contenido - cnbv.gob.mx · 6.3 delitos y sanciones 6.4 contencioso visitas de inspección...

CONTENIDOMensaje del Presidente

43 7 8 10 13Resumen Ejecutivo Acerca de la CNBV Historia Estrategia Estructura

Supervisión

2.1 Introducción

19

17

23

28

32

34

27

55

2.4 Regulación emitida con opinión de la CNBV 67

2.3 Regulación emitida por la CNBV 60

39

36

42

45

48

129 172

157 194

168 196

170

50

72

71

76

78

83

109

110

111

114

116

2.2 Temas y prioridades de la regulación en 2009

Regulación

3.3 Reestructuras corporativas

Autorizaciones

Anexos97

98

5.1 Introducción

5.3 Cooperación a través de mecanismos bilaterales

5.2 Presencia de la CNBV en organismos multilaterales

Asuntos Internacionales y Estudios Económicos

119

120

122

124

127

7.1 Introducción

7.2 Administración de procesos y proyectos

7.3 Tecnologías de la información

7.4 Recursos humanos y cultura organizacional

7.5 Recursos materiales y nancieros

Gestión Administrativa

6.1 Introducción

6.2 Control legal interno

6.3 Delitos y sanciones

6.4 Contencioso

Visitas de Inspección

Regulaciones emitidas

Nuevas entidades

Otras Autorizaciones

Colocaciones RNV

Entidades revocadas

Sanciones Impuestas

6.5 Atención a otras autoridades

Gestión Jurídica

87

88

93

4.1 Introducción

4.2 Indicadores e informe de inclusión nanciera

4.3 Modelos de negocio: corresponsales y pago móvil

Inclusión Financiera

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1.1 Introducción 3.1 Introducción

3.2 Nuevos intermediarios nancieros

3.5 Nuevas emisiones en el mercado de valores

3.4 Aspectos operativos y legales1.3 Supervisión temática especializada

1.4 Supervisión sectorial por tipo de entidad

1.2 Enfoque de supervisión y modernización

1.5 Supervisión de los mercados bursátiles

1.4.1. Instituciones de banca múltiple

1.4.2. Instituciones de banca de desarrollo y entidades de fomento

1.4.3. Casas de bolsa

1.4.4. Sociedades de inversión

1.4.5. Organizaciones y actividades auxiliares del crédito

1.4.6. Uniones de crédito

1.4.7. Otras entidades del sector de nanzas populares

1.4.8. Sociedades de información crediticia

Mensaje del Presidente

Tanto a escala internacional como en nuestro país, 2009 estuvo caracterizado por una crisis mundial que tuvo efectos negativos en el ámbito económico y financiero, sobre todo durante los primeros meses del período. Aún ante esta difícil situación macroeconómica, el sistema financiero mexicano mantuvo su fortaleza y jugó un papel importante para apoyar la estabilidad y el crecimiento de la economía, a diferencia de lo que ocurrió en otros países y en contraste con lo que ha sucedido en ocasiones anteriores en nuestro país. El sistema financiero, lejos de ser un lastre para la economía mexicana, fue un elemento

fundamental para lograr su restablecimiento. En particular, el sistema bancario mostró una posición sólida y solvente, y logró mantener la confianza de los depositantes, los inversionistas y los analistas, mientras que los mercados de valores funcionaron con normalidad a partir del segundo semestre. Por ello, se espera que contribuyan a impulsar la recuperación de la economía con el otorgamiento de créditos y la intermediación de títulos de deuda y capital, respectivamente.

La Comisión Nacional Bancaria y de Valores (CNBV) dirigió sus esfuerzos a fortalecer el desempeño del sistema financiero en conjunto y, en paralelo, durante el

año logró consolidar nuevos proyectos, cosechar los frutos de múltiples esfuerzos anteriores y poner en marcha un intenso proceso de cambio interno.

En materia de supervisión, la Comisión reorientó su enfoque para atender con mayor énfasis algunos temas, como impulsar que las instituciones financieras instrumenten esquemas de administración de riesgos prudentes y que mejoren las prácticas de venta utilizadas en su relación con inversionistas y ahorradores.

En materia de regulación, destaca la incorporación de los nuevos Certificados de Capital de Desarrollo, que fomentan el crecimiento del mercado de valores y promueven la inversión productiva, especialmente en infraestructura. También sobresale la publicación de las disposiciones para comisionistas bancarios (corresponsales), banca móvil y pago móvil, tres esquemas de negocio dirigidos a dar nuevos medios de acceso a posibles usuarios, lograr una mayor penetración de los servicios financieros en el país y construir un sistema de pagos más incluyente. La Comisión publicó el primer Reporte de Inclusión Financiera, para difundir información sobre el tema e iniciar el seguimiento periódico de su evolución.

Para asegurar la recuperación es importante generar confianza entre los participantes del mercado, por lo que la Comisión reforzó su actuación como autoridad, al detectar e investigar diversos actos y hechos contrarios a lo dispuesto por la normatividad. Como resultado, se corrigieron conductas que incumplían las disposiciones vigentes y, en algunos casos, se impusieron sanciones ejemplares. Al respecto, se continuará trabajando en el tema y se iniciarán nuevas tareas para mejorar el marco normativo de difusión de información acerca de estos actos de autoridad. En este mismo sentido, en el período se publicó un nuevo Reglamento Interior de la Comisión, el cual robustece su actuación, facultades y estructura. Además, se continuó con la puesta en marcha de un proyecto de transformación interna, cuyos objetivos son, entre otros, adecuar su organización a las necesidades del sistema financiero, dar mayor solidez a sus procesos internos, incrementar la profesionalización de sus integrantes y administrar su estrategia institucional.

Por último, la estabilidad del sistema financiero mexicano y el trabajo de la Comisión recibieron reconocimiento internacional en importantes foros multilaterales como el Comité de Supervisión Bancaria de Basilea, la Organización Internacional de Comisiones de Valores y el Comité de Cooperación en Materia de Regulación y Supervisión de la Junta de Estabilidad Financiera. Al participar en estos y otros foros, la Comisión incrementó su presencia a nivel global, pudo conocer las prácticas de otras autoridades, tuvo la oportunidad de aportar las experiencias de México a las discusiones y fue reconocida como una autoridad supervisora eficaz.

La Comisión no sólo logró los avances descritos, sino que también hizo frente a los retos de la crisis económica mundial, cumplió sus funciones con alta calidad e instrumentó una transformación interna de amplio alcance. Todo ello, gracias al trabajo y compromiso del personal que colabora en el organismo, cuyas contribuciones y profesionalismo fueron decisivos para consolidar el papel de la Comisión Nacional Bancaria y de Valores como una autoridad financiera innovadora y confiable, así como para cumplir con su mandato, esto es, salvaguardar la estabilidad del sistema financiero mexicano, fomentar su eficiencia e impulsar su desarrollo incluyente, en beneficio de los intereses del público.

dr. Guillermo Babatz torresPresidente CnBV

Resumen Ejecutivo 5

4Índice

Resumen Ejecutivo

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8Índice

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1995

1989

1970

1946

1924

Fusión CNB-CNV

Creación de laComisión Nacional

Bancaria y de ValoresCNBV

Escisión de la CNBS en la Comisión Nacional Bancaria CNB y la Comisión Nacional de Seguros y Fianzas CNSF

Creación de la Comisión Nacional Bancaria y de Seguros CNBS

Creación de la Comisión Nacional de Valores CNV

Creación de la Comisión Nacional Bancaria CNB

Cronología de eventos relevantes en la creación de la CNBV

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Historia CNBV

Acerca CNBV 11

10Índice

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Visión - Ser reconocida a nivel nacional e internacional como una autoridad financiera confiable e innovadora.

Información clara, accesible y relevante para la toma de decisiones

AhorradoresConfianza sobre la seguridad y disponibilidad de sus ahorros

Usuarios TrasaccionalesAcceso seguro a otrastransaccionesfinancieras básicas

DeudoresAcceso al financiamiento en condiciones competitivas de acuerdocon sus necesidades y capacidades

Inversionistas / EmisoresAcceso a fondos en condicionescompetitivas a través de unmercado amplio y ordenado

Información confiable y análisis útil

Autor

idades financieras

Servicio de calidad y expedito

P

romoventes

Supervisión con valor agregado, preventiva y

eficiente

Administración de los recursos humanos que impulse el

desarrollo de Planes de Carrera

Mejora en lascompetencias del

personal

Reconocimiento alpersonal con base en

su desempleo

Regulación claray útil

Resolución oportunade requirimientos

Autor

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Optimización en el uso de los recursos financieros

Consolidación de la eficiencia operativa Consolidación de la supervisión y regulación

Clie

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Admininstración de procesos eficiente y eficaz

Información análisis y estudios relevantes para el SFM

Resoluciones adecuadas para intermediarios con problemas

Reducción de los tiempos de respuesta a autorizaciones,

opiniones, consultas y requerimientos

Administración y explotación oportuna de la información proporcionada por

las entidades supervisadas

Sanciones ejemplares a las conductas infractorias graves

Fortalecimiento de la supervisión

Información clara, accesible y relevante para la toma de decisiones

AhorradoresConfianza sobre la seguridad y disponibilidad de sus ahorros

Usuarios TrasaccionalesAcceso seguro a otrastransaccionesfinancieras básicas

DeudoresAcceso al financiamiento en condiciones competitivas de acuerdocon sus necesidades y capacidades

Inversionistas / EmisoresAcceso a fondos en condicionescompetitivas a través de unmercado amplio y ordenado

Fortalecimiento de los servicios de tecnología, información y

comunicaciones

Estrategia CNBV

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Enfoque de supervisión y modernización

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Supervisión 21

20Índice

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1.Identi!car las

Principalesactividades

2.Evaluarlos riesgosinherentes

3.Valorar lagestión delos riesgos

4.Obtener la cali!cación del riesgo neto

5.Comparar el nivel de riesgo entre entidades

6.Establecer la estrategia de supervisión

7.Actualizar la cali!cación del riesgo neto

Supervisión 23

22Índice

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Supervisión temática especializada

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Áreas deSupervisiónsectoriales

(Por entidad)

Áreas detécnicas

especializadas(Por tema)

GrupoA

GrupoB

EntidadC

EntidadD

Analisis y Manejo de información financiera

Prevención de operaciones ilícitas

Supervisión de prácticas de venta y administración de inversiones

Supervisión de riesgos financieros

Supervisión de sistemas informáticos

Supervisión 25

24Índice

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Supervisión 27

26Índice

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Supervisión sectorial por tipo de entidad!

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# 61./5%6+,L?

Sectorbancario

Sectorbursátil

Sector definanzas

populares

Otrasentidades

supervisadas

Instituciones de banca de desarrolloInstituciones de banca múltipleSociedades financieras de objeto múltiple reguladas

Cooperativas de ahorro y préstamoSociedades financieras popularesUniones de crédito

Calificadoras de valoresCasas de bolsaEmisoras de títulosMercados de capital, deuda y derivadosProveedores de preciosSociedades de inversión

Actividades auxiliares del crédito (Casas de cambio)Entidades de fomentoOrganizaciones auxiliares del crédito **Sociedades financieras de objeto limitado ***Sociedades de información crediticia

Supervisión 29

28Índice

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Supervisión 31

30Índice

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ViviendaConsumo

Comercial63%20%

17% Tipo de CarteraComercialConsumoVivienda

Total

IMOR1.87%7.15%4.63%3.08%

ICOR198.07%154.46%92.41%

173.75%

Portafolio de Crédito Bancario(Diciembre 2009)

Supervisión 33

32Índice

!"#$%&'()%')'#%*+'+*,-)./)&'-'&)#(0+1*+'&2)'%)34"/-1'()5$/)%4&)6'-+4&)/&1'6%/+*/('-)#4%71*+'&)'./+$'.'&)8)&*&1/"'&)(46$&14&)#'(')"'-/9'()%')+'(1/(')./)+(:.*142)/;'%$'()&$)(*/&<4)8)+(/'()%'&)#(4;*&*4-/&)+4((/&#4-.*/-1/&=

>(41/</()')%4&)$&$'(*4&)./)%4&)&/(;*+*4&)8)#(4.$+14&)6'-+'(*4&2)'%)+4-&1'1'()5$/)%'&)-$/;'&)'%1/(-'1*;'&)./)+4-1'+14)+4-)/%)#?6%*+4)@+4"*&*4-*&1'&2)6'-+')",;*%)8)#'<4)",;*%A)3$-+*4-'-)./)'+$/(.4)+4-)'%14&)/&10-.'(/&)./)+'%*.'.)8)&/<$(*.'.=

Instituciones de banca de desarrollo y entidades de fomento!"#$%&'(!)"*+*,!#-'(!)"*'(#-'.

B')CDEF)1*/-/)3'+$%1'./&)#'(')&$#/(;*&'()')%'&)*-&1*1$+*4-/&)./)6'-+')./)./&'((4%%42)'&7)+4"4)

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H%)+*/((/)./)IJJK2)&/)&$#/(;*&'6'-).*/+*&*/1/)/-1*.'./&)/&#/+*'%*L'.'&)/-)/%)34"/-14)8)%')'1/-+*,-)

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Supervisión 35

34Índice

!"#$%&%!%'($#()'*(%+*&%&,!%-+#*.(*,('$/%+%*&"'!%0+($#("%#*1-*.(*,(1#*&%0+(2(*,('/3%#+&#($#(!-+&"-)(%+&#"+-4(5,+'$-('()-('+&#"%-".(*#(6-"&')#!%0(#)(7"-!#*-($#(*,7#"8%*%0+('7)%!'3)#('(#*&'*(#+&%$'$#*(')(%+!-"7-"'"(+,#8-*(/9&-$-*($#("#8%*%0+(2(')("#')%:'"("#8%*%-+#*($#&'))'$'*(*-3"#(')1,+-*(&#/'*("#)#8'+&#*4(;+&"#(#*&-*(#*6,#":-*($#*&'!'+()-*(*%1,%#+&#*<

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Supervisión 37

36Índice

!"#$%&'(')($*+,(-$#$(!'&'.&$#(.+%(+-+#&"%/!$!(."$)0"/'#(1/&"$./2%(0"'(-"!/'#$($3'.&$#()$()/0"/!'4(+(1+)5'%./$(!'()+1(/%&'#6'!/$#/+17

8(1'(3+#&$)'./2()$(.+6"%/.$./2%(.+%()+1(1"-'#5/1+#'1(!')(-$91(!'(+#/:'%,(-$#$(!'&'.&$#(!'(6$%'#$(+-+#&"%$()$(-+1/;)'(&#$%16/1/2%(!'(-#+;)'6$1(!'1!'()+1(-$91'1(

(((((<'5/1/+%'1('1-'./$)'1($1+./$!$1(.+%($1-'.&+1((((((+-'#$&/5+1(8=+(#':")$&+#/+17

>#$%16/1/2%(!/#'.&$(!'(2#!'%'1($)(6'#.$!+?(

$5$%4$!+1(!'(+-'#$./2%(-$#$()$(&#$%16/1/2%,('%(3+#6$(!/#'.&$,(!'(2#!'%'1($)(6'#.$!+(@!"#$%&'()#*$&'+%%$,,,(ABCD,(-$#$(.+%1&$&$#(0"'('1&+1(1/1&'6$1(E(.+%()+1(."$)'1()$1(.$1$1(!'(;+)1$(-"'!'%($&'%!'#($(6F1(

C-$)$%.$6/'%&+?(G'(6+%/&+#'2(')(.+6-+#&$6/'%&+(!'('1&'(/%!/.$!+#(8$(0"',('%(5/#&"!(!'()+1(.$6;/+1('%()$(#':)$1(.+%&$;)'1(-$#$(#':/1&#$#()$1(+-'#$./+%'1(!'(#'-+#&+,()+1(-$1/5+1(!'($):"%$1(.$1$1(!'(;+)1$(.+%1&/&"8'%("%($)&+(:#$!+(!'($-$)$%.$6/'%&+(3#'%&'($(1"(.$-/&$)(.+%&$;)',()+(0"'(-+!#9$(:'%'#$#("%(')'5$!+(#/'1:+(+-'#$&/5+(+(!'()/0"/!'4(1/()$1(.+%!/./+%'1('.+%26/.$1(1'(!'&'#/+#$%7

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Supervisión 39

38Índice

!"#$%&'()*(+$(%,-.-.(*/(+$.(.'%-*)$)*.()*(-/0*,.-1/23"*,'()*(%+-*/&*.(-/0*,.-'/-.&$.

!"#$%&'#()*+,-./)+0#"12-)"*#./3(3"*#3/#/./,2/)4("#/)#,/*5-/*+"#"#1"#*(+-"4(0)#3/*4,(+"6#

1"#4,(*(*7#8)+,/#3(49"*#./3(3"*6#3/*+"4"#1"#:54(0)#;5,/<(*+"#3/#.")/,"#+/.5:,"1=#5","#>-/6#3/#.")/,"#

/)+(3"3/*#3/#*-#2,-5:#/.5,/*",("1#<"1:,/*#3/#3/-3"#/.(+(3:*#5:,#/1#?:@(/,):#A/3/,"1#:#/1#B)*+(+-+:#3/#C,:+/44(0)#"1#D9:,,:#&")4",(:#;BCD&=#>-/#1/*#

1"*#*:4(/3"3/*#5-3(/,")#"+/)3/,#1"*#,/4:.5,"*#3/#*-*#"44(:)(*+"*#"E)#F,/)+/#"#1"#@"G"#1(>-(3/H#>-/#1"*#

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Supervisión 41

40Índice

AlmAcenes generAles de depósito

integrAción y situAción ActuAl

Al cierre de 2009, el sector de almacenes generales de depósito estaba formado por 20 entidades, con activos totales de $8,000 millones de pesos, aproximadamente. Las siete entidades más grandes concentraban alrededor del 82% de dichos activos.

ActividAdes de supervisión

A lo largo del año, los esfuerzos de supervisión se dirigieron a lograr que los almacenes generales de depósito subsanen diversas observaciones detectadas durante las visitas de inspección practicadas durante 2008 y 2009. Asimismo, se estrechó la interacción con las entidades, con lo que se mejoraron diversos aspectos de su gestión. Por otra parte, se verificaron y monitorearon los siguientes aspectos:

• El cálculo, registro y régimen de inversión de la reserva de contingencia para cubrir reclamaciones de depositantes por posibles faltantes de mercancía.

• La constitución de estimaciones para cubrir el difícil cobro de adeudos vencidos o la imposibilidad de recuperarlos.

• El reconocimiento de pasivos contingentes por faltantes de mercancías.

• La formalización legal de la propiedad de inmuebles.

logros obtenidos

Con las acciones de supervisión instrumentadas a lo largo del año, la CNBV coadyuvó para que los almacenes generales operen de manera más eficiente y logró mejorar la transparencia en el sector, al incrementar la revelación de información financiera.

cAsAs de cAmbio


Al inicio de 2009, el sector se integraba por 16 casas de cambio, pero, a lo largo del año, se presentaron los siguientes eventos:

• Tres entidades acordaron, en Asamblea General de Accionistas y en forma voluntaria, su disolución y liquidación anticipada.

• Dos entidades recibieron la instrucción de la CNBV para suspender operaciones porque no contaban con recursos líquidos suficientes para cumplir con sus obligaciones.

• Dos entidades fueron notificadas por la CNBV acerca del inicio del procedimiento para revocar su autorización para operar, debido a que habían incurrido en diversas irregularidades.

Así, al cierre de 2009, el sector estaba conformado por nueve entidades, cuyos activos totales ascendían a más de $760 millones de pesos.


Las acciones de supervisión se desarrollaron en torno a dos objetivos centrales: fortalecer el control interno e inhibir la realización de operaciones que no estuvieran expresamente permitidas por la normatividad aplicable. En particular, se llevaron a cabo las siguientes tareas de supervisión de las casas de cambio:

• El seguimiento semanal de su liquidez financiera, en función del entorno en que operan. Como resultado, la CNBV contó con elementos sólidos para respaldar las medidas tomadas a fin de reducir los riesgos asociados al incumplimiento de obligaciones inmediatas de pago por parte de las casas de cambio.

• La revisión de sus sistemas informáticos, con énfasis en la elaboración e instrumentación de políticas y procedimientos de soporte, servicio y mantenimiento de equipos de procesamiento; la instrumentación de planes de contingencia, medidas de seguridad y protocolos de respaldo de información; los sistemas para el seguimiento y análisis de operaciones y, por último, los sistemas para detectar y monitorear operaciones de un mismo cliente.

• La verificación del cumplimiento regulatorio en materia de prevención de operaciones ilícitas y financiamiento al terrorismo, en

particular acerca de la emisión de los reportes de operaciones relevantes, la celebración de sesiones del Comité de Comunicación y Control, la integración de expedientes, la clasificación de los clientes por nivel de riesgo y los programas de capacitación del personal.

logros obtenidos

Entre otros resultados positivos, las labores de supervisión realizadas respecto del sector de casas de cambio permitieron salvaguardar sus activos, incrementar la eficiencia en sus operaciones, inhibir la realización de operaciones que no les están permitidas explícitamente y mejorar la revelación de su información financiera.

sociedAdes finAncierAs de objeto limitAdo


De acuerdo con lo establecido por las leyes y disposiciones financieras aplicables, el sector de sociedades financieras de objeto limitado (SOFOL) quedará totalmente desregulado en el año 2013. En gran parte debido a ello, algunas sociedades integrantes del sector solicitaron autorización para transformar su figura jurídica y convertirse en sociedades financieras de objeto múltiple (SOFOM).

Supervisión 43

42Índice

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Supervisión 45

44Índice

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Supervisión 47

46Índice

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Supervisión 49

48Índice

(SOFINCO), el cual es conducido por un Comité Técnico y cuenta con un Comité de Protección al Ahorro.


Las actividades de supervisión ejercidas por la CNBV —y de manera auxiliar por los Comités de Supervisión de las Federaciones autorizadas conforme a la LACP— han sido un factor fundamental para que las SOCAP y las SOFIPO atiendan áreas clave para su buena marcha, como registrar y revelar adecuadamente sus operaciones e instaurar prácticas de control interno y administración de riesgos adecuadas. Además, la CNBV autorizó diversas entidades, inició la revisión de otras solicitudes de autorización, dio seguimiento a diversos aspectos de la evolución del sector y vigiló la observancia de las leyes y disposiciones aplicables.

Por otra parte, durante 2009 los cambios regulatorios del sector generaron un amplio interés por conocer las ventajas y beneficios que ofrecen la nueva LACP y la LRASCAP. Así, la CNBV orientó parte de sus esfuerzos a difundir información sobre el tema y a participar en foros, para explicar las modificaciones al marco normativo y enfatizar la importancia de contar con un sistema robusto de protección al ahorro y con un apropiado esquema de supervisión auxiliar.

Logros obtenidos

Con la autorización de nuevas entidades y las acciones de supervisión, la CNBV colaboró para alcanzar la consolidación del sector de ahorro y crédito popular y para impulsar que las sociedades

(SOCAP y SOFIPO) fortalezcan su solvencia y mejoren su administración, sus controles internos y sus sistemas tecnológicos, entre otros aspectos. Esto fue posible gracias a que, durante 2009, la CNBV obtuvo los siguientes logros:

• Estableció una comunicación más productiva y frecuente con los integrantes del sector.

• Aplicó un procedimiento de autorización, con resultados adecuados y, en su caso, áreas de oportunidad identificadas.

• Dio a conocer la utilidad de la regulación prudencial y la regularización del sector.

Derivado de lo anterior, la CNBV colaboró para que las entidades del sector de finanzas populares ofrezcan mejores servicios financieros, más eficientes y eficaces, a la población escasamente atendida por otros intermediarios financieros, en beneficio de cada vez más comunidades, familias y pequeños negocios en zonas marginadas del país.

Sociedades de información crediticiaintegrAción y situAción ActuAL

Al cierre de 2009, este sector estaba formado por tres sociedades de información crediticia (SIC), esto es, por tres burós de crédito dedicados a recopilar, estandarizar y proveer información sobre los historiales crediticios de quienes han obtenido cualquier tipo de préstamo de alguna entidad financiera y/o establecimiento comercial. Una cuarta

empresa solicitó la autorización de la CNBV para constituirse como sociedad de información crediticia. Sin embargo, debido a los efectos de la crisis económica y financiera, la empresa suspendió su proceso de autorización.


Durante 2009, la CNBV enfocó sus visitas de inspección a corroborar la calidad de la información contenida en las bases de datos de las SIC y verificar la correcta eliminación de registros. En relación con este segundo punto, se puso especial énfasis en revisar el cumplimiento de las nuevas reglas para el borrado de historiales crediticios que se incorporaron en 2008 como modificaciones a la Ley para Regular las Sociedades de Información Crediticia.

Como parte de un esfuerzo de supervisión integral cuya finalidad fue complementar los resultados de las visitas mencionadas, también se llevaron a cabo visitas de seguimiento a algunas instituciones de banca múltiple y sociedades financieras de objeto limitado para revisar los controles instrumentados en sus bases de datos para garantizar la calidad y veracidad de la información que envían a las sociedades de información crediticia.

Logros obtenidos

Con las actividades realizadas se lograron diversos avances en el sector, entre los que destacan los siguientes:

• Se revisaron las políticas de depuración de las bases de datos de las SIC y, en este mismo sentido, se autorizaron los manuales de procedimientos para eliminar información de dichas bases de datos, en protección de los intereses del público y, en particular, para salvaguardar el derecho de los clientes a que sus registros sean borrados cuando corresponda conforme lo estable la normatividad aplicable.

• Se fortalecieron las medidas de control interno de las SIC y, en paralelo, se reforzaron las prácticas de entrega de información de las entidades financieras y establecimientos comerciales que otorgan créditos, para que envíen información completa y veraz. Lo anterior, a fin de que las sociedades puedan proporcionar elementos de mayor calidad para sustentar la toma de decisiones.

Supervisión 51

50Índice

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Supervisión de los mercados bursátiles

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Supervisión 53

52Índice

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Regulación

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Regulación 57

56Índice

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Regulación 59

58Índice

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Regulación 61

60Índice

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.

Regulación emitida por la CNBV

Regulación 63

62Índice

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Regulación 65

64Índice

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Regulación 67

66Índice

!"#$%$&$"#$'((((((((((((((((((((((((((((((((((((((((((

!"#$%&'()*+*(,-./0(102(3*450.6*(7010.-2'(,.0806/-(-2($*69.08*(10(2-(:65;6(565)5-/5<-8(,-.-(0+5/5.(*(

02(,.5+0.(65<02(102(+-.)*(209-2(06(2-(+-/0.5-=($>-61*(

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Regulación emitida con opinión de la CNBV

H6(08/0(806/51*'(1>.-6/0(02(-G*(80(-)/>-25E-.*6(2*8().5/0.5*8()*6/-4208(-,25)-4208(-(15<0.8*8(80)/*.08=(

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6*.+-8(10(.0)*6*)5+506/*'(<-2>-)5;6'(,.0806/-)5;6(

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Regulación 69

68Índice

!"#$%&'(%")%"*$+),'$"-)"+,$%#.$,)%&'$"!".,/+)&&'(%"$"0/#"1#1$,'/#"-)"#),2'&'/#"

-)"0/#"3#1$,'/#"-)"4),2'&'/#"5'%$%&'),/#"6789:34;5<=">$#"%1)2$#"$+,'?1&'/%)#"-)"789:34;5"$.0'&$%".$,$"$#1%+/#"&/*/"

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70

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71

Autorizaciones

!"#$%&'(!)"******************

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Autorizaciones 73

72Índice

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Autorizaciones 75

74Índice

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Autorizaciones 77

76Índice

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Autorizaciones 79

78Índice

Institucionesde

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OPERACIONES QUE SE PUEDEN REALIZAR A TRAVÉS DE CONTRATOS DE COMISIÓN MERCANTIL!DE ACUERDO CON EL OFICIO DE AUTORIZACIÓN RESPECTIVO"

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Autorizaciones 81

80Índice

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Autorizaciones 83

82Índice

Nuevas emisiones en el mercado de valores!"#$%$&$"#$'((

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Autorizaciones 85

84Índice

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86

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Inclusión Financiera 89

88Índice

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90Índice

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Rangos

Sin sucursales (1,584 municipios)

Interior (<1.03 sucursales por 10,000 adultos 395m)

Medio (entre 1.03 y 1.37 por 10,000 adultos 128m)

Superior (> 1.37 sucursales por 10,000 adultos 347m)

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Posición Número de Sucursales Número de Cajeros Número de TPV’s

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92Índice

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94Índice

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Asuntos Internacionales 99

98Índice

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100Índice

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102Índice

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104Índice

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106Índice

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Gestión Jurídica 111

110Índice

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Control Legal Interno


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114Índice

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116Índice

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119

Gestión Administrativa

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Gestión Administrativa 121

120Índice

!"#$%$&'(!)$*%+",+-(.),&.&+",%.#$%!"!+/$&',#!+",+0"#$%$&'(!)$*%+",+1(.),&.&+",+2,3.)$.+456&$%,&&+1(.),&&+7!%!3,#,%'+/8&',#&9+517/:9+)68!+!".-)$*%+&,+(,!;$<!(=+",+>.(#!+3(!"6!;?+@&'!+-;!'!>.(#!+,&+6%!+&.;6)$*%+$%',3(!;+A6,+).%&$&',+,%+,&'!B;,),(+6%+)$);.+),((!".+",+#,C.(!+).%'$%6!+-!(!+"$&,D!(9+#.",;!(9+&$#6;!(9+!6'.#!'$<!(9+$%',3(!(9+#.%$'.(,!(+8+.-'$#$<!(+;.&+-(.),&.&+),%'(!;,&+",+6%+.(3!%$&#.?

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130

Antecedentes

El manejo de personal en la CNBV se realiza con estricto apego a la normatividad en la materia aplicable a las dependencias y entidades de la administración pública federal y a los lineamientos del Servicio Profesional de Carrera, cuando los puestos están sujetos a este esquema. Además, en 2008 se planteó un proyecto de alineación cultural con el fin de modernizar la administración de los recursos humanos en la CNBV, al reconocer que los funcionarios y empleados de todos los niveles son un factor fundamental para lograr un adecuado desempeño, cumplir con éxito las funciones encomendadas y ser reconocida a nivel nacional e internacional como una autoridad financiera confiable e innovadora.

En 2009, los esfuerzos en materia de manejo de recursos humanos se concentraron en el proyecto citado y se orientaron hacia los objetivos estratégicos de la CNBV. Este apartado presenta los principales avances al respecto.

culturA institucionAl

La creación de una nueva cultura institucional, o alineación cultural, es un factor de cambio relevante cuyo objetivo es instituir los valores que subyacen a la actuación de la CNBV y, en consecuencia, establecer cuáles son los comportamientos esperados de los funcionarios y empleados. Lo anterior, para consolidar la capacidad de respuesta de la CNBV ante los retos que enfrenta y para integrar equipos de trabajo de alto desempeño, bajo la conducción de liderazgos más efectivos y dinámicos.

Recursos Humanos yCultura Organizacional

La instrumentación del proyecto de alineación cultural se inició en 2008 y continuó durante 2009, año en el que se llevaron a cabo dos programas complementarios. El primer programa consistió en instaurar un proceso de gestión del cambio, para lo cual se impartieron conferencias y talleres para dar a conocer tanto los valores que deben guiar la actuación de los funcionarios de la CNBV como las siete competencias —asociadas a dichos valores— que deben desarrollar. Al respecto, se creó un ambiente de enseñanza y estudio para que los funcionarios pudieran modelar sus habilidades en concordancia con la nueva cultura institucional y pudieran aplicar los conocimientos adquiridos en torno a las competencias mencionadas —cuya denominación en el contexto del proyecto es competencias transversales— que son integridad, responsabilidad, aprendizaje, inteligencia emocional, comunicación, negociación y coordinación de acciones. Asimismo, se integró un Grupo de Estudio cuyo propósito es promover que la nueva cultura institucional permee a todos los niveles al interior de la CNBV, facilitar que los funcionarios apliquen las actitudes esperadas y las competencias adquiridas y, en síntesis, impulsar la consolidación del cambio cultural.

El segundo programa fue realizar un diagnóstico para evaluar la presencia de las siete capacidades anteriores en el comportamiento de los líderes del Organismo. El ejercicio de diagnóstico es conocido como trescientos sesenta grados (360°) y consistió en que los jefes, homólogos y colaboradores calificaran la actuación de estos funcionarios líderes, con la intención de conocer las áreas de oportunidad existentes y de orientar los esfuerzos para reducir las posibles brechas entre el comportamiento actual y el esperado.

Por otra parte, se creó un área de comunicación interna para favorecer la difusión de información y los vínculos entre la Organización y sus integrantes. Esta medida busca apoyar el proceso de alineación cultural, promover la construcción de un lenguaje común y robustecer los vínculos entre el Organismo y su personal.

AdministrAción de recursos

humAnos

Además de llevar a cabo el proyecto de cambio cultural, durante 2009 la CNBV realizó diversas acciones para incorporar mejoras e innovaciones en la administración de los recursos humanos. Dichas acciones giraron alrededor de tres aspectos: adecuar la estructura orgánica para atender de mejor manera las necesidades de la CNBV, fomentar el desarrollo laboral de los funcionarios y favorecer la formación profesional del personal. Los resultados conjuntos de estos aspectos permitirán lograr, en un futuro cercano, uno de los objetivos estratégicos institucionales, esto es, convertir a la CNBV en la mejor institución para trabajar en el sector público.En este sentido, la Comisión sigue la estrategia del Gobierno Federal para ser una entidad del sector público que trabaja con eficiencia, eficacia, calidez, calidad y transparencia. Asimismo, la CNBV incorpora una perspectiva de género en todos los ámbitos de su quehacer institucional, para erradicar prácticas discriminatorias, impulsar el equilibrio y promover la equidad e igualdad de género.

estructurA orgánicA

Como parte de los esfuerzos realizados para fortalecer la supervisión, la organización de la

CNBV se modificó con la publicación del nuevo Reglamento Interior de la Comisión Nacional Bancaria y de Valores, así como de los acuerdos que lo complementan. La nueva estructura orgánica, que entró en vigor hacia el último trimestre de 2009, responde a la instrumentación del enfoque de supervisión consolidada con el que trabaja la CNBV y a la presencia de nuevas entidades financieras en el sistema financiero mexicano. Además, incluye nuevas áreas especializadas en riesgos, análisis y estudios económicos, entre otras, que aportan un punto de vista técnico a las funciones de otras áreas y, con ello, fortalecen las labores de supervisión, regulación y autorización de la CNBV.

Por otra parte, durante 2009 se continuó avanzando en la certificación de los servidores públicos de mando para los puestos sujetos al marco del Servicio Profesional de Carrera y, actualmente la CNBV es una de las instituciones de la Administración Pública Federal que cuenta con un mayor número de servidores públicos certificados en las capacidades técnicas específicas para el puesto que mantienen. Ello se ha logrado gracias al compromiso de los servidores públicos que colaboran en la CNBV y al impacto positivo de las acciones instrumentadas para favorecer la certificación.

desArrollo lAborAl

Acerca de este tema, durante 2009 se trabajó tanto en establecer reglas claras para la movilidad laboral y el crecimiento del personal dentro de la Comisión, como en modificar las prácticas para evaluar su desempeño, incrementar la productividad y, a futuro, estar en posibilidad de recompensar al personal con base en su trayectoria y sus méritos.

124

125

Índice


132

En cuanto al primer punto, se empezó el desarrollo y la instauración de lineamientos internos diseñados para dar a los funcionarios la oportunidad de construir planes de carrera a nivel individual, en función de sus expectativas particulares de desarrollo laboral. Debido a la importancia de este tema, se formalizó el proyecto institucional de Planes de Carrera, cuya finalidad es asegurar que los esquemas de administración de recursos humanos impulsen el desarrollo laboral del personal de la CNBV.

En cuanto al segundo punto, se comenzó la elaboración de un modelo para medir el desempeño del personal de forma objetiva e integral, mediante una medición sustentada de su comportamiento, actitud, capacidad técnica y cumplimiento con las competencias transversales. Este nuevo modelo de evaluación del desempeño incluirá mecanismos para fortalecer el diálogo y la retroalimentación entre los involucrados.

CapaCitaCión

Proporcionar capacitación para que los funcionarios y empleados cuenten con los conocimientos y habilidades requeridas por sus funciones es un aspecto crucial para la CNBV, no sólo para cumplir con su misión, sino también para lograr los objetivos de la estrategia institucional, como instaurar una nueva cultura institucional e impulsar el desarrollo laboral del personal.

En este sentido, el avance más destacado del año fue que se llevó a cabo un proceso exhaustivo de detección y análisis de necesidades de capacitación. Esta información se utilizará para diseñar un

Programa de Capacitación más acorde tanto con los objetivos y requerimientos de la CNBV como con los desafíos que plantea el reciente proceso de cambio.

Por otra parte, durante 2009 se continuó trabajando para proporcionar capacitación que permita al personal de la CNBV adquirir la preparación, habilidades, competencias transversales y conocimientos técnicos que requieren para realizar sus funciones. Para lograr lo anterior, se instrumentaron diversas medidas, entre las que destacan las siguientes:

• Diseño y puesta en marcha de mejoras en el proceso de manejo de la capacitación (plane-ación, diseño, ejecución y evaluación).

• Incorporación de nuevos mecanismos para verificar el impacto de la capacitación en el desempeño de las funciones del personal.

• Introducción de cursos en distintas modali-dades de impartición (presencial, a distancia por Internet y mixta).

• Incorporación de conferencias y talleres sobre las siete capacidades transversales de la nueva cultura institucional.

• Inclusión de cursos con mayor grado de especialización técnica en distintas materias (contable, económico, financiero, informático y jurídico, entre otros).

• Aumento del otorgamiento de apoyos para cursar maestrías, diplomados o especiali-dades, mediante el esquema de becas-finan-ciamiento.

anteCedentes

El manejo de recursos en la CNBV se realiza con estricto apego a la normatividad en la materia aplicable a las dependencias y entidades de la administración pública federal y, durante 2009, también se realizó cumpliendo estrictamente con las disposiciones de austeridad dictadas por el Ejecutivo Federal. Los recursos asignados para la operación de la CNBV se administran de manera eficiente, responsable y transparente, para garantizar su funcionamiento y el cumplimiento de las tareas que tiene encomendadas.

En este apartado se comentan algunos aspectos relevantes sobre este tema, en relación con el ejercicio 2009.

ReCuRsos FinanCieRos

En cuanto a los ingresos, durante el año las entidades financieras que forman el ámbito de competencia de la CNBV cumplieron con las obligaciones establecidas en la Ley Federal de Derechos y cubrieron las cuotas que deben pagar como contraprestación por los servicios que reciben. Los recursos fueron recaudados por la Tesorería de la Federación, quién los asignó a la CNBV para financiar su operación, conforme al presupuesto autorizado por su Junta de Gobierno.

En cuanto a los egresos, el 64% de los recursos se destinó al rubro de servicios personales, que incluye los sueldos y salarios de los funcionarios y empleados de la CNBV, así como otros gastos asociados a la nómina. El 36% restante se destinó al rubro de gastos de operación. En este aspecto, los principales desembolsos estuvieron asociados con el servicio médico, que representó el 23% de los gastos de operación; la mejora de la infraestructura

Recursos materialesy financieros

y plataforma informática, con un 19% de dichos gastos y, por último, la remodelación de oficinas e instalaciones, a la que se destinó el 29% de los gastos de operación del ejercicio 2009.

ReCuRsos mateRiales

Tal como se mencionó al inicio de esta sección, la CNBV contrata, paga y controla todas las adquisiciones de bienes y servicios que lleva a cabo de acuerdo con las normas vigentes para la administración pública federal. En particular, durante el ejercicio 2009 participó en el Programa de Compras del Gobierno Federal, instrumentado por Nacional Financiera (NAFIN) para que las Micro, pequeñas y medianas empresas (MIPYME) tengan acceso a nuevas oportunidades de negocio como proveedores de las dependencias gubernamentales federales. Al respecto, a lo largo del año la CNBV adquirió diversos bienes y servicios de algunas MIPYME al amparo del citado Programa.

mantenimiento y obRas

A lo largo de 2009 se dio mantenimiento a todas las instalaciones de la CNBV y, a la vez, se avanzó significativamente en el programa de adecuación y renovación de oficinas. Al respecto, se acondicionaron los edificios en que se ubican las oficinas mediante la reforma, reorganización y modernización de espacios; la utilización de materiales y mobiliario de fácil mantenimiento, y la mejora y renovación de las instalaciones eléctricas y de seguridad, entre otras. Como resultado, al concluirse la remodelación de las oficinas, la CNBV podrá reducir su consumo de agua y energía eléctrica así como contar con espacios modernos, funcionales y bien iluminados y con áreas acondicionadas para facilitar el trabajo.

Índice

126

127

Anexos

Anexo

Visitas de Inspección

Anexo 131

Índice130

DIRECCIÓN GENERAL DE MÉTODOS Y PROCESOS DE SUPERVISIÓNDIRECCIÓN GENERAL DE SUPERVISIÓN DE GRUPOS E INTERMEDIARIOS FINANCIEROS “A”

VISITAS EFECTUADAS 2009

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DIRECCIÓN GENERAL DE MÉTODOS Y PROCESOS DE SUPERVISIÓNDIRECCIÓN GENERAL DE SUPERVISIÓN DE GRUPOS E INTERMEDIARIOS FINANCIEROS “B”

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Anexo 133

Índice132

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Anexo 135

Índice134

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Anexo 137

Índice136

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Anexo 139

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SOCIEDADES FINANCIERAS DE OBJETO MÚLTIPLE


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$)$.@*49*-!#!$.#*A,.@!B.+.# 67

ORGANIZACIONES AUXILIARES DEL CRÉDITO Y CASAS DE CAMBIO


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Anexo 141

Índice140

ORGANIZACIONES AUXILIARES DEL CRÉDITO Y CASAS DE CAMBIO


!"#$!$%&!'" $!()*+,*-!#!$.

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-/0/120*)34/523/20 67

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SOCIEDADES DE INVERSIÓN


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-/0/120*)34/523/20 E

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Anexo 143

Índice142

BANCA DE DESARROLLO Y ENTIDADES DE FOMENTO


!"#$!$%&!'" $!()*+,*-!#!$.

!"#$"%&'"(&)!&*#&)+,%"&*,-)#$).,/"0,%"&*$()1&23-,4$()55!6+.7168 64#"*,4",

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!&*#&)#$)62$4,%";*)<)!"*,*%",'"$*0&)=,*%,4"&),)-,)>"?"$*#,)5!6>:8 64#"*,4",

=,*%&)+,%"&*,-)#$)6/4,()<)@$4?"%"&()1A/-"%&(B)@C+CDC)5=7+6=E7@8 64#"*,4",

=,*%&)+,%"&*,-)#$)D&'$4%"&)FG0$4"&4B)@C+CDC)5=7+D69FHI8 64#"*,4",

:*(0"030&)#$-)!&*#&)+,%"&*,-)#$)-,)>"?"$*#,)2,4,)-&()I4,/,J,#&4$()5:+!6+7>:I8 64#"*,4",

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-/0/120*)34/523/20 6

-/0/120*,0789/2:80 ;

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UNIONES DE CRÉDITO


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M*";*)#$)D4N#"0&)#$)-&()!3*#"#&4$()<)9,P3"*,#&4$(B)@C)7C)#$)DC)>C 64#"*,4",

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64#"*,4",)

M*";*)#$)D4N#"0&):*#3(04",-)<)D&'$4%",-)#$)-,)D&*(043%%";*)#$-)F(0,#&)#$)9NG"%&B)@C7C)#$)DC>C

64#"*,4",))

M*";*)#$)D4N#"0&)7K4&"*#3(04",-)<)D&'$4%",-)#$)I"Q,<3%,B)@C)7C)#$)DC)>C 64#"*,4",

M*";*)#$)D4N#"0&)7K4&"*#3(04",-)#$-)>,--$)#$)D3-",%R*B)@C7C)#$)DC>C 64#"*,4",

M*";*)#$)D4N#"0&)#$)-,):*#3(04",)#$)-,)D340"#34S,)#$-)F(0,#&)#$)T3,*,J3,0&B)@C7C)#$)DC>C

64#"*,4",)

M*";*)#$)D4N#"0&)#$)M43,2,*B)@C)7C)#$)DC)>C 64#"*,4",

14&0$%%";*)1,04"'&*",-)M*";*)#$)D4N#"0&B)@C7C)#$)DC>CU)))57*0$(V)D&'$4%",-)#$)W"(04"/3"#&4$()#$)730&';?"-$(B)@C)7C)#$)DC)>C8

64#"*,4",)

M*";*)#$)D4N#"0&)#$)D&'$4%"&B)@$4?"%"&()<)I34"('&)#$)@,*)O3"()1&0&(SB)@C7C)#$)DC>C

64#"*,4",)

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M*";*)#$)D4N#"0&)9&*,4%,B)@C)7C)#$)DC)>C 64#"*,4",

M*";*)#$)D4N#"0&)7K4S%&-,B)T,*,#$4&)#$-)F(0,#&)#$)X3%,0R*B)@C7C)#$)DC>C 64#"*,4",

M*";*)#$)D4N#"0&)+3$?&)O,4$#&B)@C7C)#$)DC> 64#"*,4",

64#"*,4",

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M*";*)#$)D4N#"0&)#$-)D&'$4%"&)@$4?"%"&()<)I34"('&)#$)T3(0,?&)7)9,#$4&B)@C7C)#$)DC>C

64#"*,4",)

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M*";*)#$)D4N#"0&)9$G"%,*&)#$)@$4?"%"&()14&Z$("&*,-$(B)@C)7C)#$)DC)>C 64#"*,4",

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M*";*)#$)D4N#"0&)#$-)@34)#$)Y,-"(%&B)@C7C)#$)DC>C 64#"*,4",

Anexo 145

Índice144

UNIONES DE CRÉDITO


!"#$!$%&!'" $!()*+,*-!#!$.

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5)&#"0)#0

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5)&#"0)#0%

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5)&#"0)#0

!"#$"%&'%()*&#+,%<0"+'7%89:9%&'%(9; 5)&#"0)#0

!"#$"%&'%()*&#+,%B'1#4#0/7%89:9%&'%(9;9 5)&#"0)#0

!"#$"%&'%()*&#+,%&'1%(,3')4#,7%8')C#4#,/%2%D.)#/3,%&'%D03@#4,7%89:9%&'%(9;9 5)&#"0)#0

!"#$"%&'%()*&#+,%&'%(,3')4#,7%8')C#4#,/%2%D.)#/3,%&'%(A#0@0/7%89%:9%&'%(9%;9 5)&#"0)#0

!"#$"%&'%()*&#+,%(,3')4#01%2%&'%8')C#4#,/%D.)E/+#4,/%&'%F.#"+0"0%G,,7%89:9%&'%(9;9

5)&#"0)#0%

!"#$"%&'%()*&#+,%:>),#"&./+)#01%&'1%G#,%80"%H'&),7%89:9%&'%(9;9 5)&#"0)#0

5)&#"0)#0

!"#$"%&'%()*&#+,%&'%H.')+,%;0110)+07%89:9%&'%(9;9 5)&#"0)#0

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!(=%[email protected]/07%89:9%&'%(9;9%J:"+'/%-"&./+)#01%&'1%(01K0&,%&'%I.0"0L.0+,7%9:9%&'%(9;9M

5)&#"0)#0%

!"#$"%&'%()*&#+,%<#6+0%&'1%?/+0&,%&'%;')04).K7%89:9%&'%(9;9 5)&#"0)#0

!"#$"%&'%()*&#+,%&'1%(,3')4#,7%8')C#4#,/%2%D.)#/3,%&'1%('"+),%&'1%?/+0&,%&'%;')04).K7%89:9%&'%(9;9

5)&#"0)#0%

!"#$"%&'%()*&#+,%&'%10%H),C#"4#0%<'6#40"07%89:9%&'%(9;9 5)&#"0)#0

!"#$"%&'%()*&#+,%H),>)'/,7%89:9%&'%(9;9 5)&#"0)#0

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()'&#4,)%<'6#40",%!"#$"%&'%()*&#+,7%89:9%&'%(9;9 5)&#"0)#0

UNIONES DE CRÉDITO


!"#$!$%&!'" $!()*+,*-!#!$.

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()'&#+%!"#$"%?3@)'/0)#017%89:9%&'%(9;9 5)&#"0)#0

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Anexo 147

Índice146

ENTIDADES Y ORGANISMOS DEL SECTOR DE AHORRO Y CRÉDITO POPULAR


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Anexo 149

Índice148



!"#$!$%&!'" $!()*+,*-!#!$.

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MERCADOS*G


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Anexo 151

Índice150

MERCADOS !


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OFICINAS DE REPRESENTACIÓN


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Anexo 153

Índice152



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SOCIEDADES DE INFORMACIÓN CREDITICIA


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Anexo 155

Índice154



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EMPRESAS QUE PRESTAN SERVICIOS A ENTIDADES FINANCIERAS

RESUMEN

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Anexo

Regulaciones Emitidas

Anexo 159

Índice

158

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Anexo 161

Índice

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Anexo 163

Índice

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Anexo 165

Índice

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>&T,+1.(#

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"$/&$'&04,&>62&$/&$!99:

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=&$&'416)&+,-$&)$275,>&.$/&$,.B&2',-.$0121$)1'$V=(+,&/1/&'$/&$,.B&2',-.$&.$,.'42*>&.4('$/&$/&*/1$/&$>&2+1/($/&$

1/,+,(.1)$?*&$0(/23.$*4,),D12$)1'$'(+,&/1/&'$/&$,.B&2',-.$&.$,.'42*>&.4('$/&$/&*/1A$+*C1'$+121+4&2E'4,+1'$02,.+,01)&'$'(.$)1$&)&B1/1$),?*,/&D$C$61M($2,&'5(#

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Anexo 167

Índice

166

!"#$%&'()* +,-".+/"'0&12""34"2('()*

4$,%('&'()*"*1"%12(&!(++/('(&%12"1%&/"2"!&'()*

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A'0&'06!6&;@#&'0&'233A

4B'0&'06!6&;@#&'0&'233A 2343'"'%/0"-'*"-'&)%60"0&-'-,C&%"-'"'*"'

-,7&#86-69)'0&'*"':<=?D

E3D'F&-/*,!69)'

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4H'0&'06!6&;@#&'0&'233A

2I'0&'06!6&;@#&'0&'233A !/)'+,&'0&@&#$)'!/)%"#'*"-'6)-%6%,!6/)&-'

0&'@")!"';J*%67*&5'&)'K,)!69)'0&'*"-'/7&#"!6/)&-'+,&'%&)(")'&L7#&-";&)%&'!/)%&;7*"0"-'&)'-,-'&-%"%,%/-'-/!6"*&-M'*/'")%&#6/#5'&)'&*'&)%&)060/'0&'+,&'&)')6)(J)'!"-/'&*'!"76%"*';1)6;/'-,-!#6%/'>'7"("0/'"7*6!"@*&'"',)"'6)-%6%,!69)'0&'@")!"';J*%67*&'7/0#$'-&#'6)K&#6/#'"*'&+,68"*&)%&'"*'!,"#&)%"'7/#'!6&)%/'0&*'!"76%"*';1)6;/'7#&86-%/'7"#"'*"-'6)-%6%,!6/)&-'0&'@")!"';J*%67*&'+,&'#&"*6!&)'%/0"-'*"-'/7&#"!6/)&-'7#&86-%"-'7/#'&*'N#%1!,*/'IB'0&'*"'O&>'0&'P)-%6%,!6/)&-'0&':#G06%/D

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;90,*/-'>'!,"%#/';/0"*60"0&-'0&'-,!,#-"*5'!"0"',)"'!/)';&060"-'0&'-&(,#60"0'>'7#/%&!!69)'!/)'!"#$!%&#'7#/(#&-68/'-&(J)'

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Anexo

Nuevas Entidades

169Anexo

Índice

!"#$%&$'!(%!)*+,("-(%!)*.+,/%*0#!1$*+2+'$+*)-!$'('$*+'$+!"3$%*!4"5+

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9:,*657'(1;'51)*!+,+*&'*-+.+*!%"0'&4&*<='$4&%$4*&'*,""0%5'(*&'*!%"0'&4&'(*&'*657'$(085

6>'*?(='"04@)*!+,+*/'*-+.+)*!%"0'&4&*/'*657'$(085*/'*A'514*.4$042@'

B%5&%*651'$4""0%5'(*C)*!+,+*/'*-+.+)*!%"0'&4&*/'*657'$(085*/'*A'514*.4$042@'

B%5&%*651'$4""0%5'(*DE)*!+,+*/'*-+.+)*!%"0'&4&*/'*657'$(085*/'*A'514*.4$042@'

B%5&%*:$%F'"1%*/'*.0&4*.4@;'>*GEDH)*!+,+*/'*-+.+)*!%"0'&4&*/'*657'$(085*/'*A'514*.4$042@'

B%5&%*:$%F'"1%*/'*.0&4*.4@;'>*GEGI)*!+,+*/'*-+.+)*!%"0'&4&*/'*657'$(085*/'*A'514*.4$042@'

B%5&%*:$%F'"1%*/'*.0&4*.4@;'>*GEJD)*!+,+*/'*-+.+)*!%"0'&4&*/'*657'$(085*/'*A'514*.4$042@'

B%5&%*:$%F'"1%*/'*.0&4*.4@;'>*GEJK)*!+,+*/'*-+.+)*!%"0'&4&*/'*657'$(085*/'*A'514*.4$042@'

B%5&%*:$%F'"1%*/'*.0&4*.4@;'>*GEIL)*!+,+*/'*-+.+)*!%"0'&4&*/'*657'$(085*/'*A'514*.4$042@'*

6>'*B%5&%*6>'1$M)*!+,+*/'*-+.+)*!%"0'&4&*/'*657'$(085*?5*65(1$3;'51%(*/'*/'3&4

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(6)%%)+2+-%7'!#)+8)8/1(%5

,=%F%*OP@10=@')*!+,*&'*-+.+)*!+B+:+

B0545"0'$4*Q*,R0@0S4)*!+,+*&'*-+.+)*!+B+:+

-%5('T%*&'*,(0(1'5"04*4@*O0"$%';=$'5&'&%$)*!+,+*&'*-+.+)*!+B+:+

!%"0'&4&*-%%='$41074*!45*U345)*!+-+*/?*,+:+*/?*A+V+*/?*-+.+

B'(%@0&4$0&4&)*!+-+*/?*,+:+*/?*A+V+*/?*-+.+

-4T4*!4514*A%(4)*!+-+*/?*,+:+*/?*A+V+*/?*-+.+

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!0(1';4(*&'*:$%F'"1%(*<$R450S4&%(*'5*-%;350&4&)*!+-+*/?*,+:+*/?*A+V+*/?*-+.+

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-4T4*!%@0&4$04*Y34"#0545R%)*!+-+*/?*,+:+*/?*A+V+*/?*-+.+

Anexo

Otras Autorizaciones

171Anexo

Índice

!""#$!%&$%!'#(&)!*)!'$+,'#-

!"#$%&'()*+,+)-')./0,+1)23!3)-')*3435)6(7-'%#$+0)8(79/):$%+%$"'(/1)23!3)-')*3435)6(7-'%#$+0).+%;1)23!31)

<%,#$#7"$=%)-').+%"+)>?0#$90')@)6(7-'%#$+0)8(79/):$%+%"$'(/3

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..4!).+%"/B'(1)23!31)<%,#$#7"$=%)-').+%"+)>?0#$90'1)8(79/):$%+%"$'(/)..4!).+%"/B'(3

:$%!""',,)>CA$"/)2/"$'-+-)D9'(+-/(+)-')2/"$'-+-',)-')<%&'(,$=%1)23!3)-')*343

.+%"/)>'("+%#$0)-'0)E/(#'1)23!3)<%,#$#7"$=%)-').+%"+)>?0#$90'1)8(79/):$%+%"$'(/).+%/(#'3

4'"#/()*+,+)-')./0,+1)23!3)-')*343

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.+%"/)E+"$/%+0)-')>CA$"/1)23!31)$%#'I(+%#')-'0)8(79/):$%+%"$'(/).+%+B'A3

..4!).+%"/B'(1)23!31))<%,#$#7"$=%)-').+%"+)>?0#$90'1)8(79/):$%+%"$'(/)..4!).+%"/B'(3

.+%"/)>'("+%#$0)-'0)E/(#'1)23!31)<%,#$#7"$=%)-').+%"+)>?0#$90'1)8(79/):$%+%"$'(/).+%/(#'3

.+%"/)*/B9+(#+B/,1)23!31)<%,#$#7"$=%)-').+%"+)>?0#$90'3)

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.+%"/)<%&'A1)23!31)<%,#$#7"$=%)-').+%"+)>?0#$90'1)<%&'A)8(79/):$%+%"$'(/3

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.+%"/)2+%#+%-'()G>CA$"/H1)23!31)<%,#$#7"$=%)-').+%"+)>?0#$90'1)8(79/):$%+%"$'(/)2+%#+%-'(3

.+%"/)L+0M>+(#)-')>CA$"/)!-'0+%#'1)23!31)<%,#$#7"$=%)-').+%"+)>?0#$90'3

172Anexo

Índice

Anexo

ColocacionesRNV

Anexo 173

Índice

CERTIFICADOS BURSÁTILES !MEDIANO Y LARGO PLAZO"

!"#$%&'($)*$+#,$-).($/#00)'1$2343$5$67!)1$23438393$:#$;3<3 $=>1?@A1BC?3??$ %D+69!D$EFCGH

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23(%/$45%"6%7(8%9":5%;(&&"4+%,-.-%<%=>2"+%,-.-?-@-%0(%!-1- $=@??1@GF1FF?3HH$ %D+69!D$ECCGL

L>IE#NI?F A1>?B HI/&.IGL

A)B"C(&&$0":$*%.:#$+%,-.-/%0(%!-1- $=H1>HF1F?L1???3??$ 4O;4$?F L@IE#NI?F GFL LBI/&.IH?

23(%/$45%"6%7(8%9":5%;(&&"4+%,-.-%<%=>2"+%,-.-?-@-%0(%!-1- $=B??1>AH1HF?3??$ %D+69!D$EH?LB

GI/&.I?F B1LGA HI4P.ILB

23(%/$45%"6%7(8%9":5%;(&&"4+%,-.-%<%=>2"+%,-.-?-@-%0(%!-1- $=C>F1CH?3??$ %D+69!D$EFCGH

HLI/&.I?F A1L@> BI+)KIGH

23(%/$45%"6%7(8%9":5%;(&&"4+%,-.-%<%=>2"+%,-.-?-@-%0(%!-1- $=FHF1HF?3??$ %D+69!D$EFCGH

HFI/&.I?F A1LB@ BI+)KIGH

D>)B(:&E%F%!&$:5%0(%;GH>#"+%,-.-/-%0(%!-1-% $=L1@??1???1???3??$ M9/%QO$?F G?I/&.I?F GFL LBI4P.IH?

D>)B(:&E%F%!&$:5%0(%;GH>#"+%,-.-/-%0(%!-1-% $=A??1???1???3??$ M9/%QO$?FIL G?I/&.I?F L1C>F LLI/&.IHB

/$4#"%7$#>"4$&%0(%;GH>#"+%,-.-%<%@)IJ&*":$%E%?:")"C":$%/K@%;GH>#"+%,-.-%0(%!-1-

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!LM?2M!%

NF.I:FOP% $ $

8#R.)0#)S$/#T7U&')S $=B1???1???1???3??$ 8Q/QV$?F GI4P.I?F H1?FL G?I/&.IHL

?(C:"&("*%;(H>#$4"* $=>1???1???1???3??$ 8Q/QV$?FIL GI4P.I?F L1CCH LAI/&.IHB

=,/!%;GH>#"+%,-.-%<%/$4$)(H%<%!'A $=L1CF>1B>L1A??3??$ ;EQ6;%$?F LFI4P.I?F G1B>? [email protected]

=,/!%;GH>#"+%,-.-%<%/$4$)(H%<%!'A $=H1LHL1BFG1AGH3H>$ ;EQ6;%$?FW LFI4P.I?F G1B>? [email protected]

!>C>%,C:J#CJ:(*%;GH>#"+%,-%0(%M-Q-%0(%!-1- $=HL@1LH?1???3??$ ;9!9/QV$?F HAI/&XI?F @GH HFI/&XIHH

?(C:"&("*%;(H>#$4"* $=B1C??1???1???3??$ 8Q/QV$?F$YHZ LLI/&XI?F H1?>G G?I/&.IHL

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7$#>"4$&%'>4$4#>(:$%<%@7'L7.1@2 $=L1?L?1F>H1@FB3LL$ ;Q[Q<92$?FW LCI/&XI?F A1?G? L?I/&XIGH

2"E"C$%'>4$4#>$&%,(:R>#(*%;GH>#"+%,-.-%0(%!-1- $=H1???1???1???3??$ !D-D!4$?F HIJ\'I?F CGL HCI+)KIH?

A)B"C(&&$0":$*%.:#$+%,-.-/%0(%!-1- $=H1???1???1???3??$ 4O;4$?FIL CIJ\'I?F L1C>A L@I/&XIHB

A)B"C(&&$0":$*%.:#$+%,-.-/%0(%!-1- $=C??1???1???3??$ 4O;4$?FIG CIJ\'I?F L1C>A L@I/&XIHB

!:G0>C"%M($&+%,-.-%0(%!-1-+%,L'L;+%A7M- $=C??1???1???3??$ ;OQ4]$?F FIJ\'I?F C?> LBIDURIH?

23(%/$45%"6%7(8%9":5%;(&&"4+%,-.-%<%=>2"+%,-.-?-@-%0(%!-1- $=H1?BA1FH?3??$ %D+69!D$EFCGH

HHIJ\'I?F A1HA> BI+)KIGH

K:JI"%/>)B"+%,-.-/-%0(%!-1- $=C1???1???1???3??$ %9/%D$?F HCIJ\'I?F H1AL? FIJ\'IH>

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174

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2%"$%"4(*5+&!-%.&/0'060&1-&2030 &379=+===+===-==& !G<&=5 4?@A#B@=5 ?C= C@AHB@77

64+(%&74(*%+48&1-&2%9-"(*%&:;)-"*%"&<&2=: &37+7==+===+===-==& 1IG!1'&=5 4?@A#B@=5 7+487 78@J0K@74

67>&>4"*?4@&>-"@%+48&=*+4+(-.&/0'0&1-&2030.&/=AB&=*8*48 &37+===+===+===-==& 'ELLLI&=5 4C@A#B@=5 846 49@A#B@77

C/62&DE;*(%.&/0'0&<&=A3F///G: &3M+955+555+8M8-=8& DI<2:,&=5> 4C@A#B@=5 7=+658 48@.$"@M5

GH-&64+I&%J&7-K&L%"I&D-88%+.&/0'0&<&C*G%.&/0'0>0F0&1-&2030 &3994+68=-==& '<EN:D<&I5?M7 4@A#O@=5 6+7C4 C@E%P@M7

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+ + + + + ++ -./01./233/333 + + + +

Anexo 181

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ACTUALIZACIONES DE ACCIONES

Anexo

Entidades Revocadas

195Anexo

Índice

RELACIÓN DE REVOCACIONES DE LA AUTORIZACIÓN PARA OPERAR OTORGADA POR LA CNBV POR EL PERIODO 2009

ENTIDADES REVOCADAS EN EL EJERCICIO DE 2009

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Sanciones Impuestas

197Anexo

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