Banking conduct and culture : a call for sustained and comprehensive reform.

Abbreviations, 4 -- Foreword, 5 -- Acknowledgments, 7 -- List of working group members, 9 -- Executive summary, 11 -- Chapter 1. Definition of culture and proposed framework, 17 -- Chapter 2. Assessment of bank and supervisor propgress, 27 -- Chapter 3. Recommendations for banks, regulators, and supervisors, 45 -- Appendix 1. List of previous BCBS, FSB, and G30 reports, 57 -- Appendix 2. Intended outcomes and supporting behaviors for industrial and financial corporations, recommeded by indexes and regulators, 60 -- Appendix 3. Bank roadmap for achieving desired values and culture, 61 -- Appendix 4. Supervisor roadmap for assessing conduct and culture, 64 -- Bibliography, 67 -- Group of thirty members 2015, 69 -- Group of thirty publications, 73 -- Box -- Box 1. Standards vs. Rules, 25 -- Figures -- Figure 1. Elements of a unique bank culture, 18 -- Figure 2. "Average bank" performance, 2009-2014, 21 -- Figure 3. "Average bank" conduct and credit costs, 2009-Q4 2014, 21 -- Figure 4. Comparative trust of selected sectors, 22 -- Figure 5. Word cloud of words and themes found in the value sets of the thirty-nine banks examined, 28.

Following on our two previous reports, Toward Effective Governance of Financial Institutions (2012) and A New Paradigm: Financial Institution Boards and Supervisors (2013), this study expands on the role of conduct and culture in the governance of the world’s largest financial institutions. The report identifies shortcomings but also good practice in promoting and maintaining a strong banking culture, making a series of recommendations that can be drawn upon by leaders as they seek to address culture in their firms.