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WORKSHOP 1: GOVERNANCE: AUDIT, CONTROL AND COMPLIANCE

Day 1

• Pre-test: to evaluate participants' levels at the start of the programme
• Corporate Governance The agency theory
• The annual accounts process
• Objectives and principles of corporate governance

Day 2

• Basic concepts and Definition of internal control
• Character of internal control
• Analyzing internal control in banks: examples
• Corporate governance and internal control
• Impact of ICT on internal control

Day 3

• Objective of internal audit
• Position of internal audit in the organization
• Internal audit charter
• Analyzing audit findings in banks: examples
• Internal audit: human resources, organizational aspects
• Internal audit process
• External audit profession and process

Day 4

• A short history of money laundering
• The new FATF recommendations 
• The different roles of judicial authorities and financial institutions in fighting and preventing Money Laundering.
• Examples of Money Laundering and Terrorist Financing

Day 5

• Risk based approach
• Training
• Compliance Policy/Compliance Charter
• Account reviews/investigations
• Reporting methods and experiences
• Example of 3 year plan in group work
• Compliance outside the prevention of Money Laundering
• Market abuse and client investments
• Group discussion: how to implement what we learned in our institutions

Final test

WORKSHOP 2: RETAIL BANKING AND NEW DISTRIBUTION CHANNELS

Day 1

• Pre-test: to evaluate participants' levels at the start of the programme
• Part I: Strategic reflections
  • Introduction
    • Why and who ?
    • The competition
    • The bank strategy: analysis and stakes

Day 2

• Part II: Distribution strategy and organization
  • Introduction
    • Scope
    • Global objectives
    • Attention points
    • From multi-channel to cross-channel and omni-channel
    • Conclusions
• Traditional branch network
  • Why is a network important?
  • Evolution of the retail organization
  • Branch organization
  • Branches evolution
  • Full service branches
  • Small branches
  • Branch today
  • Retail banking in the world
  • Conclusions

Day 3

• New distribtion channels
  • Direct banking
  • Trends
  • Direct channel distribution
    • Call center – Internet – ATM – Mobile
    • Partnering with insurance
• E-banking in the multi-channel strategy
• Socio-demographic evolution and banking behaviors
• Change Management: change for the staff, new jobs in the branches
• New acquisition, distribution and servicing models
• Survey
• The new actors
• Segmentation
• Cross-selling / cross-buying

Part III: Vision for the future

• Retail Banking 2020
• Internet Market trends
• Which website?
• Websites analysis

Day 4

Part IV: The Sales

• Client's requirements
  • Traditional sales
  • Sales best practice
• Objectives
• Sales on internet
• KPI's
  • Traditional operating reports
  • Inernet KPI's

Day 5

Part V: Reinventing retail banking

• Introduction
  • New models
  • Banking channels evolution
  • Roadmap
  • Social network

Part VI: Marketing

• Characteristics of the marketing in the banking sector
• Organization of the marketing
• Marketing today
• E-marketing

Part VII: Conclusions

• Distribution channel
• Clients
• Marketing
• Refereces

Final Test

WORKSHOP 3: FUNDAMENTALS OF RISK MANAGEMENT

Day 1:Introduction

• Pre-test: to evaluate participants' levels at the start of the programme
• Introduction to risk and risk management
  • Risk vs. uncertainty
  • Risk management
  • Risk and the Financial Crisis of 2008
  • Types of financial risk
  • The Basel Committee on Banking Supervision
  • Fundamentals of:
    • Market risk
    • Credit risk
    • Liquidity risk
    • Operational risk
• Managing financial risk

Day 2: Market Risk

• Market risk in modern banking
• Components of market risk
  • Interest rate risks
  • Equity risks
  • Currency risks
  • Commodities risks
• Managing market risk
  • Value at Risk (VaR)
  • Stress testing and back testing
  • Portfolio risk
  • Hedging against market risk
  • Using derivatives to manage market risk
• Market risk in the Basel Accord

Day 3: Credit Risk

• Components of credit risk:
  • Lending
  • Investing
  • Counterparty/settlement risk
• Retail vs. corporate clients
• Default risk
• Expected loss vs. unexpected loss
• Exposure at default
• Downgrade risk and the rating agencies
• Managing credit risk with derivatives
• Credit risk in the Basel Accord

Day 4: Operational Risk

• Causes of operational risk
  • Internal processes
  • People
  • Systems
  • External events
• Drivers of operational risk
• Managing operational risk
  • Practices
  • Organisation
  • Governance
• Risk mapping
• Key risk indicators
• Business continuity plans
• Regulatory environment for operational risk

Day 5: Liquidity Risk, Review and Final Test

• AM: Liquidity Risk
  • Liquidity risk as a consequential risk
  • Types of liquidity risk
    • Assets
    • Funding
• Governance and liquidity risk
• Liquidity risk and the Financial Crisis of 2008
• Liquidity risk in the Basel Accord
• PM: Review and final test

On the afternoon of Day 5, there will be a review session to help participants preparing for the final test. The final test will last 90 minutes.

WORKSHOP 4: ANALYSING COMPANIES AND THEIR CASH FLOWS – HOW TO AVOID BAD LOANS 

Day 1

• Pre-test: to evaluate participants' levels at the start of the programme
• The toolbox
• Cash flow analysis
• Profitability, debt burden and liquidity
• Industry analysis and "Produt Life Cycle and Cash Flows"
• Case study: "A profitable retailer still going bankrupt"

Day 2

• Financial projection "Back to the Future"
• Ready for expansion?
• Card-game
• Case study: " A Wholesaler with a Need for Growth"
• Game: "Important Management Skills"
• Case study: "Fishing Boat with a Broken Engine"

Day 3

• Reliability of financial information
• Case study: "Company Easy Bikes Ltd. is being sold”
• Writing a clear & concise credit proposal
• Parent/subsidiary issues and structural subordination
• Collateral and covenants
• Feedback to colleagues
• Case “A Franchise Organization Trying to Survive”

Day 4

• Strategy for financial difficulties & Non Performing Loans
• Country risks
• Case study: “Change of Ownership of a Transport Company”
• Do’s & don’ts for small & medium sized companies
• Case study: “A Start-Up Company Needs Additional Financing”
• Game “Which Asset Conversion Cycle Belongs To Which Company?”

Day 5

• Monitoring your credit portfolio
• Case “Two manufacturers using different strategies”
• Final Test

Conclusions & Evaluation

WORKSHOP 5: BANK STRATEGY AND ORGANISATION

Day 1

• Pre-test: to evaluate participants' levels at the start of the programme
• Introduction and participants' expectations
• Global view on the international context and the impact on bank strategy and organization
• Focus on the new way of banking
• Areas of pressure for banks
• How to define a business strategy (including a concrete case)

Day 2

• Stakeholders management
• Focus on operations and operational excellence
• The importance of risk management, with 3 lines of defense
• New regulations and the importance of capital & balance sheet management
• Concrete case on “how to manage new pressures and regulations with keeping profitability”

Day 3

• Organizational development
• Focus on bank organization
• How to prepare a mid-term plan including costs, investments and profits (with concrete case)
• KPIs to follow the results
• Decision-making process and corporate governance

Day 4

• Strategy and human capital
• Key elements of human capital strategy
• Focus on change management
• Strategic workforce planning

Day 5

• Global case including what has been learned the previous 4 days
• Question and answers potentially including a focus on a specific concern of the participants
• Wrap Up
• Final test

WORKSHOP 6: FINANCIAL INSTITUTIONS ANALYSIS THROUGH BANK SIMULATION GAME

Day 1

• Welcome
• Luxembourg and its Financial Centre presentation 
• A round table on topics on financial issues

Day 2-7

• Financial Institutions Analysis and Bank simulation Game
• The six days are divided in theoretical parts and practical parts. During the practical parts, the participants manage the different virtual banks over six periods. In making their decisions for each period, banks compete against each other in the market place for new business. The ability of each management team in maximizing shareholder value is reflected both in the bank’s share price and in its credit rating. To feed their analysis, participants will be taught with different financial analysis methods and processes:
  • Evaluation’s criteria
  • Key challenges
  • Quality Management: global overview
  • Financial Statements & DuPont Analysis: case study
  • Risk Management: global overview
  • CAMEL model’s constituents: analysis and discussion
  • Supervisory process: from Basel I to III