Foreword
At the Bank of England (‘the Bank’), we believe that it is essential that we hold ourselves to the same high standards that we demand of our regulated firms. The Senior Managers Regime (‘SMR’), a central element of the post-crisis reform agenda, came into force for the UK financial sector on 7 March 2016. The SMR seeks to ensure that financial institutions adhere to exemplary standards of governance and accountability. Although the Bank is not legally required to adhere to the SMR, this document sets out how we apply the core principles of the SMR to the Bank’s leadership team and our work.
While there are many similarities between us and our regulated firms – not least the importance of governance, accountability and best practice risk and financial management – there are also some crucial differences.
The Bank is not a commercial bank. As the central bank of the United Kingdom, we aim to conduct policy for the good of the people of the United Kingdom rather than make a commercial return on funds. Many of the Bank’s functions derive from statute, as does its organisational structure.
So while we have closely aligned our Prescribed Responsibilities with those we require of our regulated community, we have, where necessary, amended these to ensure that they are directly applicable to the work of the Bank.footnote [1]
At the core of the SMR is the belief that companies should be led by skilled, principled colleagues, that there is absolute clarity about the responsibilities of the senior leadership team and that leaders of a business are held to account for its failures as well as its successes. The SMR therefore requires all qualifying firms to lay out clearly how they are managed and governed, and to map core responsibilities of their leadership team to designated Senior Managers (a ‘Responsibilities Map’). It also requires that all Senior Managers provide a ‘Statement of Responsibilities’ which sets out the nature of their Prescribed Responsibilities, how these will be discharged, and the ways in which individual managers will be held to account for their actions.
In line with these requirements for our regulated firms, the Bank is publishing its own ‘Responsibilities Map’, alongside ‘Statements of Responsibilities’ for our designated ‘Senior Managers’. Those in the Bank to whom we have applied this framework based on the SMR are the Bank’s Governor and Deputy Governors, its Chief Operating Officer, other executives with specific, clearly identifiable, responsibilities under the SMR and certain Non-executive Directors (NEDs).
The Statements of Responsibilities explain how day-to-day management of functions is allocated to senior executives in the Bank. Where the day-to-day management of a function is allocated to a senior executive, overall responsibility remains with the Senior Manager to whom the SMR applies.
The roles and responsibilities of Senior Managers in the Bank do not in all cases map closely to the ‘regulatory’ Senior Management Functions set out in the SMR; they have policy responsibilities central to the Bank’s mission but not applicable to a commercial bank.
There are also senior executives who are not included in our Statements of Responsibilities or in our Responsibilities Map. As is the case for all of the Bank’s Senior Management team, these executives still have clearly defined responsibilities, and are clear both about how these are discharged and the ways in which they will be held to account.
Included in this publication are summaries of the responsibilities of our core committees. The Bank’s functions include those which are exercised by its governing body, the Bank’s Court of Directors (Court) and its sub-committees; those delegated by Court to the Governor, many of which are then delegated onwards within the Bank; and those exercised by its statutory policy committees (the MPC, FPC and PRC).
Of the statutory committees, only the PRC can make delegations and must delegate certain functions to the PRA CEO (who may make onward delegations). The committees have collective responsibility for many of the Bank’s core policy decisions. But the decisions made by committees are supported by analysis provided by different areas of the Bank for which the individual Deputy Governors have responsibility.
The Bank has also undertaken other activities to apply the core principles of the SMR to itself. These include:
- induction processes to ensure that new senior executives fully understand their responsibilities;
- annual assessments of the suitability of senior executives for their role through the Bank’s performance management framework;
- an annual update to Court on the Bank’s adherence to the core principles of the SMR;
- establishing a Conflicts Officer role following the Court Directors’ review of conflicts of interest in 2017; and
- establishing the role of ED, Risk, following a review of our risk arrangements.
This publication should be seen alongside the Bank’s wider mechanisms for governance and transparency, which together ensure that the Bank is accountable to the public it serves. These include:
- A strong unitary board (Court), exercising control over the use of resources, risk and financial reporting.
- Regular testimony sessions in Parliament, with the Treasury Select Committee playing a central role in ensuring accountability. The Treasury Select Committee holds regular hearings with policymakers, and requires those appointed to core positions in the Bank – including Governors, the Chair of Court and external policy committee members – to attend public ‘confirmation hearings’ that assess their suitability for their roles.
- The publication of annual reports and audited accounts.
- Regular accounts of the deliberations and decisions of our policy committees, as well as of Court. These include the minutes of our Court meetings, the minutes of our MPC meetings, the records of our FPC meetings and the regular communications by the PRC of its supervisory policies. Many of these arrangements were reviewed, and strengthened, in our December 2014 statement on Transparency and Accountability at the Bank of England, which included our response to the external review of monetary policy transparency by Governor Kevin Warsh.
- Publication of reports from the Bank’s Independent Evaluation Office (IEO), which supports Court in its oversight of the Bank’s performance. The Bank’s IEO, formally established in September 2014, aims to build further public trust in the Bank and contribute to the institution’s culture of learning. It conducts periodic assessments of the Bank’s performance, and the presumption is that these reports will be published, alongside a management response.
- A wider programme of public engagement and consultation around the country. Core to this wider programme of engagement is our agency network, which has representatives in all regions of the United Kingdom, and provides a vital bridge between the business community across the country and the work of the Bank.
The governance of the Bank, the improving legislation framework and initiatives such as the creation of the Independent Evaluation Office (IEO) and the present SMR ensure that the Bank is and will remain open about, and accountable for, our actions. This supports our mission to promote the good of the people of the United Kingdom by maintaining monetary and financial stability.
Andrew Bailey, Governor
David Roberts, Chair of Court
Allocation of Prescribed Responsibilities
Prescribed Responsibilities
Prescribed Responsibilities | ||
|---|---|---|
1 | Responsibility for applying the core principles of the SMR to the Bank. | Governor Chair of Court |
2 | Responsibility for the firm’s performance of its obligations under the employee certification regimefootnote [2] | |
3 | Responsibility for ensuring adherence to the Responsibilities Map. | Deputy Governor Chief Operating Officer |
4 | Responsibility for the Bank’s policies and procedures for countering the risk that the Bank might be used to further financial crime. | Deputy Governor Markets, Banking and Resolution Executive Director, Risk |
5 | Responsibility for the allocation of all Prescribed Responsibilities. | Governor |
6 | Chairing Court and evaluating the performance of Court and its sub-committees. Leading the development and overseeing the implementation of the Bank’s policies and procedures for the induction, training and development of all directors. | Chair of Court |
7 | Responsibility for monitoring the effective implementation of policies and procedures for the induction, training and professional development of all persons performing senior management roles at the Bank, other than members of Court. | Deputy Governor Chief Operating Officer |
8 | Responsibility for overseeing the adoption of the Bank’s culture in the day-to-day management of the Bank. | Governor |
9 | Responsibility for leading the development of the Bank’s culture by the Bank’s Court. | Chair of Court |
10 | Chairing and overseeing the performance of the Audit and Risk Committees (ARCo). Ensuring and overseeing the integrity and independence of the Bank’s internal audit function (including the Internal Auditor). | Chair of ARCo |
12 | Overseeing the performance of the Risk function. Ensuring the integrity and independence of the Bank’s risk function. | Governor Chair of ARCo |
13 | Chairing and overseeing the performance of the Remuneration Committee (RemCo). Overseeing the development and implementation of the Bank’s remuneration policies and practices. | Chair of REMCo Deputy Governor Chief Operating Officer |
14 | Ensuring the integrity, independence and effectiveness of the firm’s policies and procedures on whistleblowing and ensuring staff that raise concerns are protected from detrimental treatment. | Chair of ARCo |
15 | Responsibility for the management of the Bank’s capital and the Bank’s funding and liquidity operations. | Deputy Governor Markets, Banking and Resolution |
15a | Responsibility for the Bank’s capital and funding from a budget perspective. | Governor Chief Financial Officer |
16 | The Bank’s treasury management functions. | Deputy Governor Markets, Banking and Resolution |
17 | The production and integrity of the Bank’s financial information. | Governor Chief Financial Officer |
18 | The Bank’s business continuity management framework, including critical incident management and recovery plans. Responsibility for framework for financial sector continuity. | Deputy Governor Financial Stability Executive Director, Risk |
20 | Responsibility for the development and maintenance of the Bank’s business model. | Governor Deputy Governor, Prudential Regulation and Chief Executive, PRA |
21 | Overseeing the assessment of fitness and properness of Non-executive Directors. | Chair of Court The Secretary |
22 | Responsibility for the Bank’s proprietary trading activities. | Deputy Governor Markets, Banking and Resolution |
26 | Responsibility for the protection of clients’ assets. | Deputy Governor Markets, Banking and Resolution |
27 | Chairing and overseeing the performance of the Nomination Committee (NomCo). | Chair of Court |
28 | Performing the role of a Senior Independent Director (in line with the Financial Reporting Council Code) and leading the assessment of the Chair’s performance. | Senior Independent Director |
Responsibilities Map
Senior Managers in the Bankfootnote [3]
Statements of Responsibilities
Executive Senior Managers
The Governor
The Governor is appointed by the Queen on the advice of the Prime Minister and has overall responsibility for leading the Bank in pursuing its mission to promote the good of the people of the United Kingdom by delivering price and financial stability. As Chair of the MPC, the FPC, and the PRC, the Governor plays the central role in co-ordinating and setting monetary and macro and microprudential policy. The Governor is responsible for setting the strategy of the Bank (subject to approval by Court) and, working closely with the Chancellor of the Exchequer (‘the Chancellor’), the framework under which the Bank operates. The Governor is also the Bank’s principal spokesperson. Consequently the Governor is accountable for a number of Prescribed Responsibilities.
Ref | Prescribed Responsibility | Is this Prescribed Responsibility shared? |
|---|---|---|
1 | Responsibility for applying the core principles of the SMR to the Bank. | Yes. |
5 | Responsibility for the allocation of all Prescribed Responsibilities. | No. |
8 | Responsibility for overseeing the adoption of the Bank’s culture in the day-to-day management of the Bank. | No. |
12 | Overseeing the performance of the Risk function. Ensuring the integrity and independence of the Bank’s risk function. | Yes. |
15a | Responsibility for the Bank’s capital and funding from a budget perspective. | Yes. |
17 | The production and integrity of the Bank’s financial information. | Yes. |
20 | Responsibility for the development and maintenance of the Bank’s business model. | Yes. |
Additional information about each Prescribed Responsibility:
Ref | Prescribed Responsibility | Further relevant details |
|---|---|---|
1 | Responsibility for applying the core principles of the SMR to the Bank. | The Governor is responsible, together with the Chair of Court, for ensuring the allocation and adherence of the core principles of the SMR to the Bank is consistent with the Bank’s responsibilities and priorities as set out in the Bank’s strategic plan. |
5 | Responsibility for the allocation of all Prescribed Responsibilities. | The Governor considers and agrees Prescribed Responsibilities for all Deputy Governors and other members of staff who report to the Governor, ensuring that these responsibilities are readily understood, shared, implemented, and monitored on a regular basis. |
8 | Responsibility for overseeing the adoption of the Bank’s culture in the day-to-day management of the Bank. | The Governor has line management responsibility for the Deputy Governors and therefore responsibility for culture in all the areas of the Bank; however, the Governor delegates implementation to the Deputy Governors. The Governor supports all Governors in developing and implementing policies and procedures that support the objectives for Bank culture and that have been set collectively by the Governors as a whole. |
12 | Overseeing the performance of the Risk function. Ensuring the integrity and independence of the Bank’s risk function. | The Governor has line management responsibility for the Executive Director, Risk. The Governor delegates implementation of the Risk function to the Executive Director, Risk. |
15a | Responsibility for the Bank’s capital and funding from a budget perspective. | The maintenance of the Bank’s capital and funding from a budget perspective is the responsibility of the Chief Finance Officer, who reports to the Governor. |
17 | The production and integrity of the Bank’s financial information. | The Governor has line management responsibility for the Chief Finance Officer, and ensures that the setting, communication, and delivery of the Bank’s total expenditure and income budget is in line with the Bank’s Budget as approved by Court. The Governor is also responsible for ensuring regular updates to Court on the Bank’s financial information. |
20 | Responsibility for the development and maintenance of the Bank’s business model. | The Governor is responsible for setting the Bank’s overall strategy and business model (subject to approval by Court), and for ensuring that the Bank’s long-term funding model is sustainable and delivers value for money. |
Overall responsibility
This section deals with having overall responsibility for any of the business areas, activities, or management functions. By overall responsibility we mean the ultimate responsibility (under the governing body) for managing or supervising that function, and primary and direct responsibility for briefing and reporting to the governing body about that function and putting matters for decision about that function to the governing body of the firm.
Title of this overall responsibility | Further details of this overall responsibility | Is this overall responsibility shared? Name(s), and/or job title(s) of the individual(s) the responsibility is shared with |
|---|---|---|
Co-ordination of Policy Committees | As Chair of the MPC, FPC, and PRC, the Governor plays the primary role in setting and co-ordinating monetary, macro and microprudential policy, and ensuring that there is adequate co-ordination across committees. | No. Other DGs support here, but the ultimate responsibility for ensuring co-ordination is effective is the Governor as Chair of each of the Committees. |
Bank Strategy | The Governor is responsible for setting the strategy of the Bank (subject to approval by Court), and ensuring it is communicated internally and externally and implemented. The Governor ensures that regular updates are made available to all relevant stakeholders. | No. |
Talent management | The Governor is responsible, together with the Chief Operating Officer, for developing and delivering a talent management plan for the Bank, including regular updates to the Bank’s Court on succession plans for the top management team. | Yes. |
Communication | The Governor is the Bank’s principal communicator. The Governor has line management responsibility for the Bank’s Executive Director for Communications and is responsible for the Bank being accountable to the people through Parliament, and for building and retaining public confidence in the Bank’s functions. | No. |
Representation | The Governor is the Bank’s primary representative at domestic and international policy fora, and is the Bank’s official representative at meetings of the G7, G20, International Monetary Fund, Bank for International Settlements, European Central Bank, European Systemic Risk Board, and Governors and Heads of Supervision. The current Governor serves as Chair of the Financial Stability Board, and of the Economic Consultative Committee and the Global Economy Meeting of the BIS. | No. |
Budget | The Governor has line management responsibility for the Chief Finance Officer, and ensures that the setting, communication, and delivery of the Bank’s total expenditure and income budget is in line with the Bank’s budget as approved by Court. | Yes. The Chief Finance Officer reports to the Governor and shares responsibility for the Bank’s budget. |
Finance | Responsibility for finance, including financial control, budgeting, management reporting and analysis, statutory reporting and tax matters. | Yes. The Chief Finance Officer reports to the Governor and shares responsibility for maintenance of the Bank’s capital and funding from a budget perspective, and for the production and integrity of the Bank’s financial information. The Chief Finance Officer reports to the Governor and manages finance on a day-to-day basis. |
Risk | The Governor has line management responsibility for the Executive Director, Risk, and ensures that the Bank has a risk profile consistent with ensuring the delivery of its objectives. | Yes. The Executive Director, Risk reports to the Governor and shares responsibility for mitigating risk across the Bank. |
Legal | The Governor has line management responsibility for the Bank’s General Counsel, and is responsible for the formulation of policy and management procedures in line with legal obligations. | Yes. General Counsel reports to the Governor and shares responsibility for mitigating legal risk across the Bank. |
Business ethics | The Governor has line management responsibility for the Secretary of the Bank who is responsible for providing the Bank’s central secretariat. As conflicts Officer, the Secretary is responsible for codes relating to business ethics including providing advice to the Bank’s most senior members. | Yes. Secretary of the Bank reports to the Governor and shares responsibility for managing business ethics issues on a day-to-day basis. |
Key Committees
- The Governor is a member of Court.
- The Governor chairs the PRC.
- The Governor chairs the MPC.
- The Governor chairs the FPC.
Deputy Governor, Monetary Policy
DGMP reports to the Governor and has responsibility for the Bank’s research and analysis of the UK economy in support of MPC decisions. DGMP also has responsibility for the provision and distribution of bank notes that are secure against the threat of counterfeiting.
Under the SMR, Deputy Governor, Monetary Policy has no Prescribed Responsibilities.
Ref | Prescribed Responsibility | Is this Prescribed Responsibility shared? |
|---|---|---|
N/A | N/A |
Overall responsibility
This section covers overall responsibility for any particular areas, activities, or management functions. By overall responsibility we mean the ultimate responsibility (as appropriate under Court and the Governor) for managing or supervising that function, and primary and direct responsibility for briefing and reporting and putting matters for decision about that function to Court and/or the Governor as appropriate.
Title of this overall responsibility | Further details of this overall responsibility | Is this overall responsibility shared? Name(s), and/or job title(s) of the individual(s) the responsibility is shared with |
|---|---|---|
Monetary Analysis | DGMP is responsible for ensuring that the Monetary Policy Committee (MPC) is provided with the briefing and analysis it requires to make high quality monetary policy decisions; that research is undertaken in order to provide high quality support for the MPC in the future; and that the MPC publications help support a widespread understanding and trust of the monetary policy framework. | No. Chief Economist and Executive Director for Monetary Analysis reports to DGMP and manages monetary analysis on a day-to-day basis. |
Banknotes | DGMP is responsible for ensuring public confidence in the availability, quality and security of the physical currency; fulfilling the Bank’s obligations as the sole issuer of banknotes in England and Wales; ensuring that the risk to the Bank arising through the Note Circulation Scheme (NCS) is proportionate and well managed; and ensuring that Scottish and Northern Ireland banknotes are backed with appropriate assets. | No. Chief Cashier and Director of Notes reports to DGMP and manages Notes on a day-to-day basis. |
International | Responsibility for:
| Yes. The Director for International reports jointly to DGFS and DGMP and manages International Directorate on a day-to-day basis. |
Data and Analytics | DGMP is responsible for overseeing Data Analytics Transformation Directorate which help brief all of the Policy committees by ensuring the Bank achieve excellence as a leading edge data analytics institution and is the Bank’s centre of expertise for compilation, dissemination and publication of regulatory and statistical data, promoting innovation and quality to support analysis, policy and decision making by the Bank’s Committees, UK government departments and international organisations. | No. The Chief Data Officer reports to DGMP and manages Data Analytics Transformation Directorate on a day-to-day basis. |
Research | DGMP is responsible for overseeing the delivery of the Bank of England Agenda for Research to generate research which informs the Bank’s policy responsibilities, to boost the external profile of the Bank’s research output, to foster external collaboration and to build research skills within the Bank | No The Chief Economist and Executive Director for Monetary Analysis reports to DGMP and manages research on a day-to-day basis. |
Key Committees
- DGMP is a member of Court.
- DGMP is vice-chair of the MPC.
- DGMP is a member of the FPC.
- DGMP is a member of the PRC.
Deputy Governor, Financial Stability
DGFS reports to the Governor and has responsibility for oversight of the Bank’s functions in relation to financial stability risk assessment and macroprudential policy. DGFS also has responsibility for supervision and oversight of Financial Market Infrastructures (FMI), in addition to oversight of the Bank’s sector-wide response framework. DGFS ensures the Bank plays a leading role in shaping the European and international financial system and is jointly accountable for the Bank’s international strategy and oversight of its implementation.
Ref | Prescribed Responsibility | Is this Prescribed Responsibility shared? |
|---|---|---|
18 | Responsibility for framework for financial sector continuity. | Yes. |
Additional information about each Prescribed Responsibility:
Ref | Prescribed Responsibility | Further relevant details |
|---|---|---|
18 | Responsibility for framework for financial sector continuity. | DGFS has responsibility in the Bank for oversight of the Authorities Response Framework that sets out how UK authorities respond to ensure financial sector continuity in the event of major operational disruption to the financial system. |
Overall responsibility
This section covers overall responsibility for any particular areas, activities, or management functions. By overall responsibility we mean the ultimate responsibility (as appropriate under Court and the Governor) for managing or supervising that function, and primary and direct responsibility for briefing and reporting and putting matters for decision about that function to Court and/or the Governor as appropriate.
Title of this overall responsibility | Further details of this overall responsibility | Is this overall responsibility shared? Name(s), and/or job title(s) of the individual(s) the responsibility is shared with |
|---|---|---|
Financial stability strategy and risk | Responsibility for assessment of risks to UK financial stability, overseeing staff analysis for stress testing and strategy for use of macroprudential tools, and the effective operation of the FPC. | No. Executive Director for Financial Stability Strategy and Risk (FSSR) reports to DGFS and manages financial stability strategy and risk on a day-to-day basis. |
Responsibility for prudential banking and insurance policy | Responsibility for the formulation of prudential policy in line with legal obligations, and for engagement with external policy bodies in the formulation of prudential policy on an international and national basis. DGFS ensures that emerging policy issues are raised for appropriate discussion and for delivering high quality analysis on prudential policy issues. | Yes. Executive Director, Prudential Policy reports jointly to DGFS and DGPR and manages prudential policy on a day-to-day basis. |
Financial Markets Infrastructure (FMI) | Responsibility for supervision of FMIs in line with the agreed supervisory approach, approval of all decisions in relation to FMIs, except those reserved to the Governors, FMI Board or FMI Executive Committee, formulation of FMI policy in line with legal obligations, and for engagement with external policy bodies in formulation of FMI policy on an international and national basis. | No. Director for Financial Markets Infrastructure reports to DGFS and manages Financial Markets Infrastructure on a day-to-day basis. |
International | DGFS and DGMP are jointly responsible for advising the MPC and FPC of global economic and financial outlook, and providing an assessment of how foreign shocks impact on UK economy and financial stability and developing and implementing the Bank’s international strategy including influencing outcomes that contribute to the Bank’s mission. | Yes. Director for International reports jointly to DGFS and DGMP and manages the International Directorate on a day-to-day basis. |
Key Committees
- DGFS is a member of the MPC.
- DGFS is a member of the FPC.
- DGFS is a member of the PRC.
- DGFS is a member of Court.
Deputy Governor, Markets, Banking and Resolution
DGMB&R reports to the Governor and has sole responsibility for the Bank’s Markets Directorate and Banking, Payments and Financial Resilience (BPFR) Directorate. DGMB&R is responsible for the Bank’s operations and balance sheet, including but not limited to the execution and eventual exit from quantitative easing, the provision of liquidity insurance to the banking system and the operation of the Real Time Gross Settlement (RTGS) system.
Ref | Prescribed Responsibility | Is this Prescribed Responsibility shared? |
|---|---|---|
4 | Responsibility for the Bank’s policies and procedures for countering the risk that the Bank might be used to further financial crime. | Yes. |
15 | Responsibility for the management of the Bank’s capital and the Bank’s funding and liquidity operations. | No. The Governor and the Chief Finance Officer are jointly responsible for 15a.footnote [4] |
16 | Responsibility for the Bank’s treasury management functions. | No. |
22 | Responsibility for the Bank’s proprietary trading activities. | No. |
26 | Responsibility for the protection of clients’ assets. | No. |
Additional information about each Prescribed Responsibility:
Ref | Prescribed Responsibility | Further relevant details |
|---|---|---|
4 | Responsibility for the Bank’s policies and procedures for countering the risk that the Bank might be used to further financial crime. | DGMB&R jointly owns with the Executive Director, Risk, the Bank’s anti-money laundering, anti-terrorist financing and financial sanctions policies. DGMB&R has responsibility for the implementation of supporting procedures in Markets and Banking. The Bank’s Money Laundering Reporting Officer resides in Markets and Banking with a joint reporting line to the DGMB&R and the Executive Director, Risk. |
15 | Responsibility for the management of the Bank’s capital and the Bank’s funding and liquidity operations. | Management of the Bank’s capital through banking transactions and operations in sterling and foreign exchange financial markets is the responsibility of the DGMB&R. Funding and liquidity operations in the Sterling Monetary Framework and the Funding for Lending Scheme are the responsibility of DGMB&R. The Balance Sheet Remit and the set of three Financial Risk Standards, approved by Court, govern the day-to-day management of the Bank’s balance sheet. |
16 | Responsibility for the Bank’s treasury management functions. | Management of the Bank’s Sterling and Foreign Currency portfolios is the responsibility of DGMB&R. The Balance Sheet Remit and the set of three Financial Risk Standards, approved by Court, govern the day-to-day management of the Bank’s balance sheet. |
22 | Responsibility for the Bank’s proprietary trading activities. | DGMB&R has responsibility for the limited, policy related trading activity on the Bank’s Sterling and Foreign Currency portfolios that the Bank undertakes in accordance with the constraints and parameters provided by the Balance Sheet Remit and the set of three Financial Risk Standards, approved by Court, which govern the day-to-day management of the Bank’s balance sheet. |
26 | Responsibility for the protection of clients’ assets. | DGMB&R has responsibility for all assets held and managed on behalf of the Bank’s customers, which include HM Government and other central banks. |
Overall responsibility
This section covers overall responsibility for any particular areas, activities, or management functions. By overall responsibility we mean the ultimate responsibility (as appropriate under Court and the Governor) for managing or supervising that function, and primary and direct responsibility for briefing and reporting and putting matters for decision about that function to Court and/or the Governor as appropriate. DGMB&R is also responsible for oversight of the operation of the Bank’s resolution regime.
Title of this overall responsibility | Further details of this overall responsibility | Is this overall responsibility shared? Name(s), and/or job title(s) of the individual(s) the responsibility is shared with |
|---|---|---|
Banking, Payments and Financial Resilience | Responsibility for:
| No. The Executive Director for Banking, Payments and Financial Resilience reports to the DGMB&R and manages Banking, Payments and Services on a day-to-day basis. |
Markets | Responsibility for:
| No. The Executive Director for Markets reports to the DGMB&R and manages Markets on a day-to-day basis. |
Resolution |
| No. Executive Director for Resolution reports to DGMB&R and manages resolution on a day-to-day basis. |
Key Committees
- DGMB&R is a member of Court.
- DGMB&R attends ARCo.
- DGMB&R is a member of the FPC.
- DGMB&R is a member of the MPC.
- DGMB&R is a member of the PRC.
Deputy Governor Prudential Regulation and Chief Executive, Prudential Regulation Authority
DGPR reports to the Governor and has operational responsibility for delivering the PRA’s strategy. As CEO of the PRA, DGPR has responsibility for management of the PRA and is responsible for the expenditure of the PRA levy.
Ref | Prescribed Responsibility | Is this Prescribed Responsibility shared? |
|---|---|---|
20 | Responsibility for the development and maintenance of the Bank’s business model (for the PRA). | No. |
Additional information about each Prescribed Responsibility:
Ref | Prescribed Responsibility | Description |
|---|---|---|
20 | Responsibility for the development and maintenance of the Bank’s business model (for the PRA). | The DGPR is responsible for the development of the PRA’s business plan. Once this is approved by the PRC, the DGPR is responsible for the management of the PRA in accordance with the business plan. |
Overall responsibility
This section covers overall responsibility for any particular areas, activities, or management functions. By overall responsibility we mean the ultimate responsibility (as appropriate under Court and the Governor) for managing or supervising that function, and primary and direct responsibility for briefing and reporting and putting matters for decision about that function to Court and/or the Governor as appropriate.
Title of this overall responsibility | Further details of this overall responsibility | Is this overall responsibility shared? Name(s), and/or job title(s) of the individual(s) the responsibility is shared with |
|---|---|---|
Responsibility for managing complaints relating to the PRA | Responsibility for investigation and management of complaints relating to the PRA. Operation of the process is delegated to the PRA Secretariat. | No. FSMA requires that an independent person is appointed to review eligible complaints against the PRA where complainants are not satisfied. This role is carried out by the Complaints Commissioner. |
Responsibility for external communications relating to the PRA | Responsibility for the strategy and content of all PRA communications. The production of external communications relating to the PRA is undertaken by the PRA Executive Directors. The distribution of PRA communications is undertaken by the Bank’s Press Office. | No. |
Ensuring decisions are made within the PRA decision making framework | Responsibility for ensuring decisions are made within the PRA decision-making framework as approved by the PRC. Maintenance of the framework and compliance against it is undertaken by the PRA Secretariat. | No. |
Management of Operations within the PRA | Responsibility for the PRA budget and for the operational running of the PRA as part of the Bank. | No. Executive Director, Supervisory Risk and Regulatory Operations reports to DGPR and manages operations within the PRA on a day-to-day basis. |
Risk specialists | DGPR is responsible for ensuring the provision of technical expertise in specific risk disciplines as part of the PRA’s integrated supervisory approach, in order to identify, analyse and mitigate material risks to the safety and soundness of PRA-regulated firms. | No. Executive Director, Supervisory Risk and Regulatory Operations reports to DGPR and manages Risk Specialists on a day-to-day basis. |
Supervision of UK banks, building societies and credit unions, unless otherwise agreed. | Responsibility for the supervision of UK banks, building societies and credit unions in line with the PRA supervisory approach and the agreed supervisory approach to achieve the Statutory Objectives. | No. Executive Director, UK Banks Supervision reports to DGPR and manages the supervision of UK banks, building societies and credit unions on a day-to-day basis. |
Supervision of International Banks headquartered outside the UK, including branches and subsidiaries operating in the UK | Responsibility for the supervision of International Banks in line with the PRA supervisory approach and the agreed supervisory approach to achieve the Statutory Objectives. | No. Executive Director, International Banks Supervision reports to DGPR and manages supervision of International Banks on a day-to-day basis. |
Supervision of Insurance firms within the UK | Responsibility for supervision of Insurance firms in line with the PRA supervisory approach and the agreed supervisory approach to achieve the Statutory Objectives. | No. Executive Directors, Insurance Supervision report to DGPR and manage Insurance Supervision on a day-to-day basis. |
Responsibility for prudential banking and insurance policy | Responsibility for the formulation of prudential policy in line with legal obligations, including overseeing engagement with external policy bodies in formulation of prudential policy on an international and national basis. DGPR ensures that emerging policy issues are raised for appropriate discussion and for delivering high quality analysis on prudential policy issues. | Yes. Executive Director, Prudential Policy reports jointly to DGPR and DGFS and manages prudential banking and insurance policy on a day-to-day basis. |
Key Committees
- DGPR is a member of Court.
- DGPR attends ARCo.
- DGPR is a member of the PRC.
- DGPR is a member of the FPC.
Chief Operating Officer
The COO reports to the Governor and has responsibility for the day-to-day management of the Bank including technology, information and physical security, human resources, property and procurement. Consequently they are accountable for a number of Prescribed Responsibilities listed.
Ref | Prescribed Responsibility | Is this Prescribed Responsibility shared? |
|---|---|---|
3 | Responsibility for ensuring compliance with the Responsibilities Map. | No. |
7 | Responsibility for monitoring the effective implementation of policies and procedures for the induction, training and professional development of all persons performing senior management roles at the Bank other than members of Court. | No. |
13 | Responsibility for overseeing the development of, and implementation of the Bank’s remuneration policies and practices. | Yes. |
Additional information about each Prescribed Responsibility:
Ref | Prescribed Responsibility | Further relevant details |
|---|---|---|
3 | Responsibility for ensuring compliance with the Responsibilities Map. | The COO ensures that the Prescribed Responsibilities are clearly identified in individuals’ job descriptions. The COO reports to the Governor and to Court on the Bank’s adherence to the core principles of the SMR. |
7 | Responsibility for monitoring the effective implementation of policies and procedures for the induction, training and professional development of all persons performing senior management roles at the Bank other than members of Court. | The COO is responsible for all talent processes and therefore is accountable to the Governor and the Chair of Court for developing and implementing these procedures. |
13 | Responsibility for overseeing the development of, and implementation of the Bank’s remuneration policies and practices. | The COO is responsible for all talent policies and processes and, with the HR Director, who reports to the COO, develops remuneration policies and processes for decision by the Remuneration Committee. |
Overall responsibility
This section covers overall responsibility for any particular areas, activities, or management functions. By overall responsibility we mean the ultimate responsibility (as appropriate under Court and the Governor) for managing or supervising that function, and primary and direct responsibility for briefing and reporting and putting matters for decision about that function to Court and/or the Governor as appropriate.
Title of this overall responsibility | Further details of this overall responsibility | Is this overall responsibility shared? Name(s), and/or job title(s) of the individual(s) the responsibility is shared with |
|---|---|---|
Human resources | Responsibility for all aspects of talent including recruitment, development and training, performance management, promotion, reward, terms and conditions, and employee relations including our engagement survey, diversity initiatives and corporate social responsibility initiatives. | No. Human Resources Director reports to the COO, and manages HR on a day-to-day basis. |
Information technology | Responsible for the development and maintenance of technology of the Bank. | No. The Chief Information Officer reports to the COO and manages technology on a day-to-day basis. |
Major change programmes | Responsibility for overseeing investment and delivery across the Bank. | No. The Chief Information Officer reports to the COO and oversees projects on a day-to-day basis. |
Property and health and safety | Responsibility for maintenance and effective management of the Bank’s property and Health and Safety procedures. | No. Head of Property, Procurement and Security Division reports to the COO and manages property and health and safety procedures on a day-to-day basis. |
Physical security | Responsibility for the physical security of the Bank’s employees and property. | No. Head of Property, Procurement and Security Division reports to the COO and manages property, procurement and physical security on a day-to-day basis. |
Information security | Responsibility for developing Information Security policies and procedures and monitoring compliance with those. The Technology directorate implements Information Security initiatives. | No. The Chief Information Security Officer reports to the Chief Information Officer and manages Information Security on a day-to-day basis. |
Strategic Plan | Responsibility for the development and implementation of the Strategic Plan for the Governor. The COO is responsible for identifying opportunities for increasing the effectiveness and efficiency of the central functions and supporting fellow Governors in their line areas. | No. The COO works with business and functional areas to ensure the development and implementation of the Strategic Plans as appropriate. |
Key Committees
- COO attends Court.
- COO attends ARCo.
- COO attends RemCo.
Chief Finance Officer
The Chief Finance Officer has responsibility for the day-to-day management of the Bank’s Finances. The Chief Finance Officer reports to the Governor.
Although the Bank itself is not a qualifying company under the relevant provisions of the Finance Act 2009, we have chosen to designate the Chief Finance Officer as our Senior Accounting officer with overall responsibility for managing the Bank’s financial accounting arrangement consistent with the Act’s requirements.
The Chief Finance Officer is accountable for the Prescribed Responsibilities listed.
Ref | Prescribed Responsibility | Is this Prescribed Responsibility shared? |
|---|---|---|
15a | The Bank’s capital and funding from a budget perspective. | Yes. The Governor and the Chief Finance Officer are jointly responsible for 15a.footnote [5] |
17 | The production and integrity of the Bank’s financial information and its regulatory reporting in respect of its regulated activities. | Yes. |
Additional information about each Prescribed Responsibility:
Ref | Prescribed Responsibility | Further relevant details |
|---|---|---|
15a | The Bank’s capital and funding from a budget perspective. | The maintenance of the Bank’s capital and funding from a budget perspective is the responsibility of the Chief Finance Officer, who reports to the Governor. |
17 | The production and integrity of the Bank’s financial information and its regulatory reporting in respect of its regulated activities. | The Chief Finance Officer reports to the Governor and has responsibility for the production and integrity of the Bank’s financial information. The responsibility is shared with the Governor. |
Overall responsibility
This section covers overall responsibility for any particular areas, activities, or management functions. By overall responsibility we mean the ultimate responsibility (as appropriate under Court and the Governor) for managing or supervising that function, and primary and direct responsibility for briefing and reporting and putting matters for decision about that function to Court and/or the Governor as appropriate.
Title of this overall responsibility | Further details of this overall responsibility | Is this overall responsibility shared? Name(s), and/or job title(s) of the individual(s) the responsibility is shared with |
|---|---|---|
Finance | The Chief Finance Officer is responsible for financial control, budgeting, management reporting and analysis, statutory reporting and tax matters. | Yes. The Chief Finance Officer reports to the Governor and shares responsibility for maintenance of the Bank’s capital and funding from a budget perspective, and shares responsibility for the production and integrity of the Bank’s financial information. The Chief Finance Officer manages finance on a day-to-day basis. |
Key Committees
- The Chief Finance Officer attends ARCo.
Internal Auditor
The Internal Auditor is responsible for management of the internal audit function and reports directly to Chair of ARCo on the internal audit function, in line with corporate best practice.
Under the SMR, the Internal Auditor has no Prescribed Responsibilities.
Ref | Prescribed Responsibility | Is this Prescribed Responsibility shared? |
|---|---|---|
N/A | N/A |
Overall responsibility
This section covers overall responsibility for any particular areas, activities, or management functions. By overall responsibility we mean the ultimate responsibility (as appropriate under Court and the Governor) for managing or supervising that function, and primary and direct responsibility for briefing and reporting and putting matters for decision about that function to Court and/or the Governor as appropriate.
Overall responsibility | Further relevant details of this overall responsibility | Is this overall responsibility shared? Name(s), and/or job title(s) of the individual(s) the responsibility is shared with |
|---|---|---|
Responsibility for management of the internal audit function and for reporting directly to Court on the internal audit function. | The Internal Auditor is responsible for the preparation – (with the input of executive management) and delivery of an annual audit plan which, commensurate with business risk, evaluates the effectiveness of internal controls, risk management and governance processes in all areas of the Bank. | No. |
The Internal Auditor is responsible for making sure that Internal Audit: a) delivers on its commitments to HM Treasury (HMT); b) supports, as appropriate the work of the Bank’s (including the PRA) and Exchange Equalisation Account’s (EEA’s) external auditors; and c) engages as appropriate to support the development of the Internal Audit profession in central banks and the financial service industry more generally. The Internal Auditor agrees, with the Chair of ARCo, Internal Audit’s strategic objectives and is responsible for making sure that these are delivered. |
General Counsel
The General Counsel is responsible for the Bank’s legal function and reports directly to the Governor.
Under the SMR, the General Counsel has no Prescribed Responsibilities.
Ref | Prescribed Responsibility | Is this Prescribed Responsibility shared? |
|---|---|---|
N/A | N/A |
Overall responsibility
This section covers overall responsibility for any particular areas, activities or management functions. By overall responsibility we mean the ultimate responsibility (as appropriate under Court and the Governor) for managing or supervising that function, and primary and direct responsibility for briefing and reporting and putting matters for decision about that function to Court and/or the Governor as appropriate.
Title of this overall responsibility | Further details of this overall responsibility | Is this overall responsibility shared? Name(s), and/or job title(s) of the individual(s) the responsibility is shared with |
|---|---|---|
The General Counsel is the Bank’s principal legal adviser and has overall responsibility for the Bank’s legal function. The Bank’s legal function provides advice which seeks to mitigate legal risk across the Bank. The General Counsel advises and attends Bank committees as necessary, including particularly the FPC, PRC and Court. | Yes. The General Counsel reports to the Governor. |
Secretary of the Bank
The Secretary of the Bank reports to the Governor and to the Chair of Court, and is responsible for providing the Bank’s central secretariat and, as the Bank’s conflicts officer, for codes relating to conflicts of interest. As Secretary to the Court, the Secretary is responsible for ensuring that Directors are, once appointed, fully aware of the relevant codes of practice.
Ref | Prescribed Responsibility | Is this Prescribed Responsibility shared? |
|---|---|---|
21 | Overseeing the assessment of fitness and properness of the Bank’s NEDs. | Yes. With the Chair of Court. |
Additional information about each Prescribed Responsibility:
Ref | Prescribed Responsibility | Further relevant details |
|---|---|---|
21 | Overseeing the assessment of fitness and properness of the Bank’s NEDs. | The Secretary is responsible for ensuring that Directors are, once appointed, fully aware of the Court conflicts of interest Code. The Secretary maintains records of disclosures made by NEDs of business interests and potential conflicts, and financial disclosures and permissions granted under the Bank’s personal dealing rules. (The appointment of a Director to Court is made by the Crown, on the advice of the Prime Minister). |
Overall responsibility
This section covers overall responsibility for any particular areas, activities, or management functions. By overall responsibility we mean the ultimate responsibility (as appropriate under Court and the Governor) for managing or supervising that function, and primary and direct responsibility for briefing and reporting and putting matters for decision about that function to Court and/or the Governor as appropriate.
Title of this overall responsibility | Further details of this overall responsibility | Is this overall responsibility shared? Name(s), and/or job title(s) of the individual(s) the responsibility is shared with |
|---|---|---|
Secretary’s Department | The Secretary is responsible for the Bank’s records and archives; Bank conflicts of interest and records management policies for all employees; and preparing briefing for Court members. As Conflicts Officer, the Secretary is responsible for the application of the Conflicts of Interest codes applying to the Bank’s policy committees, and has responsibility for Our Code as well as for the individual Conflicts of Interest policies that are reflected in Our Code, and for the provision of advice. | No. |
Key Committees
- Secretary of the Bank is Secretary to Court.
Executive Director, Risk
The Executive Director, Risk reports to the Governor, and is responsible for the management of the Risk Directorate. The Executive Director, Risk has responsibility for the Bank’s financial and non-financial second line risk functions including oversight of the Bank’s risk profile; effectiveness of controls and risk reporting. The Executive Director, Risk also has overall responsibility for the Bank’s Central Compliance function. The Executive Director, Risk shares the Prescribed Responsibility with DGMB&R for the Bank’s policies and procedures for countering the risk that the Bank might be used to further financial crime. The Executive Director, Risk has the Prescribed Responsibility for developing and maintaining business continuity and critical incident procedures.
Ref | Prescribed Responsibility | Is this Prescribed Responsibility shared? |
|---|---|---|
4 | Responsibility for the Bank’s policies and procedures for countering the risk that the Bank might be used to further financial crime. | Yes. |
18 | Business continuity and critical incident procedures. | Yes. |
Additional information about each Prescribed Responsibility:
Ref | Prescribed Responsibility | Further relevant details |
|---|---|---|
4 | Responsibility for the Bank’s policies and procedures for countering the risk that the Bank might be used to further financial crime. | The Executive Director, Risk jointly owns with the DGMB&R the Bank’s anti-money laundering, anti-terrorist financing and financial sanctions policies. The Executive Director, Risk has responsibility for the implementation of supporting procedures in areas of the Bank other than in M&B. The Bank’s Money Laundering Reporting Officer resides in M&B with a joint reporting line to Executive Director, Risk and DGMB&R. The Executive Director, Risk is responsible to ARCo for reporting on any bribery, corruption, or data security risks. |
18 | Business continuity and critical incident procedures. | Responsibility for developing and maintaining business continuity and critical incident procedures. |
Overall responsibility
This section covers overall responsibility for any particular areas, activities, or management functions. By overall responsibility we mean the ultimate responsibility (as appropriate under Court and the Governor) for managing or supervising that function, and primary and direct responsibility for briefing and reporting and putting matters for decision about that function to Court and/or the Governor as appropriate.
Title of this overall responsibility | Further details of this overall responsibility | Is this overall responsibility shared? Name(s), and/or job title(s) of the individual(s) the responsibility is shared with |
|---|---|---|
Risk | Overall responsibility for the Bank’s second-line risk functions to ensure: that all material risks are identified, measured and reported; that those functions are appropriately involved in material risk management decisions; and that the Bank has an effective risk management framework. | No. |
Compliance | Overall responsibility for the Bank’s central compliance function: responsible for encouraging and imposing compliance across the Bank through oversight of the necessary control processes, and culture, to ensure compliance with all of the Bank’s policies. | No. |
Non-executive Senior Managers
Chair of Court
The Chair of Court is responsible for ensuring that the governance of the Bank is effective.
Ref | Prescribed Responsibility | Is this Prescribed Responsibility shared? |
|---|---|---|
1 | Responsibility for applying the core principles of the SMR to the Bank. | Yes. |
6 | Chairing Court and evaluating the performance of Court and its subcommittees. Leading the development and overseeing the implementation of the Bank’s policies and procedures for the induction, training and development of all directors. | No. |
9 | Responsibility for leading the development of the Bank’s culture by the Bank’s Court. | No. |
21 | Overseeing the assessment of fitness and properness of the Bank’s NEDs. | Yes. |
27 | Chairing and overseeing the performance of the Nomination Committee. | No. |
Additional information about each Prescribed Responsibility:
Ref | Prescribed Responsibility | Further relevant details |
|---|---|---|
1 | Responsibility for applying the core principles of the SMR to the Bank. | This responsibility is shared with the Governor. |
6 | Chairing Court and evaluating the performance of Court and its sub committees. Leading the development and overseeing the implementation of the Bank’s policies and procedures for the induction, training and development of all directors. | The Chair of Court is responsible for leadership of the board and ensuring its effectiveness on all aspects of its role. The Chair is responsible for setting the board’s agenda and ensuring that adequate time is available for discussion of all agenda items, in particular strategic issues. The Chair also promotes a culture of openness and debate by facilitating the effective contribution of Non-executive Directors in particular and ensuring constructive relations between executive and Non-executive Directors. The Chair is supported by the Chief Finance Officer, the COO and the Secretary in ensuring that the Directors receive accurate, timely and clear information. The Chair is supported by a secretariat and the IEO. The Chair of Court may commission reviews by the IEO. The Secretary maintains records of the training and induction given to Court NEDs, including teach-ins, and reviews this yearly as part of the Bank’s adherence to the core principles of the SMR in the annual report to Court. |
9 | Responsibility for leading the development of the Bank’s culture by the Bank’s Court. | Regular reporting to Court from surveys; evidence from whistleblowing via ARCo. |
21 | Overseeing the assessment of fitness and properness of the Bank’s NEDs. | The Secretary maintains records of business interests of NEDs and potential conflicts. Attestations to Our Code and financial disclosures and approvals relating to all NEDs are maintained by the Secretary. |
27 | Chairing and overseeing the performance of NomCo. | NomCo keeps under review vacancies on Court and potential candidates; appointments to Court Committees including the appointment of the Senior Independent Director (SID); any actual or likely conflicts of interest; the appointment of the Chief Operating Officer, the Secretary, and the Internal Auditor. NomCo is supported by the Secretary. |
Key Committees
- Chair of Court chairs Court.
- Chair of Court chairs NomCo.
- Chair of Court is a member of RemCo.
- Chair of Court usually attends ARCo.
Senior Independent Director
The Senior Independent Director (SID) acts as a sounding board for the Chair and as an intermediary for the other directors when necessary.
Ref | Prescribed Responsibility | Is this Prescribed Responsibility shared? |
|---|---|---|
28 | Performing the role of a SID (in line with the FRC Code) and leading the assessment of the Chairman’s performance. | No. |
Additional information about each Prescribed Responsibility:
Ref | Prescribed Responsibility | Further relevant details |
|---|---|---|
28 | Performing the role of a SID (in line with the FRC Code) and leading the assessment of the Chairman’s performance. | The Senior Independent Director acts as a sounding board for the Chair and as an intermediary for the other directors when necessary. Led by the Senior Independent Director, the Non-executive Directors should meet without the Chair present at least annually to appraise the Chair’s performance taking into account the views of Executive Directors, and on such other occasions as are deemed appropriate. The SID is supported by the Bank Secretary. |
Chair of Audit and Risk Committees (ARCo)
The role of the Chair of ARCo is to oversee the performance of ARCo.
Ref | Prescribed Responsibility | Is this Prescribed Responsibility shared? |
|---|---|---|
10 | Chairing and overseeing the performance of ARCo. Ensuring and overseeing the integrity and independence of the Bank’s internal audit function (including the Head of Internal Audit). | No. |
12 | Chairing and overseeing the performance of ARCo. Ensuring and overseeing the integrity and independence of the Bank’s risk function. | No. |
14 | Ensuring the integrity, independence and effectiveness of the Bank’s policies and procedures on whistleblowing and ensuring staff that raise concerns are protected from detrimental treatment. | No. |
Additional information about each Prescribed Responsibility:
Ref | Prescribed Responsibility | Further relevant details |
|---|---|---|
10 | Chairing and overseeing the performance of ARCo. Ensuring and overseeing the integrity and independence of the Bank’s internal audit function (including the Head of Internal Audit). | Under its terms of reference ARCo must monitor the integrity of the financial statements; oversee the selection process for new external auditors; consider and approve the letter of appointment of the external auditor; and consider and approve the remit and resources of the internal audit function and disclose in the Annual Report whether ARCo is satisfied that the internal audit function has appropriate resources. The Head of Internal Audit has a direct reporting line to the Chair of ARCo. |
12 | Chairing and overseeing the performance of ARCo. Ensuring and overseeing the integrity and independence of the Bank’s risk function. | Under its terms of reference ARCo must review and report on the effectiveness of the Bank’s risk framework, risk standards, risk management policies and systems of internal control. The Executive Director, Risk has an indirect reporting line to the Chair of ARCo. |
14 | Ensuring the integrity, independence and effectiveness of the Bank’s policies and procedures on whistleblowing and ensuring staff that raise concerns are protected from detrimental treatment. | Under its terms of reference ARCo must review the Bank’s arrangements for detecting and deterring fraud; and review and approve the Bank’s arrangements for its employees to raise concerns, in confidence, about possible fraud, danger, malpractice or misconduct in financial reporting or other matters (‘speaking up’) and ensure that these arrangements allow proportionate and independent investigation and appropriate follow up action. |
Chair of Remuneration Committee (RemCo)
The Chair of RemCo reports to Court and has responsibility for chairing and overseeing the performance of RemCo under the terms of reference approved from time to time by Court.
Ref | Prescribed Responsibility | Is this Prescribed Responsibility shared? |
|---|---|---|
13 | Chairing and overseeing the performance of RemCo. Overseeing the development and implementation of the Bank’s remuneration policies and practices. | Yes. |
Additional information about each Prescribed Responsibility:
Ref | Prescribed Responsibility | Further relevant details |
|---|---|---|
13 | Chairing and overseeing the performance of RemCo. Overseeing the development and implementation of the Bank’s remuneration policies and practices. | RemCo is responsible for determining all matters relating to the remuneration, including pension benefits and costs, of the Governors, the COO, Executive Directors and Advisers to the Governor, external members of the MPC and the FPC and the PRC. RemCo advises Court on major changes in remuneration structures within the Bank, including pension benefits, and other remuneration matters specifically referred to it by the Governor or by Court. RemCo approves the remuneration report for inclusion in the Bank’s Annual Report. The Chair of RemCo is supported by the Head of HR and the Secretary of the Bank. |
Functions exercised by the Bank’s committees
Court
Court is responsible for managing the affairs of the Bank, other than the formulation of monetary policy. Court operates as a unitary board and consists of the Governor, the four Deputy Governors, and up to nine Non-executive Directors. The COO also attends Court. The Chair of Court and Deputy Chair are nominated by the Chancellor from among the Non-executive Directors. On the advice of NomCo, Court appoints a SID. Court has ultimate responsibility for the exercise of any functions of the Bank that are not given by statute to the FPC, MPC or PRC. Court exercises certain functions directly, and delegates other functions with the Bank. Some functions are delegated to sub-committees. Other functions are delegated to the Governor and, through the Governor, to the executive of the Bank. The delegated functions include the Bank’s policy responsibilities for Resolution and Financial Market Infrastructure.
Matters that Court reserves to itself are set out in ‘Governance of the Bank including Matters Reserved to Court’. They include: the Bank’s financial framework and budget; resources of the Bank, including capital; the risk framework; the Sterling Monetary Framework; appointment of the COO, Executive Directors, the Internal Auditor and the Secretary; talent management and succession planning; appointment of external auditors; approval of the Bank’s report and accounts; the dividend; the Bank’s organisation; subsidiaries; ethical policies applying to staff and committees; senior remuneration and Bankwide pay structures (on advice from RemCo); and ‘transactions outside the ordinary course of business’ (Emergency Lending Assistance/formation of bridge banks) which may be dealt with by a transactions committee.
The IEO reports to the Chair of Court and plays a central role in helping Court hold the Bank to account for its performance.
Court has oversight functions, as set out in the Bank of England Act 1998 (‘the Act’), in relation to the performance by the Bank of all its objectives. These include the commissioning of Reviews under Section 3C of the Act; such Reviews may also be commissioned by the Non-executive Directors of Court acting independently.
Court, as part of its oversight functions, keeps under review the processes of the MPC, the FPC and the PRC. Court members are entitled to observe meetings of those committees.
Court generally reaches decisions by consensus, but votes may be taken if necessary.
Court sub-committees
Audit and Risk Committees (ARCo)
ARCo consists of no less than three Non-executive Directors, the Chair being appointed by Court. ARCo reviews accounting policies and the annual financial accounts for approval by Court; keeps under review and reports to Court on the Bank’s risk framework and risk standards, risk management policies and internal controls; oversees selection of financial auditor and makes recommendation to Court; agrees scope of audit and reviews management letter; approves any non-audit services provided by the financial auditor; and approves the internal audit plan and reviews findings. The Internal Auditor and heads of Risk and Compliance report to the Committees. Decisions are normally by consensus but votes may be taken, in which case the Chairman has a second casting vote.
Remuneration Committee (RemCo)
RemCo consists of no less than three Non-executive Directors, the Chair being appointed by Court, and determines all matters relating to the remuneration, including pension benefits and costs, of the Governors, the COO, Executive Directors and external members of the MPC, the FPC and the PRC. RemCo advises Court on major changes in remuneration structures within the Bank, including pension benefits, and other remuneration matters specifically referred to it by the Governor or by Court. RemCo approves the remuneration report for inclusion in the Bank’s Annual Report. Decisions are normally by consensus but votes may be taken, in which case the Chair has a second casting vote.
Nominations Committee (NomCo)
NomCo consists of no less than three Non-executive Directors. It considers and makes recommendations to Court on the appointment of the COO and certain Executive Directors, appointments to Court Committees, and the pension trustees, and members of Court. The Chair of Court is chair of the Committee. The Governor is not a member but is entitled to attend all meetings. Decisions are normally by consensus but votes may be taken, in which case the Chair has a second casting vote.
Monetary Policy
Monetary Policy Committee
The MPC is a committee of the Bank with statutory responsibility for formulating monetary policy.
The Governor usually chairs the MPC, and there are four additional Bank members (DGMP, DGFS, DGMB&R and the Chief Economist), and four independent members with relevant knowledge and experience appointed by the Chancellor.
The MPC pursues its monetary policy responsibility under the Bank’s monetary policy objective of (a) maintaining price stability; and (b) subject to that, supporting the Government’s economic policies, including its objectives for growth and employment. Price stability, and the Government’s economic policies, are defined in an annual remit from HM Treasury. The Committee must publish its decisions and the minutes of its meetings, and each quarter, in respect of that quarter, a review of the monetary policy decisions published by the Bank, an assessment of developments in inflation in the UK economy, and an indication of the expected approach to meeting the Bank’s monetary policy objectives. The responsibilities of the MPC for formulating monetary policy may not be delegated. The Bank implements the MPC’s decisions.
The Committee takes decisions by vote, which is recorded in its published minutes.
Financial Stability
Financial Policy Committee
The FPC is a statutory committee of the Bank with various financial stability functions set in legislation.
The FPC consists of thirteen members. Six are Bank Governors and officials – the Governor, who usually chairs the Committee, DGFS, DGMP, DGMB&R, DGPR and the Executive Director who has responsibility within the Bank for the analysis of threats to financial stability. The other seven are external members – the Chief Executive of the Financial Conduct Authority, five members with relevant knowledge and experience appointed by the Chancellor and a non-voting member from HM Treasury.
The Bank has an overarching statutory Financial Stability Objective to ‘protect and enhance the stability of the financial system of the United Kingdom’. The FPC is to exercise its functions with a view to contributing to the achievement by the Bank of this objective (primarily by identifying, monitoring and taking action to reduce systemic risks with a view to protecting and enhancing the resilience of the UK financial system) and, subject to that, supporting the Government’s economic policy, including its objectives for growth and employment.
The FPC meets at least quarterly. It may give Directions to the PRA and the Financial Conduct Authority in relation to macroprudential measures prescribed by secondary legislation under the Act. The FPC also has powers to make Recommendations to the PRA and FCA, HM Treasury, within the Bank, or to any other person. It publishes a record of its policy meetings and is responsible for preparing the twice-yearly Financial Stability Report. At least once a year, HM Treasury must specify what the Government’s economic policy is taken to be and must make recommendations to the FPC about matters relevant to its responsibilities for financial stability and supporting the Government’s economic policy, including its objectives for growth and employment. The FPC must respond formally to these, and provide reasons if it proposes not to follow the recommendations. The functions of the FPC must be exercised by the FPC itself and may not be delegated.
The Chair of the Committee is required to seek to secure that decisions are reached by consensus wherever possible. But there is a provision for decisions of the Committee to be taken by a vote if consensus cannot be reached, with the Chair having a second casting vote.
Prudential Regulation
Prudential Regulation Committee
The PRC is a statutory committee of the Bank, responsible for exercising the Bank’s functions as the Prudential Regulatory Authority.
The Governor chairs the PRC, and there are three additional ex-officio Bank members (DGFS, DGMB&R and DGPR as Chief Executive of the PRA). The Governor must appoint a further Bank member, with the approval of the Chancellor, and the Chancellor appoints at least six independent members. The Chief Executive of the FCA is a member ex-officio.
The PRA’s general objective is to promote the safety and soundness of the firms it regulates. In relation to insurance, its objective is to ensure an adequate degree of protection for policy holders. As a secondary objective the PRA must, so far as reasonably possible act in a way that facilitates competition in the markets for services provided by the firms it regulates. The PRC must formulate, agree and publish each year a strategy for the exercise of its functions.
The PRC may not delegate certain functions, including determining the PRA’s strategy, issuing policy statements or rule-making functions.footnote [6] It may reserve other decisions to itself, but must delegate to the PRA Chief Executive Officer the functions of preparing for the PRC’s consideration drafts of the PRA’s strategy (and any proposed revisions) and the PRA’s annual budget; the day-to-day management of the exercise of the Bank’s functions of the PRA; and the day-to-day implementation of the PRA’s strategy. The PRA Chief Executive Officer may onward delegate functions.
The PRA is required under statute to consult on and publish its decision-making policy and procedure on aspects of the disciplinary and other enforcement powers that it can use in the course of supervision if deemed necessary to reduce risks. The choice of where such decisions are made is determined by the category of the firm in conjunction with the anticipated impact of the decision on a firm’s ability to carry out its business effectively and/or the impact on the PRA’s objectives.
Appendix: Regulatory Prescribed Responsibilities and their relevance to the Bank as a public sector body
Prescribed Responsibilities | Relevant to Bank of England? | |
|---|---|---|
1 | Responsibility for the firm’s performance of its adherence to the SMR. | Yes. In respect of adherence to the core principles of the SMR. |
2 | Responsibility for the firm’s performance of its obligations under the employee certification regime. | No. Certification rules do not apply to the Bank. |
3 | Responsibility for compliance with the requirements of the regulatory system about the management Responsibilities Map. | Yes. |
4 | Overall responsibility for the firm’s policies and procedures for countering the risk that the firm might be used to further financial crime. | Yes. |
5 | Responsibility for the allocation of all Prescribed Responsibilities. | Yes. |
6 | Responsibility for: (a) leading the development of; and (b) monitoring the effective implementation of; policies and procedures for the induction, training and professional development of all members of the firm’s governing body. | Yes. |
7 | Responsibility for monitoring the effective implementation of policies and procedures for the induction, training and professional development of all persons performing designated senior management functions on behalf of the firm other than members of the governing body. | Yes. |
8 | Responsibility for overseeing the adoption of the firm’s culture in the day-to-day management of the firm. | Yes. |
9 | Responsibility for leading the development of the firm’s culture by the governing body as a whole. | Yes. |
10 | Responsibility for: (a) safeguarding the independence of; and (b) oversight of the performance of; the internal audit function in accordance with SYSC 6.2 (Internal Audit). | Yes. |
11 | Responsibility for: (a) safeguarding the independence of; and (b) oversight of the performance of; the compliance function in accordance with SYSC 6.1 (Compliance). | Yes. |
12 | Responsibility for: (a) safeguarding the independence of; and (b) oversight of the performance of; the risk function in accordance with SYSC 7.1.21R and SYSC7.1.22R (Risk control). | Yes. |
13 | Responsibility for overseeing the development of, and implementation of the firm’s remuneration policies and practices in accordance with SYSC 19D (Remuneration Code). | Yes. |
14 | Responsibility for the independence, autonomy and effectiveness of the firm’s policies and procedures on whistleblowing, including the procedures for protection of staff who raise concerns from detrimental treatment. | Yes. |
15 | Management of the allocation and maintenance of capital, funding and liquidity. | Yes. Outside of policy committee responsibilities. |
16 | The firm’s treasury management functions. | Yes. |
17 | The production and integrity of the firm’s financial information and its regulatory reporting in respect of its regulated activities. | Yes. Regarding financial information. |
18 | The firm’s recovery plan and resolution pack and overseeing the internal processes regarding their governance. | Yes. Regarding critical incident management. |
19 | Responsibility for managing the firm’s internal stress-tests and ensuring the accuracy and timeliness of information provided to the PRA and other regulatory bodies for the purposes of stress-testing. | No. |
20 | Responsibility for the development and maintenance of the firm’s business model by the governing body. | Yes. Achievement of Bank’s strategic goals and effective functioning of policy committees. |
21 | Responsibility for the firm’s performance of its obligations under Fitness and Propriety (in the PRA Rulebook) in respect of its notified Non-executive Directors. | Yes. |
22 | If the firm carries out proprietary trading, responsibility for the firm’s proprietary trading activities. | Yes. |
23 | If the firm does not have an individual performing the Chief Risk function, overseeing and demonstrating that the risk management policies and procedures which the firm has adopted in accordance with SYSC 7.1.2 R to SYSC 7.1.5 R satisfy the requirements of those rules and are consistently effective in accordance with SYSC 4.1.1R. | No. |
24 | If the firm outsources its internal audit function taking reasonable steps to ensure that every person involved in the performance of the service is independent from the persons who perform external audit, including (a) Supervision and management of the work of outsourced internal auditors and (b) Management of potential conflicts of interest between the provision of external audit and internal audit services. | No. |
The PRA has also completed a Responsibilities Map in line with the core principles of the Senior Managers Regime (SMR) for banks as recommended by the TSC. See the PRA SMR.
We have shared the original wording of the regulatory Prescribed Responsibilities as an appendix, and illustrated where Prescribed Responsibilities are not relevant. Prescribed Responsibility 2 (relating to the application of the certification regime) has not been applied to the Bank as the certification regime requires firms to ensure that material risk takers are subject to fitness and properness checks. In practice, all of the Bank’s staff are subject to rigorous checks, both at the point of recruitment and on an ongoing basis.
Prescribed Responsibility 2 has not been applied to the Bank as the certification regime requires firms to ensure that material risk takers are subject to fitness and properness checks. In practice, all of the Bank’s staff are subject to rigorous checks, both at the point of recruitment and on an ongoing basis.
The wording in this map has been amended where applicable to ensure that the responsibilities are appropriate to the Bank and its functions.
15a is responsibility for the Bank’s capital and funding from a budget perspective.
15a is responsibility for the Bank’s capital and funding from a budget perspective.
For a more detailed list of the PRC’s non-delegable statutory responsibilities, see page 5 of the Terms of Reference for the PRC.