General insurance and protection
Commercial claims
Building on ndings from current retail claims work, we will consider whether commercial
customers’ expectations are met in the claims process, where poor behaviour could have a
wider impact on trust in the market, as well as leading to poor customer outcomes.
Cover holders
We will look at distribution chains in rms that operate in wholesale markets, but also looking
through to the impact on retail and small commercial customers. We propose to look into the key
risks in complex distribution chains and the mixed responsibilities in them, including the cultural
risks relating to product design, sales and post-sales handling. We will also aim to improve the
way intermediaries identify and manage conicts of interest.
Premium nance
We will review insurers’ and intermediaries’ sales practices and disclosures when selling premium
nance to consumers alongside general insurance products. This follows on from our previous work
on commercial premium nance and aligns to our new responsibility for the regulation of consumer
credit from April 2014.
Motor legal expenses insurance
We will ensure that rms have embedded the recommendations we made in 2013 in this market.
Mobile phone insurance
We will ensure that rms have embedded the recommendations we made in 2013 in this market.
Protection of client money by small rms
We will look at the extent to which rms are currently holding client money without the
appropriate permissions and protections.
Protecting consumers
22 Financial Conduct Authority
Enforcing our rules
Despite our thorough assessment of rms as they enter
the market and our supervision of them according
to the risk they pose to consumers, some rms will
continue to break the rules. By paying close attention
to culture and governance issues in rms, we will pick
up potential problems early and intervene to prevent
harm to consumers.
In 2014/15 we will focus in particular on the accountability
of individuals carrying out signicant inuence functions
in rms, as well as consumer protection, anti-money
laundering, anti-bribery, wholesale conduct and market
abuse.
We will also take over ongoing consumer credit
enforcement cases from the Ofce of Fair Trading,
proactively looking out for rms in this sector carrying
out unauthorised business and taking action where rms
do not meet our standards.
Preventing nancial crime
Where we nd evidence of nancial crime we will
intervene and take action, and seek redress for consumers
where appropriate. For example, we will target consumer
fraud, such as boiler room or carbon credit scams, liaising
with the police and other enforcement agencies where
necessary to punish nancial crime and deter rms and
individuals from future wrongdoing.
Our supervisory work on rms’ anti-money laundering
(AML) controls is increasingly focusing not only on
whether processes are followed, but also on the quality
of judgements about money laundering risk and the
rms’ AML culture. Where we nd signicant issues,
we will continue to intervene, for example by restricting
rms’ high risk business or by taking enforcement action.
Protecting client money and custody assets (CASS)
Our intensive supervision of rms holding client money
and custody assets will continue to reduce the impact
of rm failure on the rest of the market and consumers.
We will also begin supervising consumer credit rms,
such as debt management rms and peer-to-peer
lenders that hold client money.
Our rules for rms that hold their customers’ money and
custody assets sit in the CASS chapter of our Handbook.
In 2014, we will continue with our review of the client
assets regime for investment business and publish new
rules to strengthen existing protections for consumers
and enhance the integrity of UK nancial markets.
We will also publish the new CASS 5A chapter, replacing
the existing rules covering how insurance intermediaries
should deal with client money.
These new rules aim to increase the level of consumer
protection by giving rms more detail about how
clients’ money should be held and protected, and
bringing in new requirements around how to use and
operate non-statutory trusts.We will conduct thematic
work in this sector to ensure rms are complying with
current requirements.
Carrying out equality impact assessments
We will continue to carry out equality impact assessments
to demonstrate that we have taken into account the
potential impact of our policies and decisions, and that
we comply with the Equality Act 2010.
By doing this we embed an inclusive culture in our
processes, and make sure that the interests of all
consumers are protected. We will ensure that our staff
are fully trained on unconscious bias and diversity, and
we will consider the impact of what we do on our
own colleagues, the rms we regulate, the markets we
enhance and the consumers we protect.
Where we nd evidence of
nancial crime we will intervene
and take action, and seek redress
for consumers where appropriate.
Financial Conduct Authority 23
Business Plan / 2014/15
We aim to support and empower a healthy and successful
nancial system, where rms can thrive and consumers
can place their trust in transparent and open markets.
Our work focuses on ensuring that nancial markets
provide appropriate levels of access and information
to satisfy the needs of the consumers and rms that
use them. We aim to ensure that rms have a resilient
infrastructure, with strong risk management, individual
accountability and a responsible culture.
As was evident during the nancial crisis, the integrity of
the UK nancial markets is heavily reliant on the security
and activity of the wider European and international
nancial system. Inuencing and shaping international
policy is therefore critical and much of our markets
and wholesale regulation is shaped by European policy
developments.
In particular, in 2014/15 we will continue to work on
dening the regulatory rules that will underpin EU
legislation and prepare for their implementation, as
well as continue ongoing work on the review of our
client asset regime and listing rules.
Key activities for 2014/15
Thematic work in wholesale banking and
investment management
As part of our supervisory work we carry out thematic
reviews to investigate issues in specic products and
sectors – identifying the root causes of risks to our
objectives. We analyse our ndings and decide whether
to take action to put right any problems that we uncover.
For a full view of ongoing and upcoming thematic
work, please see Annex 1 at www.fca.org.uk/business-
plan-2014/15.
Enhancing
market integrity
3.
We will protect and enhance the
integrity of the UK nancial system.
We will continue to work on
dening the regulatory rules that
will underpin EU legislation and
prepare for their implementation,
as well as continue ongoing work
on the review of our client asset
regime and listing rules.
Enhancing market integrity
24 Financial Conduct Authority
Supervising conduct in wholesale markets
In 2014/15 we will increase the intensity with which
we supervise wholesale conduct to ensure transactions
between more sophisticated market participants do not
have a harmful impact on market integrity. Through
this we will also help prevent risks from the wholesale
markets causing harm to retail consumers.
We will use a range of tools to deliver this work, including
policy development, international engagement and
rm-specic assessments of investment banks, trading
rms and asset managers.
In 2014 we will:
• publish our ndings on best execution, which included
investment rms’ execution quality, monitoring and
systems and controls in several markets to support
consumer protection and market integrity
• publish feedback and policy proposals in relation
to our public consultation on changes to our use
of dealing commission rules (CP13/17), which arose
from previous work on conicts of interest in the
asset management industry
• publish the results of our thematic work and the
outcome of the broader public debate on the future
of the use of dealing commission regime
• continue our ongoing thematic work on risks arising
from conicted remuneration practices, complex
business models and products in wholesale markets
that exploit irregularities in the information available
to rms and consumers
• continue to engage with stakeholders and rms in
an open and constructive way
Engaging in international and European policy
debates
In addition to our role as the UK’s representative at the
European Securities and Markets Authority (ESMA),
we will engage with European and global standards-
setters where their work is relevant to our objectives.
In particular we will actively participate in the work of
the European Banking Authority (EBA) and European
Insurance and Occupational Pensions Authority (EIOPA)
on conduct and consumer protection issues. We will also
contribute to the work of the International Organisation
of Securities Commissions (IOSCO) and the EBA where
it is relevant to FCA-regulated investment rms.
We willincrease the intensity
with which we supervise
wholesale conduct to ensure
transactions between more
sophisticated market participants
do not have a harmful impact
on market integrity.
Wholesale banking and investment management
Conicts of interest in investment banks
We will look at how rms effectively control the conicts of interest that can exist between their
obligations to clients and sales and the trading positions they take.
Controls over ows of information in investment banks
We will look at how rms effectively ensure that the condential information they receive in one
part of the business is not used by another business area in an abusive way.
Market abuse controls in asset managers
We will look at how rms ensure trading activity is consistent with our expectations of market
conduct.
Trader controls around benchmarks
We will look at how rms effectively reduce the risk of traders manipulating benchmarks.
Agency responsibilities of asset managers
We will ensure that asset managers are acting as good agents and taking proper account of
investor interests.
Financial Conduct Authority 25
Business Plan / 2014/15
We will continue our work with the:
• Financial Action Task Force (FATF)
• International Organisation of Insurance Supervisors
(IAIS)
• International Organisation of Securities Commissions
(IOSCO)
• International Financial Consumer Protection
Organisation (FinCoNet)
• Financial Stability Board (FSB)
• Organisation of Economic Cooperation and
Development (OECD)
As well as this we will continue to engage with the
European Supervisory Authorities (ESAs) and the
European Systemic Risk Board (ESRB).
With a new European Parliament due to be elected in
May 2014 and a new European Commission to follow in
November 2014, we are expecting a new agenda and new
initiatives in 2014/15, as well as some current initiatives
to be carried forward, such as the revised Insurance
Mediation Directive (IMD 2), the revised Payment Services
Directive (PSD 2), the Regulations on money market funds
and long-term investment funds, the Fourth Money
Laundering Directive and a new Wire Transfer Regulation.
We will continue to engage and inuence proposals for a
Fourth Money Laundering Directive, and will lead for the
UK at the Anti-Money Laundering Committee (AMLC)
of the Joint Committee of the European Supervisory
Authorities, which produces guidelines to support the
implementation of the Directive across Europe.
We will focus on implementing some major sets of
EU legislation and supporting standards, including the
implementation of the Alternative Investment Fund
Managers Directive (AIFMD) and the CRD IV package
of legislation for FCA investment rms.
For a view of our current EU initiatives please see
Annex 2 at www.fca.org.uk/business-plan-2014/15.
Technical standards
In most cases EU legislative initiatives are supported
by technical standards, many of which will continue to
be developed in 2014/15. We will continue to play a
leading role in advising the European Commission and
drafting technical standards. These will include:
• Supporting measures under MIFID 2 (which includes
the associated regulation – MIFIR) where we will
chair the ESMA Secondary Markets Committee and
continue our participation in all the ESMA taskforces
developing these technical standards.
• Measures under the Market Abuse Regulation,
where we will engage across the range of ESMA
work being undertaken.
• Benchmarking, where we will lead the policy work
with the Financial Stability Board (FSB), IOSCO and
ESMA on benchmarks, as robust governance and
conduct standards are vital for market condence
and consumer protection.
We will focus on implementing some major sets of EU legislation
and supporting standards, including the implementation of the
Alternative Investment Fund Managers Directive (AIFMD) and the
CRD IV package of legislation for FCA investment rms.
Enhancing market integrity
26 Financial Conduct Authority
• Measures under the EU Regulation on Packaged
Retail Investment Products, where we will continue
to work in the Joint Committee of the European
Supervisory Authorities (ESAs) to develop supporting
standards and templates for the key information
document to be set.
• Primary market-focused supporting measures under
the Transparency Directive and Prospectus Directive.
• CRD IV – continuing fundamental reviews of the
regime for non-bank investment rms, where we
will work with the EBA on the technical standards as
they apply to investment rms and the forthcoming
European Commission review on the applicability of
CRD IV to investment rms.
Implementing the Alternative Investment Fund
Managers Directive (AIFMD)
In 2014/15 we will continue to implement the AIFMD.
This Directive aims to enhance supervisory practices
among global regulatory authorities so they can act to
secure market stability by preventing risks from building
up in the nancial system.
The harmonised rules it brings in will improve cross-
border competition by making it easier for European
Economic Area (EEA) rms to trade, and improve
protection for investors by bringing in new disclosure
and reporting rules to improve standards and
transparency.
Preparing to implement the Markets in Financial
Instruments Directive (MiFID) and Market Abuse
Regulation (MAR)
MiFID is the EU legislation that covers buying, selling and
the organised trading of nancial instruments. MAR is a
non-criminal regime barring insider dealing and market
manipulation and requiring surveillance and public
disclosure of inside information and directors’ dealings.
These revised regimes will help promote a more
responsible nancial system and strengthen investor
protection in the EU. This year we will be engaged
in signicant work with ESMA on the implementing
measures, preparing for Handbook changes and
making practical changes to ensure we can carry out
our responsibilities before implementation in 2016/17.
Central Securities Depository Regulation (CSDR)
CSDR is EU legislation that introduces a harmonised
authorisation and supervision regime for central
securities depositories (CSDs) in Europe.
The legislation promotes market integrity and efciency
by harmonising the transfer and settlement of securities
transactions by CSDs. We will participate in ESMA to
work on the measures for implementing the regulation
during 2015.
Delivering our responsibilities as the UK’s listing
authority (UKLA)
We are the listing authority for the UK. Our listing
regime is the gateway for rms that want to raise cash
by issuing securities to the wider public. The listing
rules help to protect consumers and deliver market
integrity by ensuring high standards of market practice
and appropriate disclosure. In 2014 we will complete a
review of our listing rules following our consultation in
November 2013 (CP13/15).
Supervising sponsors
We can require a rm issuing securities (an issuer)
to appoint a sponsor rm in certain circumstances.
Sponsor rms play a critical role in our listing regime,
helping to ensure high standards of due diligence for
premium listed companies to deliver the appropriate
levels of consumer protection and market integrity.
While issuers are responsible for complying with
our rules, sponsors help by advising them on their
obligations by overseeing their due diligence process
and providing an effective challenge to forecasts and
statements made by the issuer.
We are consulting on proposals to clarify our expectations
of sponsors and the standards of competence we will
hold them to, ensuring that issuers and investors can
have condence in the sponsor regime. We will publish
our nal rules in 2014.
Protecting markets against abuse
We expect market participants to act as the rst line of
defence against market abuse and not to rely solely on
us to monitor nancial crime.
In 2014/15 we will continue work to detect and minimise
abusive behaviour in the markets we regulate by:
• overseeing the suspicious transactions that rms are
required to report
• overseeing trading venues’ surveillance systems
• continually enhancing our own surveillance systems
Financial Conduct Authority 27
Business Plan / 2014/15
In 2013, there was a
• taking tough action against those who abuse the
markets
We aim to educate and inform rms in a variety of ways,
such as through our forums, Market Watch newsletter,
our participation in industry panels and our external
engagement. We will continue to consider and use the
most appropriate channels of communication.
Extending our anti-money laundering (AML)
assessments
In 2014/15 we will continue our Systematic Anti-Money
Laundering Programme (SAMLP) assessments of major
banks.
We currently conduct ‘deep-dive’ assessments of four
banks each year, undertaking detailed testing and
extensive interviewing of key staff responsible for
implementing AML processes and controls. In 2014/15
we will extend this to some smaller rms that might
present high levels of money laundering risk. We will
also continue to publish AML thematic work.
Enhancing our whistleblowing activity
We want to promote a culture whereby people feel
prepared to speak up about wrongdoing within a rm.
Whistleblowing is an important part of this as it gives
us a direct insight into practices that are taking place in
rms. It is through such information that we are able
to begin investigating an issue that otherwise may only
have emerged once wrongdoing such as fraud has
been committed.
In 2013, there was a 65% increase in the number of
actionable pieces of intelligence we received from
whistleblowers. We have put more resources in place
and enhanced our processes to deal with this effectively.
In 2014/15 we will consider whistleblowing trends and
identify under-represented sectors where we can direct
an outreach programme to encourage whistleblowers
to come forward. We will improve our transparency by
providing feedback to whistleblowers where possible,
coupled with regular reporting on whistleblowing
trends.
The Parliamentary Commission on Banking Standards
has made a number of recommendations in relation
to whistleblowing in rms and how we handle
whistleblowers. In 2014 we will carry out work to
implement and supervise whistleblowing changes in
rms.
65%
increase in the number of
actionable pieces of intelligence we
received from whistleblowers. We
have put more resources in place
and enhanced our processes to deal
with this effectively.
Enhancing market integrity
28 Financial Conduct Authority
Our competition objective was new with the creation of
the FCA in April 2013. We have shaped our approach
around the benets of increased competition for
consumers, which includes better value, genuine choice,
quality products and services, and useful innovation in
nancial services.
The balance we have to strike is in ensuring that only
those rms that are able to meet certain requirements
are authorised, while also not imposing excessive
regulatory barriers that may then restrict new entrants
and thereby inhibit competition, diversity and choice in
the market.
We use market studies as a tool to analyse the
effectiveness of competition in the markets we
regulate, closely examining particular markets to
explore any concerns we have. Where we nd problems
we can intervene, for example through making rules or
guidance, or using our enforcement powers.
Key activities for 2014/15
Building our internal structure
In 2014/15 we will continue to embed promotion of
effective competition into our regulatory approach.
This will include more competition training to the
organisation, a joined-up approach between our
market studies and thematic work, and assessing the
competition implications of all policy proposals.
Studying the markets
We carry out market studies by gathering specic
information from a variety of stakeholders, including rms,
intermediaries, trade bodies, consumers and consumer
bodies. We engage with rms before we send them
information requests so they nd it easier to respond and
we get better quality information. We also have close
relationships with consumer groups, which together with
our own research will help us get the insights we need to
understand the consumer experience.
Building
competitive
markets
4.
We will promote effective competition
in the interests of consumers.
If we nd that competition is not working effectively and that we need
to take action, we can now use our regulatory powers to intervene,
such as through rule-making guidance or enforcement.
Financial Conduct Authority 29
Business Plan / 2014/15
What our market studies cover needs to largely remain
exible so that we can deal with emerging issues and
prioritise our resources as necessary. These will include
further work into the wholesale markets to determine
appropriate areas for future wholesale market studies.
If we nd that competition is not working effectively
and that we need to take action, we can now use our
regulatory powers to intervene, such as through rule-
making guidance or enforcement.
In 2014/15 we will:
• complete our study into cash savings accounts,
looking at which consumers switch accounts, how
often, why and whether the information available
to new and existing customers allows them to make
informed choices
• complete our study into income products at
retirement, looking at whether customers shop
around and are getting the most appropriate and
best value product for their needs
• as part of our new consumer credit responsibilities,
we will be looking at aspects of the credit card market
• make an initial assessment of competition issues in
wholesale markets as part of a competition review of
the wholesale sector, identifying potential candidates
for market studies and taking action as required
For a full view of our ongoing and upcoming market
studies, please see Annex 1 at www.fca.org.uk/business-
plan-2014/15.
Working with other competition authorities
From April 2015 we will have concurrent powers with the
Competition and Markets Authority (CMA) to enforce
competition law. We will be preparing for this throughout
2014/15, including training existing staff, recruiting new
staff, strengthening our internal processes and building a
close relationship with the CMA.
Competition cases and issues will be dealt with by the
FCA or the CMA, as appropriate. We will work together
to share knowledge to ensure that we effectively
investigate and analyse competition concerns.
We will also continue to participate fully in the UK
Competition Network and develop increasingly
strong relationships with the Directorate-General for
Competition of the European Commission in preparation
for joining the European Competition Network.
Updating our Handbook
We are reviewing our Handbook of rules and guidance to
take into account our objective to promote competition
in the interest of consumers. We will engage externally
and consult as necessary before making any changes,
seeking to ensure that our regulation minimises any
barriers to entry for new rms.
The Payment Systems Regulator will develop its own
regulatory approach once it is established. Its objective
will be to promote the interests of the people that
use payment systems and promote competition and
innovation in the market.
Building competitive markets
From April 2015 we will have
concurrent powers with the
Competition and Markets
Authority (CMA) to enforce
competition law. We will be
preparing for this throughout
2014/15.
30 Financial Conduct Authority
Taking over the regulation of consumer credit in April
2014 will bring around 50,000 consumer credit rms
into our regime – effectively doubling the number of
rms we regulate. This is a signicant challenge for us, as
we will be applying our regime to many rms that have
not dealt with us before to protect a widely diverse range
of consumers with varying degrees of nancial choices.
In 2013/14 we undertook extensive work to understand
the consumer credit market and the people that use
it, and we have set out our new rules for rms and
identied our supervisory priorities.
The successful integration of consumer credit rms
is a key priority for us to increase standards, restore
public faith, and ultimately contribute to and uphold
a robust UK nancial market. We will ensure a safe
and proportionate transition of rms from the Ofce
of Fair Trading regime to our own, while also enabling
businesses to be ready to full their regulatory
responsibilities.
We want to ensure that consumers continue to have
access to the services they need, while protecting
them from harmful lending practices that could lead to
spiralling debt which they struggle to repay.
We will have stronger powers and more resources than
the Ofce of Fair Trading to regulate this industry and
we expect all rms to comply with our principles for
businesses from 1 April.
Our supervisory approach is risk-based and proactive to
allow us to identify consumer harm quickly, and where
we nd evidence of consumers suffering due to poor
services and products, we have powers of intervention
that we will use to take action – including enforcement
action and securing redress for consumers where
necessary.
We have also carried out signicant work to effectively
bring over the information and market knowledge held
by the Ofce of Fair Trading and create the systems and
processes we need, training and recruiting our people
to deliver our consumer credit programme.
Understanding consumers
Understanding consumer experiences, needs and
outcomes, as well as rm behaviour, business models
and competition is crucial to make consumer credit
markets work well.
Consumer research helps us to understand what
consumers want and expect, the role that credit plays
for them in different circumstances at different points
in their lives, and how it can either help them or lead
them into difculty.
Similarly, rm research gives us a better understanding of
what rms are doing, their business models, the dynamics
of competition, how the markets are evolving and why.
Regulating
consumer credit
5.
We will regulate the consumer credit
industry from 1 April 2014.
Taking over the regulation of
consumer credit in April 2014 will
bring around 50,000 consumer
credit rms into our regime –
effectively doubling the number
of rms we regulate.
Financial Conduct Authority 31
Business Plan / 2014/15
Our research addresses the issues of interest to us in
a practical way so that we can use it to quickly build
evidence in areas that we are particularly concerned
about. It helps us to identify and understand the market
mechanisms, rm and consumer behaviours that may
be driving poor consumer outcomes.
Integrating consumer credit rms into our regime
We will make sure that rms that are new to us fully
understand what it means to be regulated by us, as well
as what is expected of them to deliver their regulatory
obligations. Coming into our regime means that rms
or individuals providing consumer credit or related
services must have sustainable and well-controlled
business models, underpinned by a culture based on
doing the right thing for their customers and meeting
our standards.
From 1 April 2014 and until March 2016, all rms
that want to continue carrying out regulated credit
activities will have to apply for full authorisation. We
will exclude from the market any rms that we believe
may pose a signicant risk to consumers or the market’s
integrity. For the rst time, the senior management of
consumer credit rms will have to seek approval, and
the governance structures and business practices of
rms will be subject to rigorous assessment.
We will apply a proportionate risk-based approach to
the supervision of consumer credit rms, both in the
interim period and once they are fully authorised. We
focus on the rms and sectors that pose the greatest
risks to our objectives and apply a forward-looking
approach, seeking to anticipate risks and preventing
harm wherever possible, as well as tackling signicant
immediate harm wherever we nd it.
From 1 April, existing Ofce of Fair Trading guidance will
become FCA rules and guidance. We are introducing
additional rules to address key risks in the high-cost
short-term credit (including payday lending) and debt
management sectors. Where we nd breaches of these
rules, we will take swift action. We will carry forward a
number of existing Ofce of Fair Trading investigations,
sustaining momentum to ensure that we nish cases
and secure improved outcomes for consumers as
quickly as possible.
Alongside this, we will continue to expand our
understanding of the risks faced by consumers of credit
and related services. We will continue to build effective
partnerships with consumer organisations, trade bodies
and local authority trading standards services to ensure
we have an effective intelligence network, spotting and
responding to new issues early.
Authorising consumer credit rms
In 2014 we will begin putting all consumer credit rms
through our authorisation process to ensure that they
meet our standards. Our process will be proportionate
to take into account higher and lower-risk rms.
We will assess applicants against our threshold
conditions, which are more stringent than the current
Consumer Credit Act tness test. Firms within sectors
will be instructed to apply at the same time – this will
enable us to compare rms with their peers, which will
further inform our assessment. Once they are authorised,
rms will have to regularly report on a number of
things, including the amount of business they take on
and the number of complaints they receive. Individuals
Regulating consumer credit
Total lending
In 2013 UK
households
were lent over
Total outstanding debt
At the end of 2013,
UK consumers owed
£
£
200bn
£
£
158bn
in unsecured
consumer credit
Source: Bank of England
32 Financial Conduct Authority
in key positions will need to be pre-approved before
they are able to perform their proposed roles and held
to account where there are failings.
To enable us to determine a large number of
authorisation applications in a relatively short period of
time, we are recruiting more people, as well as bringing
across some staff from the Ofce of Fair Trading. We
will provide our people with training to deal with new
and diverse business models consistently.
Key activities for 2014/15
Tackling risks in high-cost short-term credit
(including payday lenders)
We will tackle harm to consumers who are most at
risk – those who are already struggling to pay their
loans – while developing new measures that will seek
to prevent unaffordable and irresponsible lending to
consumers for the future.
We will:
• consider the role for the regulator in facilitating real-
time data sharing, if the currently evolving market-led
solutions to this prove to be ineffective
• consult on the introduction of price caps on what
payday lenders can charge
• take over ongoing investigations from the Ofce
of Fair Trading and respond to new cases, applying
appropriate sanctions where we nd rms are non-
compliant
• begin thematic work on arrears management
processes and how customers in nancial difculties
are treated
• identify and address poor nancial promotions
• visit rms, including the top ve high-cost short-
term credit lenders to check that they are adhering
to our new policy rules, in particular the restrictions
on rollovers and continuous payment authorities
and the obligation to conduct an affordability
assessment that will address incentives for rms to
make money by making unaffordable loans
• take a detailed look at rms’ business plans, how
they operate and their track record through our
authorisations process, drawing on all the available
evidence
Addressing issues with credit cards and overdrafts
We will carry out a market study in 2014/15 assessing
whether competition is effective (see Chapter 4) in the
credit card market and whether consumers have access
to credit cards that are affordable and deliver good
value for money.
We will address issues concerning overdrafts, including
considering making new policy rules that build on the
Government’s agreed measures with industry (e.g.
opt-outs and text alerts). We will proactively supervise
banks and building societies’ overdrafts at a rm-by-
rm level and we will provide evidence to and work
with the newly formed Competition and Markets
Authority (CMA).
Improving nancial promotions
We will review nancial promotions across the consumer
credit market to ensure that they are not misleading,
unclear or unfair.
Improving debt management
We want to improve the quality of debt management
services where needed, while ensuring access to
markets for rms and increasing consumers’ awareness.
To do this we will act to identify and deal with poor
behaviour. In 2014 we will meet with debt management
rms to make our expectations clear to them early on.
We will also begin thematic work assessing the quality
of advice provided across the sector.
Enhancing standards for logbook loans
The logbook loans sector is small, but we have evidence
of some very poor consumer outcomes in it. In 2014/15
we will apply a demanding authorisations approach
to ensure only responsible rms remain in the market.
This will be supported by appropriate event-driven
supervision and enforcement to maintain standards.
Financial Conduct Authority 33
Business Plan / 2014/15
While using new technology can help rms and
consumers, the rate at which it develops and the way it
is used and understood could lead to signicant risks.
As technology develops and the way in which
consumers engage with nancial markets changes, so
do the products and services that rms offer, and so
we too must change how we respond to the emerging
risks that are created as a result.
The speed of technological developments creates
challenges for rms over the controls they put in place
and the protection they are able to provide for their
Potential risks
to our objectives
6.
We identify key forward-looking areas
where potential risks to our objectives
may arise. Some of these we will address,
some we will monitor over time and take
action if we consider it necessary. For more
information and detailed analysis on these
areas and the keys drivers behind them,
please see our Risk Outlook 2014.
Potential risks to our objectives
Technology may outstrip rms’ investment,
consumer capabilities and regulatory response
The growth of consumer
credit may lead to
unaffordable debts
Retirement income products
and distribution may deliver
poor consumer outcomes
EXISTING
CUSTOMERS
£
£
Large back books may
lead rms to act against
their existing customers’
best interests
Poor culture and
controls continue
to threaten market
integrity
Terms and conditions may
be excessively complex
House price growth that
is substantial and rapid
may give rise to
conduct issues
NEW
CUSTOMER
consumers. Adopting and developing technology can
also lead to rms allocating more investment in new
opportunities rather than xing some of the legacy
problems that have built up over time.
Firms that are new to the markets may be more able to
take advantage of new technologies, which could alter
the competitive landscape and create better outcomes
for consumers by responding directly to changing
consumer needs and demands.
34 Financial Conduct Authority
The aws exposed in benchmark rate setting have
demonstrated that market condence can quickly
be eroded by poor wholesale conduct, and that the
impact of poor conduct, in and outside our regulatory
perimeter, is far-reaching.
The manipulation of benchmarks that contribute
to price formation, has revealed the wide range of
poor outcomes that can result from the failure of
rms to adopt a holistic approach to identifying and
mitigating the conduct risk arising from their activities.
It has exposed how quickly trust and condence in the
integrity of markets and in the price formation process
can be undermined.
The culture of rms, underpinned by the incentive
structures they use, continues to determine whether
these risks are adequately addressed or whether poor
conduct is able to ourish where, for example, it is not
expressly prohibited.
Our work will continue to focus on areas where we are
not seeing the level of change we would expect, given
the examples of poor conduct we have seen in recent
cases. This includes a wide range of activities, business
models and market structures that have the potential to
damage trust in the integrity of our markets and cause
detriment to consumers with a range of sophistication.
In 2014/15 we are carrying out several thematic reviews
to address potential issues in rms’ conduct:
• conicts of interest in investment banks
We will look at how rms effectively control the
conicts of interest that can exist between their
obligations to clients and sales and trading positions
they take.
• controls over ows of information in
investment banks
We will look at how rms effectively ensure that
the signicant condential information they receive
in one part of the business is not used by another
business area in an abusive way.
• market abuse controls in asset managers
We will look at how rms ensure trading activity is
consistent with our expectations of market conduct.
• trader controls around benchmarks
We will look at how rms effectively reduce the risk
of traders manipulating prices.
• cover holders
We will look at distribution chains in rms that
operate in wholesale markets, but also look at the
impact on retail and small commercial customers.
We propose to look into the key risks in complex
distribution chains and the mixed responsibilities in
them, including the cultural risks relating to product
design, sales and post-sales handling. We will also
aim to improve the way intermediaries identify and
manage conicts of interest.
• managing the performance of staff
Following our work on nancial incentives we will
look at how rms manage the performance of
their sales staff and whether pressure put on staff
(through, for example, sales targets) increases the
risk of mis-selling.
Our work will continue to focus on
areas where we are not seeing the
level of change we would expect,
given the examples of poor
conduct we have seen in
recent cases.
Technology may outstrip rms’ investment,
consumer capabilities and regulatory response
The growth of consumer
credit may lead to
unaffordable debts
Retirement income products
and distribution may deliver
poor consumer outcomes
EXISTING
CUSTOMERS
£
£
Large back books may
lead rms to act against
their existing customers’
best interests
Poor culture and
controls continue
to threaten market
integrity
Terms and conditions may
be excessively complex
House price growth that
is substantial and rapid
may give rise to
conduct issues
NEW
CUSTOMER
Financial Conduct Authority 35
Business Plan / 2014/15
Potential risks to our objectives
Technology may outstrip rms’ investment,
consumer capabilities and regulatory response
The growth of consumer
credit may lead to
unaffordable debts
Retirement income products
and distribution may deliver
poor consumer outcomes
EXISTING
CUSTOMERS
£
£
Large back books may
lead rms to act against
their existing customers’
best interests
Poor culture and
controls continue
to threaten market
integrity
Terms and conditions may
be excessively complex
House price growth that
is substantial and rapid
may give rise to
conduct issues
NEW
CUSTOMER
Firms with large back books could take advantage
of consumer inertia and make it difcult for them
to switch, or not be clear about pricing, charging or
different product options.
Firms may use the value they get from existing customers
to support low rates and introductory offers for new
customers. So they may not offer existing customers
the best or most appropriate rates and products.
Some consumers may become trapped in unclear
contracts and complex charging systems, leading
to them paying higher rates or buying or retaining
unwanted products through targeted sales. Where
consumers hold legacy products, which are no longer
widely available from other providers, there is a higher
risk that they pay more due to their inability to switch.
If customers do not or cannot switch, rms are not
incentivised to compete or develop new products.
In 2014/15, we will look into whether life insurance
rms are operating historic (often termed ‘legacy’
or ‘heritage’) products in a fair way and whether
they have adopted strategies that are not in the best
interests of existing customers. We will also complete
our market study into cash savings accounts, looking at
which consumers switch accounts, how often, why and
whether the information available to new and existing
customers allows them to make informed choices.
Technology may outstrip rms’ investment,
consumer capabilities and regulatory response
The growth of consumer
credit may lead to
unaffordable debts
Retirement income products
and distribution may deliver
poor consumer outcomes
EXISTING
CUSTOMERS
£
£
Large back books may
lead rms to act against
their existing customers’
best interests
Poor culture and
controls continue
to threaten market
integrity
Terms and conditions may
be excessively complex
House price growth that
is substantial and rapid
may give rise to
conduct issues
NEW
CUSTOMER
Consumers buy decumulation products – such as
annuities – rarely or only once, so they do not have the
opportunity to build up their knowledge or learn from
their mistakes.
The decisions consumers need to make are very
complex, which can make it hard for them to compare
their options. For example, this may lead to them failing
to shop around for their annuity provider and many
consumers choose their existing provider when another
may be better for them.
In this market, consumer biases and information
problems could be leading to competition not working
well for consumers. Although we have not seen much
innovation in decumulation products to date, the 2014
Government Budget announcements may encourage
innovation in some decumulation products in the future
to meet changing consumer needs.
As responsibility for long-term spending needs is
increasingly transferred to consumers, the number
of nancial products available is likely to increase in
quantity and complexity, which could make decision-
making more challenging. The number of nancial
products available is likely to increase and become
more complex, which could lead to consumers buying
or being sold unsuitable products.
In 2014/15, we will be undertaking further work into
retirement income products, such as annuities, particularly
in light of the 2014 Government Budget announcements.
As part of this, we will carry out supervisory work on
sales practices in the annuities market.
36 Financial Conduct Authority
As household incomes continue to be squeezed post-
crisis, the consumer credit market is growing fast, which
we regulate from 1 April 2014.
As economic conditions improve, growing consumer
and lender optimism is likely to increase consumer
borrowing. However, as household debt remains high
and is growing, there is increased risk that this further
borrowing will be unsustainable for some, particularly
for households that already have high levels of debt.
These risks in consumer credit markets are also in part
driven by consumers not having sufcient information or
sufcient understanding of consumer credit products,
from being prone to behavioural biases in the products
that they choose and use, and from rms not treating
consumers fairly by exploiting these weaknesses.
In 2014/15 we will review the arrears management
processes of rms in the high-cost short-term
lending market and how customers are treated
when they are in nancial difculty. We will also
look at the suitability and/or incentive structures of
debt management rms, including the use of lead
generators, to help us understand how this affects
consumers.
We will look into the consumer credit market where we
see potential harm to our objectives, such as with credit
cards or overdrafts.
In sectors such as logbook lending, where we have
evidence of some very poor consumer outcomes, we will
apply a demanding authorisations approach to ensure
only responsible rms remain in the market. This will be
supported by appropriate event-driven supervision and
enforcement to maintain standards.
In 2014/15 we will also consult on the introduction of
price caps on what payday lenders can charge.
Technology may outstrip rms’ investment,
consumer capabilities and regulatory response
The growth of consumer
credit may lead to
unaffordable debts
Retirement income products
and distribution may deliver
poor consumer outcomes
EXISTING
CUSTOMERS
£
£
Large back books may
lead rms to act against
their existing customers’
best interests
Poor culture and
controls continue
to threaten market
integrity
Terms and conditions may
be excessively complex
House price growth that
is substantial and rapid
may give rise to
conduct issues
NEW
CUSTOMER
In sectors such as logbook lending,
where we have evidence of some
very poor consumer outcomes,
we will apply a demanding
authorisations approach to ensure
only responsible rms remain in the
market.
Financial Conduct Authority 37
Business Plan / 2014/15
The difference between what rms can offer consumers
and what consumers need from nancial products may
increase. One of the ways this may materialise is in
product terms and conditions.
We will look at whether consumers have the amount
of protection they believe they have and what they can
do about changes in terms and conditions. We want to
be sure that there are no obstacles to consumers being
able to leave a product or service in a rm’s terms and
conditions that are not made clear to the consumer at
the point of sale.
We will also look at whether complex terms and
conditions are compounded by marketing material or
product labelling that makes it difcult for consumers
to compare products or does not reect the complexity
of the product.
Potential risks to our objectives
Technology may outstrip rms’ investment,
consumer capabilities and regulatory response
The growth of consumer
credit may lead to
unaffordable debts
Retirement income products
and distribution may deliver
poor consumer outcomes
EXISTING
CUSTOMERS
£
£
Large back books may
lead rms to act against
their existing customers’
best interests
Poor culture and
controls continue
to threaten market
integrity
Terms and conditions may
be excessively complex
House price growth that
is substantial and rapid
may give rise to
conduct issues
NEW
CUSTOMER
Technology may outstrip rms’ investment,
consumer capabilities and regulatory response
The growth of consumer
credit may lead to
unaffordable debts
Retirement income products
and distribution may deliver
poor consumer outcomes
EXISTING
CUSTOMERS
£
£
Large back books may
lead rms to act against
their existing customers’
best interests
Poor culture and
controls continue
to threaten market
integrity
Terms and conditions may
be excessively complex
House price growth that
is substantial and rapid
may give rise to
conduct issues
NEW
CUSTOMER
As demand for housing rises, and in the absence of
sustainable housing supply, house prices could rise
further relative to incomes and rents.
If consumers believe that house prices will keep rising,
they could be pressured to take on more debt to extract
equity or buy homes. As the economy and house prices
improve, interest rates are likely to rise, which could
lead to an increase in the cost of loans.
Our Mortgage Market Review will help to limit
unaffordable lending practices, but we do not know
how effective our rules will be when the market is
growing. In a rapidly growing market, over-condence
in future price growth could lead rms to gradually
loosen underwriting standards to maintain a share of
the growing market.
In 2014/15 we will review how the market has responded
to the Mortgage Market Review – for example, how
rms are implementing our new affordability rules and
how they give advice to customers. We will look at
how rms may be nding ways to avoid the rules. We
will look at the development of hybrid equity release
products as a solution to the interest-only maturity
issue, as well as the governance over mortgage lending
strategies. We will also look at a sample of smaller rms
to determine if customers are being treated fairly in
line with the guidance we published on interest-only
mortgages in August 2013.
38 Financial Conduct Authority
Our people are our biggest asset. In 2014/15 we will
continue to invest in attracting, motivating and retaining
the top talent in our market sector. This will include an
extensive education programme, comprising technical
academies, management training and the development
of a new FCA diploma.
Our diversity agenda also helps us develop better
protection for consumers and improved ways of working,
making us a stronger and more effective regulator. We
will lead by example by continuing to establish a fair and
transparent culture in our own business.
We will be an inclusive employer of choice
We have a strong commitment to diversity and
inclusion in all our practices, allowing staff to develop
and progress without barriers, so they can be the best
they can be. Valuing difference is part of our inclusive
culture and makes us a stronger organisation as we can
better reect and understand the markets we regulate.
We will:
• support the work of our employee-run staff network
groups and make specialised training available
• promote exible working and help our staff to have
a healthy work-life balance
• continue to carry out equality impact assessments
on all of our processes, policies and actions to ensure
that they do not have a disproportionate effect on
consumers in protected diversity groups
We will support our staff to engage with their
community
As part of our community affairs programme, we
will give our staff the chance to be involved in their
community by allowing them to use 28 hours per
calendar year for community volunteering projects.
We will have regular discussions with staff who are
volunteering, connecting what they learn from their
experiences with our core functions to help us understand
nancial services consumers.
We will be a more sustainable organisation
We will develop our processes to reduce waste,
continually aiming to improve our resource and energy-
efciency. Our staff will be aware of how to recycle
throughout the building and engaged with our
commitment to a policy of zero waste to landll.
We have a good history of energy management and we
have reduced our energy consumption by a third since
2006. We will continue to look for new ways to use
energy more efciently.
How we operate
7.
We will lead by example to inuence positive change within
our own organisation and others from 1 April 2014.
We will continue to carry out
equality impact assessments
on all of our processes, policies
and actions to ensure that they
do not have a disproportionate
effect on consumers in protected
diversity groups.
Financial Conduct Authority 39
Business Plan / 2014/15
We will invest in our people
Over the coming year we will continue to prioritise
investing in our people. We will encourage and enable
our staff to continually update and develop their
capabilities, experience and career paths.
We will establish a series of technical academies, which
will provide training and offer certicated development
for staff at all levels. Delivering strong, structured
technical education through a core curriculum will also
set us on the right path to develop an FCA diploma that
all staff will be able to strive for.
We will deliver a new approach for executive and
management development, providing managers with
the right tools to develop their people. We will also
implement our Employee Value Proposition, determining
and highlighting how we attract and retain employees
and secure our reputation as a career destination within
the industry.
We will invest in our information systems
To be effective we need the operational infrastructure
in place to support our technology, so in 2014/15 we
will continue to invest in our Information Systems
Investment Programme (ISIP), which ensures that
our systems are able to support our key regulatory
functions.
We are updating the way rms apply for authorisation
to us by updating our Online Notications and
Applications system (ONA) with a new ‘Connect’
portal as part of the INTACT (INTelligent Application
of Case management Technology) system. This will
signicantly improve the way we interact with rms.
It will do this by capturing more of the information
we need at the start of the process so it will be much
less likely that we will need to go back to the rm,
and it will support more advanced risk modelling
so that more cases can be automatically handled. It
will also mean that a number of existing systems are
consolidated onto one resilient platform, so we can
effectively collect detailed and accurate data.
The INTACT system will enable us to begin authorising
consumer credit rms from 1 April 2014 and support
contact centre activity through a fast, reliable and
intuitive platform that also captures consumer
intelligence. In October 2014 we will start using it to
process a signicantly higher volume of authorisations.
We will achieve value for money (VFM)
Our VFM strategy, which has been agreed and endorsed
by our Board, covers all our activity. It is an overarching
framework that encompasses our culture, behaviour,
decisions and outcomes.
Our overarching VFM strategy is to maximise our impact
on our statutory objectives and desired outcomes, while
minimising costs. It focuses on continuous improvement
and ongoing development of our VFM regime, which is
an important step in improving outcomes for consumers.
We will achieve this by delivering year-on-year
improvements in effectiveness, efciency and economy.
We will be implementing a number of VFM initiatives
throughout the year, and will monitor, measure and
report on them. We will be focusing on embedding VFM
into our culture, so that VFM implications are considered
in everything we do. We will also work together
with the National Audit Ofce (NAO) and address
recommendations coming from its review of the FCA.
We will measure our performance
To be an open and transparent regulator we must be
held to account, not only as set out in the statutes that
govern us, but also more broadly. There are many ways
that we will do this, including a board to hold us to
account, statutory panels, a complaints scheme, and a
requirement to report to the Treasury in the event of a
regulatory failure.
We publish an annual report in which we set out what
we have done to advance our statutory objectives,
and a wide range of other performance measures.
These include reporting how we have delivered on
the commitments we made in our Business Plan and
information on our operational performance, such as
authorisations data, stakeholder feedback, our service
standards, our annual enforcement performance
account and our annual diversity report. We are also
developing a key facts publication aimed at making our
work more transparent.
We have a pragmatic approach to performance, which
takes into account the appropriate use of our resources.
This means we are likely to be less reliant on the sort
of large research programmes specically designed by
us for performance measurement and make more use
of research and analysis by other organisations e.g.
nancial research surveys.
How we operate
40 Financial Conduct Authority
The key elements of our budget are:
• the cost of our core operating activities (Ongoing
Regulatory Activity – ORA), the largest element of
which is our people
• the total amount we charge the industry to fund our
plans (Annual Funding Requirement – AFR)
• the development of our information systems to
deliver new regulatory and operational requirements
• the costs of delivering the new consumer credit
regime and setting up the new Payment Systems
Regulator
• our new competition objective
People
We will be increasing our headcount to help us
deliver our competition objective and consumer credit
regulation. This includes those people transferring over
to us from the Ofce of Fair Trading.
We will focus on integrating new staff, making the most
of their skills and experience while ensuring that their
career development here aligns with our culture and
the value we place on continual personal improvement.
Operating costs
Our budget for the year is £452m, an increase of £6.3m
(1%), driven by embedding our new competition team
to deliver our competition objective.
We have kept the costs that we inherited from the
FSA at the same level as last year, whilst continuing to
upgrade and improve our information systems (IS) and
technology platform. To fund our IS plans (including the
delivery of the INTACT system) we have re-prioritised,
made savings and made a number of operating
efciencies.
Ongoing Regulatory Activity (ORA) expenditure
Operating
costs (ORA)
2013/14 £m 2014/15 £m
Staff costs 261.3 263.8
IS costs 76.4 88.2
Depreciation 44.0 42.5
Accommodation and
ofce services
32.9 30.6
Enforcement case
costs
16.3 11.0
Professional fees 18.0 18.1
Training, recruitment,
travel
12.3 12.8
Printing and
publications
3.6 3.6
Other costs 4.4 4.6
Sundry income (23.5) (23.2)
Total 445.7 452.0
Our budget
for 2014/15
8.
Our annual budget reects
the cost of the resources we
need to deliver our vision
and objectives in 2014/15.
Financial Conduct Authority 41
Business Plan / 2014/15
Operating costs
Our budget for the year is £452m, an increase of £6.3m
(1%), driven by embedding our new competition team
to deliver our competition objective.
We have kept the costs that we inherited from the
FSA at the same level as last year, whilst continuing to
upgrade and improve our information systems (IS) and
technology platform. To fund our IS plans (including the
delivery of the INTACT system) we have re-prioritised,
made savings and made a number of operating
efciencies.
Ongoing Regulatory Activity (ORA) expenditure
Operating
costs (ORA)
2013/14 £m 2014/15 £m
Staff costs 261.3 263.8
IS costs 76.4 88.2
Depreciation 44.0 42.5
Accommodation and
ofce services
32.9 30.6
Enforcement case
costs
16.3 11.0
Professional fees 18.0 18.1
Training, recruitment,
travel
12.3 12.8
Printing and
publications
3.6 3.6
Other costs 4.4 4.6
Sundry income (23.5) (23.2)
Total 445.7 452.0
Capital expenditure
Our capital expenditure budget reects the ongoing
delivery of the Information Systems Investment
Programme (ISIP) and the INTACT system.
Capital expenditure
Capital
expenditure
2013/14 £m 2014/15 £m
IT systems
development
27.7 21.7
IT infrastructure 15.0 22.6
Property, plant and
equipment
2.3 2.2
Total capital 45.0 46.5
Annual Funding Requirement
Our Annual Funding Requirement for 2014/15,
excluding the cost of setting up our consumer credit
regime, is £446.4m. This includes our operating costs
and the additional scope changes we need to embed
the Alternative Investment Fund Managers Directive
(AIFMD). Offsetting our costs is £10.0m returned to
fee payers as a result of an underspend against our
budget in 2013/14.
Annual Funding Requirement
Annual Funding
Requirement
(AFR)
2013/14
£m
2014/15
£m
Movement
£m
ORA budget 445.7 452.0 6.3
Funding for
regulatory reform
implementation
2.6 0.0 (2.6)
Recovery of scope
change activities
3.3 4.4 1.1
Less:
Underspend (19.5) (10.0) 9.5
Total AFR 432.1 446.4 14.3
Financial Penalty
Rebate
(38.2) (43.6) (5.4)
Fees payable 393.9 402.8 8.9
Consumer credit
In 2014/15 we will incur an estimated £41m for taking
over consumer credit. These costs are being ring-fenced
and are not included as part of ORA or AFR in 2014/15.
Once the consumer credit regime is fully operational
(in 2016/17), we intend to recover these costs from
authorised consumer credit rms over a number of years.
Payment Systems Regulator
We are currently setting up the new Payment Systems
Regulator (see Chapter 1). Any set-up costs incurred in
2014/15 will be recovered by the new regulator in due
course once it is fully operational.
Applying nancial penalties
We must pay to the Exchequer all nancial penalties
that we receive, less the enforcement costs that we
incurred in generating these penalties.
These retained penalties are used to reduce our fees
for rms, apart from the fees of the penalty payer
themselves. We estimate the nancial penalty rebate to
be £43.6m in 2014/15.
Impact on our fee payers
Every year we consult on how we allocate our Annual
Funding Requirement (AFR) between fee-blocks and our
fee rates for the forthcoming nancial year. The chart
below reects how we will be funded by industry sector
as proposed in our March 2014 consultation paper.
Investment (inc CASS), mortgage & general
insurance intermediaries
Accepting deposits mortgage providers &
principle[al position taking
Insurance providers
Fund managers & operators of schemes
Other
31.3%
15.2%
12.7%
13.8%
27%
Our budget for 2014/15
Financial Conduct Authority
© Financial Conduct Authority 2014
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Website: www.fca.org.uk
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