The financial instability of the last few years has led regulators and managers to focus on control of corporate risk management.
The need to apply more evolved risk management models has caused a change in the role played by the Internal Controls System (ICS) within the Bank's governance model, which has become a corporate management tool and, at the same time, a control tool for the new supervisory regulations.
This has required new techniques and methods to be searched for, which could improve the efficiency and effectiveness of Control operations. To meet the new responsibilities assigned to the Internal Audit Department, the systems supporting control activities have had to evolve in order to ensure:
• availability of constantly adequate information in qualitative/quantitative terms
• the application of standardized and updated methods for risk review and measurement
• the production of specialized reports that are specific for responsibility level and type of investigated risk
• structure cost control by automating and centralizing control activities
The remote controls platform created by Cedacri has been designed to allow continuous and systematic analysis of corporate data in order to detect any signs of non-performance or potential risk areas.
The remote controls systems is based on a multidimensional data model, which provides Internal Audit structures with a logical model for information which is easy to explore in accordance with several analysis perspectives and different data aggregation levels (specialized data mart for Internal Auditing).
The use of business intelligence tools lets analysts navigate the information in the system and create indicators (Key Risk Indicators) that allow them to monitor abnormal situations and the occurrence of adverse events linked to internal (processes, people, systems) or external risk factors.
Key features of the solution
• A data model that is dedicated to risk analysis and control activities
• Automated acquisition of information from ICT procedures
• Availability of a catalogue of “ready to use” analysis reports
• Availability of evolved business intelligence tools
• Integration with the operating front end to publish the reports produced
• Risk analysis methods based on cross checking of heterogeneous data sources in order to ensure effective control of corporate events
• Possibility to adjust risk measurement to operating models and to emerging new risks fine-tuning the need for in-depth analysis and action to the detected risk
• Structure cost control and stronger focus on core operations
• Allow systematic and continuous monitoring of corporation operations, performing targeted onsite audits and specific analysis samples and reducing the time spent in the Branch.
• Adoption of objective Branch rating evaluation criteria