09.01.2015 Views

Relationships - Banco Itaú

Relationships - Banco Itaú

Relationships - Banco Itaú

SHOW MORE
SHOW LESS

Create successful ePaper yourself

Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.

Corporate Governance<br />

With the significant diversification of risks by<br />

our business units, the Organization maintains<br />

a reduced overall exposure to market risk, when<br />

compared with its capital.<br />

Liquidity Risk<br />

Liquidity risk is designed to detect imbalances<br />

between negotiable assets and payable<br />

liabilities, or when there is a mismatch<br />

between payments and receipts that might<br />

affect our payment capability, considering the<br />

different currencies and settlement terms for<br />

rights and obligations.<br />

Liquidity risk management uses best<br />

practices to avoid cash shortages and<br />

difficulties in honouring payments due.<br />

We have established guidelines and limits,<br />

and compliance is regularly reviewed by<br />

technical committees designed to ensure<br />

an additional safety margin beyond the<br />

minimum projected security needs. Liquidity<br />

management policies and their associated<br />

limits are established based on periodically<br />

reviewed prospective scenarios, and on the<br />

limits set by the Senior Institutional Treasury<br />

Liquidity Commission.<br />

Operational Risk<br />

Operational risk is the risk of loss resulting<br />

from inadequate or failed internal processes,<br />

people and systems, or from external<br />

events. This category also includes legal risks<br />

associated with inadequate or incomplete<br />

contracts, as well as penalties incurred due<br />

to non-compliance with legal provisions and<br />

compensation for damages to third parties<br />

arising from our activities.<br />

During the <strong>Itaú</strong> Unibanco merger process,<br />

for example, operational risks are carefully<br />

monitored once they become part of the<br />

migration of branches and systems.<br />

Under our integrated operational risk<br />

management policy, approved by the Board<br />

of Directors, we have adopted all Central Bank<br />

requirements with respect to operational risk<br />

management, pursuant to CMN Resolution<br />

3380 of June 2006, which is based on the<br />

principles and good practices of Basel II.<br />

The operational risk management governance<br />

structure is made up of the Board of<br />

Directors, the Audit Committee, Internal<br />

Audit, the President’s Office plus Executive<br />

Officers and Related Technical Risk areas. This<br />

structure is responsible for the operational<br />

risk management process, which includes<br />

four phases: identification, evaluation,<br />

management and monitoring.<br />

We employ management models for financial<br />

evaluation by business line, quantifying<br />

operational risks incurred by using statistical<br />

models that allow provisioning of reserves<br />

for expected losses and allocation of capital<br />

for unexpected losses. This gives us a more<br />

refined pricing process for products and<br />

services offered to the market, and follows the<br />

criteria of the Basel II Capital Accord, within<br />

the timeframes set by the regulator.<br />

Underwriting Risk<br />

Underwriting risk is applicable to insurance<br />

companies and is associated with the<br />

probability of decision errors in determining<br />

the price and/or calculation of technical<br />

reserves for insurance products, as well as in<br />

monitoring the decisions made. Similar to<br />

Basel II + , the International Association of<br />

Insurance Supervisors (IAIS) guides insurance<br />

companies on employing risk management<br />

systems which supplement their minimum<br />

capital and solvency margin systems.<br />

Our team specializes in underwriting risk<br />

analysis and control for insurance products,<br />

and builds mathematical models that<br />

capture such risks in the proper allocation of<br />

managerial capital.<br />

Market Risk Indicators<br />

The following Value at Risk table consolidates<br />

<strong>Itaú</strong> Unibanco’s total VaR, covering the<br />

portfolios of: <strong>Itaú</strong> BBA, <strong>Banco</strong> <strong>Itaú</strong> Europa,<br />

<strong>Banco</strong> <strong>Itaú</strong> Argentina, <strong>Banco</strong> <strong>Itaú</strong> Chile and<br />

<strong>Banco</strong> <strong>Itaú</strong> Uruguay. The portfolios of <strong>Itaú</strong><br />

Unibanco S.A. and <strong>Itaú</strong> BBA are grouped<br />

together, separated by risk factor.<br />

+ Basel II Capital Accord – Replaces the Basel I agreement which was signed in the Swiss city of Basel in 1988. The new accord was ratified by more<br />

than 100 countries and seeks to establish minimum capital requirements to be held by commercial banks as a precaution against credit risk. Basel II<br />

is built on three pillars: Capital (save); Supervision, (inspect) and Transparency and Market Discipline (disclose), in addition to 25 basic accounting and<br />

supervision principles.<br />

36 <strong>Itaú</strong> Unibanco Holding S.A.

Hooray! Your file is uploaded and ready to be published.

Saved successfully!

Ooh no, something went wrong!