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International Monetary Fund. Monetary and Capital Markets Department

I. Introduction II. Selected Features of the Banking Supervision Department A. Overall Framework B. Supervisory Stance and Risk Appetite C. Operational Independence III. Stability and Competition Objectives A. The Relationship between Stability and Competition B. The Current Policy Debate C. The Mission’s Evaluation D. Supervisory Authority for Credit Institutions IV. Evaluation of the Supervisory Approach A. Engagement Model and Approach to Banking Supervision B. Findings and Recommendations Table 1. Main Recommendations

International Monetary Fund. Monetary and Capital Markets Department

currently finalizing its recommendations, is the latest in this series of inquiries. Its recommendations are discussed in Section III below. 3. The rest of this report is structured as follows : Section II presents selected features of the BSD, paying special attention to its supervisory risk tolerance and operational independence; Section III discusses the current policy debate between stability and competition and how it might affect the BSD’s statutory responsibilities; finally, Section IV evaluates the BSD’s supervisory engagement model and makes recommendations to

International Monetary Fund
This paper proposes a comprehensive Strategy to strengthen IMF support to FCS in accordance with the Fund’s mandate and comparative advantage. The Strategy is a response to the Board-endorsed recommendations of the 2018 Independent Evaluation Office (IEO) Report on The IMF and Fragile States. To achieve these goals, the Strategy will benefit from additional resources reflected in the FY23-25 Medium-Term Budget, as per the budget augmentation framework discussed by the Board in December 2021. The Strategy also provides measures to better support staff working on FCS. Given the inherent risks in FCS engagement, the Strategy will be phased in starting in FY22, with implementation gradually accelerating between FY23-FY25.
International Monetary Fund. Monetary and Capital Markets Department
This paper first takes a historical perspective, studying the implications of the oil boom of the 2000s on industry structure and economy-wide productivity. It then examines progress with the ongoing transition thus far both in the real sector and in the labor market, bearing in mind the short time span that has passed. This paper also explores two possible explanations for lagging productivity—namely, product market regulation and the low level of research and innovation. An extensive data set of mainland Norwegian firms is used to empirically assess the potential productivity gains from product market reforms as well as increasing research and development spending.
International Monetary Fund. Monetary and Capital Markets Department

Management and Internal Controls D. Reinsurance E. Consolidated Supervision and Supervision of Cross-Border Business F. Macroprudential Surveillance G. Conduct of Business and Consumer Protection BOXES 1. The Impact of COVID-19 2. COVID-19 Response 3. The Central Bank’s Climate Risk Strategy FIGURES 1. Size and Structure of the Insurance Sector 2. Cross-Border Business 3. Insurance Sector Liabilities 4. Insurance Asset Allocation 5. Profitability and Solvency 6. Composition of the Solvency Capital Requirement 7. Minimum Engagement Model

International Monetary Fund

institutions. A few Directors underlined the importance of robust Country Policy and Institutional Assessments. Directors emphasized the need to ensure a smooth transition to the new FCS classification methodology, which should not result in diminished support to countries that will be dropped from the current internal IMF FCS list. Directors agreed with the resource allocation proposal, consistent with the FY23–25 Medium-Term Budget, as per the budget augmentation framework. They agreed with the proposed FCS engagement model focused on closer support and follow-up with