Holding senior bankers to account
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This concluding chapter addresses the question of why so few senior bankers have borne the consequences of market manipulation carried out by their subordinates. It argues that the huge fines imposed on banks have failed, both in terms of justice and in terms of bringing about changes in culture and behaviour. Tracing the changes in the senior management regime from the 1990s to the present, it weighs up the possible means of ensuring that senior figures are held responsible in the future.

Holding bankers to account

A decade of market manipulation, regulatory failures and regulatory reforms

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