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Stakeholder strategies

BAMC's mission defines BAMC as one of the Republic of Slovenia's tools to promote trust in the financial system and to enable and encourage long-term restructuring of the Slovenian economy.

BAMC also addresses identified inefficiencies for the effective fulfilment of its mission in the legal frameworks and BAMC works proactively to find constructive cooperation with key Slovenian institutions such as the Court of Auditors, the Commission for Prevention of Corruption and the Commission for Access to Public Information and the Police and State Prosecutors Office. BAMC's Compliance and Legal Strategy execute this.

Consequently, BAMC has a strategy to fulfil its mission by addressing, cooperating with, and taking a leadership role as appropriate towards, the investor community, the general public, the banking industry, the banking industry supervisors, the corporate sector, international financial institutions, the Government and the EC. BAMC's Communication Strategy executes this.

Compliance and legal strategy

Compliance

BAMC shall be fully compliant will all relevant legislation and regulation and will also continue to cooperate with all government bodies and report to them in accordance with the established reporting system. BAMC will increase its role as a proactive proposer of better, improved, more rational and efficient operation.

In areas where the legal and regulatory frameworks are ambiguous, BAMC will seek clarification from the appropriate authorities or through testing cases in the court system in order to reduce uncertainty that reduces effectiveness.

On March 2015, BAMC received the Audit Report of the Court of Audit of the Republic of Slovenia "Establishment of the conditions for the functioning and operations of DUTB, d.d. in 2013". Within the deadline provided by the Court of Audit, BAMC submitted its response report, which demonstrated the corrective measures taken by BAMC. BAMC eliminated all irregularities and inconsistencies in the segment of the audit, which pertains to BAMC'S operations in 2013. The implementation of corrective measures was applied with maximum care to comply with the opinions and recommendations of the Court of Audit of the Republic of Slovenia.

BAMC will proactively work with, propose and implement effective processes to comply with the investigative needs of institutions such as CoA, CPC and IC.

BAMC has a clear Integrity plan and Measures for identification and prevention of corruption risks and the risk of other wrongdoing or unethical conduct. BAMC is implementing a protection program for whistle-blowers reporting wrongful or unethical conduct.

Coordination between Compliance, Risk management and Internal audit is established through regular meetings of the Committee for Compliance and Risk management. This committee reports from this Committee is standing item on the Board of BAMC's meeting agenda.

BAMC is by law required to report on suspicion of illegal activities in credit files that it has acquired from the banks. In addition to the initial review of the documentation for each case file transferred, cases are continuously monitored for suspicions of criminal activity decision committees. Any identified suspicions are reported to the Compliance officer that compiles a report which is shared with the National Bureau of Investigation.

BAMC will investigate if it is appropriate to complement BAMC's organisation with some forensics capability to be able to more effectively assist the authorities in these cases.

BAMC will continue to follow the protocol for regular reporting of such suspicions to the appropriate authorities and to assist the relevant authorities in their further pursuit of such cases.

Legal strategy

In November 2015 the amendment to the ZUKSB was adopted. The most relevant changes are:

  • BAMC's lifespan is prolonged to the end of 2022,
  • the companies owned by BAMC can be exempted from the tight salary limitations set by the "Act regulating the payments of the directors in the companies owned by the Government" (the so called Lahovnik Act) if so provided in their internal policies.

Otherwise, amended ZUKSB clarifies prior open issues that have been spotted during two years experiences of BAMC's work.

In accordance with the amended ZUKSB; the Decree also changed.

Based on the anticipated changes, BAMC is also expecting changes to subsidiary regulations, BAMC operating Guidelines and its Articles of Association, which will once again require BAMC to adapt its policies and certain activities to the new legal bases.

BAMC will continue to work on seeking to implement further upgrades to the relevant legislation.

Corporate communication strategy

Improve communications capability, strengthen PR and adding the functionality of IR (investor relations) and marketing. 
The goal is to ensure that the work of BAMC is more effectively and objectively reported to the general public as well as to the key stakeholders, including investors.
The current communication strategy focuses on:

  • supporting BAMC's strategic goals by promoting the understanding of the role of BAMC and benefits BAMC brings to the Republic of Slovenia and the taxpayers, in key audiences,
  • obtaining the support of key audiences in implementation of measures,
  • managing media relations, that will, as far as possible, support the achievement of BAMC's objectives,
  • ensuring the "one company one voice" communication effect, and
  • changing BAMC's communication from being reactive to being proactive.

To improve communication effectiveness, BAMC is continuously reassessing key messages for each stakeholder group, the best channel and means of communication.

Communication is planned, directed and managed by BAMC's corporate communication department, which is directly responsible to the CEO. The Marketing, corporate communication and investor relation organisational unit is a "communication hub" where external and internal information is reviewed, harmonised, revised, adjusted and created in compliance with strategic, business and communication objectives of BAMC.