A field of extremely high importance in a bank’s governance is the problem related to culture and integrity, and its being taken into account in an effective way in the entire organisation. This can be difficult to achieve since the notion is not inbuilt in the organisation and the leaders do not give it much attention.
Values such as: knowledge, qualification, courage, control and risk management, common strategy control, control of star performers, the group itself and the corporations that belong to it, as well as the equitable remuneration, cannot be imposed from the outside if they are not already accepted by the individuals that manage and supervise the Bank, and consequently spread by them throughout the entire organisation.
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