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ECB Annual Report on supervisory activities

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Figure 4<br />

Ratio of n<strong>on</strong>-performing loans in the euro area<br />

> 25%<br />

< 25%<br />

< 7%<br />

17.75%<br />

1.49%<br />

C<br />

3.63%<br />

4.07%<br />

Belgium 3.62%<br />

Luxembourg 1.53%<br />

Malta 4.64%<br />

Netherlands 2.44%<br />

Slovenia 16.80%<br />

Slovakia 1) -<br />

Est<strong>on</strong>ia 2) -<br />

2.44%<br />

3.92%<br />

6.10%<br />

19.82%<br />

16.24%<br />

5.86%<br />

47.05%<br />

40.28%<br />

Source: <str<strong>on</strong>g>ECB</str<strong>on</strong>g>.<br />

Notes: Data as of the third quarter of 2016; significant instituti<strong>on</strong>s at the highest level of c<strong>on</strong>solidati<strong>on</strong> for which comm<strong>on</strong> reporting (COREP) and financial reporting (FINREP) are<br />

available.<br />

1) There are no significant instituti<strong>on</strong>s at the highest level of c<strong>on</strong>solidati<strong>on</strong> in Slovakia.<br />

2) The value is suppressed for c<strong>on</strong>fidentiality reas<strong>on</strong>s owing to the limited size of the sample.<br />

The NPL guidance addresses the main aspects of strategy, governance and<br />

operati<strong>on</strong>s that are key to successfully resolving NPLs. As detailed below, it provides<br />

recommendati<strong>on</strong>s to banks and sets out a number of best practices identified by<br />

European banking supervisi<strong>on</strong> that c<strong>on</strong>stitute its <strong>supervisory</strong> expectati<strong>on</strong>s.<br />

• The guidance recommends that banks with a high level of NPLs establish a<br />

clear strategy, aligned with their business plan and risk management<br />

framework, to effectively manage and reduce their NPL stock in a credible,<br />

feasible and timely manner. The bank’s strategy should include the setting of<br />

quantitative targets at the level of portfolios, supported by a detailed<br />

implementati<strong>on</strong> plan.<br />

• It urges banks to put in place appropriate governance and operati<strong>on</strong>s structures<br />

to deliver effective NPL workout. Towards that end, the banks should closely<br />

involve senior management, set up dedicated NPL workout units and establish<br />

clear policies linked to NPL workout.<br />

<str<strong>on</strong>g>ECB</str<strong>on</strong>g> <str<strong>on</strong>g>Annual</str<strong>on</strong>g> <str<strong>on</strong>g>Report</str<strong>on</strong>g> <strong>on</strong> <strong>supervisory</strong> <strong>activities</strong> 2016 − Supervisory c<strong>on</strong>tributi<strong>on</strong> to financial<br />

stability 18

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