1.3 Risk
Management
(GRI 2-12; 2-13; 2-15) (SASB FN-IN-450a.1; FN-IN-450a.2; FN-MF-450a.3)
The Board of Directors is responsible for ensuring an appropriate environment for risk management, as well as providing an internal
environment that facilitates its development, for which purpose it established a Risk Management System consisting of adequate
governance and risk appetite, based on creating a risk culture in the organization.
This system focuses on managing risks, at times to reduce them, others to optimize them, according to the strategy and finally to anticipate those that are outside its influence, ensuring regulatory compliance and maturity in their management.
Dicho sistema se centra en gestionar los riesgos, algunos para reducirlos, otros para optimizarlos de acuerdo a la estrategia y por último en anticipar los que están por fuera de su influencia, garantizando el cumplimiento normativo y la madurez en la gestión de los mismos.
1.3.1 Credit Risks
During 2024, credit risk management focused on deepening the monitoring and follow-up models for commercial portfolios, as well as
calibrating consumer banking appetites, all this with the aim of seeking a portfolio of credit portfolio more resilient to sectoral and
macroeconomic vulnerabilities in the di erent geographies where Ficohsa is present.
Similarly, the transformation and evolution agenda in credit risk management focused on four dimensions: information, tools, models
and monitoring and reporting.
1.3.2 Financial Risks
During 2024, financial risk management focused significantly on managing the group´s liquidity in both the short and long term and on
counterpart and issuer risk; seeking to reinforce each of the stages of the risk process, namely identification, measurement, control and
monitoring.
Financial risks include the management of liquidity risk, market risk and interest rate risk.
1.3.3 Non-financial Risks
During 2024, non-financial risk management focused on strengthening controls by prioritizing critical processes, preparing to mitigate the increasingly frequent and increasing cyber risks in the market, continuously training all areas in proper identi cation, risk reporting and management. Also, the implementation of new technological tools that allow process automation and decrease operational errors.
Non-financial risks include operational, technological, cyber, legal, LAFT, Anti-corruption and bribery, reputational and business continuity risks.
1.3.4 Climate, Environmental
and Social Risks
Analyzes the possibility of damage or disaster to the natural environment, communities and individuals in the area where credit
clients operate.
Ficohsa has been a leader in implementing the Environmental and Social Risk Analysis System (SARAS) since 2009. This system aims to identify and manage the socio-environmental risk of commercial clients in each credit decision, from its initial analysis to continuous monitoring.
Through SARAS, clients are supported and encouraged to adopt and implement best practices to prevent and mitigate risks arising from their activities and promote sustainable development.
