IBERSOL Annual Report 2018

CORPORATE GOVERNANCE REPORT III.6. Non-executive directors should participate in the definition, by the managing body, of the strategy, main policies, business structure and decisions that should be deemed strategic for the company due to their amount or risk, as well as in the assessment of the accomplishment of these actions. Adopted 24 III.7. The supervisory body should, within its le- gal and statutory competences, collaborate with the managing body in defining the strategy, main policies, business structure and decisions that should be deemed strategic for the com- pany due to their amount or risk, as well as in the assessment of the accomplishment of these actions. Not applicable 15 III.8. The supervisory body, in observance of the powers conferred to it by law, should, in particu- lar, monitor, evaluate, and pronounce itself on the strategic lines and the risk policy defined by the managing body. Adopted 38 III.9. Companies should create specialised inter- nal committees that are adequate to their di- mension and complexity, separately or cumula- tively covering matters of corporate governance, remuneration, performance assessment, and ap- pointments. Adopted 24 and 27 to 29 III.10. Risk management systems, internal control and internal audit systems should be structured in terms adequate to the dimension of the com- pany and the complexity of the inherent risks of the company’s activity. Adopted 50 to 55 III.11. The supervisory body and the committee for financial affairs should supervise the effective- ness of the systems of risk management, internal control and internal audit, and propose adjust- ments where they are deemed to be necessary. Adopted 36 to 38, 51 188