design of the model used for the evaluation of the entity’s OR;
. assignments of OR managers inside each organizational area of the entity with
responsibility for the continuous OR identification and assessment;
. permanent participation of the OR unit in the committees in charge of the study and approval of new activities, products, processes or systems (committee of new products, technological, commercial, tax, etc.);
. inclusion of all the group and business unit functions involved in the model evaluation;
. the relationships between the organizational areas of the entity and the business lines defined in the New Capital Accord;
. the soundness of the risk management procedures operating in the branches;
. the adequacy of the approaches used for the transfer of risks from the support
areas to the business areas of the entity;
. the existence of internal procedures for updating the organizational data in case of any structural change;
. existence of permanent reporting among management areas and OR unit; and
. sound documentation of the model and tools used, with the enough detail to facilitate their review by a third party (external auditors, Bank of Spain, Rating Agencies, etc.).
design of the model used for the evaluation of the entity’s OR;. assignments of OR managers inside each organizational area of the entity withresponsibility for the continuous OR identification and assessment;. permanent participation of the OR unit in the committees in charge of the study and approval of new activities, products, processes or systems (committee of new products, technological, commercial, tax, etc.);. inclusion of all the group and business unit functions involved in the model evaluation;. the relationships between the organizational areas of the entity and the business lines defined in the New Capital Accord;. the soundness of the risk management procedures operating in the branches;. the adequacy of the approaches used for the transfer of risks from the supportareas to the business areas of the entity;. the existence of internal procedures for updating the organizational data in case of any structural change;. existence of permanent reporting among management areas and OR unit; and. sound documentation of the model and tools used, with the enough detail to facilitate their review by a third party (external auditors, Bank of Spain, Rating Agencies, etc.).
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