As his report was published in October 2010, UBS’s then-chairman, Kaspar Villiger, pledged that things had changed. Inside the investment bank, Mr Villiger told shareholders, business units were being “closely monitored and it had turned away from trading to advisory and client services. “The level of proprietary trading has, accordingly, been drastically reduced.
在他的报告于2010年10月发表时,瑞银当时的董事长卡斯帕·维利热(Kaspar Villiger)发誓情况已经改变。维利热告诉股东,投行部门内部的业务部门正被“严密监控,并且已从交易转向了咨询及客户服务。“因此自营交易已经大幅减少。
Only a month later, Carsten Kengeter, the newly appointed chief executive of its investment bank, said that it needed to “reinstall the turbocharger in equities, and the exchange traded funds desk where Adoboli worked was pushed to take more trading risk. Meanwhile, its traders kept on manipulating Libor until the year-end.
仅仅一个月之后,瑞银投行部门新任首席执行官卡斯滕·肯格特(Carsten Kengeter)表示,该部门需要为股票部门“重新装上涡轮增压系统,而阿多博利所在的交易所交易基金(ETF)部门被鼓励承担更多交易风险。正是同一时间,投行部门的交易员们一直在操纵Libor直到年底。
In other words, the leadership of a bank that had almost collapsed because its predecessors were out of touch held a thorough investigation, changed management, imposed new controls – and fell into exactly the same trap again. What it said, and perhaps believed, was happening within its investment bank bore little resemblance to reality.
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