The overall management of the BCC Group Banks rested primarily on the Central Board of BCCI Holdings (Luxembourg) S.A. and was supported by the Boards of its subsidiaries and affiliates, Central Management Committee, the Central Support Office and Regional Offices.
Board of Directors: BCC Group
The Board of Directors of BCCI Holdings (Luxembourg) S.A. was the ultimate authority for the management of the BCC Group.
The Board of Directors determined the BCC Group's operating policies and guidelines, including financial discipline, credit policies and country and currency exposures. It reviewed the periodic financial results, approved credit over established limits and determined the expansion of the branch network and the investments in subsidiaries and affiliates.
Subsidiaries and Affiliated Banks
Although the ultimate authority for the management of the BCC Group was vested in the Board of Directors of BCCI Holdings (Luxembourg) S.A., the Boards of Directors of the subsidiaries and affiliates had autonomy in the management of those subsidiaries or affiliates taking into account the established group policies and guidelines.
Central Management Committee
At the operational level, the Board of Directors of each of BCCI Holdings (Luxembourg) S.A. and the subsidiaries and affiliates is assisted and supported by the Central Management Committee in BCC Central Support Office in London, United Kingdon, later moved to Abu Dhabi, United Arab Emirates.
The Central Management Committee consisted of the President, the Executive Directors, all the regional General Managers, certain other senior executives from within the BCC Group and certain representatives from the Boards of Directors of subsidiaries and affiliates.
In discharging its responsibilities to the respective Boards of Directors, the Central Management Committee was supported by the managements of the subsidiaries and affiliates, and functional subcommittees whose executives are accountable to the Central Management Committee.
In accordance with the policies laid down by the respective Boards of Directors and the authority delegated to it, the Central Management Committee was responsible for the following:
General
- Promoting the BCC concept and philosophy of management.
Financial
- Coordinating and supervising the growth of BCC Group banking resources and business.
- Supervision of credit and lending policies.
- Monitoring the liquidity position of the BCC Group.
- Reviewing fiscal policy and operating procedures.
Development
- Supervising and coordinating the implementation of the BCC Group's expansion programme.
Administration
- Coordinating the development and the implementation of personnel policies.
- Reviewing and implementing audit and inspection reports.
Central Support Office (Central Support Organisation)
The Central Support Office (previously the Central Support Organisation) (CSO), which was accountable to the Central Management Committee, was the principal unit in the BCC Group responsible for coordinating administration. The CSO organisation consisted of various functional divisions, including credit, human resources, group accounts, taxation, treasury, international· marketing, audit and inspection and management services.
The Central Support Organisation directly assisted the Central Management Committee or a particular subsidiary or affiliated company as appropriate; the Central Management Committee itself had to report to the relevant Board of Directors in relation to matters for which it had responsibility.
Regional Offices
- BCC global network was administered by Regional Offices
- Each Regional Office was headed by a Regional General Manager responsible for all day-to-day management within his/her region.
- Each Regional General Manager was a member of the Central Management Committee and represented the BCC Group on the Board of Directors of subsidiaries and affiliates within his/her region.
The Regional General Manager was supported by a Regional Management Committee and a Regional Credit Committee whose members comprised Managers of large BCC branches and selected Department Heads within the Regional Office.
Each Regional Office had a regional office organisation commensurate with its requirements and volume of business and undertook all requisite management functions, divided into appropriate divisions, such as credit, personnel, treasury and finance, marketing, audit and inspection and such other functional divisions that were required for management of its operations and various banking activities.
Subsidiaries and Affiliates
Each subsidiary and affiliate had its own Board of Directors which included the Regional General Manager of BCC and/or members of the Central Management Committee as well as representatives of external shareholders.
Each subsidiary and affiliate had a Head Office Organisation commensurate with its requirements and volume of business which undertook all requisite management functions, divided into appropriate division, such as credit, personnel, treasury and finance, marketing, audit and inspection and such other functional divisions that were required for management of its operations and various banking activities.
