The recent discussion paper on product intervention is basically a 75-page confession by the FSA of its many failings in the retail market. But does it know how to put things right?
The FSA is right to bump up its supervision of product design, packaging and distribution at a much earlier stage than point of sale to an often bewildered consumer.
Advisers have been calling for providers to face the same scrutiny as they do before a product is even offered to the market, and the FSA is surely right to talk about looking at the "whole of the product lifecycle from start to finish".
However, already there are worrying gaps appearing. Even if we have much more supervision at an earlier stage of product design and then sale (advised or non-advised to the consumer), the lifecycle of the product does not end there.
As we have seen with the debacle of Lehman-backed products and the demise of Keydata, circumstances can change in the financial world and often dramatically. What the FSA has not been good at in the past is flagging up potential problems with products at whatever stage of the cycle.
Flaws in a particular product may come to light only years after launch or when it has been stress-tested by particularly trying circumstances. The regulator needs to be better at flagging these problems up earlier to providers, advisers and consumers and ensure they take an immediate look at similar products which may also be impacted.
Where the FSA has got it right is treading the fine line between allowing product innovation and competition and ensuring consumers are properly protected. The FSA has stopped short of using the term 'product regulation' with the word 'intervention', implying action will be taken where necessary, but the regulator will not be using strong-arm tactics indiscriminately.
The onus will now be on product providers, as well as their boards and risk committees, to ensure their products are well designed and competitively priced or the regulator will be breathing down their necks.
Its tougher stance on product labelling for consumers is also to be applauded but plans in this areas also need to be refined and tested on consumers.
However, one area which will be a big bone of contention for advisers is the FSA's proposals around extra qualifications for advisers on potentially troublesome products.
There are many questions to be answered here. How do these proposals fit in with current RDR plans, especially around the requirement for ‘independent' advisers to consider the full range of retail investment products? What will the new qualifications entail? Will they be exam-based? Could there be a gap between a new type of product being launched and anyone being qualified enough to advise on it?
The main question though is one which has been asked continuously over the past few years. Will today's proposals and the RDR actually make a substantial difference and stop consumers getting a raw deal?
This question will take longer to answer but one thing is clear: the FSA and its successor the CPMA cannot afford to get this wrong again.
Let us hope this new, tougher regime will prove more effective than principles-based regulation.
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Flying Kites
The content of the DP is so inextricably entwined with the RDR ethos that it acts as a codicil to the last will and testament scrawled within PS10/6. The problems within this industry are so obvious to an innocent onlooker but the myopia ever-present within Canary Wharf ensures that the wrong targets are attacked, the wrong people fined via FSCS and the wrong individuals placed at the FSA. Wholesale changes are needed and they should start at the FSA.
Posted by: Alan Lakey
A wealth of talent is available for consultation ..
.........and the talent lies in the IFA community. However, Mssrs Turner, Sants et al are totally opposed to engaging with the Adviser community as they have a misguided sense of their own talents and abilities. Myopic is certainly the word. Everyone looses out, especially the customer. Such is the life of corporate politics
Posted by: Roger
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All the rules and regulations in the world are no substitute for effective supervision, an ability to spot 'trends' early on and the gumption to move quickly.
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