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CIRO is issuing a warning to Canadian investors regarding Canada Token Trade.
Effective Date: December 31, 2021
This Guidance Note provides guidance for Dealer Members (Dealers) on maintaining an adequate business location supervisory program. Section 3905 of the IIROC Rules1 mandates that Dealers must have procedures in place that ensure that Supervisors2 are properly performing their supervisory functions. Most Dealers have more than one business location, and possibly hundreds in the case of private client services. Some business locations have a resident Supervisor. Others may be remotely supervised. Whatever the supervisory arrangement IIROC Rules mandate a two-tier supervisory structure. Tier-1 supervision operates at the business location level, tier-2 at the head office level. In other cases, the Dealer’s head office supervises the business location directly. Dealers are reminded of the ongoing requirement for periodic on-site reviews of all registered business locations, including maintaining evidence of such reviews and record-keeping.
The Business Conduct Compliance Department of IIROC initiated a review of business location supervision processes at selected Dealer in the period January-March 2009. The objective of the review was to determine the effectiveness of Dealers’ business location supervision processes by conducting testing at head offices and a selection of business locations. The focus of the review was to identify and report on weaknesses or deficiencies in the business location supervision process, and to identify and develop some guidelines for business location supervision. IIROC developed a questionnaire to facilitate the selection of a representative sample of full-service retail business locations. All Dealers were required to respond to the questionnaire for each of their business locations. IIROC selected and reviewed 10 Dealers’ head offices and 28 business locations across Canada, and reported to the Dealers their specific results.
All Dealers with business locations apart from their head office are required to conduct business location compliance audits. It is the Dealer’s responsibility to exercise sound judgment when determining the frequency and extent of supervision of business locations.
The audit programs must be appropriately designed to test that supervisory staff are properly reviewing the activities at their business location, to ensure that the appropriate tests are undertaken and that adequate records are maintained.
Business location audits require adequate planning to ensure they function effectively. An important part of the audit occurs before the actual business location visit through a review of material available at the head office level, such as monthly trade supervision reviews, registration files, outstanding client complaints and correspondence with other departments, such as credit and marketing. Many Dealers also require the completion of a pre-audit questionnaire used as a risk based tool to determine the scope and priority of the business location review.
Compliance audits should be standardized so that all business locations are subject to the same level of review and compliance standards. All compliance officers conducting the examinations should be properly trained. The scope of the audit program should be comprehensive and cover all aspects of the Dealer’s business lines and all applicable laws, rules and requirements. The programs should be reviewed periodically and updated to include new rule changes, revisions to internal policies and procedures and new lines of business.
Specific risk factors should be identified for each business location and tested during the course of the audit. These include, for example the review of:
An audit report should be provided within a reasonable time. The report should request a written response addressing any deficiencies noted. The Chief Compliance Officer (CCO), in conjunction with management, should determine the implications of the audit reports, particularly in respect of serious or repeated deficiencies. Under certain circumstances, surprise examinations in retail business locations may be appropriate, especially where there is an indication of inappropriate behavior or inadequate controls. Serious issues and significant deficiencies should be included in the CCO report to the Board.
Dealers should have a robust process for appropriate follow-up to audit concerns and findings, and are required to maintain adequate records.
IIROC identified some common concerns about the ten Dealers’ business location audit programs. Each of these areas of concern is identified below and some best practices are presented for each.
Most Dealers examined had extensive compliance audit programs in place, but either lacked or had inadequate follow-up procedures to ensure the compliance audit findings were tracked and corrective action taken.
Where a Dealer identifies specific areas of concern, an important part of the head office oversight process is to take reasonable steps to ensure that the business location properly addressed the deficiencies by taking corrective action.
Recommended best practices include:
IIROC found that most Dealers had inadequate procedures in place to oversee both the account opening process and the suitability assessment for fee-based accounts. Often this account type was not always readily identifiable on the supervisory reports of the Dealer making supervision and oversight of the trading activity in the accounts difficult to identify and track.
Dealers must ensure that they can identify all account types, including fee based accounts, to ensure the appropriateness of the type of account for the client and for the purpose of appropriate post trade monitoring.
Recommended best practices include establishing supervisory reports with appropriate filters to identify the account type and investment suitability.
Many Dealers did not record or maintain adequate evidence of daily and monthly supervisory reviews at either the business location or head office levels. These deficient records included supervisory testing records, records of inquiries made, responses received and records of action taken. In some cases, supervisors (e.g. business location managers) conducted only random reviews, and cited either oversight, time constraints or a lack of understanding of their regulatory supervisory obligations. In addition, there was often a lack of evidence of supervision during absences of the designated supervisors. In some cases, Dealers were unable to produce written delegation of supervisor’s duties.
Supervisors and their delegates must be knowledgeable of their responsibilities and they must properly execute their supervisory duties. Further, there must be documented evidence of supervisory reviews and approvals by the responsible individual(s) at head office and/or the business location. The supervisor delegating the task must ensure that these tasks are being performed adequately and that exceptions are brought to his/her attention.
Recommended best practices include:
Certain Dealers were found to have inadequate oversight or a lack of control over the issuance of customized portfolio summaries to clients. This is of concern as a lack of control could lead to incorrect or misleading reports and lack of or incorrect use of disclaimers sent to clients of the Dealer.
Dealers are required to have written policies, procedures and internal controls to ensure that any customized portfolio summaries or portfolio reports provided to clients are accurate and complete. Appropriate supervision must also be implemented.
Recommended best practices include:
Some Dealers were found to have improperly assigned house account codes to accounts of recently departed sales persons. These accounts should have been reassigned to another registrant on a timely basis. Untimely assignment of these accounts can lead to inadequate supervision of client activity and could also jeopardize the Dealer-client relationship.
In some situations where the Dealer reassigned accounts after a registrant left the Dealer, there were no identifiable controls in place to ensure the new registrant verified the information on the New Client Application Form (NCAF) or that there was a signed acknowledgement by the new registrant and the business location manager that the NCAF had been reviewed.
It is a regulatory requirement that the Dealer ensures that the new registrant evidences they have confirmed with the client that information on the NCAF is current and accurate. The Dealer must have in place specific policies and procedures, along with controls over the reassignment of terminated registrants’ accounts.
Recommended best practices include:
During the review IIROC found cases where the Dealer’s internal controls or procedures regarding address changes were not followed. In some cases there was no record of residential addresses, no record of the actions taken on any errors, omissions or where there were unauthorized changes to the client’s address.
Recommended best practices include:
Most Dealers examined had an approval process for both advertising and sales literature that was controlled by head office. IIROC noted deficiencies such as incorrect disclosures and misleading information contained in material distributed to clients. In some instances where the responsibility remained within the business location, many business locations did not consistently maintain evidence of their approval by a designated person.
Dealers are required to establish robust processes to ensure that qualified persons properly review advertising and sales literature and maintain appropriate records of the approval process.
Recommended best practices include:
IIROC Rules this Guidance Note relates to:
This Guidance Note replaces Notice 09-0370 – Best Practices for Head Office Supervision of Branch Offices.
This Guidance Note was published under Notice 21-0190 - IIROC Rules, Form 1 and Guidance.