The Bank of Nova Scotia (Scotiabank) – GC Powerlist
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Central America Teams 2019

Financials

The Bank of Nova Scotia (Scotiabank)

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Central America Teams 2019

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About

Can you briefly explain how the legal team is structured, highlighting key individuals and their role within the department?

The legal team of Scotiabank Dominican Republic is structured as follows:

Odette Pereyra Espaillat – legal director: Head of the team who supervises the areas of corporate governance; litigation; regulatory, consultations and contracts; legal branch banking and commercial entities; legal corporate and commercial banking; and contracts factory.

Petra Batista – senior legal manager corporate governance: Responsible for ensuring the legal support of the corporate governance of the Bank and its subsidiaries in the Dominican Republic, taking control and logistics of the meetings of the board, committees and senior management of the bank; applying good corporate governance practices maintaining uniformity in both the minutes and certifications to be issued; and being the communication channel between all areas of the Bank, its subsidiaries, the financial regulator and other regulatory entities for all Corporate Governances issues.

Miguel Ángel Mateo – senior legal manager litigation: Responsible for the administration, control and supervision of the Bank’s Litigation Portfolio and its subsidiaries in the Dominican Republic, its local and parent company reports, as well as provisions, contingencies and responses to the financial regulator, audit and other government entities; closed follow-up to external law firms hired for the defence of the interests of the Bank and its subsidiaries, raising all necessary evidence with the corresponding units, as well as coordinating the defence strategies to be implemented; control of the criminal proceedings of the Bank, coordinating with Security Department the logistics and strategy necessary for our defence; support both Personal Banking and Small Business for any concerns or complaints that our branches and clients may have on how to handle the cases and the responses to be issued.

Elisa Ubiera – senior legal manager regulatory, consults and contracts: Regulatory responsibilities, including consultations and models of adhesion contracts; outsourced contracts and inquiries of procurement and real estate departments; consultations in the areas of Human management, cards and payment methods, affiliation, treasury, among others.

Danessa Rosado – senior legal manager branch banking and commercial entities: Responsible for bailiffs acts in general, embargoes, oppositions; declarations and certifications; letters of guarantee, powers of attorney for accounts and deposit certificates management, check protests, commitment to compensation for loss of checks and deposit certificates; appropriation of funds, returned consigned funds; deceased customers, disclaimers, letters and certifications, closing of accounts and safe deposit boxes, review of legal documentation of entities, approval of exceptions, processes adjustments; legal consultations and opinions on the foregoing.

Patricia Mejía – senior legal manager corporate and commercial banking: General legal support to corporate and commercial banking, its operating unit (BSC) and the credit standardisation department; contract instrumentation, promissory notes, legal matters in general; support to initiatives and projects, formalization of guarantees when contracts are handled in-house; follow-up to external attorneys appointed to carry out complex transactions.

Vacant – senior legal manager contract factory: Instrumentation of loan contract applications, as well as the procedures inherent to the formalization of guarantees; review of powers of attorney, opinions and inquiries about powers of attorney, credit facilities and other procedures related to the guarantees and its formalization.

What are the most significant cases and/or transactions that your legal team has been involved with in the last two years?

During the last two years, Scotiabank Dominican Republic has been mainly involved, among other transactions, in the closing and implementation of the integration plan and strategy with Banco Dominicano del Progreso. This transaction represents one of the major acquisitions in the history of local banking and is expected to conclude in 2020.

What recent political, economic or regulatory changes in Central America have impacted your company and the team the most?

Scotiabank Dominican Republic has been recently impacted by the following changes:

Law No. 140-15 on notary services and institution of the Dominican college of notaries, enacted in August 2015.

Law No. 155-17 on money laundering and financing of terrorism, enacted in June 2017.

Law No. 249-17 on securities market, enacted in December 2017.

What will be the main focus for the company in the next 12 months and how does the team intend to assist with this?

The main focus of Scotiabank Dominican Republic during 2019 and 2020 is and will be the effective implementation and conclusion of the integration plan and strategy with Banco Dominicano del Progreso, in order to be positioned as the fourth bank in the country.

How has the team harnessed technology to improve output or drive efficiencies?

Scotiabank Dominican Republic has been investing in technology to help bring down costs in other areas as consumers shift from banking in branches to doing more transactions online and on mobile devices. This investments progressively make it easier for the employees of the bank to service the customer base and support the improvement of productivity in its work force.

Can you sum up the team culture/ethos?

Scotiabank Dominican Republic culture is guided by the following main values:

Integrity: The bank is aware that its success depends on the honesty and integrity of its employees, directors and officers, and remembers them that their conduct has a direct effect on how customers think about Scotiabank and how it reflects on them.

Respect: Scotiabank appreciates and respects the diversity of its customers and employees and use these differences to improve their understanding.

Responsibility: The bank is responsible for its work, compromises and actions to its customers and employees, and acts accordingly.

Passion: Scotiabank services its customers with enthusiasm and pride, and promotes the value of listening, learning, innovating and winning.

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