RepoRt on - BNP Paribas

permanent operational control
the efforts that began a few years ago
in the field of permanent operational
control, focusing on the involvement of
operational staff in risk management
and systematisation of this approach,
continued and are progressively bearing
fruit. in 2009, several salient measures
should be noted:
— the consolidation of the structure of
the permanent operational control
system. following the decision taken
in 2008 to have the permanent operational
control structure go beyond
a coordination role so as to play a supervision
and early warning role, 2009
was marked by the formalisation of the
general framework in which the permanent
operational control system applies
at the group level, and by the determination
of the scope in which the
supervision and whistle blowing role is
exercised. this formalisation work also
permitted integrating the significant
changes introduced by regulation
97-02 in the internal control system of
financial institutions;
— the adaptations made or prepared in
2009 in the context of the basel ii framework
approved by the commission
bancaire:
• updating of the data feeding the
model by the entities, with a special
focus on the most significant
incidents;
• definition of a capital allocation
that is more sensitive to the risk
profiles for implementation as of
2010;
— extension of the scope of the business
continuity scenarios. in 2009, the
efforts of the teams tasked with business
continuity largely focused on
the scenario of the unavailability of
human resources and more specifically
on preparing for a large scale
epidemic;
— the merger with fortis. management
of the integration of fortis was one
of the key projects in 2009. a target
system was defined, and the main
measures implemented were to align
bnP Paribas fortis along the practices
of bnP Paribas, with a review of such
practices so as to reflect the strong
points of fortis. the main projects for
2010 are management of the transition
towards the bnP Paribas system
in calculating capital requirements
and of the migration of the fortis tools
to those of bnP Paribas.
besides aspects in connection with the
merger with fortis, 2010 will be marked by
the consolidation of the supervision and
whistle blowing function on the deployment
and operation of the permanent
operational control system in all of the
group entities.
periodic control
in the context of the “Knowledge” program
launched in 2008, designed to
harmonise and enrich the knowledge
base associated to the audit process, the
general inspection unit made considerable
progress on several points in 2009.
the function acquired four new guidelines
on:
— conduct of audit process;
— supervision of audit process;
— constitution, archival and access to
the audit file;
— use and access to internal audit
tools.
these guidelines provide precise instructions,
in accordance with the professional
standards, that enable improving the
audit trail and improve the homogeneity
of working methods and audit deliverables
in all of the “hubs” of the general
inspection unit.
training was organised in all “hubs”
to present these operational procedures
which entered into force on
1 november 2009.
the “How-to” program ultimately contemplates
(end of 2010) the delivery of
9 guidelines, covering the main internal
audit processes.
the integration of fortis within the scope
of consolidation of bnP Paribas has led
to the setting up of many working groups
having for their duties to organise the
function and converge the tools, methods
and guidelines (the “How-to” has
applied since 1 january 2010 within this
scope).
training on the bnP Paribas tools and
guidelines has also been provided to all
employees.
within the bnP Paribas scope, the professionalisation
effort has continued:
training actions in 2009 increased by
8% compared to 2008, as did professional
certifications (+22%).
in the area of “risk assessment”, the
function upgraded its tools in 2009: the
myriskassessment tool was improved so
as to better formalise the audit trail between
the different “risk assessment” factors
and the listing of auditable macro
domains.
122 <strong>RepoRt</strong> on CoRpoRate SoCial and enviRonmental ReSponSibility