DFSA Business Plan 2023/24 – Lexology

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On the 16th January 2023, Mr Fadel Al Ali, the Chairman of the DFSA announced the publication of the DFSA's Business Plan for 2023/24. At the heart of the plan is very much about the positioning of the DFSA as a leading global financial centre with the aim of attracting and maintaining regulated businesses in Dubai and the UAE.
Both the Chairman and the CEO, Mr Ian Johnston outline that the 2 year plan continues to focus on the 4 strategic themes* to drive the DFSA's schedule of work with a 'reliance on international standards as the basis of our [the DFSA's] approach'. *
Unsurprisingly, the DFSA's priorities are consistent with other global regulators namely,
Underlying these priorities are several key messages about people investment, use of data, the on-going automation of activities and alignment with the broader Dubai and UAE agenda.
Further, the DFSA's ESG agenda as part of the Engagement strategic theme resonates as central banks and global regulators are expected to deliver upon the goals of the Paris Climate Agreement.
Supervision
Banking's key priorities
Refocus of supervisory strategy and allocation of resources on a risk based forward looking approach. Supervisory focus areas include:
Insurance's key priorities
Wealth Management's key priorities
Market's key priorities
Enforcement
The DFSA's enforcement approach is driven by a risk based approach where its enforcement priorities are linked to its set risk tolerance. Investigations and enforcement actions will be prioritised 'towards activities for which the DFSA has little tolerance' including:
Sanctions will be in the form of 'substantial financial penalties' for significant violations. The DFSA has also established a Whistleblowing programme and an Initial Enquires Team to identify and deter unauthorised activity in or from the DIFC.
Financial Crime's key priorities
In line with the local and federal priorities, meeting the FATF's recommendations as per the Mutual Evaluation of 2020 (as updated in the Increased Monitoring comments in March 2022). The DFSA will continue to apply a data led on-going risk based supervisory approach exercising 'substantive supervisory oversight' with targeted financial crime risk inspections of regulated institutions. A risk based regulatory approach which seeks to support the development of digital assets will be implemented.
Cyber Resilience's key priorities
Improving cyber-security awareness, sharing of cyber-threat intelligence and supporting the continued developed of cyber resilience within regulated firms/community.
Audit's key priorities
Focus on 'governance and leadership' within auditors are implemented in line with new quality management standards.
Supervisory Cooperation's key priorities
Continued cooperation with global regulators and international standard-setting bodies and lead/contribute to the setting of GCC specific and global regulatory approaches and standards.
Cost – Cutting Priorities
Innovation's key priorities
Continued development of a RegTech favourable regulatory environment. Continued engagement with regional and international regulators including, the Global Financial Innovation Network.
ESG's key priorities
Alongside with the Office of the Special Envoy for Climate Change, the UAE ministries, regulators and stock-exchanges, the DFSA has set Sustainable Finance milestones (7 in total) in a roadmap linked towards the UAE hosting COP 28 in November 2023. The Roadmap will as relevant, also incorporate the development by the DFSA of regulatory frameworks based on the UAE Policy on Sustainable Finance which was established in October 2021. Various initiatives aimed at increased innovation in cooperation with the innovation Hub, guidance on ESG fund raising and improved standards in terms of ESG ratings and certification of service providers are to be prioritised.
Organisational Priorities
Policy Framework key priorities
Continued development of DFSA Policy Framework. Consultations/Focus areas include: Clients Assets regime, AML/CTF framework, Crypto/Funds regime and DFSA Fees and Charges.
Digitalisation key priorities
Invest in upgrading and streamlining the integration of DFSA systems. Continued development of Forensic Technology as part of its enforcement investigatory work. Further focus on data adequacy and quality used for regulatory and non-regulatory needs resulting in enhancements and development of data analytics.
Developing UAE National Capability key priorities
Continued and on-going commitment and support to the development needs of UAE nationals. Continued development programmes for senior UAE talent.
Insights
The DFSA's Business Plan for 2023/24 outlines a significant agenda of priorities setting out their vision of a regulatory base-line for the next 2 years which when delivered will continue to support the DIFC's ambition to be a global financial centre regulated by the DFSA as a globally recognised regulator.
It is therefore of no surprise that Anti-Financial Crime, ESG and Cyber Security are at top of the list of priorities for DFSA with a data driven risk based approach being the key to achieving each of these objectives. As a result further focus on conduct risk (especially in terms of non-financial misconduct) and outcomes based regulation may take more prominence in the DFSA's regulatory agenda over the next 2 years.
However, one should not lose sight of the on-going challenges facing international regulators such as the DFSA, especially given their often competing objectives. On the one hand the DFSA is expected to partner DIFC Authority with the continued business development of the DIFC, for example take the growth of digital assets industry in the GCC in the last 2 years as a case in point. This is of course is set against the minimum regulatory objectives expected of a globally recognised regulator i.e. to ensure the safety and soundness of the local financial markets, consumer protection and the effective supervision (and taking enforcement action where required) of authorised financial institutions, particularly those which are domestically systemically important.
What is clear is that there is no better time for the DFSA to set out its Business Plan in anticipation of celebrating its 20th anniversary in 2 years' time.
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