Abstract
Triggered by the financial crisis, supervisory authorities have, over the past years, accelerated adjustments to their organizational structure, methodology and culture in their search for better supervision. Following the five elements of good supervision as identified in a recent IMF staff position note, this chapter describes the major choices made by De Nederlandsche Bank in this regard. The chapter also discusses how DNB implemented these changes in its organizational structures, work processes and culture.
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Notes
- 1.
- 2.
The ‘principles for supervision’ issued by international organizations of supervisors like BCBS, IAIS and IOPS are sources of inspiration in this field, but their rather high level of abstractness limits their practical use; the recently set-up review panels of EBA and EIOPA may be more promising.
- 3.
At the time of writing this contribution, DNB’s research department examines regulatory capture both within DNB and the AFM.
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Kellermann, A.J., Mosch, R.H.J. (2013). Good Supervision and Its Limits in the Post-Lehman Era. In: Kellermann, A., de Haan, J., de Vries, F. (eds) Financial Supervision in the 21st Century. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-36733-5_1
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DOI: https://doi.org/10.1007/978-3-642-36733-5_1
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