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The SSM has launched a project on harmonising national options and discretions in the CRD IV and CRR, which will increase the flexibility to manage capital and liquidity for banking groups, while still respecting basic prudential requirements. Learn more about how we use cookies. It is about laying the groundwork for others' success, and then standing back and letting them shine. Interested parties are invited to comment on Part 2 of the Guide to assessments of licence applications. For additional information and requirements, see our Loan Specifics page.

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Other objectives are the fostering of comparability and the quality of internal models as well as capital adequacy. Governance and risk propensity will remain a priority in These priority areas for the SSM will be further refined and will eventually be published. Mr Angeloni underscores the importance of transparency in the way supervision is conducted. Investor decisions need to be supported by adequate information on the returns and risks involved. Some knowledge of supervisory requirements can help in this respect.

To that end, an appropriate degree of disclosure on the annual supervisory exercise known as Supervisory Review and Evaluation Process SREP could be helpful. Going forward, as the SREP methodology becomes more established, steps towards greater transparency will be possible.

The SSM has been operating for 11 months and all national authorities contribute, but none is predominant. Three features of the SSM receive less attention than others: Mr Angeloni then highlights five areas in which research could benefit supervisors. The first area concerns financial stability — how to define it and how to measure it.

Good measures of financial stability remain elusive. In contrast to monetary policy, where an extensive literature on the definition and measurement of price stability exists, no quantified objective is available for supervisors.

Financial stability is multidimensional and hard to enshrine in a single notion or measure. The second area relates to how much capital should banks hold. These dilemmas are routine for banking supervisors because of their responsibility in setting Pillar 2 requirements. The third area concerns the diversification and optimal mix of capital. As hybrid instruments are inherently complex, their use may add uncertainty to the financial system. The question is whether the additional complexity is outweighed by benefits in terms of added flexibility, better incentive structure, or lower costs.

Another question relates to what role there is for other prudential requirements. A framework is needed on how liquidity and capital requirements interact. In principle, the distinction between insolvency and temporary cash shortages is clear; but in practice, it is blurred because temporary illiquidity may lead to premature asset liquidation in stressed market conditions, and hence to losses.

A final question has to do with where — specifically, in which sub-entity of a banking group — should capital and liquidity be located. For the SSM, the problem is important because of the presence of large cross-border groups. The SSM has launched a project on harmonising national options and discretions in the CRD IV and CRR, which will increase the flexibility to manage capital and liquidity for banking groups, while still respecting basic prudential requirements.

Mr Angeloni concludes that some of these issues are very complex, and that understanding is still incomplete and evolving; which is why more research is needed. At a conference focussed on supervision of behaviour and culture at financial institutions, she says that DNB has taken a leading role in emphasising the role of behaviour and culture in financial institutions.

Ms Dickson then explains the importance the Single Supervisory Mechanism SSM places on corporate governance, noting that a key priority in was a thematic review on risk governance and risk appetite in the banks directly supervised by the SSM which, she confirms, is now close to completion. She points out that the review has been a new experience for many banks, some of which are not used to answering the kind of questions the SSM is asking, such as why boards believe their risk appetite framework is appropriate, or why they believe the information they are getting from their management teams is appropriate.

She says the review also touches on incentives, by asking questions regarding the consequences for employees within an institution of not respecting the risk appetite framework and by exploring whether the risk appetite framework encouraged the desired risk-taking behaviour. She says that though the review is an initial one, over time, as its knowledge of each bank grows, it is to be expected that such assessments by the SSM will go deeper.

She then underlines the huge opportunities that bringing together supervisors of 19 different countries can offer and notes that the SSM is consulting the DNB to explore how to make optimum use of their staff and to better understand their approach.

Finally, she touches upon the challenges confronting the ECB in its work to harmonise differing transpositions of the Capital Requirements Directive. She says that when the ECB has to assess the suitability of new bank board members, it is confronted with very diverse national rules and practices. And that although it can go some way towards harmonising rules on suitability of the management body, it cannot harmonise specific items laid down in national law.

She says that in areas like fit and proper assessments, it is therefore not easy to spread best practices across the 19 SSM countries. And that the ECB is seeking more changes to bank regulation in Europe. Ms Nouy explains how the Single Supervisory Mechanism SSM has a clear mission to ensure the safety and soundness of banks, and to contribute to the financial integration of the euro area.

Then she focuses on the substance of the work the SSM is undertaking to harmonise the different supervisory options and discretions ONDs available to banks and supervisors at national level. She points out that the SSM can only be a credible provider of safety and progress, if its actions are supported by structural initiatives at both the European and national level.

She says that SSM combines a bank-specific approach with a cross-sector view and has a better knowledge of how banks are linked to the rest of the financial system, drawing also upon the excellent analysis prepared in other units of the ECB while respecting the separation principle between supervisory tasks and monetary policy.

She stresses that supervised banks should be subject to consistent prudential requirements based on their inner characteristics regardless of where their business is located.

Ultimately, equivalent economic and financial conditions must receive the same regulatory and supervisory treatment. She says that approximately eight months after the start of a project to tackle options and national discretions, the Supervisory Board of the ECB adopted in mid-July a policy package on close to ONDs.

This policy package is being translated into a legal package, composed of an ECB regulation for general ONDs, and internal guidance laying down stances and specifications for case-by-case ONDs.

Ms Nouy adds that the resulting draft regulation will be subject to a public consultation, to be launched at the beginning of November. She says that the SSM wants safety and progress to serve sustainable growth and that the SSM helps in creating the right environment for it, fostering intense competition, but on fair grounds, encouraging risk-taking, but in a transparent and responsible manner, and ensuring financial stability, but not at the expense of taxpayers.

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Bowman, 29, is a team leader in customer service at SSM Health Care in St. Louis. In March, the system began offering interest-free payment plans through Commerce Bank, a Midwestern regional company, to help patients cover deductibles, co-pays and other medical expenses, and Bowman was among the early applicants. Form D (Register of Business) and SSM Info; Last three (3) years management account that submitted to Income Tax. Last three (3) years Borang B / BE / J and income tax payment receipt of the all the Owner; Last six (6) months banks statements. Latest debtors and creditors ageing. ICs of Owners. In its first year in operation ECB Banking Supervision exceeded expectations, but work is underway to bring the single supervisor of the euro area to ever higher standards. Mr Angeloni emphasises that harmonisation of the way supervision is conducted across the euro area is key.

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