5.2 OverallOrganisational internalstructure, governancemanagement frameworkbody and its committees
10279. In lineassessing the institution’s organisational structure, management body and committees, competent authorities should assess institution’s compliance with Articles 74, 88, and 91 of Directive 2013/36/EU, the EBA Guidelines on internal governance, and the Joint ESMA and EBA Guidelines on the assessment of the suitability of members of the management body and key function holders,. In the EBAcontext Guidelinesof onassessing disclosurethe requirements,institution’s theorganisational EBAand Guidelinesoperational onstructure outsourcingof arrangementsthe institution, and where applicable that of the EBAgroup, Guidelinescompetent onauthorities soundshould remunerationconsider policies,inter thealia assessmentwhether:
a. ofit theis internalappropriately governanceand frameworkclearly byestablished, competentwith authoritieswell-defined, shouldtransparent includeand anconsistent assessmentlines of whetherresponsibility, including for the institutionmanagement demonstratesbody atand leastits that:committees;
ab. it is suitable for the dutiessize and the complexity of the managementbusiness bodyand areoperations;
c. clearlyit defined,is distinguishingtransparent betweento thestakeholders, dutiesincluding ofstaff theand managementshareholders.
80. (executive)In functionthe andcontext of assessing the supervisoryinstitution’s (non-executive)management functionbody, andcompetent thatauthorities appropriateshould governanceconsider arrangementsinter havealia been implemented;whether:
ba. athe suitablemanagement body knows and transparentunderstands the institution’s legal, organisational and operational structure with(‘know well-defined,your transparentstructure’) and consistentits lines of responsibilityrisks, including thoseappropriate ofoversight;
b. where applicable, the management body andof itsthe committeesconsolidating hasinstitution beenunderstands setboth up;
c. the managementorganisation bodyof hasthe setgroup and ensured the implementationroles of theits overalldifferent businessentities, and riskthe strategies,links includingand relationships among them;
c. the settingmanagement body collectively has an appropriate understanding of the institution’s riskbusiness appetitemodel and activities, and remains up to date on ansufficient individualknowledge and askills consolidatedregarding basisrelevant withrisks, theincluding appropriateICT involvementrisks, ofESG therisks managementand bodyother emerging risks, through regular training;
d. riskthe cultureinstitution throughhas policiesa policy to promote diversity and theirinclusion implementation,within includingthe communicationmanagement body and training,regularly areassesses appropriate;
e.these, aincluding selectiongender balance, and suitabilitywhether assessmentthe processcomposition, forfunctioning theand memberssuccession planning of the management bodyboard support effective decision-making and keyreflect functionthe holdersinstitution’s hasdiversity beenand implementedinclusion objectives;
fe. anthe adequatemembers andof effectivethe internalmanagement governancebody andinteract internaleffectively, controlincluding frameworkbetween isits inmanagement placeand withsupervisory independentfunctions;
f. riskeach member of the management, compliancebody andacts internalwith auditindependence functionsof thatmind, havemaintaining a sufficient authority,time staturecommitment and resourcesis toappropriately performinformed theirof functionsthe institution’s risk situation;
g. athe remunerationmanagement policybody in its supervisory function has established, where applicable, risk, audit, nomination and remuneration practicescommittees, thatand arewhether inthese linecommittees withfulfil their tasks as prescribed by the remunerationapplicable principleslegal setand outregulatory inframework.
81. ArticlesWhen 92reviewing tothe 95composition and functioning of Directivethe 2013/36/EUinstitution’s management body and theits EBAcommittees, Guidelinescompetent onauthorities soundshould remunerationalso policiesconsider haveany beenrelevant implemented;
h.findings arrangementsfrom aimedthe atsuitability ensuringassessments on the integrityinstitution’s members of the accountingmanagement body and financialkey reportingfunction systemsholders, includingperformed financialby andthe operationalinstitution, controlsor andwhere compliancerelevant withby the lawcompetent andauthorities. relevantCompetent standardsauthorities haveshould beenreview implemented;
i.the anoutcome outsourcingof policythe andinstitution’s strategyprocess thatof consideridentifying key function holders and evaluate the impactlevel of outsourcingindividual onaccountability by taking into account the institution’sindividual businessstatements andregarding the risksroles itand facesduties haveof beenall implemented;
j.members of the internalmanagement governancebody frameworkin isits setmanagement function, overseensenior management, and regularlykey assessedfunction byholders, along with the managementmapping body;of and
k.duties, thatincluding details of the internalreporting governancelines, frameworklines isof transparentresponsibility, toand stakeholdersthe persons who are part of the governance arrangements of the institution, includingand shareholderstheir duties.