The result is a new organizational model for the management of internal standards according to a process-dependent approach providing end-users with continuously available upgraded information and the instructions needed for guidance in business decision-making. Full support is given to the operational capabilities of the subsidiaries, with support from standardized procedures.

The result is substantial returns in terms of effectiveness and efficiency, improving not only CRM but the induction of new staff.

BPVN maps the processes by matching to regulatory standard requirements

“The new Organization Module for Management of Regulatory Standards,” according to Vittorio Corsano, Project Manager, Process Integration and Organization for the BPVN Group, “developed a project at year-end 2004 that built on the process mapping begun at group headquarters in 2002 and that achieved a number of strategic objectives, “developed a project at year-end 2004 that built on the process mapping begun at group headquarters in 2002 and that achieved a number of strategic objectives. Among these were the merger between Banco Popolare di Novara and Banca Popolare di Verona, and the attainment of the Basel 2 requirements in operating risks. Focusing a new project on internal standards, and even more so on the specific scope of the management and structuring of business-critical knowledge, was a factor determining our commitment to an IS that supported the day-to-day operations of the subsidiaries and staff, hence improving our customer service.”

Mario Togni, Organisational Manager, Gruppo dell’Istituto Veronese, adds:

“The standards and obligations laid down by Basel 2 have an important impact on group processes, and thereby directly affect its operational capability, because they require the identification and monitoring of the internal processes used to control operating risk. Other obligations arise from the standards envisaged for the internal control system by the Institute of Vigilance as required under D.Lgs. 231/01, the Code of Self-discipline for the banks in the Group. It was necessary to identify an efficient management mode for this extensive corpus of standards and place them in the context of the business processes involved, while also taking into account the need for continuous updating. All this had to be transformed into a standardized operational instrument for the subsidiaries, accessible to all.”

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