Private Debt Investments.
Private debt investment funds have emerged as a significant source of debt capital... Read More
Managers must establish firm policies and procedures that ensure client interests are given precedence over their own. This commitment should encompass all aspects of the Manager-client relationship, including investment choices, transactions, monitoring, and custody. Managers should avoid any situations that might suggest a conflict of interest and should adopt compensation structures that safeguard client interests. It’s essential to take every reasonable measure to prevent potential conflicts of interest.
Managers should institute a comprehensive privacy policy aimed at safeguarding the confidentiality of all client information acquired during the investment process. However, any illegal activities must be promptly reported to the relevant authorities. In appropriate cases, Managers should also consider implementing a written anti-money-laundering policy to distance themselves from potential illegal activities.
Managers must implement clear policies regarding business relationships and gift acceptance. They should decline any gifts or entertainment that could reasonably impact their impartiality, independence, or loyalty to clients. Managers need to be particularly cautious in their dealings with certain parties, such as service providers and potential investment targets.
To maintain transparency, Managers should establish a defined minimum value for acceptable gifts and entertainment, often aligned with local regulations (e.g., a maximum of $100 per gift). Moreover, Managers should enact a written policy that restricts the acceptance of gifts and entertainment to items of minimal value. Under no circumstances should cash gifts be accepted, even if they are of nominal value, as they can jeopardize a Manager’s fairness and independence.
Employees must be required to report and disclose any gift or entertainment acceptance to their superiors within the organization.
Managers must exercise prudence in managing client assets by applying appropriate care, skill, and diligence to the situation at hand. They should adopt the perspective of a highly fair, competent, and motivated manager and consider how such a manager would conduct themselves.
Managers must refrain from engaging in practices intended to manipulate prices or artificially increase trading volume with the purpose of deceiving other market participants. Market manipulation involves dishonest actions where a participant buys or sells securities not for regular trading purposes but solely to mislead other investors. For instance, if two individuals repeatedly trade the same stock between themselves multiple times in a single day, artificially inflating the trading volume, it creates a false perception of market activity. Such practices tarnish the fairness and disadvantage other investors in the financial markets.
Managers are obligated to treat all clients fairly without discrimination based on their relationships, the volume of business, or any other arbitrary factors that should not impact their treatment.
However, an exception exists for clients who opt for different service levels. Managers can offer tiers of services at varying fees if these service levels are clearly disclosed and easily understood by clients. For instance, managers may provide a premium service like a weekly market research letter at a higher fee. Clients who choose this option receive the letters, while those who do not opt for this service are not charged for it.
Managers are required to have a reasonable and well-founded foundation for their investment choices.
This means that managers should not base their decisions solely on superficial information, like watching a video online about an investment opportunity. Such shallow research does not meet the due diligence standard expected under the AMCC.
Managers can use external third-party research, but they must make genuine efforts to comprehend this research, including its underlying assumptions and models, before acting on it.
Managers must have a deep understanding of the investments they make, and it’s their responsibility to ensure this for each investment.
Managers employing complex strategies should be aware of the vulnerabilities associated with those strategies and communicate these factors clearly to clients who may not be financial experts, translating technical language into easily understandable terms. This ensures clients are well-informed.
Managers should have an IPS in place for each client. It is the Manager’s responsibility to read the IPS, to know the client thoroughly, and to only take investment actions that are appropriate for that client.
If managers have lots of flexibility in how they manage portfolios, they must make sure that the clients are aware of this flexibility and the potential pitfalls that it could entail.
Whenever managers need to change the strategy of a portfolio, they must communicate this in an easy-to-understand way to the client. The client must have time to research the change in strategy and to make up their mind about whether the change of strategy is appropriate for them. The client also needs to be able to understand not just the strategy change but also the potential change in fees that will arise. It is always best practice that this is done as far in advance as possible to give clients a reasonable amount of time to go through all the information received and come up with their own opinions.
Managers must have a deep understanding of their clients. Ideally, each client should have an Investment Policy Statement (IPS) outlining their unique financial situation and investment preferences.
The IPS acts as a guide for the investment relationship between the manager and the client. Managers should regularly review these statements and critically evaluate whether any changes have occurred since the last update.
It’s crucial for managers to have an in-depth understanding of their clients and their IPS. The more advisors know, the better they can meet their clients’ needs. While ethics don’t always provide strict rules, managers should be truthful with themselves and assess their efforts to understand their clients and their financial situations. Failing to know one’s client can lead to poor investment management.
As stated above, a review of the client’s financial and economic situation and a review and potential updating of the IPS is required to provide top-notch investment management services. After the Manager is satisfied that they know the client well enough, they must act only per the knowledge that they have. This means only taking on risks that the client is comfortable and able to handle, for example.
Managers should establish compliance procedures, such as information barriers (like firewalls), to prevent the disclosure and improper use of material nonpublic information.
“Material” means the information is significant and could impact stock prices, and “nonpublic” means it’s known only to a select few and not accessible to the broader market.
The Mosaic Theory is permissible. It involves gathering various small pieces of non-material information and combining them. While individually, these pieces may not be significant, when assembled, they can become material. Managers are allowed to conduct research to piece together these non-material fragments, even if each piece is nonpublic. This approach falls within the realm of thorough research and is considered acceptable.
Managers may choose to invest in the same assets as their clients, such as a pooled fund. However, this is acceptable only if it doesn’t put the client at a disadvantage. For example, front-running, where the manager trades for their own benefit first and then for the client, should be avoided.
Firms are advised to establish restricted lists, which limit the securities managers can trade to prevent potential harm to clients. These lists should be made public and easily accessible to clients. Additionally, managers and their staff should seek compliance approval before participating in IPOs or private placements.
Commissions must be used to benefit clients. In other words, Managers cannot bring business to a brokerage firm with the expectation of receiving personal perquisites. Managers should disclose their policies on how these commissions are to be used.
Managers have a duty to their clients to seek the best possible execution. This does not always mean the lowest price. The lowest price may be determined to be the most important aspect of execution, but other factors such as customer support, speed, access to certain markets, and or research provided could also be important. Managers must know their clients and their clients’ trading needs. It is the manager’s responsibility to choose the best execution for each client based on their honest assessment of the client’s needs.
Oftentimes, trades may initially be made on a ‘block basis’, meaning that large quantities are traded. This often entails a discount for the manager for the large volume of business being done. These savings are the property of the clients and must be sued for their benefit. The Manager must establish policies that support the fair and equitable distribution of block-style trades among client accounts.
For example, dividing the trade on a pro-rata basis is a best practice. Managers ultimately need to ensure that just because a certain account is small, the client will not miss out on an opportunity to participate in a trade that is suitable for them.
As is often the case, Managers are expected to have written and detailed policies and procedures that ensure the smooth functioning and regulatory compliance of their operations. These policies and procedures can span the entire scope of a manager’s business and must be thorough enough to keep the firm compliant. Compliance here refers to not only the local laws but also the CFA® Institute Code of Conduct and the AMCC.
All firms must have a compliance officer with the necessary experience to fulfill their duties. They must be empowered to ensure firm compliance using a variety of methods. Compliance officers are responsible for training and monitoring a compliance team. This includes, as always, creating a written list of compliance policies and procedures. Compliance officers typically have a staff of employees working in the compliance department, depending on the size of the firm.
Pertinent account information must be relayed to clients and must be verified as accurate. This can sometimes entail using an independent audit of the information, but it must at least be reviewed by the Manager’s firm to ensure its accuracy.
Whether electronic or paper-based, Managers must keep supporting documentation on hand. Best practice often stipulates 7 years but may change depending on the nature of the information. This documentation should leave a trail of evidence that describes the investment management process, including how the research was conducted, what conclusions it yielded, and how those opinions were implemented. They should also contain proof that the firm’s written policies and procedures were being followed at the time.
Managers are ultimately responsible for the investment results they achieve, whether or not they have outsourced some of the firm’s functions are not. A competent staff, including traders, human resources managers, marketers, researchers, etc., is necessary to achieve a professional and compliant firm focused on delivering promised results to clients.
Managers should consider having the following:
This business continuity plan should be designed so that firm operations are uninterrupted in the case of any catastrophes. The amount and type of catastrophes possible depend on the region, but should always include some planning for natural disasters, power outages, pandemics, etc. Plans should be tested on a firmwide basis regularly to identify any needed changes.
Somewhat similar to a business continuity plan, a firmwide risk plan focuses its efforts on identifying, monitoring, and mitigating market-specific risks faced by the firm and its clients. The idea here is to consider every possible market risk and to create a plan that seeks to attenuate the damage. The amount and type of risk will depend on which financial securities are most often used by the Manager. It will often be appropriate for managers to perform:
Using the GIPS® framework is highly recommended. While not a requirement, the GIPS® framework is designed to prevent all kinds of deceitful investment performance reporting. This could include anything from using performance earned with a previous employer to selecting only the best-performing portfolios to put into a marketing campaign. Mastering the GIPS® section will give candidates a complete grasp of what constitutes fair and ethical performance reporting.
Performance reporting can often leave many gray areas, which can be taken advantage of by an opportunistic manager. Managers may wish to manipulate certain performance details to increase their compensation. This is in direct violation of the spirit of the GIPS® Standards, but also the AMCC.
It is up to Managers to decide how often and in what fashion to communicate with clients. Ultimately clients need to have sufficient information to evaluate their economic situation and evaluate the success of their investment management services. Managers should seek to build trust and confidence with their clients.
Managers are responsible for reviewing and verifying all of the information contained within disclosures. If a third party was used to create the disclosures, the Manager must review and inspect the information.
Clients need to be able to assess, on an ongoing basis, the success of the investment management program they are paying for. No information should be purposely withheld from clients. Managers should consider which information they would like to have, were they to be in the clients’ shoes. This includes material changes to office personnel, investment styles, or the process of investing. For example, if a manager had always used fundamental analysis in their buy-and-hold strategy and then suddenly switched to a data-science-driven quantitative analysis style with shorter holding periods, the clients would need to know this fact to properly assess their continued involvement with the investment manager.
This type of disclosure should be made in an accessible language and should allow the client to examine the various choices between the valuation methods available and those used. The goal is to allow clients to analyze their portfolios comprehensively, should they desire.
Question
As part of the firmwide risk-management program, it is recommended that managers perform which of the following?
- Stress tests.
- Back tests.
- All of the above.
Solution:
The correct answer is C.
Both stress testing and back testing are recommended risk-management processes per the asset manager code of conduct.
Ethical and Professional Standards: Learning Module 4: Asset Manager Code of Professional Conduct
Los 4(c,d) Determine whether an asset manager’s practices and procedures are consistent with the Asset Manager Code