Mark Carney: Uncertainty, the economy and policy
Speech by Mr Mark Carney, Governor of the Bank of England and Chairman of the Financial
Stability Board, at the Bank of England, London, 30 June 2016.
* * *
Today I want to discuss what uncertainty means for the UK's economic performance, and
how the Bank of England can best respond to it.
The result of the referendum is clear. Its full implications for the economy are not.
The UK can handle change. It has one of the most flexible economies in the world and
benefits from a deep reservoir of human capital, world-class infrastructure and the rule of
law. Its people are admired the world over for their strength under adversity. The question is
not whether the UK will adjust but rather how quickly and how well.
Nonetheless, the decision to leave the European Union marks a major regime shift. In the
coming years, the UK will redefine its openness to the movement of goods, services, people
and capital. In tandem, a potentially broad range of regulations might change.
Uncertainty over the pace, breadth and scale of these changes could weigh on our economic
prospects for some time. While some of the necessary adjustments may prove difficult and
many will take time, the transition from the initial shock to the restructuring and then building
of the UK economy will be much easier because of our solid policy frameworks.
At times of great uncertainty, households, businesses and investors ask basic economic
questions. Will inflation remain under control? Will the financial system do its job? Will I keep
mine?
Such issues are why monetary and financial stability are fundamental pre-requisites for
effective economic adjustment and sustained prosperity.
Discharging the Bank's responsibilities for these public goods demands rigorous analysis,
objective judgement, and effective transparency. We will not shirk from these obligations.
The Bank and its independent policy committees will continue to provide analytically based,
clear-eyed assessments of the economic and financial outlooks. And we will outline the risks
to these forecasts so that we and others can prepare to manage them.
The near-term challenges facing the UK economy can't be wished away. But they can be
addressed. A clear plan is needed, and its measures must be implemented with resolute
determination. After briefly reviewing the relationship between uncertainty and the economy,
I want to review how the Bank of England's contribution to that plan will unfold over the
coming weeks.
But at the outset, I want to re-emphasise that the Bank has taken all the necessary steps to
prepare for these events. And we will not hesitate to take any additional measures required
to meet our responsibilities as the United Kingdom moves forward.
1. Bad things come in threes: geopolitical, economic, and policy uncertainty
Before expanding on what the Bank can do, I would like to apply some rigour to the
relationship between uncertainty and economic performance.1
Science, including social science, begins with measurement. Although imperfect, there are at
least three distinct types of uncertainty that influence economic performance.2
The first is geopolitical uncertainty. It doubled after 9/11 and remained elevated and volatile
for years afterwards (Chart 1).3 After settling in the wake of the global financial crisis,
geopolitical risk spiked with the passing of the Arab Spring and the rise of tensions in Eastern
Europe.
The second class of uncertainty - economic - is probably the most familiar.
In recent years, economic uncertainty has been elevated because of fragilities in the financial
system and overhangs of public and private debt.
These challenges have been compounded by deeper forces that have radically altered the
balance of saving and investment in the global economy.4 In the process, these have moved
equilibrium interest rates into regions that monetary policy finds difficult to reach. Whether called
"secular stagnation" or a "global liquidity trap", the drag on jobs, wages and growth is real.
Chart 1
Geopolitical risk doubled, on average, after 9/11
Source: Bank calculations and Caldara and Iacoviello (2016), ibid.
Less visible, but more fundamental drivers of economic uncertainty are the powerful forces
arising from technology and globalisation. The integration of 40% of humanity into the global
economy has re-orientated production, eliminated jobs and may have depressed wages.
These dynamics have been accompanied by the implications of technology for the
automation of jobs and of trade for their location; and the consequences of bigger, more
global markets for "winner takes all" patterns of compensation.
These secular trends can be reinforced by more cyclical moves (Chart 2).5 Cyclical
economic uncertainty spiked during the crisis, remained very subdued until last autumn, and
has since been on the rise.
The last of the uncertainty trinity is policy uncertainty.6 It is reduced when there are clear
policy remits, frameworks, and institutional structures that empower and discipline fiscal,
monetary and regulatory authorities. It is elevated when these are absent. And it is
influenced by the effectiveness of the tools available to central banks, the clarity of their
policy strategies and, crucially, the transparency of their communications.
Chart 2
UK economic uncertainty spiked after the failure of Lehman Brothers
Source: Bank calculations and Haddow et al (ibid.). Shows data to end-May.
In recent years, policy uncertainty has increased globally. In some jurisdictions, fiscal
frameworks have been questioned; in others, exchange rate regimes. And with very low
interest rates and expanding unconventional policies, the efficacy of monetary policy itself
has been questioned. The charge that central banks are out of monetary ammunition is
wrong, but the widespread absence of global price pressures demands that our firepower be
well aimed.
Indices of policy uncertainty are about 11⁄4 times their pre-crisis averages in the US and
Japan, and as high as three times in China. In the UK, progress since the financial crisis has
been more than totally unwound this year with the measure having risen to five times its
precrisis average by the start of the official referendum campaign (Chart 3).
While clearly these three uncertainty measures are related, distinct movements are visible.
The heady days of the Great Moderation were restrained by geopolitical uncertainty. During
the financial and euro crises, by contrast, economic uncertainty dominated. And from 2012
onwards, with the abatement of the acute phase of the euro-area crisis, economic
uncertainty began to fall back, only to be replaced by renewed geopolitical tensions and now
sharply higher policy uncertainty (Chart 4).
Chart 3
UK economic policy uncertainty has increased since the global
financial crisis, rising sharply higher in early 2016
Source: Bank calculations and Baker et al, (2015), ibid.
Chart 4
Three eras of uncertainty: geopolitical from 9/11 to 2008; economic uncertainty
from 2008 to 2012; and policy uncertainty today
2. What do the combined effects of uncertainty mean?
All this uncertainty has contributed to a form of economic post-traumatic stress disorder
amongst households and businesses, as well as in financial markets - that is, a heightened
sensitivity to downside tail risks, a growing caution about the future, and an aversion to
assets or irreversible decisions that may be exposed to future "disaster risk".7
There may be an affect heuristic at work. Put simply, long after the original trigger becomes
remote, perceptions endure. They become embedded in economic narratives and their
salience persistently affects risk perceptions and economic behaviour.
This point is not trivial. Research has shown that people who have experienced low returns
throughout their lives, like the "Depression Babies" of the 1930s, report lower willingness to
take financial risk, are less likely to participate in the stock market, invest a lower fraction of
their assets in equities, and are more pessimistic about future returns.8
Today, uncertainty has meant an inchoate sense of economic insecurity for many people
despite generalised economic prosperity. Across the advanced economies, employment
appears less secure, wages more subdued, and inequality more pronounced.
And its precautionary effects can mean spending is deferred because there is often a real
option value to waiting.9 Firms delay investment decisions. Investors seek safe returns.
Households put off buying durables. The common thread is that any economic decision that
requires finance, has a sunk cost, or an uncertain payoff, is affected.
While the effect on output is clearly negative, the effect on inflation is ambiguous.
Uncertainty's stultifying effects weigh on employment and aggregate demand, creating
disinflationary pressures, while the freeze in resource reallocation can hold back productivity
11
and aggregate supply, creating inflationary pressures.10 Higher uncertainty can also mean
investment responds more sluggishly to demand stimulus.12
7
See Broadbent (2014) for a further discussion of disaster risk and what it means for safe rates. Broadbent, B
(2014), "Monetary policy, asset prices and distribution", Bank of England. See also Barro, R (2009), "Rare
disasters, asset prices, and welfare costs", American Economic Review, 99(1).
8
Malmandier and Nagel (2011): "Depression Babies: do macroeconomic experiences affect risk taking?",
Quarterly Journal of Economics.
9
See Bernanke, B (1983), "Irreversibility, uncertainty and cyclical investment", Quarterly Journal of Economics,
98(1).
10
Bloom (2009) shows how economic uncertainty reduces the shrinkage of low productivity firms and the
expansion of high productivity firms, reducing the reallocation of resources towards more productive units.
Leduc and Liu (2012), emphasise the aggregate demand effects empirically for the US. Leduc and Liu (2012),
"Uncertainty shocks are aggregate demand shocks", Federal Reserve Bank of San Francisco Staff Paper
2012-10.
11
Together with the aggregate effects, higher stock market volatility generates greater dispersion in firms' profit
growth and industries' productivity growth. Bloom, N (2009), "The impact of uncertainty shocks",
Econometrica, 77(3), May.
12
Bloom, N, Bond, S and Van Reenen, J (2007), "Uncertainty and investment dynamics", Review of Economic
Studies, 74.
Chart 6
Serial optimism on earnings
(a) FTSE All-share (b) S&P 500
2012 2013 2014 2012 2013 2014
2015 2016E 2017E
2015 2016E 2017E
EPS
EPS
2018E
2018E
360
160
150
320
140
280
130
120
240
110
200 100
2011 2012 2013 2014 2015 2016
2011 2012 2013 2014 2015 2016
(c) Eurostoxx
2012 2013
2014 2015
EPS
2016E 2017E
2018E
32
30
28
26
24
22
20
2011 2012 2013 2014 2015 2016
Source: Datastream. Charts show different vintages of earnings per share (EPS) forecasts for major
equity indices, by year.
We have seen the consequences of these effects in financial markets for some time. How
are these dynamics manifest today?
First, there has been serial disappointment in corporate earnings (Chart 6). The failure of
past relationships to reassert, especially rates of productivity growth, has embedded a
growing sense of uncertainty in markets about the fundamentals upon which future prosperity
will be built.
Second, the equity risk premium has risen sharply (Charts 7 and 8). Low earnings growth
can account for some of this.13 But so does higher risk aversion as investors seek the safety
of bonds partly as a hedge against extremes.
Chart 7 Chart 8
Earnings yield on equities and UK equity risk premium is estimated to
10-year government bonds yields have have grown since 2000, and together with
diverged since 2000 lower growth expectations, explains bulk
of equity-bond spread currently
Per cent Percentage points
18
12
Unexplained
16
component
10
ERP contribution
14
8
12
Growth contribution
10
6
Equity-bond yield
spread
8
4
6
2
4
10-year government
bond yield
2
0
Earnings yield
2000 2005 2010 2015
0
-2
1965 1975 1985 1995 2005 2015
Source: Thomson Reuters Datastream and Bank Source: IMF, Bloomberg, Thomson Reuters Datastream
Calculations. Shows FTSE All-Share equity yield and and Bank calculations. The equity-bond yield spread is
UK 10-year government bond yield. the difference between the reciprocal of the FTSE
AllShare price-earnings ratio and the UK 10-year
government bond yield. The growth contribution is
calibrated from the IMF 5-year-ahead world growth and
inflation forecasts. The ERP contribution is calibrated
using the VAR model described in Chin and Polk (2015),
"A forecast evaluation of expected equity return
measures", Bank of England Working Paper, No. 520.
The serial disappointment in earnings growth is mirrored in global growth since the crisis
(Chart 9). In advanced economies, uncertainty appears to be holding back spending,
particularly by corporates. Globally, investment remains weak (Charts 10 and 11). In the UK,
relatively strong business investment growth in the past few years has only restored it to a
level still shy of its pre-crisis share of GDP (Chart 12), and it is tracking below past cycles
(Chart 13).
13
A fall in expected growth rates will tend to push down on expected future earnings, lowering equity prices and
increasing the equity yield. At the same time, a fall in growth expectations will tend to be reflected in a lower
expected path of risk-free rates, pushing down on bond yields. So a decline in growth expectations will tend to
widen the spread between equity and bond yields. Since equity prices depend on earnings expectations at all
future horizons, the equity yield (and hence the equity-bond yield spread) will be particularly sensitive to
expectations about growth rates at long horizons
Consistent downward revisions to GDP growth forecasts
Actual GDP growth 2011
2012 2013
2014 2015
2016 2016 Per cent
8.0
Dotted lines = Emerging economies
Solid lines = Advanced economies
6.0
4.0
2.0
0.0
2010 2011 2012 2013 2014 2015 2016
Source: IMF World Economic Outlook. Each line shows how forecasts for
a particular calendar year have evolved over time. The diamond shows the
eventual outturn.
Chart 10 Chart 11
Whole economy real investment Advanced economy investment has
substantially weaker than fallen relative to GDP, remains lower
pre-crisis forecasts than past episodes
Residual Equipment
Non-residential Residential Per cent
Total
10 1980 1989
pp fall in investment
share of GDP
2001 2007
0
1.0
-10
0.5
0.0
-20
-0.5
-30
-1.0
-40 -1.5
-2.0
-50
-2.5
-60
-3.0
US UK
-3.5
Italy
Spain
France
-4.0
Canada
Sweden
Denmark Germany
-4.5
Switzerland
T T+1 T+2 T+3 T+4 T+5 T+6 T+7 T+8
Years
Source: IMF World Economic Outlook and Bank Source: IMF World Economic Outlook and Bank
calculations. calculations.
UK business investment still short of ... and tracking below past cycle
pre-crisis share of GDP... average
Business investment, peak GDP = 100
12
130
Average of past
11.5
Real
120
cycles
11
2008
Nominal 110
10.5
GDP
of
100
10
cent
90
9.5
Per
80
9
70
8.5
60
8
-8 -6 -4 -2 0 2 4 6 8 10 12 14 16 18 20
Quarters since GDP peak
2001Q1 2002Q2 2003Q3 2004Q4 2006Q1 2007Q2 2008Q3 2009Q4 2011Q1 2012Q2 2013Q3 2014Q4 2016Q1
Source: ONS and Bank calculations. Source: ONS and Bank calculations.
The Monetary Policy Committee's May forecast incorporates some of these uncertainty
effects. Our projection for the global economy was for 2016 growth of just 3%, the slowest
pace since 2009. Domestically, we expected growth to slow to 2% in 2016, partly as a
consequence of an increasing drag from uncertainty.
Specifically, in May the Monetary Policy Committee (MPC) estimated that the pick-up in UK
economic uncertainty it had recently seen would lower our GDP by around 0.7% after a year.
While material, this was less than suggested by past relationships partly because our
projections were conditioned, by convention, on a vote to remain in the EU, suggesting
uncertainty would fade smartly after the referendum.
Even before 23rd June, we observed the growing influence of uncertainty on major economic
decisions. Commercial real estate transactions had been cut in half since their peak last
year. Residential real estate activity had slowed sharply. Car purchases had gone into
reverse. And business investment had fallen for the past two quarters measured. Given
otherwise accommodative financial conditions and a solid domestic outlook, it appeared
likely that uncertainty related to the referendum played an important role in this deceleration.
It now seems plausible that uncertainty could remain elevated for some time, with a more
persistent drag on activity than we had previously projected. Moreover, its effects will be
reinforced by tighter financial conditions and possible negative spill-overs to growth in the
UK's major trading partners.
In sum, the material slowing in growth that the MPC had identified as a risk associated with
the referendum now looks likely to be our central forecast. Using reports from our nationwide
network of agents, private survey evidence, and hard data, in the coming weeks we will
estimate the extent of the deceleration as we formulate our August projections.
3. Policies in an uncertain world
When uncertainty is high, policymakers should have three objectives. First, conduct a sober,
objective assessment of the outlook and the risks to it. Second, develop and communicate a
plan to reduce those risks and to seize new opportunities. And third, do no harm, by
minimising any possible confusion about the commitment to core macroeconomic policy
frameworks themselves.
In Tim Geithner's famous dictum, "plan beats no plan." And in my experience, a plan that is
clearly articulated and transparently executed is best of all.
A plan for the UK's current challenges would include a comprehensive strategy for engaging
with the EU and the rest of the world - including clarifying the UK's future trading
arrangements, calibrating its openness to migration, ensuring the continuity of capital flows,
and confirming the appropriate regulatory framework for the UK financial system.
The impact of concrete progress towards these objectives would be amplified by an
overarching, positive and animating narrative for growth in a post-Brexit world. To emerge
from an uncertain world with confidence, people and businesses need a fixed point by which
to navigate. Once identified, everyone can then play a role supporting the strategy to get us
to our destination.
That strategy must be grounded in the bedrock of the UK's existing macro policy institutions
and frameworks. That means fiscal policy anchored in a clear commitment to long-run
sustainability and buttressed by the independent Office for Budget Responsibility.
And it means respecting the frameworks for the other major arms of macroeconomic policy
as they are set out in statute and conducted by the Bank of England. The Bank has clear
remits and can deploy a wide range of instruments. With its goals defined by Parliament, the
Bank has operational independence. Its policy strategies and communications are decided
by independent, expert committees whose members are individually accountable to
Parliament for their analysis and policy actions.
The Bank conducts policy consistently, transparently and accountably. Its policy committees
are straight with the British public about the risks and trade-offs in the pursuit of our
objectives.
This institutional framework is critical to reduce uncertainty and essential to promote
prosperity.
With this backdrop, let me now describe the concrete steps the Bank has taken to address
uncertainty and how we can be expected to act in the weeks and months ahead.
3.1 Financial policy
Let me begin with financial policy. The Bank of England realised long ago that banks had
been woefully undercapitalised in the run-up to the crisis and needed to build significant
resources in order to serve the real economy in a risky and uncertain world.
The reforms have been enormous, with the capital requirements of our largest banks now ten
times higher than before the crisis.
Moreover, the Bank has stress tested our major banks and building societies against
scenarios far more severe than the country currently faces. In fact, our 2015 stress test
entailed losses twice those experienced during the financial crisis.
At its last meeting in March, the Financial Policy Committee (FPC) "assessed the risks
around the referendum [were] the most significant near-term domestic risks to financial
14
stability."
Because we took the risks seriously in advance, the Bank could draw upon its supervisory
expertise, its market operations, and its macroeconomic analysis to put in place a range of
effective contingency plans.
These measures reinforce the significant steps we have taken over the past several years to
enhance the resilience of the financial system.
As a result of all these actions, UK banks have raised over £130bn of capital, and now have
more than £600bn of high quality liquid assets.
And as a backstop, in order to support market functioning, the Bank of England continues to
stand ready to provide more than £250bn of additional funds through its normal facilities.
As a further precaution, reflecting the possibility that heightened uncertainty may last a while
longer, today the Bank of England is announcing that it will continue to offer Indexed
LongTerm Repo operations on a weekly basis until end-September 2016. This will provide
additional flexibility in the Bank's provision of liquidity insurance over the coming months.
These facilities provide an effective way for banks to manage their liquidity, with a
competitive auction process, designed to encourage usage, but where at times some bids
will go unfilled.
We expect institutions to draw on this funding if and when appropriate, just as we expect
them to draw on their own resources as needed in order to provide credit, support markets,
and generally supply financial services to the real economy.
In order to have confidence and plan for the future, financial institutions, like the rest of us,
desire certainty. That is why the Bank will continue to be very clear about their regulatory
framework. Our liquidity framework is now established and effective. Over the past year, the
FPC has finalised the overall capital framework. We are steadily implementing measures to
develop ring-fenced banks and to end the scourge of too-big-to-fail.
Nothing in financial regulation has changed as a result of last week's referendum. It will not
change until the process of the UK's withdrawal from the European Union is complete, until
the UK is no longer a member of the EU and until EU law ceases to have effect in the UK.
The law is the law. Rules are rules. The Bank is continuing to implement the current
regulatory framework until any new arrangements with the EU take effect.
By enhancing the resilience of banks and by providing regulatory certainty so that firms can
operate and plan with confidence, the Bank of England is ensuring that the financial system
can continue to provide credit to businesses and households. This progress means that the
financial system will dampen the aftershocks from recent events rather than amplify them.
Next Tuesday, the independent FPC will release its biannual assessment of risks in its
Financial Stability Report, and it will take any further actions it deems appropriate to support
financial stability. Consistent with public accountability, we will then take questions from the
media that day and will testify before Parliament the following week.
3.2 Monetary policy
Let me now turn to monetary policy. In May, the Monetary Policy Committee set out its
central outlook for steady growth accompanied by a gradual return of inflation to the target.
As required by our remit, the MPC identified that the most significant risks to its forecast
concerned the referendum.15 This was the view of all nine independent members of the MPC.
In May, the MPC judged that a sustainable return of inflation to the 2% target probably
required a gradually rising path for Bank Rate over the next three years as growth picked up,
jobs and wages increased and the drags from a stronger currency and lower commodity
prices faded.
As required by its remit, the MPC has already described how a vote to leave the EU could
materially alter the outlook for growth and inflation.
As a result of increased uncertainty and tighter financial conditions, UK households could
defer consumption and firms delay investment, lowering labour demand and causing
unemployment to rise. Through financial market and confidence channels, there are also
risks of adverse spillovers to the global economy.
At the same time, supply growth is likely to be lower over the next three years, reflecting
slower capital accumulation and the need to reallocate resources across sectors of the
economy. Both of these forces may be exacerbated by higher uncertainty and tighter
financial conditions.
Finally, as expected, sterling has depreciated sharply. For given foreign demand, this will
mean support to net trade, though this may well be dampened by uncertainty around future
trading relationships. A lower exchange rate will also entail higher prices for imported
consumer goods, energy and capital goods, and consequently lower real incomes.
As the MPC said prior to the referendum, the combination of these influences on demand,
supply and the exchange rate could lead to a materially lower path for growth and a notably
higher path for inflation than set out in the May Inflation Report. In such circumstances, the
MPC will face a trade-off between stabilising inflation on the one hand and avoiding undue
volatility in output and employment on the other. The implications for monetary policy will
depend on the relative magnitudes of these effects.
In my view, and I am not pre-judging the views of the other independent MPC members, the
economic outlook has deteriorated and some monetary policy easing will likely be required
over the summer.
The Committee will make an initial assessment on 14 July, and a full assessment complete
with a new forecast will follow in the August Inflation Report. In August, we will also discuss
further the range of instruments at our disposal.
These judgments will benefit from the Bank's joined-up approach. For example, the PRA's
direct line of sight of banks, building societies and insurers, and the FPC's oversight of
systemic risks, allows the Bank to understand better the net impact of any monetary actions
on financial conditions, and ultimately businesses and households. As we have seen
elsewhere, if interest rates are too low (or negative), the hit to bank profitability could
perversely reduce credit availability or even increase its overall price.
There are also interactions between prudential rules and the provision of credit in the face of
large macro uncertainty. The Bank of England is well positioned to understand these
interactions and will work across its policy committees to maximise the coherence and
effectiveness of their efforts.
I can assure you that in the coming months the Bank can be expected to take whatever
action is needed to support growth subject to inflation being projected to return to the target
over an appropriate horizon, and inflation expectations remaining well anchored.
4. Conclusion
Above the central arch of this Court Room is a weather vane. Originally installed in 1805, it
played a central role in the Bank's management of a different type of uncertainty -
meteorological. When the wind blew from the east, ships would be able to travel up the
Thames, meaning London's merchants would need credit to purchase the cargo. When it
blew from the west, credit would need to be withdrawn. This Regency forecasting model
helped the Bank of England to provide an anchor of stability.
Today, while the economy is more complex and our models less reliable, the Bank has
identified the clouds on the horizon and can see that the wind has now changed direction.
Over the past few months, working closely with the Chancellor and with HM Treasury, we put
in place contingency plans for the initial market shocks. They are working well.
Over the coming weeks, the Bank will consider a host of other measures and policies to
promote monetary and financial stability.
In short, the Bank of England has a plan to achieve our objectives, and by doing so support
growth, jobs and wages during a time of considerable uncertainty.
Part of that plan is ruthless truth telling. And one uncomfortable truth is that there are limits to
what the Bank of England can do.
In particular, monetary policy cannot immediately or fully offset the economic implications of
a large, negative shock. The future potential of this economy and its implications for jobs,
real wages and wealth are not the gifts of monetary policymakers.
These will be driven by much bigger decisions; by bigger plans that are being formulated by
others. However, we will relentlessly pursue monetary and financial stability. And by doing so
we will facilitate the adjustments needed to realise this economy's full potential.