Organisation of the FGDR
The FGDR has the skills and resources enabling it to operate under normal circumstances and to adapt to crisis intervention procedures, while controlling its cost base.
The FGDR is a small, agile oversight unit (15 people) that can intervene immediately on a preventive or compensation basis.
The FGDR therefore uses resources and teams from external partners that can be mobilised very quickly, including information systems, call centres, printing, processing and archiving of files, media relations, asset management. By its very nature, the FGDR's intervention method is comprehensive, rapid and targeted.
A guarantee scheme that serves the public interest
The Fonds de Garantie des Dépôts et de Résolution (FGDR) is a private body created by Law no. 99-235 of 25 June 1999 on savings and financial security pursuant to European law. Its mission is to serve the public interest.
Its status makes it a bridge between the public, credit institutions and investment firms, the supervisory authority (ACPR) and the public authorities (French Ministry of Economy and Finance).
The FGDR is headed by an Executive Board acting under the control of a Supervisory Board comprised of representatives of French banks.
The FGDR’s Executive Board
- The Executive Board defines the FGDR’s organisation and manages its activities. The FGDR has four departments that work interactively: the operations department, the communication and training department, the legal department and the finance department.
- The Executive Board is comprised of at least two members who are appointed for four years and may be reappointed. The Chairman of the Executive Board, whose appointment is subject to the authorisation of the French Minister of Finance and Public Accounts, represents the Fonds de Garantie des Dépôts et de Résolution vis-à-vis third parties.
- Under the control of the Supervisory Board, the Executive Board performs the general management function for the FGDR. The Executive Board members are subject to the code of ethics applicable to members of the ACPR’s Collège de Supervision, Collège de Résolution and Sanctions Committee, as well as to bank secrecy.
The FGDR's Executive Board:
| MEMBERS OF THE EXECUTIVE BOARD | |||
|---|---|---|---|
| POSITION | NAME | EFFECTIVE DATE OF APPOINTMENT | EXPIRATION DATE OF CURRENT TERM |
| Chairman | Thierry DISSAUX | Reappointment 03 August 2022 | 02 August 2026 |
| Member | Michel CADELANO | 1 October 2019 | 30 September 2023 |
| Composition of the Executive Board on 03 August 2022 | |||
Composition of the FGDR’s Supervisory Board
The FGDR's Supervisory Board is comprised of 12 members and one non-voting member in accordance with Article L. 312.-10 of the French Monetary and Financial Code:
- seven full members representing the credit institutions that are the largest contributors to the deposit guarantee scheme;
- two members elected from among the members of the deposit guarantee scheme;
- two members elected from among the members of the investor compensation scheme;
- one member elected from among the members of the performance bonds guarantee scheme.
All are senior managers of credit institutions or investment firms or executive officers of the member institution, the parent company or the central body that appointed them. The term of office for members of the Board is four financial years, which can be extended.
A non-voting member appointed by the Minister for the Economy participates in board meetings.
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How does the FGDR’s Supervisory Board work?
The FGDR’s Supervisory Board has the main powers generally exercised by a general meeting and monitors the Executive Board’s management of the FGDR. In particular:
- it appoints and removes members of the Executive Board;
- it appoints the statutory auditors;
- it approves the year-end financial statements (which are then sent to the French Minister of Finance and Public Accounts);
- it drafts the FGDR's internal regulations (subject to the authorisation of the French government).
The Supervisory Board meets at least four times a year.
At the recommendation of the Executive Board, the Supervisory Board decides on the principle and terms of any preventative intervention in a troubled institution.
The FGDR: an agile team designed as an oversight unit
- The FGDR employed 15 people at year-end 2020. All FGDR employees carry out their tasks in accordance with the rules governing the FGDR's missions, including the internal regulations and the confidentiality and ethics charter.
- In case of an intervention, the team relies on an ecosystem of service providers that can quickly take the necessary actions, possibly by deploying the appropriate resources (call centre, compensation processing centre, digital communication and media agencies, printing and archiving service providers, IT service providers, asset managers, etc.) based on clearly-defined, regularly tested operating procedures.
The FGDR’s operational partners and service providers
- Banque de Tahiti and Banque de Nouvelle-Calédonie: payment of compensation to depositors in overseas territories;
- Agence Clai: institutional communication, press relations and social networks;
- Claranet: website hosting;
- Edokial: printing letters and cheques sent to depositors;
- equensWorldine: technical compensation platform and member database;
- Insign: administration and technical supervision of the FGDR website, public social networks, printing;
- LCL: payment of compensation to depositors;
- Novalem: website statistics tracking, natural and paid search engine optimisation;
- Teleperformance: telephone call centre and processing centre;
- Tessi: digitisation and archiving of compensation documents between the FGDR and depositors;
- Asset management service providers: management of money market, stock and bond portfolios;
- Skilld: technical website development.
What rights does the FGDR have?
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The FGDR has access to information about its members which it needs to organise, prepare and carry out its mission. It is not bound by bank secrecy (Article L. 312-15 of the Monetary and Financial Code).
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If it is asked to intervene in an institution, the FGDR has access to all accounting and financial documents, statutory auditors' reports and inspection reports prepared by the ACPR.
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Upon authorisation by the Supervisory Board, the FGDR may take action for liability against the de jure or de facto senior managers of an institution in which it intervenes in order to obtain repayment of all or some of the sums paid by it.
The FGDR's internal control: guaranteeing the proper completion of its mission
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The FGDR's internal control system is an essential and necessary component of its operation. In addition, it contributes directly to the FGDR's mission by providing assurance of its operational capability in the event of an intervention.
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The internal control system is based on an internal control charter approved by the Supervisory Board. Governance of internal control complies with best practices and includes an internal control officer who is appointed by and reports directly to the Supervisory Board, three successive lines of defence for the control itself, and review and approval by the Supervisory Board of a detailed annual internal control report.
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The FGDR has produced a mapping of its risk universe, which corresponds to the FGDR's ecosystem and includes its essential service providers. This mapping is used to identify risks and measure their control and their potential impact on the FGDR's activities. To date, 13 major risks have been broken down into sub-risks that cover the FGDR's two main business cycles, i.e. management under normal circumstances and management in times of crisis.
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Today, the FGDR has an accurate tool. Its work continues with the introduction of weighting factors to reduce or increase the weight of sub-risks. The objective is to have an ever more relevant and operational risk control and reduction tool.
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The exercise for assessing the FGDR’s response to the risks identified is conducted annually. Simulations (or stress tests) in the areas of operations, communication and finance play a major role in improving the FGDR's operational capability.