Angels & Demons – A Focus on Financial Conduct

16 Feb 2015

Amid the trading scandals, benchmark rigging and tax evasion – and a fare-dodging fund manager – the City has a fight on its hands to promote itself as purer than pure

  • A new cop patrols the same old beat in fund management

    The UK regulator Financial Services Authority in 2001 launched a Treating Customers Fairly initiative, an attempt to ensure firms “pay due regard to the interests of its customers and treat them fairly”, as the regulator’s Principles for Business put it.

  • Accounting for accountability in the City

    Libor and foreign exchange rate-fixing scandals brought to light widespread misconduct in the wholesale banking sector and focused UK policymakers’ attention on the need to restore individual accountability for senior managers. Firms must now navigate the ensuing red tape.

  • A good time to whistle while you work

    How do you earn $30 million in a month? For one anonymous tipster the answer did not involve winning the lottery, selling a football club or robbing a bank – last September, it involved spilling the beans to the US Securities and Exchange Commission and receiving the SEC’s highest-ever whistle-blower award in return.

  • A conduct case study: Barclays bankers go back to school

    Barely a year after finishing a law degree at University College London and joining Barclays, Sebastian Ion was back in the classroom.

  • European finance learning right from wrong

    Jonathan Burrows could never have guessed his decision in 2009 to avoid paying full fare for his daily commute into London would be so expensive. He saved £43,000 but paid with his career.

  • Compliance enters the private equity lexicon

    The private equity industry is increasingly having to watch its back. Compliance and legal conduct – topics that were rarely discussed in days gone by – are high on the agenda and executives are being brought in to help them cope.

  • Key players in banks' conduct hot seats

    While some banks have elevated insiders to run their conduct programmes, many have looked outside – from regulators or consultants – to find the key skills they need.

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