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SECURITIZATION RISKMANAGEMENT GUIDELINE

April 2009



Table of Contents

Preamble ................................................................................................................................3

Introduction ...........................................................................................................................4

Scope......................................................................................................................................5

Coming into effect and updating .........................................................................................6

1. Securitization risk management governance ............................................................7

Principle 1: Roles and responsibilities of board of directors and senior management..7 Principle 2: Securitization risk management framework ...............................................8 Principle 3: Compensation............................................................................................9

2. Securitization risk management practices.................................................................9

Principle 4: Securitization process management............................................................9

Supervision of sound and prudent management practices............................................14

APPENDIX 1 .........................................................................................................................15

APPENDIX 2 .........................................................................................................................18

APPENDIX 3 .........................................................................................................................21

Securitization Risk Management Guideline

Autorité des marchés financiers April 2009



Preamble

The Autorité des marchés financiers (“AMF") establishes guidelines setting out itsexpectations with respect to financial institutions’ legal requirement to follow sound and

prudent management practices. These guidelines therefore cover the execution,interpretation and application of this requirement.

The AMF favours a principles-based approach rather than a specific rules-based approach.As such, the guidelines provide financial institutions with the necessary latitude to determinethe requisite strategies, policies and procedures for implementation of such managementprinciples and to apply sound practices based on the nature, size and complexity of theiractivities.

The AMF considers governance, integrated risk management and compliance as thefoundation stones for sound and prudent management of financial institutions and,consequently, as the basis for the prudential framework provided by the AMF.

This guideline is part of this approach and sets out the AMF's expectations regarding thesound and prudent securitization risk management practices.

Securitization Risk Management Guideline 3




Introduction

Securitization is a technique used by financial institutions in particular to managesupplemental cash flows. This technique, which consists in transforming generally illiquid

assets into securities that can be traded in the capital markets (asset-backed securities(ABS)), necessitates a relatively detailed execution process involving multiple parties.Appendix 1 explains the concept of securitization, the roles a financial institution mayassume as part of a securitization, and the risks arising from securitization. Appendix 2presents a securitization process diagram. An English-French glossary of securitizationterms is provided in Appendix 3.

Securitization exposes a financial institution to several risks, including credit, market,liquidity, operational and legal risk. In view of these numerous risks, securitization can behighly complex. Inadequate management or a misunderstanding of securitization maytherefore threaten an institution's strength and, ultimately, tarnish its reputation.

The core principles and guidance published by the Basel Committee on Banking Supervision("Basel Committee") clearly explain the need for financial institutions to manage their risks ina sound manner. Regulators are encouraged to provide financial institutions with theframework to do so.

The AMF supports the principles and guidance published by the Basel Committee that fostersound and prudent management practices. Pursuant to the authority1 conferred upon itunder the Act respecting financial services cooperatives ("FSCA"), the AMF is issuing thisguideline to explicitly inform financial services cooperatives of its expectations regardingsecuritization risk management.

This guideline sets out the principles of securitization risk governance and the practices formanaging these risks.

The AMF expects effective governance to underpin the management of securitization risks.To that end, financial institutions should implement an adequate risk managementframework and a risk-adjusted, performance-based compensation system. The AMF alsoexpects financial institutions to adopt sound and prudent securitization risk managementpractices throughout the securitization process.

1 An Act respecting financial services cooperatives, R.S.Q. c. C-67.3, s. 565.





Scope

This securitization risk management guideline is intended for financial services cooperatives,which are governed by the FSCA. More specifically, it applies to financial services

cooperatives that are members of a federation, to a federation, to a financial servicescooperative that acts as treasurer of a group, as well as to a subsidiary of a federation thatacts as manager of the assets of a group.2

Securitization risk management standards or policies adopted by a federation for itsmembers should be consistent with—and even converge on—the principles of sound andprudent management prescribed by law and detailed in this guideline.

The generic terms "financial institution" and "institution" refer to all financial entities coveredby the scope of this guideline.

2For purposes of this guideline, a "group" is formed by a federation, its member credit unions and a securityfund, as well as any other legal person or partnership controlled by one of the credit unions or by thefederation (Act respecting financial services cooperatives, R.S.Q. c. C-67.3, s. 3).





Coming into effect and updating

This securitization risk management guideline will come into effect as of April 1, 2009.

With respect to the legal requirement of institutions to follow sound and prudentmanagement practices, the AMF expects each institution to develop strategies, policies andprocedures based on its nature, size, complexity and risk profile, to ensure the adoption ofthe principles underlying this guideline by April 1, 2011. Where an institution has alreadyimplemented such a framework, the AMF may verify whether it enables the institution tosatisfy the requirements prescribed by law.

This guideline will be updated based on developments in securitization and in light of theAMF’s observations in the course of its supervision of financial institutions.





1. Securitization risk management governance

Principle 1: Roles and responsibilities of board of directors3 and seniormanagement

The AMF expects a securitization risk management framework to be supported by effectivegovernance.

The AMF considers the board of directors and senior management to be ultimatelyresponsible for decisions regarding the roles assumed by the financial institution inconnection with securitization, and, as such, and given the constant innovations in this areaand certain risks inherent in this type of activity, they should closely oversee securitizationactivities.

The roles and responsibilities of the board of directors and senior management with regardto securitization risk management are shared and complementary and should focus on thefollowing:

• monitoring securitization activities in an appropriate manner. The concept andimplications of securitization must be fully understood, failing which it would beadvisable not to engage the financial institution in securitization;

• ensuring that the financial institution acts prudently and diligently with respect to its rolein the securitization process. For example, where a financial institution originates asecuritization transaction, credit standards should be applied as rigorously to theassets transferred to a special purpose entity (SPE) as they would be to the assets

remaining on the institution's balance sheet;

• liaising on an ongoing basis with individuals responsible for risk management so thatthey are informed, for example, when securitization risk tolerance levels are exceeded.Similarly, where the financial institution is involved in hedging ABS risks or investing inABS, the transparency of the underlying assets should be periodically analyzed so thatthe board of directors and senior management can be notified of any early warningindicators of asset deterioration.

3A reference to the board of directors can also include a board committee, such as a board committeeestablished to examine specific issues.





Principle 2: Securitization risk management framework4

The AMF expects senior management to implement an adequate securitization risk

management framework and the board of directors to support this framework.

Senior management should implement a securitization risk management framework that:

• sets out a clear and distinct policy that distinguishes strategic and risk position-takingactivities from transaction processing, distribution and risk analysis activities:

where institutions issue or manage ABS, the framework should ensureindependence between, on the one hand, the parties originating the assets(originator) and those making strategic decisions (manager) and, on the otherhand, the parties processing ABS transactions (servicer) and those distributing

and marketing ABS (distributor);

as for institutions investing in ABS, the framework should ensure independenceamong, on the one hand, personnel who are responsible for investing in theseinstruments (front office) and other personnel, namely, those analyzing risks(middle office) and those processing the related transactions in these instruments(back office).

• sets out rigorous internal controls with regard to securitization risk tolerance levels thatare adequately tailored to the securitization environment, which is relatively complex,volatile and characterized by constant innovation;

•

ensures that these same internal controls enable identification and mitigation of real orapparent conflicts of interest.5 For example, financial institutions that assume the roleof originator should have controls in place covering relations with the other partiesissuing or managing ABS (manager, servicer, distributor). Measures taken by theinstitution to mitigate conflicts of interest should generally include adequate timelydisclosure to investors;

4The provisions of this guideline apply to all securitizations regardless of whether or not they are part of a pre-determined framework, such as mortgage securitizations, which are governed by the National Housing Act .

5Various entities of a group may be involved in structuring the securitization. In such cases, the institution isresponsible for implementing the mechanisms necessary to mitigate conflicts of interest, where possible.





• provides for use of highly specialized resources:

where the financial institution issues or manages ABS that involves setting upcomplex and highly-leveraged securitization structures, containing portions of

classic securitization and synthetic securitization with re-securitization. In suchstructures, institutions are required to interface with multiple parties and controlthe numerous legal and financial aspects of these structures;

where financial institutions invest in ABS related to complex securitizationstructures.

Principle 3: Compensation

The AMF expects senior management to establish a securitization compensation systembased on risk-adjusted performance and expects the board of directors to approve this

system.

Incentives should be aligned with the financial institution's long-term overall profitability andthe interest of its members. In this respect, incentives should not encourage securitizationpersonnel to take risks exceeding the risk tolerance levels set for securitization transactions.

As well, where financial institutions invest in ABS, personnel responsible for analyzing risks(middle office) and those responsible for processing the related transactions (back office)should not receive compensation directly related to the returns generated by personnelresponsible for investing in ABS (front office).

2. Securitization risk management practices

Principle 4: Securitization process management

The AMF expects financial institutions to adopt sound and prudent securitization riskmanagement practices throughout the securitization process.

The securitization process generally encompasses three phases: pre-securitizationpositioning, securitization process execution and securitization monitoring. These phases

may overlap.





The sound and prudent management practices to be considered at each phase varydepending on the financial institution's role in the securitization.

Phase I – Pre-securitization positioning

Financial institutions that assume the role of originator should, in particular:

• ensure market receptiveness via potential clients;

• assess the performance and reputation of the different parties that could be involved instructuring the securitization, such as the servicer, the manager and the distributor;

• ensure that assets are securitizable so as to mitigate the risk that subsequentsecuritization may not be possible, for example, by drawing up contracts under whichthe assets can be legally sold;

• favour a simple securitization structure that is familiar to the markets in order to limitABS investment risks;

• ensure greater market presence so as to enhance the financial institution's profile asan originator;

• possess quality data (integrity and completeness) on the assets to be securitized,which are numerous in many securitization structures; this aspect is crucial to thesuccess of the securitization process;

• have appropriate expertise in line with the complexity of securitization structures andthe associated risks.

Financial institutions that assume the role of servicer should, in particular:

• ensure that they can obtain, periodically from the originator, information on the assetsto be securitized (underlying assets);

• have sufficient resources–for example, computer expertise and equipment–to processinformation on the underlying assets.

Financial institutions that assume the role of manager should, in particular:

• have the legal expertise necessary to set up the SPE;

• assess the performance (especially operational and credit risks) and reputation of theoriginator, as well as the quality of the underlying assets;





• assess the performance (especially operational and credit risks) and reputation of theservicer and the distributor;

• assess the performance (especially operational and credit risks) and reputation of the

parties involved in hedging ABS risks, such as credit enhancers and liquidity supportproviders.

Financial institutions that assume the role of distributor should, in particular:

• carefully determine the most appropriate period for the distribution, since thesecuritized instrument is an investment that is often geared to a specific class ofinvestor.

Financial institutions that invest in ABS or are involved in hedging ABS risks should, inparticular:

• have the appropriate investment or risk hedging expertise; securitization exposesfinancial institutions to a number of risks, which could make this activity highly complex;

• evaluate the depth of the secondary market for public securitization offerings.

Phase II – Securitization process execution

Financial institutions that assume the role of originator should, in particular:

• identify securitization risks and, where possible, mitigate them during the securitizationprocess by relying on experts. Risks that are not considered could have an adverseimpact on the performance of the securitization transaction and result in unexpectedlegal implications. Therefore, it is important for institutions to focus their risk mitigationefforts on:

operational risk, by setting out, for example, clear asset selection criteria andoverseeing compliance with these criteria;

legal risk, by clarifying, for example, the relations with the SPE. Institutions thatassume the role of originator should ensure that the documentationaccompanying SPEs sets out the financial institution's limits of legal liability withregard to the SPE, for example, the party that must assume the SPE's futurelosses or take over the transferred assets. In this respect, the financial institutioncould rely on legal opinions generally drafted as part of securitization structures.






• develop, where possible, internal ABS credit quality analyses to limit undue reliance on

credit rating agencies;

• demonstrate greater vigilance where the institution elects to limit itself to analyses bycredit rating agencies; such vigilance should encompass:

the importance of properly understanding the meaning of ratings and the types ofanticipated risk and the fact that external credit ratings are only one factor inevaluating a product;

a preference for obtaining ratings from at least two credit rating agencies; wherethis is not possible, the additional risk resulting from relying on the credit rating ofonly one agency should be considered.

• view the investment in securitized products primarily as a buy-and-hold strategy, sincethese products usually have a secondary market whose liquidity is limited;

• set risk tolerance levels for complex securitization structures. For example, in the caseof an investment in ABS resulting from a securitization structure containing portions ofclassic securitization and synthetic securitization with re-securitization, risk tolerancelevels should be set based on the risks stemming from the ultimate underlying assets.

Phase III – Securitization monitoring

Once the securitization process is completed and the risk transferred from the originator toinvestors, the next phase is to monitor the securitization.

For financial institutions that assume the role of originator, the securitization-monitoringphase comprises two sub-phases: management of securitization risks and disclosure ofinformation regarding the securitization.

With respect to securitization risk management, financial institutions that assume the role oforiginator should, in particular:

• closely manage the credit risk associated with any untransferred securitizationpositions, which are usually the most subordinate and carry the largest risk;

• implement a systematic process for analyzing the quality and performance of theunderlying assets to control the impact of any deterioration in these assets and limit therisk of damage to the institution’s reputation;





• consider the possibility that securitization exposures will have to be taken back on thebalance sheet, even though the institution has no legal obligation to do so, in order tolimit any negative impact on its reputation;

•

segregate the roles of issuing or managing ABS, where the institution assumes morethan one role, to prevent conflicts of interest;

• ensure, where entities issuing or managing ABS are separate from the originator, thatthese entities deliver quality service to investors;

• take into account systemic risk related to a credit rating downgrade of the entitiesresponsible for hedging ABS risks. A downgrade could have significant consequenceson the originator's activities simply by association; the complexity of the securitizationincreases systemic risk.

Where information about the securitization is disclosed, financial institutions that assume therole of originator should, in particular:

• consider that they are primarily responsible for the quality of the information disclosedabout the underlying assets by ensuring, for example, that the servicer adequatelycarries out its duties (where the originator is not also the servicer);

• ensure that all significant characteristics of ABS, such as inherent risk and conflicts ofinterest, are disclosed in such a way that investors and the parties involved in hedgingABS risks are able to evaluate the investment. For example, institutions that assumethe role of originator should ensure continued information transparency, particularlywith respect to the underlying assets, in particular by indicating asset concentration(sectors, geographic regions, industries, obligors, etc.).

Financial institutions that assume the role of servicer should be diligent in collecting andtransmitting payments of principal and interest on the underlying assets.

Financial institutions that assume the role of manager should, among other things, managethe SPE's exposure to liquidity risk, particularly where the SPE is issuing asset-backedcommercial paper (ABCP); that is, an issue of short-term securities that are backed by long-term assets.


• manage the operational risk attributable to the numerous parties involved in a

securitization structure and the possibility that one of the parties, the servicer forexample, may not be able to honour its commitments;

• manage the risk related to the opacity of the underlying ABS assets embedded incomplex securitization structures.





Financial institutions that invest in ABS should also ensure that they manage the credit riskarising from exposure to the parties hedging ABS risks.

Scenario analyses and stress tests

Given the risks associated with securitization, sound and prudent management practicesrequire that scenario analyses and stress tests be performed.

Scenario analyses enable financial institutions to examine, using different probableassumptions, the impact of changes in certain variables on their financial situation. Forexample, financial institutions that assume the role of originator could estimate the impact onsecuritization revenues of unanticipated delays in the securitization process. Financialinstitutions that assume the role of investor could assess the impact on ABS investmentincome of changes in the number of delinquent payments or in the rate of prepaymentsrelated to the pool of underlying assets.

Financial institutions should also conduct stress testing to identify potential losses andliquidity requirements in highly unusual market conditions. For example, financial institutionsthat assume the role of originator could simulate the impact of their obligation to quickly takeback transferred assets on the balance sheet. Institutions that assume the role of investor orthat are involved in hedging ABS risks could conduct simulations of the impact of prolongedperiods of extreme illiquidity in the ABS market by focusing on ABS in complex securitizationstructures.

Supervision of sound and prudent management practices

In fostering the establishment of sound and prudent management practices within financialinstitutions, the AMF, as part of its supervisory activities, intends to assess the degree ofcompliance with the principles set forth in this guideline in light of the specific attributes ofeach institution. Consequently, it will examine the effectiveness and relevance of thestrategies, policies and procedures adopted by financial institutions as well as the quality ofsupervision and control exercised by their boards of directors and senior management.

Due to the constant innovations in securitization, risk management practices in this area arecontinually evolving. The AMF expects decision makers at financial institutions to remaincurrent with best practices and to adopt them, to the extent that they meet the institution'sneeds.





APPENDIX 1





Securitization

1. Concept

In its simplest, classic form, asset securitization is the transformation of generally illiquidassets into securities that can be traded in the capital markets. The asset securitizationprocess generally begins with the segregation of financial assets into pools that are relativelyhomogeneous with respect to their risk characteristics, including both credit and marketrisks. These pools of assets are then sold to a bankruptcy-remote entity, generally referredto as a special purpose entity (SPE), which issues asset-backed securities (ABS) toinvestors to finance the purchase. ABS are financial instruments that may take a variety offorms, including commercial paper, term debt and certificates of beneficial ownership.

Securitizations may also be synthetic; that is, transactions where the debt underlying thesecurities is not sold, only the risk associated with the assets is transferred to investors, inparticular using credit derivatives.

Both classic and synthetic securitization transactions can be re-securitized. Asset-backedsecurities created through re-securitization are backed by other securities. Re-securitizationstructures are often highly complex. In fact, a number of hybrid structures exist that containportions or "tranches" of classic securitization and synthetic securitization with re-securitization. For example, ABS may be backed by a pool of liquid and synthetic assetswhich themselves are backed by other liquid and synthetic assets (CDOs 6 of CDOs, orCDOs-squared). In addition, several re-securitization structures are possible through highleveraging.

2. Possible securitization roles assumed by financial institutions

In a securitization transaction, financial institutions may assume various roles, directly orindirectly, through subsidiaries or related parties. These roles can be grouped into threecategories: issuance or management of ABS, hedging of ABS risks, and investing in ABS.

If issuing or managing ABS, financial institutions may:

• initiate assets;7

• set up and manage an SPE by being responsible for strategic orientations and relations with the distributor, credit enhancer, liquidity support provider and credit rating agency;8

• collect principal and interest payments on the underlying assets and transmit these

funds to the SPE or ABS investors, or a trustee representing them;9

6Collaterized debt obligations

7Originator

8Manager

9Servicer



16



• distribute and market ABS issued by an SPE.10

In connection with hedging ABS risks, financial institutions may:

•

provide credit enhancements;

11

• provide liquidity support.12

Finally, financial institutions may invest in ABS.13

3. Securitization risks

Securitization exposes financial institutions to a number of risks, including:

• Credit risk, which arises from, among other things, the risk of payment default byobligors on the pool of securitized assets;

• Market risk, which arises from, among other things, interest rate reinvestment risk dueto mismatching between the interest rate invoiced by the SPE to obligors and theinterest rate paid by the SPE to investors;

• Liquidity risk, which arises from, among other things, the risk of mismatching where theSPE issues short-term securities backed by long-term assets (asset-backedcommercial paper);

• Operational risk, which arises from, among other things, the various parties in asecuritization structure and the fact that one party is unable to honour its commitments;

• Legal risk, which arises from, among other things, possible changes in legislation thatmay invalidate certain clauses of the securitization contract.

10Distributor

11Credit enhancer

12Liquidity support provider

13Investor



17



APPENDIX 2





Securitization process – Parties in a classic securitization transaction

Servicer

Inteenproin c

Creditenhancer

Obligors Special purpose entity(SPE)

SPE manager

Originator

Collects payments of principal andinterest on underlying assets. Role oftenassumed by the originator.

Responsasset-ba(ABS).

Pay principal and intereston underlying assets afterassets are securitized.

Transmit principal andinterest payments onunderlying assetsbefore assets aresecuritized.

Proceeds from sale ofassets

Sets uthe cresuppo

Credit ratingagency

Selects debts to be securitized andensures execution of securitizationprocess. Often also assumes theroles of manager, servicer anddistributor.


Autorité des marchés financiers



Securitization process for a classic securitization transaction – T

Special purpose e(SPE)

SPE manage

OriginatorObligors

SenMe

Sub

Pool ofsecuritizedassets(subordinationthroughtranching)

Equ

Underlying assets

E.g., mortgages, car andcredit card loans


Autorité des marchés financiers



APPENDIX 3





English-French Glossary

Credit rating agency Agence de notation

Servicer Agent de recouvrement

Financial guarantee insurer ormonoline insurer

Assureur spécialisé dans le risque dedéfaillance de crédit

Obligors Débiteurs

Distributor Distributeur

Trustee Fiduciaire

Liquidity support provider Fournisseur de liquidités

Manager Gestionnaire

Originator Initiateur

Asset-backed commercial paper(ABCP)

Papier commercial adossé à desactifs (PCAA)

Credit enhancer Rehausseur de crédit

Front office Salle des marchés

Middle office Service intermédiaire

Back office Service post-marché

Special purpose entity (SPE) Société ad hoc (SAH)

Asset-backed securities (ABS) Titres adossés à des créances (ABS)

Collaterized debt obligations (CDO) Titres adossés à des obligations etdes dettes

Re-securitization Titrisation étagée

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