ECB Annual Report on supervisory activities

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September 2015, the <strong>ECB</strong>’s Governing Council therefore decided to increase the relevant headcount following a staggered approach over 2016 and 2017. 160 Additional positions approved for supervisory-related activities in 2016 For 2016, an additional 160 (permanent and limited) positions in the supervisionrelated business areas were approved. The respective recruitment procedures, starting with managerial and adviser positions, were organised in a transparent, competitive, and top-down manner. The selection of candidates was aimed at recruiting employees with the highest level of ability, efficiency and integrity. In line with the <strong>ECB</strong>’s standard recruitment procedure, all candidates had to demonstrate not only the required sound technical competencies, but also behavioural competencies and managerial skills, as appropriate. Chart 9 illustrates the breakdown of the approved headcount positions for the five <strong>ECB</strong> business areas dealing with banking supervision as at 31 December 2016. Chart 9 Breakdown of approved headcount positions for core <strong>ECB</strong> Banking Supervision areas as at 31 December 2016 DG MS IV 32% DG MS II 27% DG MS I 26% DG MS III 9% Secretariat 6% 0 10 20 30 40 By the end of 2016, approximately 97% of the approved headcount for the core SSM business areas was, or was in the process of being, filled via recruitment. <strong>ECB</strong> <strong>Annual</strong> <strong>Report</strong> on supervisory activities 2016 − Organisational set-up of <strong>ECB</strong> Banking Supervision 57
Regarding gender diversity, the distribution is shown in Figure 8: Figure 8 Gender diversity in <strong>ECB</strong> Banking Supervision Percentage of female staff (in green) Total staff 39% 61% In non-managerial positions In managerial positions 40% 60% 32% 68% 141.5 Additional positions approved for supervisory-related activities in 2017 In September 2015 the Governing Council also endorsed a provisional additional increase in headcount for banking supervision staff for 2017, and asked the <strong>ECB</strong> to submit a report in the course of 2016 to validate the actual requirement based on the lessons learned from the first 18 months of SSM operation and the expected resource gains. This report was coordinated by the Chair and Vice-Chair of the Supervisory Board. Based on the findings of the report, in December 2016 the Governing Council approved 141.5 new permanent and limited FTEs (full-time equivalent positions) for 2017, taking into account (i) new needs triggered by the increase in the number of tasks since 2015 (in particular, an increased number of significant institutions to supervise and the establishment of the new EU crisis management framework); (ii) the need to allow NCAs time to meet their commitments regarding the staffing of JSTs; and (iii) resource gains identified by the <strong>ECB</strong> (e.g. synergies in the supervision of host entities belonging to the same non- SSM group). Box 2 Working together in Europe For European banking supervision to succeed, it is paramount that colleagues from the <strong>ECB</strong> and NCAs grow together as a team of European banking supervisors collaborating at the level of both the JSTs and the horizontal functions. Among other things, this means getting to know each other, exchanging views and learning from each other in order to foster a common SSM culture. In this spirit, the <strong>ECB</strong>, together with the NCAs, launched the following initiatives in 2016. SSM training curriculum The SSM’s greatest asset is its people. The <strong>ECB</strong> and NCAs therefore strive to ensure that their staff is equipped with the necessary skills to perform their tasks, and that they can develop their competencies over time. <strong>ECB</strong> <strong>Annual</strong> <strong>Report</strong> on supervisory activities 2016 − Organisational set-up of <strong>ECB</strong> Banking Supervision 58
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ECB Annual
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5.2 Feeing framework 2016 67 6 Lega
Page 5 and 6:
Introductory interview with Danièl
Page 7 and 8: Speaking of banks, how are the Euro
Page 9 and 10: European banking supervision has th
Page 11 and 12: exposed banks to ensure that they w
Page 13 and 14: The quantitative impact of the adve
Page 15 and 16: Figure 2 gives an overview of the S
Page 17 and 18: 1.2.2 Work on other methodologies T
Page 19 and 20: Figure 4 Ratio of non-performing lo
Page 21 and 22: Chart 4 On-site inspections mainly
Page 23 and 24: The IT risk methodology was also re
Page 25 and 26: Based on the assessment methodology
Page 27 and 28: the year, JSTs actively monitored t
Page 29 and 30: frequency, duration and resources.
Page 31 and 32: Finally, the ongoing cooperation be
Page 33 and 34: 2 Authorisations, enforcement and s
Page 35 and 36: Annual assessment
Page 37 and 38: Table 5 Most authorisation procedur
Page 39 and 40: towards harmonisation by developing
Page 41 and 42: Chart 5 Enforcement and sanctioning
Page 43 and 44: 3 The SSM as part of European and g
Page 45 and 46: In 2016 the ECB in
Page 47 and 48: An ECB representat
Page 49 and 50: The Basel III reforms have not been
Page 51 and 52: Despite the significant efforts mad
Page 53 and 54: In the course of 2016 the E
Page 55 and 56: Supervisory Board Front row (from l
Page 57: Chart 8 Number of requests for revi
Page 61 and 62: 4.4 Implementation of the Code of C
Page 63 and 64: 4.6 Data reporting framework and in
Page 65 and 66: • 1,295 public enquiries received
Page 67 and 68: supervisory fees (“the Fees Regul
Page 69 and 70: Total amount levied €404.5 millio
Page 71 and 72: More information on supervisory fee
Page 73 and 74: prudential purposes by national com
Page 75 and 76: Table 3a Composition of assets by r
Page 77 and 78: jurisdictions. Fit and proper asses
Page 79 and 80: SSM Regulation: the legal act creat
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ECB Annual Report on supervisory activities

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