FiNETIK – Asia and Latin America – Market News Network

Asia and Latin America News Network focusing on Financial Markets, Energy, Environment, Commodity and Risk, Trading and Data Management

Expanding Global Identifiers in Complex Assets and Other Areas

In the post-credit crisis financial services industry, risk management, compliance and transparency have emerged as focus points for review with provision of accurate and timely data recognised as a critical element of success. Fundamental to data provision is the accurate identification of both financial instruments and counterparties – without which you cannot truly measure your performance or exposure.

Rapid growth in derivatives and securitised debt instruments played a central role in the credit crisis. In the aftermath of the crisis, the use of alternative asset classes has continued to grow. In order to ensure that an individual firm’s exposure through such complex instruments can be accurately measured, and therefore, managed, that firm must be able to correctly identify the securities and the entities that they are investing in.

This can only be done through the use of unique identifiers. But it is a well known fact that there is no single identifier capable of uniquely identifying securities or entities globally. While there are countries with identifier schemas, or certain asset classes such as equities that are well covered, there are many regions, asset classes, and markets that do not have a robust mechanism for identifying securities and entities. Despite significant effort, the industry has not been able to progress a standardised approach to this problem.

Is there another way? Can commercial initiatives and innovation through partnerships succeed where standards bodies have so far failed?

We examine the industry requirements and complexities inherent in the application of unique identifiers in three key areas: Business Entity Identifiers, US Listed Options and Syndicated Loans and review the collaborative approach taken by Standard & Poor’s CUSIP Global Services to develop innovative and comprehensive industry solutions.

Click below to download the free 12-page white paper from CUSIP Global Services now.

Source:A-TEAM 08.09.2010

Filed under: Data Management, Reference Data, Standards , , , , , , , ,

UK asset managers lack confidence in reference data quality – survey

Over a third of UK-based asset managers and banks are not confident in the quality of reference data they use to support trading activity, according to a survey from IT services firm Patni.

The survey of 100 company representatives found that 91% of asset managers do not have a single supplier of reference data, with the remainder admitting that they were not sure of their source at all. Respondents say that an average of six per cent of trades fail as a result of poor reference data.

Yet just half of those questioned say they have not considered outsourcing the management of their reference data to a third party, due to fears of a potential loss of control and security breaches. Meanwhile, the overwhelming reason cited for considering outsourcing is the potential for cost savings, followed by higher levels of accuracy.

Philip Filleul, product manager, reference data, Patni, says: “Many buy-side and sell-side firms are now uncomfortably aware of both the time and costs they devote to purchasing, cleansing and distributing reference data, as well as the risks that arise when these tasks are not performed effectively, among them failed trades and lost revenue opportunities.”

“The twin pressures of achieving regulatory compliance and straight-through processing have highlighted substantial redundancy and duplication of effort in the area of reference data management.

“One in ten trades fail on first settlement attempt – and of these, 60 per cent -70 per cent can be attributed to poor data management. “

Research from the Tower Group, which was cited by the report, showed that nearly two thirds of failed trades did so due to inaccurate data.

Source: Finextra, Bobsguide, 29.10.2010

Filed under: Corporate Action, Data Management, Market Data, Reference Data, Risk Management, Standards , , , , , , , , ,

Finextra and the FISD partner for Data webcasts in 2010

The Financial Information Services Division (FISD) and Finextra have forged a partnership to deliver a series of video webcasts for market data and risk management professionals worldwide with a focus on real-time data management and delivery, reference data, and standards.

The events will be hosted in-studio and broadcast via real-time or recorded streaming video to an invited audience of financial professionals. Participants will be able to interact with panelists during the live webcasts via real-time Q&As.

The FISD/Finextra partnership builds on Finextra’s established Finextra Live brand of webcast events. Past webcasts have been broadcast from London, Hong Kong and New York. Participants have included senior representatives from HSBC, Nomura, Citi, Morgan Stanely, Societe Generale, Credit Suisse, Bank of America, Barclays and Royal Bank of Scotland. Over 2,500 people working within the financial industry have registered to attend Finextra video webcasts since March 2009.

Tom Davin, managing director of FISD, says “A survey of FISD members revealed that more of them would like to interact with FISD programs and thought leadership via more sophisticated technologies. Our partnership with Finextra aims to provide timely and relevant topics and discussion to our member base and beyond via interactive video content.”

Nick Hastings, managing director of Finextra, says: “This new service will provide the industry with a forum to discuss and learn about key issues affecting global data management via emerging and innovative communication mediums.”

Source:FINEXTRA, 06.01.2010

Filed under: Corporate Action, Data Management, Data Vendor, Market Data, News, Reference Data, Standards , , , , , , , ,

Managed Market Data Services: Performance and Efficiency – A-TEAM & NYSE Technology

Market infrastructure is evolving at a pace that even the most technology-savvy financial institutions find challenging. New execution venues are popping up everywhere fragmenting liquidity and creating cross-dependencies between primary and derivative marketplaces. The move to fast markets and trading automation is cutting response times and increasing data volumes. Markets have shown a 70% increase in volume over the last year alone.

Update latencies of less than 10 microseconds are now possible — even commonplace. Market data rates in excess of 20 billion update messages per day are on the near horizon. With a universe of more than 250 real-time markets trading in excess of 40 million instruments and derivatives, developing and delivering a market data system for today’s markets is, at best, problematic.

Never before have financial institutions faced a more pressing need for flexible data acquisition solutions. And the requirement applies across the board: From the largest tier 1, bulge bracket firms, to the pluckiest speciality execution firm, firms of all shapes and sizes are seeing the market data management requirement leap to the top of their priority lists.

This white paper provides an analysis of the challenges facing market data technologists everywhere. It looks at the platform requirement, outlines total cost of ownership considerations, and discusses the relative merits of a managed or hosted service approach like NYSE Technologies’ SuperFeed™.

Source: A-TEAM November 2009

Market Data Managed Services: Performance_and_Efficiency Oct.2009 A-TEAM & NYSE Technology

Filed under: Data Management, Data Vendor, Library, Market Data, News, Reference Data, Standards , , , , , , , , , ,

Thomson Reuters Faces EU Probe of RIC Data Code Issues

Nov. 10 (Bloomberg) — Thomson Reuters Corp., the news and data provider created in a merger last year, faces a European Union antitrust probe into possible restrictions on competitors’ use of identification codes for real-time market data feeds.

Bloomberg provided free access to it’s code just a few days ago.

The probe will focus on whether Thomson Reuters prevents clients from translating Reuters instrument codes  (RIC’s) to alternative identification codes of rival data-feed suppliers, a process known as “mapping,” the European Commission, the EU’s antitrust regulator, said in a statement today from Brussels.

“Without the possibility of such mapping, customers may potentially be ‘locked’-in to working with Thomson Reuters because replacing Reuters instrument codes by reconfiguring or by rewriting their software applications can be a long and costly procedure,” the commission said.

The probe is the EU’s second into financial information providers this year after the regulator said in January that it would review how Standard & Poor’s charges customers for the use of certain codes in databases. Thomson Reuters said last week that third-quarter profit dropped 59 percent on declining revenue at its sales and trading business and legal division.

Thomson Reuters said in a statement that it received an EU questionnaire Nov. 3 and is cooperating with the probe.

“Thomson Reuters data is reliably and consistently identified by a managed code, which we create and maintain to enable navigation of the company’s global content,” the New York-based company said in the e-mailed statement. “Our customers are at the heart of our business and we continue to work with them to explore how best to add value to our data services.”

The commission said it started the probe on its own initiative. Under EU rules, companies can be fined as much as 10 percent of annual sales for antitrust violations. Companies can appeal antitrust decisions at EU courts.

Bloomberg LP, the parent of Bloomberg News, competes with Thomson Reuters in selling financial and legal information and trading systems.

Source: Bloomberg 10.11.2009 by  Matthew Newman in Brussels

Filed under: Data Management, Data Vendor, Market Data, News, Reference Data, Risk Management, Standards , , , , , , , , , ,

Asset Management: Data management is top concern

Markus Ruetimann, chief operating officer at Schroders, expects a growing debate about data and the “acceptance of liabilities” over the next year.

“Our clients want us to cover everything. Whether we do things internally or outsource, that is not their concern – they want us to stand firm if something goes wrong and to cover any losses,” says Mr Ruetimann.

“If the outsourced NAV [net asset value] is wrong and this leads to a loss, our outsource provider would compensate us.

“But what happens when our distributors have another 20,000 unit holders? Where the buck stops is something I think we will hear more about next year.”

The comments come as a growing number of investment firms have outsourced a range of non-core functions, such as fund accounting and risk management, in order to shrink their fixed cost base and turn attention towards their main competencies.

According to figures from Beacon Consulting Group, 31 per cent of managers are reviewing their middle offices, while 36 per cent have reviewed them over the past year.

The result is managers now have to cope with multiple feeds of information – such as data on fund accounting, FX rates and benchmarks – being fed back into their businesses from those providers who manage these functions on their behalf.

Mr Ruetimann says the demand for information from both internal fund managers and clients has “quadrupled” over the past year. “Our clients and managers want information on demand – they want to access it faster and across different jurisdictions.

“A lot of that data is held by our third-party providers and sometimes they struggle with the quality and access to that data,” he says.

“What we have learned with our providers is that we need a clear definition of data flows and what information is hosted by us and our third parties.

“Inevitably, there can be some overlap.”

Dan Watkins, head of European operations at JPMorgan Asset Management, agrees the use of data has become a priority for the industry, particularly with regard to client reporting.

“When you outsource some of your non-core functions, there is a multiple amount of data that is taken back in from those providers.  “Our top priority is having best-in-class client reporting and performance analysis for our clients, and data plays a vital part in that,” says Mr Watkins.

With a heightened emphasis on industry transparency, managers are also under increased pressure to provide clients with detailed reports on procedures they have in place to manage risk, custody and other essential functions that have been outsourced to third parties. “You need to ensure that the quality of data to produce reports is as good as it can be,” says Mr Watkins.

“In conversations I have with people in the industry, more and more managers are turning their attention in this post-outsourced world towards client reporting – this is where managing that data layer comes in.”

The appetite for quality data was highlighted at an industry conference held by consultancy Investit in July. Asked what the highest priority was for managers, 82 per cent cited data management while client reporting was an important focus for 75 per cent.

Asset managers have identified data management as a top priority for operations in what they call a “post-outsourced” landscape.

Some fear that poor handling of information, including how managers aggregate data fed to them from third parties, could lead to disputes with outsource providers over who is responsible for potential losses.

Dave Francis, head of operations at Gartmore, also recognises the growing trend for improved data flows from third-party vendors. “The quality of data is fundamental,” says Mr Francis.

“We make sure that we have the appropriate performance indicators and service level agreements that give a guide to data integrity,” he says.

“There are monthly review schedules and we watch for signs or trends, and whether there is a need to address it or not. By looking at these indicators, it gives us a good idea of what is going on inside the vendor.”

Source: FT 08.11.2009 By David Ricketts

FT.com

Filed under: Corporate Action, Data Management, Data Vendor, Market Data, News, Reference Data, Risk Management, Standards , , , , , , , , ,

Market and Reference Data Converge; A united front in Data Management

It is widely acknowledged that the complacency of recent years in the approach to trading activities, managing investments, and their related risks cannot continue. The fallout is impacting the structure of financial institutions, the regulatory oversight of the banks, and their approach to risk management. But the constant underlying factor that all financial institutions need to get right is the quality of data and its efficient management.

Down load: Market and Reference Data Converge – A United Front for Data Management 09.2009


There has been, to date, a real disconnect between the management of market data (real-time pricing and historical time series and derived data) and reference data used in post-trade support functions. But this is changing as banks scramble to get their houses in order. And it has to. Without a holistic approach to data management across the enterprise, financial institutions will continue to struggle to obtain an accurate picture of their investments and their true risk position, or to fulfill the associated requirements of regulatory compliance, client reporting, and other applications reliant upon accurate data from across the enterprise. Without a consolidated view of their data, the businesses are unable to expand product lines or adapt existing products quickly enough for client demand. .

Why has integrated data management not been more widely employed before now? What are the benefits of such a coordinated approach to data management? And how are solutions adapting to meet this new demand for integrated data management?

Source: A-TEAM, September 2009

Filed under: Data Management, Data Vendor, Library, Market Data, News, Reference Data, Risk Management, Standards , , , , , , ,

Corporate Actions Report Sept 2009 – Reference Data Review

Download: Reference Data Review Special Report Corporate Actions 2009 Edition

Rather than detracting attention away from corporate actions automation projects, the financial crisis appears to have accentuated the importance of the vital nature of this data. Financial institutions are more aware than ever before of the impact that inaccurate corporate actions data has on their bottom lines as a result of the increased focus on risk management in the market as a whole.

This renewed focus on the basics of data management has, in turn, spurred on vendors in the space to significantly up their game. The focus of this innovation has been on bringing prices down, making the implementation of these solutions easier and designing more intuitive user interfaces. This has manifested itself in a range of enhancements, not least of which are the deployment of web-based front ends and software as a service (SaaS) models.

Financial institutions and (surprisingly) issuers have also been doing their bit to improve the often complex muddle of corporate actions data via various working groups and standards initiatives. Earlier in 2009, the European issuer community agreed that a framework for shareholder communication and cross border voting is needed in the market. This was then followed by the release of the results of the Corporate Actions Joint Working Group’s standardisation initiative, which is aimed at defining each category of corporate action in the market.

Corporate actions are most certainly back in the spotlight

Filed under: Corporate Action, Data Management, Data Vendor, Library, News, Reference Data, Risk Management, Standards , , , , , , , ,

BNP Paribas Improves Quality and Efficiency Across Silos with Data Assessment Strategy

Paris – BNP Paribas is in the middle of an enterprise-wide reference data assessment initiative as part of a larger program, which aims to increase efficiency, improve data quality and help manage data costs across silos, Inside Reference Data has learned.

The data assessment exercise, started in spring 2009 and expected to deliver savings by the end of the year, has included reviewing vendor contracts.

“We thought it could be interesting to have another view of the contracts we currently have in place,” says Paris-based Andre Kelekis, senior strategist at BNP Paribas, adding that the first area of focus, without directly impacting the systems, was to make an assessment of all vendors’ contracts and sourcing with the aim of optimizing the sourcing in terms of procurement in every area.

The merger with former Fortis Bank in May 2009, now BNP Paribas Fortis, slowed down the assessment procedure, as the revised scope of the efforts now also includes consolidating contracts and reviewing data spend at the Fortis-side of the business.

Yet, the data inventory is being done, and as part of the next phase, the bank plans to optimize the data feeds without modifying applications or the database.

The bank does not currently have a full enterprise data management (EDM) project in place, but as part of the assessment exercise it is paying close attention to the data to ensure high quality and efficiency.

“At this stage we are not claiming to want a full EDM strategy, but we do want to know if we could have a much more efficient organization, and to find out if this is possible and what needs to be done we are paying close attention to the data,” says Kelekis.

In fact, the bank does not plan to re-architecture its data management systems as part of the assessment initiative. “Modifying the infrastructure could take around two to three years,” says Kelekis, explaining that the current efforts are focused on the data itself.

One of the main drivers behind the data assessment was to be able to overcome the data challenges that come hand in hand with a typically siloed organization and be able to evaluate the levels of data quality within silos.

“By construction we are in a siloed company, business has its priorities and it’s not easy to work on data projects … some still think controlling their systems is better than having to rely on sub-parties,” says Kelekis, adding that being able to start data projects, largely transversal in nature, depends largely on the mentality and culture within the organization.

But Kelekis says that at the moment, he sees some silos developing in the right direction. “The fixed-income system, with its rationalized reference data feed enabling data optimization, for example, is advanced … it could even be used as a model for all the other silos,” he says.

The Push for Governance

The bank does not currently have a data governance program at enterprise level in place, but has facilitated data discussions by introducing a market data and reference data steering committee, which unites professionals from all the various silos within the organization to discuss data management within BNP Paribas, while raising awareness of what this means in terms of costs and systems. This group was created in the early 2000s.

“We are not ready at the moment to put in place a data governance program at the enterprise level,” says Kelekis, adding that as long as market and reference data remain difficult to understand at the top management level, it will be complex to find a global sponsor and put in place a governance strategy.

Communication is key, as Kelekis says it is complex to carry out a global-transverse data project without a global sponsor, especially if the silos do not understand the value good-quality data can bring to their operations.

“The steering committee is a means to share information across the different silos, but it is only very efficient when those representing such silos are top management and have decision-taking power,” says Kelekis, adding that if the silos are not represented at a very high level, the main purpose of the committee is just information gathering.

Source: InsideReferenceData, 18.08.2009 by Carla Mangado

Filed under: Corporate Action, Data Management, News, Reference Data, Risk Management, Standards , , , , , , ,

Framework Approach to Governance, Risk Management, & Compliance

The landscape of governance, risk management, and compliance initiatives is broad and littered with a variety of specific standards and frameworks. Each of these specific frameworks may be good at what they focus on – but they fail to link GRC together and put everything in context with each other. Risk management, security, corporate governance, control, security, compliance, audit, quality, EH&S, sustainability – all have their respective islands of standards. This makes putting a GRC strategy in place that bridges these silos difficult as the language, implementations, and approaches are quite different. In fact – organizations trying to get an enterprise view of risk and compliance desperately search for a GRC “Rosetta Stone.”

There is only one framework that I see that brings this universe of GRC into a common language, process, and architecture – that is the OCEG Red Book (v2) and its GRC Capability Model™. Although various standards and guidance frameworks exist to address discrete portions of governance, risk management and compliance issues, the OCEG GRC Capability Model™ is the only one that provides comprehensive and detailed practices for an integrated and collaborative approach to GRC. These practices address the many elements that make up a complete GRC business architecture. Applying the elements of the GRC Capability Model™ and the practices within them enable an organization to:

Achieve business objectives
Enhance organizational culture
Increase stakeholder confidence
Prepare and protect the organization
Prevent, detect and reduce adversity
Motivate and inspire desired conduct
Improve responsiveness and efficiency
Optimize economic and social value

The GRC Capability Model™ describes key elements of an effective GRC architecture that integrate the principles of good corporate governance, risk management, compliance, ethics and internal control. It provides a comprehensive guide for anyone implementing and managing a GRC system or some aspect of that system. The OCEG GRC Capability Model™ is broken into eight components:

CULTURE & CONTEXT. Understand the current culture and the internal and external business contexts in which the organization operates, so that the GRC system can address current realities – and identify opportunities to affect the context to be more congruent with desired organizational outcomes.
ORGANIZE & OVERSEE. Organize and oversee the GRC system so that it is integrated with and when appropriate modifies, the existing operating model of the business and assign to management specific responsibility, decision-making authority, and accountability to achieve system goals.
ASSESS & ALIGN. Asses risks and optimize the organizational risk profile with a portfolio of initiatives, tactics, and activities.
PREVENT & PROMOTE. Promote and motivate desirable conduct, and prevent undesirable events and activities, using a mix of controls and incentives.
DETECT & DISCERN. Detect actual and potential undesirable conduct, events, GRC system weaknesses, and stakeholder concerns using a broad network of information gathering and analysis techniques.
RESPOND & RESOLVE. Respond to and recover from noncompliance and unethical conduct events, or GRC system failures, so that the organization resolves each immediate issue and prevent or resolve similar issues more effectively and efficiently in the future.
MONITOR & MEASURE. Monitor, measure and modify the GRC system on a periodic and ongoing basis to ensure it contributes to business objectives while being effective, efficient and responsive to the changing environment.
INFORM & INTEGRATE. Capture, document and manage GRC information so that it efficiently and accurately flows up, down and across the extended enterprise, and to external stakeholders.

OCEG’s GRC Capability Model™ is, in my opinion, the best umbrella framework to bring a holistic enterprise view of GRC together that works from the board of directors down into the management and process of an organization. Its goal is not to replace other frameworks and standards but to give them a common language and context to operate within and thus provide enterprise collaboration and communication across governance, risk, and compliance.

Source: Michel Rassmusen, 22.07.2009

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Filed under: Library, News, Risk Management, Standards , , , , ,

Inching Toward Dark Pool “Reporting Standards”

Last week Goldman Sachs Electronic Trading told clients it would begin reporting volume executed in Sigma X, its dark pool, based on single-counted matched executions. This is a departure from how Goldman has been calculating Sigma X volume. Dark pool operators generally are now mulling their options after the Securities and Exchange Commission expressed concern over the lack of reporting standards. See original article here.

FiNETIK recommends:

“Without an absolute industry protocol, we’re advocating doing what exchanges have been doing for a very long time: reporting single-counted matched-only volume,” said Dave Johnsen, vice president for Sigma X business development at Goldman. “If everyone else puts themselves on the same metric, the dark-pool numbers will add up to 100 percent of dark-pool volume.”

Goldman is doing this in part because the SEC recently made noises about wanting more information about how much volume is occurring in dark pools and where that volume is executing. Dark pools are not required to publish this information publicly, although they must print their trades to trade reporting facilities. There is no standard for how dark pools calculate this off-board volume when they issue volume figures.

The SEC’s worry is that this lack of information could impact investors’ execution decisions and impair transparency in the market as dark liquidity grows. SEC Chairman Mary Schapiro said last week that the Commission has heard “concerns from market participants that the lack of post-trade transparency by dark pools makes it difficult, if not impossible, for the public to assess dark pool trading and to identify pools that are most active in particular stocks.”

Dark pools accounted for 8.7 percent of consolidated volume in April, compared with roughly 5 percent in early 2008, according to institutional broker Rosenblatt Securities. May figures were not available.

But while Goldman is interested in seeing the industry adopt a uniform reporting methodology, it has not committed to publishing its volume figures publicly every month. Johnsen emphasizes that there should be industry discussion and customer feedback about various alternatives and the degree of information that could be provided publicly, including monthly volumes.

The SEC is particularly concerned about the lack of a uniform reporting methodology for dark pools. James Brigagliano, co-acting director of the SEC’s Division of Trading and Markets, said in a speech last month that dark pools “do not use a uniform methodology and may effectively overstate their true executed volume because of double counting…or by including ‘touched’ volume of orders routed elsewhere for execution with the ‘matched’ volume that they actually execute.” Most dark pools double-count their volume, unlike exchanges, which single-count matched trades.

Matched volume is volume executed internally within the ATS by customers. Touched, or handled, volume includes orders routed to other non-displayed venues for executions. That handled volume may be claimed and tallied by more than one firm. “Including handled volume could inflate a dark pool’s numbers,” said Adam Sussman, director of research at TABB Group. Goldman’s Johnsen stresses that ATS volume should exclude that handled flow.

Referring to the potential usefulness of “some form of improved post-trade transparency,” the SEC’s Brigagliano said that “uniform and reliable trade reporting practices could help establish a fairer playing field because those dark pools that report their volume accurately would not be disadvantaged in comparison with any that might inflate their volume.”

Brigagliano did not say how that transparency might be achieved. According to industry participants, one option could be for the SEC or the Financial Industry Regulatory Authority to require ATS venues that do not publish quotes to provide more transparency around their individual prints, identifying them as dark pool trades rather than merely off-board executions printed to a TRF. Another option could be to identify the individual ATS that printed the trade. Regulators could also mandate that ATSs publicly provide aggregate volume statistics, with or without additional information such as the top names traded in each dark pool or the level of price improvement received in those pools. In addition, the industry could voluntarily move toward a standard.

More transparency around executions in dark pools is a good idea, said TABB’s Sussman. He notes that dark pools currently are not obligated to report any volume information publicly. Institutions and brokers, however, need to know how much volume particular pools are executing. “If an institutional client sees that a destination it doesn’t access is increasing its market share, it can connect to that pool or make sure its broker is accessing the destination,” Sussman said. “Understanding market share statistics is critical to getting best execution and to ensuring that a firm is accessing the right destinations for its order flow and execution needs.”

Two firms that have attempted to provide some transparency around dark pool executions are TABB and Rosenblatt Securities. TABB began publishing its Liquidity Matrix in spring 2007, while Rosenblatt launched “Let There Be Light,” its volume breakdown and analysis of dark pool trends in February 2008.

Although many dark pool operators provide some minimal public volume statistics, most provide their clients with much more information. GSET, for instance, gives customers end-of-day reports about their Sigma X and dark pool executions, including execution-quality statistics about their order flow that traded in Sigma X. Johnsen said this information includes the percentage of the spread the customer captured and the amount of price improvement the customer received relative to particular algorithmic benchmarks. This is useful, he said, to traders executing large orders through algos. GSET also provides a real-time account of where customers are getting dark pool executions through Goldman. Sigma X, one of the industry’s largest dark pools, matched a daily average of 123 million shares in May (single-counted).

Credit Suisse, LeveL ATS and other dark pools have no plans to follow Goldman’s lead in how they report their volume, but many firms thinks a single methodology to account for executed volume would be good. Dan Mathisson, head of Advanced Execution Services at Credit Suisse, said his firm isn’t concerned about whether volume is single-counted or double-counted. “We want our numbers to be comparable to the numbers at other dark pools,” he said. “Which methodology is used isn’t important, but it’d be nice if everybody didn’t have a different methodology.”

Mathisson notes that handled volume should not be included in matched market share reported by dark pools. “It’s relevant to see how much flow is passing through a pool, but handled isn’t matched,” he said. CrossFinder matched a daily average of 148 million shares (single-counted) in May, making it the largest pool for a bulge-bracket firm.

One of the industry’s biggest pools is GETCO Execution Services, the only ATS venue that already single-counts its matched executions. GES is a separate broker-dealer owned by the parent of market-making firm GETCO. Launched in March 2008, the ATS executes subscriber flow, including orders from retail brokerages, against flow sent into GES by GETCO’s market-making business.

Knight Link, an electronic dark liquidity product that enables brokers to execute against flow from the market-making division within Knight Capital Markets, single-counts that flow since it tallies only customer executions. The broker-dealer does not report volume for Knight Match, its traditional dark pool. Jamil Nazarali, head of electronic trading at Knight Capital Group, noted that “Knight supports a common standard for reporting trade volumes to make it possible to compare venues.”

Whit Conary, president of LeveL ATS, a dark pool owned by five broker-dealers, agrees with Credit Suisse’s approach to a reporting methodology. “The issue isn’t double-counting,” he said. “It’s transparency. Customers make routing decisions based on the information they get from venues. That information can’t be confusing and must be accurate.” He thinks dark pools “should all be on the same page” in how they report their volume.

Both Credit Suisse and LeveL think real-time identification of where dark pool prints are occurring would be counter-productive. In Mathisson’s view, that type of information could lead to slippage. “I wouldn’t want hedge funds or others to sniff out patterns,” he said. Mathisson pointed out that if a fund, for instance, sees three prints in a row at increasing prices in a particular ATS, its models could show that the stock is likely to go up X basis points over the next two days. “If ATS data were released and identified in real time, firms would trawl through the data to find patterns and that could hurt the institutions that use those dark pools,” he observed. “More disclosure in that case wouldn’t be a good thing for institutional clients.”

Conary, too, sees real-time information as potential information leakage. “Post-trade transparency is critical, but real time almost gets you away from the purpose of being a dark pool,” he said. Still, the level of disclosure LeveL is comfortable with may not work for other pools. On its web site, LeveL publishes a list of the highest-volume stocks executed in LeveL on a one-day-delayed basis. The pool publishes a monthly report with aggregate execution-quality statistics that is also publicly available. The majority of other pools don’t make similar information available to the public.

However, even these numbers from LeveL could add some confusion to those looking at the information in a cursory way. The ATS currently double-counts its aggregate volume, in line with the practice at other dark pools, but single-counts its executions in individual stocks on its web site. It does this so traders or quants can make apples-to-apples comparisons of its executed volume in specific names to volume traded in the displayed markets.

With the SEC discussing the importance of post-trade transparency, the issue of what type of post-trade information should be made available, and its frequency, has become an exceedingly thorny subject. Justin Schack, vice president for market structure analysis at Rosenblatt, points out that dark pools may have different views about this based on their business model, their clients and the sensitivity of the flow they execute.

“I think not many people would see a problem with having an identifier that says ‘this print is a dark pool trade,’” Schack said. “But identifying the particular dark pool would be problematic for those pools concerned about information leakage and gaming, particularly if it’s a large print in a thinly traded stock.”  He added that there’s a broad industry assumption that people should know where liquidity is in the market, including at dark pools. “But if that information is available on a weekly or monthly basis, that’s less valuable than if it were available on a daily basis,” Schack said.

Credit Suisse suggests another post-trade reporting option. Regulators, according to Mathisson, could require a centralized reporting database for ATS volume executed by non-displayed markets. He said this could be akin to the program trading stats that exchanges publish.

Mathisson said designating dark-pool volume on a weekly or monthly basis with a time delay “would be healthy.” Firms could then see which ATSs have volume, based on a standard reporting methodology. Whether such a database could include additional information about specific stocks or execution quality at dark pools could be discussed by industry participants, he said.

Source: TradersMagazine.com, 26.06.2009 by Nina Metha

Filed under: Data Management, Market Data, News, Reference Data, Services, Standards, Trading Technology , , , , , ,