2.6 Recommended Procedures: Compliance Programs, Supervisory Systems & Firm Policies

CFA Level 2 Chartered Financial Analyst

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1 Introduction & CFA Level II Exam Strategy

1.1 CFA Level II Exam Overview & Item-Set Vignette Strategy 1.2 2026 Curriculum Structure & 10 Topic Weight Bands 1.3 300-Hour Study Plan, Calculator Mastery & Practical Skills Modules (PSM)

2 Ethical and Professional Standards

2.1 Code of Ethics & The Seven Standards of Professional Conduct 2.2 Vignette Analysis: Conflicts of Interest & Disclosure (Standard VI) 2.3 Duties to Clients (Standard III) & Duties to Employers (Standard IV) 2.4 Standard V: Investment Analysis, Recommendations & Actions and Standard VII: Responsibilities as a CFA Member or Candidate 2.5 Application of the Code and Standards: Level II Case Method 2.6 Recommended Procedures: Compliance Programs, Supervisory Systems & Firm Policies

3 Quantitative Methods

3.1 Multiple Linear Regression, ANOVA & Hypothesis Testing 3.2 Regression Diagnostics: Multicollinearity, Heteroskedasticity & Serial Correlation 3.3 Time-Series Analysis: AR Models, Nonstationarity & Cointegration 3.4 Machine Learning, Deep Learning & Big Data Projects 3.5 Extensions of Multiple Regression: Influence Analysis, Qualitative Variables & Logistic Regression 3.6 Big Data Projects: Wrangling, Exploration, Feature Engineering & Model Training

4 Economics for Valuation

4.1 Foreign Exchange Parity Relations & Equilibrium Exchange Rates 4.2 Economic Growth Theories & Production Function Analysis 4.3 Forward Points, the Carry Trade & Policy Effects on Exchange Rates 4.4 Growth Determinants: Natural Resources, Demographics, Convergence & Trade Openness

5 Financial Statement Analysis

5.1 Intercorporate Investments: Equity Method & Business Combinations 5.2 Employee Compensation: Defined Benefit Pension Plans & Share-Based Payments 5.3 Multinational Operations: Current Rate vs Temporal Translation 5.4 Analysis of Financial Institutions & The CAMELS Framework 5.5 Evaluating the Quality of Financial Reports & Accounting Adjustments 5.6 Integration of Financial Statement Analysis Techniques

6 Corporate Issuers

6.1 Analysis of Dividends: Policy Theories, Signaling & Taxation Systems 6.2 Share Repurchases: Methods, EPS and Book Value Effects & Payout Sustainability 6.3 Cost of Capital: Advanced Topics 6.4 Corporate Governance, Board Oversight & ESG Integration 6.5 Corporate Restructuring: Types, Motivations, Evaluation & Valuation 6.6 Restructuring Financial Effects: EPS, Net Debt to EBITDA, WACC & Divestitures

7 Equity Valuation

7.1 Equity Valuation Framework & Required Rate of Return Estimation 7.2 Discounted Dividend Valuation: Gordon Growth, Multistage & The H-Model 7.3 Free Cash Flow Valuation: FCFF and FCFE Modeling 7.4 Market-Based Valuation: Price and Enterprise Value Multiples 7.5 Residual Income Valuation 7.6 Private Company Valuation: Income, Market & Asset-Based Approaches 7.7 Choosing and Combining Models: Definitions of Value, Sum-of-the-Parts & Cross-Border Comparability

8 Fixed Income Analysis

8.1 The Term Structure and Interest Rate Dynamics: Spot, Forward & Swap Curves 8.2 The Arbitrage-Free Valuation Framework & Binomial Interest Rate Trees 8.3 Valuation and Analysis of Bonds with Embedded Options: OAS & Duration 8.4 Credit Analysis Models: Structural vs Reduced-Form Approaches 8.5 Credit Default Swaps (CDS): Mechanics, Pricing & Trading Strategies 8.6 Managing Yield-Curve Risk: Key Rate Durations, One-Sided Durations & Yield Volatility Structure

9 Derivatives & Risk Management

9.1 Pricing and Valuation of Forward Commitments: Equity, Fixed Income & FX 9.2 Swap Pricing and Valuation: Interest Rate, Currency & Equity Swaps 9.3 Contingent Claims: Binomial Option Pricing Model & Arbitrage Replication 9.4 The Black-Scholes-Merton (BSM) Model, Option Greeks & Dynamic Hedging 9.5 Interest Rate Options, Swaptions & the Black Model

10 Alternative Investments

10.1 Commodities and Commodity Derivatives: Sectors, Participants, Futures Returns & Indexes 10.2 Private Real Estate Investments: Direct Capitalization, DCF & Cost Approach 10.3 Public Real Estate Investments: REIT Structures, NAV, FFO & AFFO 10.4 Hedge Fund Strategies: Classification, Implementation & Portfolio Role 10.5 Real Estate Investment Features, Due Diligence & Index Construction Biases

11 Portfolio Management

11.1 Using Multifactor Models: Macroeconomic, Fundamental & Statistical Risk 11.2 Measuring and Managing Market Risk: VaR, CVaR & Stress Testing 11.3 Economics & Investment Markets: Business Cycles, Term Structure & Asset Allocation 11.4 Analysis of Active Portfolio Management & The Fundamental Law 11.5 Exchange-Traded Funds (ETFs): Creation, Arbitrage, Tracking & Applications 11.6 Backtesting and Simulation: Procedures, Metrics, Biases & Scenario Analysis

2.6 Recommended Procedures: Compliance Programs, Supervisory Systems & Firm Policies

Key Takeaways Explain This Topic AI

The Guidance for Standards I–VII learning outcome requires candidates to recommend practices and procedures designed to prevent violations, not merely to identify them.

Standard IV(C) makes a supervisor responsible for detecting and preventing violations by anyone subject to their supervision, and a supervisor may not delegate the duty away even when compliance is a separate department.

A supervisor who discovers a violation must promptly initiate an investigation, place limits on the employee's activities pending its outcome, and address the gap in the compliance system that allowed the conduct.

Standard I(B) compliance procedures include a restricted list, a firm-paid expense policy for issuer meetings, and separation of research from investment banking through information barriers.

Standard VI(B) compliance procedures require pre-clearance of employee trades, blackout and restricted periods, duplicate confirmations, and a limited number of personal trading accounts.

Last updated: August 2026

2.6 Recommended Procedures: Compliance Programs, Supervisory Systems & Firm Policies

Why this is a separate section: the Guidance learning module has two learning outcomes. The first is to apply the Code and Standards to specific situations. The second — routinely under-prepared — is to recommend practices and procedures designed to prevent violations . Item-set questions that begin "Which action would best address..." or "The firm should most appropriately..." are testing the second outcome.

1. Standard IV(C): What Supervision Actually Requires

A member with supervisory responsibility must make reasonable efforts to ensure that anyone subject to their supervision complies with applicable laws, rules, regulations, and the Code and Standards.

Four rules decide most vignettes:

Supervision follows authority, not job title. Anyone with authority over others — including a team lead reviewing a junior's work, or a member who has authority over an outside contractor's work product — carries the duty.

You may delegate tasks, never responsibility. Routing a matter to a compliance department does not discharge the duty; the supervisor must still verify that the compliance process functions.

An inadequate compliance system is itself a violation. A member who knows, or should know, that the firm has no adequate written procedures must decline supervisory responsibility in writing until the firm adopts them. Continuing to supervise under a system the member knows to be inadequate is the violation, separate from any employee misconduct.

Detection triggers duties. On learning of possible misconduct, the supervisor must promptly initiate an investigation , place appropriate limits on the employee's activities while it proceeds, and afterwards remedy the systemic weakness . Merely accepting an employee's assurance, or relying on a verbal reprimand, is not reasonable effort.

A supervisor is not in violation simply because a subordinate violated a Standard, provided the supervisor had a reasonable, well-documented system in place and enforced it. The presence or absence of that system is what the vignette is really testing.

2. Standard-by-Standard Procedure Map

Standard Recommended procedure the exam expects Concrete artefact

I(A) Knowledge of the Law Maintain current regulatory awareness; adopt a written dissociation protocol; consult counsel before acting Compliance manual with an escalation path; disassociation memo

I(B) Independence and Objectivity Restricted list; firm pays its own travel and lodging for issuer meetings; limits on gifts with a stated monetary threshold; research compensation not linked to specific banking deals Gift log; travel policy; research-compensation policy

I(C) Misrepresentation Maintain a factual summary of qualifications and services; require attribution for external research; verify marketing claims Approved-language library; attribution policy

II(A) Material Nonpublic Information Information barriers between departments; restricted and watch lists; review of employee and proprietary trading; physical and electronic separation Firewall procedure; restricted list; surveillance log

II(B) Market Manipulation Pre-trade surveillance for wash trades, marking the close, and layering; escalation of unusual patterns Trade surveillance alerts

III(A) Loyalty, Prudence, and Care Follow client objectives; vote proxies in clients' interest; obtain best execution; document soft-dollar use for client benefit Proxy voting policy; best-execution review; soft-dollar log

III(B) Fair Dealing Limit the number of people with advance knowledge of a change in recommendation; shorten the interval between decision and dissemination; disseminate simultaneously; allocate pro rata at an average price Dissemination policy; allocation policy

III(C) Suitability Written investment policy statement updated at least annually; document the fit of each holding to mandate and constraints Investment policy statement; suitability file

III(D) Performance Presentation Include terminated accounts; present at least a five-year record or since inception; disclose whether returns are gross or net of fees; avoid claiming a track record that is not the member's own Composite construction memo; performance disclosure footnotes

III(E) Preservation of Confidentiality Limit access to client data on a need-to-know basis; encrypt records; permit disclosure only where required by law or authorised by the client Access-control matrix

IV(A) Loyalty to Employer Written policy on outside business, competing activities, and use of firm property; departure checklist Outside-activity approval form

IV(B) Additional Compensation Obtain written consent from all parties before accepting performance-linked compensation from anyone other than the employer Written consent record

IV(C) Responsibilities of Supervisors Adequate written compliance procedures; periodic training; testing and monitoring; documented escalation Compliance manual; training records

V(A) Diligence Research review checklist; model validation inventory; documented third-party due diligence Model inventory; approval checklist

V(B) Communication Disclosure document describing the process; prompt notice of material process changes; fact-versus-opinion editorial standard Process disclosure; editorial policy

V(C) Record Retention Seven-year retention absent a binding regulation; electronic archive independent of individual accounts Retention schedule

VI(A) Disclosure of Conflicts Standing disclosure of beneficial ownership, board service, and banking relationships in every report Conflicts register

VI(B) Priority of Transactions Pre-clearance of personal trades; blackout and restricted periods around client activity; duplicate confirmations to compliance; limited personal accounts Pre-clearance system; duplicate confirms

VI(C) Referral Fees Disclose the nature and value of referral consideration to the client before engagement; obtain employer approval Referral disclosure form

VII(A)/(B) Training on exam confidentiality and correct designation usage; marketing review of biographies and websites Style guide; biography review

3. Information Barriers in Practice

Level II vignettes about multi-service firms almost always turn on whether the barrier was designed and operated , not whether it existed on paper. A defensible barrier has five elements:

Substantive separation of departments — physical, electronic, and reporting lines that do not converge below senior management.

A restricted list naming securities on which the firm will not trade or publish, distributed to trading and research.

A watch list with tightly limited circulation, so that surveillance can occur without broadcasting the sensitive relationship.

Documented reviews of employee and proprietary trading against both lists.

A wall-crossing procedure : a written record when an individual is brought over the barrier, with immediate restriction of their trading and research activity.

A frequent trap: a firm that maintains a restricted list but circulates it so widely that the underlying relationship becomes obvious has created a tipping problem of its own. That is why the watch list exists and why its circulation must be narrow.

4. Diagnosing a Compliance Failure in a Vignette

When an item set describes a firm-level failure, the answer choices usually contain one procedural remedy that is specific and several that are generic . Prefer the specific one that attaches to the sub-standard you tagged.

Example. A research analyst at an integrated bank publishes an upgrade on a client of the firm's investment-banking division three days before the bank prices a follow-on offering. The analyst's bonus is set by a committee that includes the head of investment banking. Research and banking share a floor and a printer.

Tag the defects:

I(B) Independence and Objectivity — compensation influenced by the head of banking.

VI(A) Disclosure of Conflicts — the banking relationship is material to the recommendation and must be prominently disclosed.

II(A)/IV(C) — no operative information barrier, and the supervisor permitted a structure in which non-public deal information travels freely.

Now select remedies, matched one-to-one:

Defect Weak answer Correct remedy

Compensation linkage "Remind analysts to remain objective" Remove banking representation from research compensation decisions and base research pay on firm-wide profitability and research quality metrics

Undisclosed relationship "Disclose in the annual brochure" Disclose the banking relationship in the research report itself , prominently and in plain language

No barrier "Circulate a policy memo" Physical and electronic separation, a restricted list covering the issuer, documented wall-crossing, and surveillance of employee and proprietary trades

Note the pattern: weak answers ask people to try harder; correct answers change a structure, an approval step, or a record .

5. Sanctions and the Professional Conduct Program

Members and candidates agree to cooperate with CFA Institute's Professional Conduct Program. The Designated Officer may issue a cautionary letter , or propose a disciplinary sanction — public censure, suspension of membership and the right to use the designation, suspension of candidacy, or revocation — which the member may accept or refer to a hearing panel. Investigations are initiated by self-disclosure on the annual Professional Conduct Statement, by written complaints, by media reports, or by CFA Institute's own exam-integrity monitoring.

Two exam-relevant consequences follow:

The annual Professional Conduct Statement is a compliance obligation. Failing to disclose an investigation or a client complaint on it is itself a VII(A) misrepresentation.

Local law interacts with the Standards. Under I(A), members must comply with the stricter of applicable law or the Code and Standards. If local law is less strict, or silent, the Code and Standards govern. If local law is more strict, follow local law. Members working across borders apply the law of the jurisdiction whose law is stricter where the conduct occurs and where the client is located.

Checklist to run before answering any "recommend a procedure" question

Which sub-standard does the defect map to?

Is the failure in a structure , an approval step , a disclosure , or a record ?

Does the proposed remedy remove the incentive, or merely ask for better behaviour?

Does the remedy leave the member supervising a system they know to be inadequate? If so, the additional required step is a written declination of supervisory responsibility .