Financial Training Courses

Financial Training

Finance and Accounting


Financial Course Outlines

ID Name Duration Overview
2545 Lending Applications 21 hours Audience Corporate Lending Staff requiring an understanding of financial statements All Managers requiring an awareness of the information contained within financial statements; how that information is presented; and how that information is interpreted Corporate and Personal Lending Staff needing to analyse financial information provided to them – and arrive at reasoned decisions Support staff responsible for gathering and interpreting information for the lending managers Staff responsible for the management of bad and doubtful debts who need a working knowledge of the decision-making process which led to the lending being made Format of the course A combination of: Facilitated Discussions Slide Presentations Case-Studies and Examples Understanding Financial Statements Balance Sheets: How are they created? What do the respective sections mean? Where does the information come from? Profit and Loss Accounts How do they differ from Balance Sheets? What information is included? Where does that information come from? Budgets and Cash-Flow Forecasts Why are these so key in Lending Appraisal? What do they tell a lending banker? More-importantly what do they not tell a lending banker? Analysing Financial Statements Analysis of the trends and ratios in the financial statements covering: Liquidity Security Profitability Financial Management and Efficiency What do these trends tell a lending banker? …and as before, what do these trends not tell a lending banker? Corporate Clients Analysis of Corporate Client lending propositions Building expertise using a detailed Corporate Lending case study Understanding that different types of company require subtly different shades of lending evaluation Managing and monitoring the lending Security: Is it necessary? What company security can we take? How do we take and perfect our security? Small Business Clients As for Corporate Clients (see above) Personal Clients Analysis of Personal Lending propositions – understanding the criteria against which lending decisions are made (and which will differ between clients) Building expertise through a series of detailed Case Studies on Personal Lending propositions CAMPARI as a mnemonic to ensure that all aspects of the lending decision are fully considered Analysing personal information (in the absence of Balance Sheets, P&L accounts etc.) Making the decision; structuring the lending; and getting repaid Monitoring the lending portfolio – looking for early-warning signs Security: Is it necessary? What personal security can we take? How do we take and perfect the security?
50 Stock Exchange and Investment 7 hours This training is designed for anyone who is interested in the stock exchange and investment. It intends to make people understand the technicalities with simple examples. This course will explain how the stock exchange works in relation to the London Stock Exchange. It guides you through the history of LSE and other Stock Exchanges. The participant will get familiar with financial site of LSE, how the share prices are calculated and what derivatives are and how the stock exchange is regulated by the government. This course does NOT advise you what to invest in! Exchange Markets The need of price discovery Demand and Supply Types of Exchange Markets and their implementations Short history of stock exchange Stock Exchange and alternative markets Stock Exchange Technicalities Types of financial instruments Shares, bonds Derivatives Shares How share price is calculated Types of shares Demand and supply Factors which may effect demand and supply Market and net value Source of income from shares Dividends Profit from sale Gilts and Bonds Derivatives What are derivatives? Risk hedge and speculation Futures Forward contracts Options Covered warrants Indexes How a value of indices is calculated LSE indices Stock Exchange and Regulation How Stock Exchanges are regulated by government in the UK and the US London Stock Exchange Finding a stockbroker Trading over the Internet
2604 Foreign Exchange and the Currency Markets for Business - Basic and Intermediate Course 7 hours The course covers issues related to foreign exchange risk management in the company. It shows how, using various financial instruments and foreign exchange analysis (technical and fundamental) can be almost completely eliminated in many cases, the negative impact of exchange rate fluctuations on cash flow and turnover of the main activities of the importer and the exporter (the core business). Participants in the international currency market Forex Relationships and dependencies between banks, brokers, marketers, exporters, importers and investors Why to manage currency risk Who should protect themselves against exchange rate risk Examples of graphs (importer, exporter, manufacturer of domestic public tender) Consultancy and currency speculation Facts and Myths Examples Discussion of the corridor option Practical examples Annual Financial Plan Business Plan of the commercial contract Tender Offer Ongoing monitoring (daily reports, etc.). Brokerage services About the Warsaw Commodity Exchange SA Product range Price conditions (spreads, commissions, fees)
2209 Expert Advisor Programming 7 hours An introduction to MQL Introduction to MetaEditor Basic Concepts Layout of an MQ4 File Order Placement Bid, Ask and Spread Order Types The Order Placements Process OrderSend() Calculating Stop Loss and Take Profit Retrieving Order Information Closing Orders A Simple Expert Advisor Advanced Order Placement Order Modification Verifying Stops and Pending Order Prices Calculating Lot Size Other Considerations Putting It All Together Working with Functions Add Stop Loss and Take Profit Using Include Files Using Libraries A Simple Expert Advisor (with Functions) Order Management The Order Loop Order Counting Trailing Stops Updating the Expert Advisor Order Conditions and Indicators Price Data Indicators Indicator Constants Evaluating Trade Conditions Comparing Indicator Values Across Bars Working with Time and Date Datetime Variables Date and Time Functions Creating a Simple Timer Execute on Bar Open Tips and Tricks Escape Characters Using Chart Comments Check Settings Demo or Account Limitations MessageBox() Email Alerts Retry on Error Using Order Comments as an Identifier Margin Check Spread Check Multiple Orders Global Variables Check Order Profit Martingale Debugging Your Expert Advisor Custom Indicators and Scripts Buffers Creating a Custom Indicator Scripts
1366 Market Forecasting 14 hours Audience This course has been created for analysts, forecasters wanting to introduce or improve forecasting which can be related to sale forecasting, economic forecasting, technology forecasting, supply chain management and demand or supply forecasting. Description This course guides delegates through series of methodologies, frameworks and algorithms which are useful when choosing how to predict the future based on historical data. It uses standard tools like Microsoft Excel or some Open Source programs (notably R project). The principles covered in this course can be implemented by any software (e.g. SAS, SPSS, Statistica, MINITAB ...) Problems facing forecasters Customer demand planning Investor uncertainty Economic planning Seasonal changes in demand/utilization Roles of risk and uncertainty Time series methods Moving average Exponential smoothing Extrapolation Linear prediction Trend estimation Growth curve Econometric methods (casual methods) Regression analysis using linear regression or non-linear regression Autoregressive moving average (ARMA) Autoregressive integrated moving average (ARIMA) Econometrics Judgemental methods Surveys Delphi method Scenario building Technology forecasting Forecast by analogy Simulation and other methods Simulation Prediction market Probabilistic forecasting and Ensemble forecasting Reference class forecasting
2348 Retail and Commercial Banking Delivery Channel Masterclass 21 hours Audience The course is suitable for all Senior Managers who require an in-depth, strategic understanding of: Retail and Commercial Banking Delivery Channels Relationship Management: Bank to Customer; Management to front-line staff Change Management Format of the course The course is delivered using a stimulating combination of: Slide presentations Facilitated Discussions and Exercises and Case Studies By the end of the course, delegates will be able to: Explain the strategic elements comprising Retail and Commercial Banking Define and understand in detail the integrated strategy requirements of: Premises location and design Delivery Channels – the different ways that customers can interact with the bank Product creation, marketing and selling Customer segments and experiences Staff recruitment, training and performance development Understand the process for developing new Products from need-identification through to delivery to clients Explain the vital importance of all creating, developing and enhancing all relationships particularly: The relationship between the bank and its customers The relationship between the Bank’s management and staff in delivering excellent customer service linked to achieving targets Apply the universally-accepted Change Management principles Appreciate the “International Dimension” of Retail and Commercial Banking which customers demand in today’s highly flexible market-place What is Retail and Commercial Banking? Preparing a definition covering: Premises Products Customers Staff Discussing how Retail and Commercial Banking also includes aspects of retail activity: taking ideas from shops, supermarkets etc. Discussing how Retail and Commercial Banking Strategy Management applies across all delivery channels Forward Planning to create a Strategy for Retail and Commercial Banking: Understanding the logical process for creating a Strategy: What we want to do; when we want to do it; and how we want to do it What information do we need to gather on the “As Is” – the current position: What is the bank’s existing Strategy (if any)? How do we know how successful this existing Strategy is? How can we identify the gaps – where is the shortfall in performance What information should be gathered on the “To Be” – the preferred position in the future: What might the constraints be – the limiting factors – to achieving success: How is a Business Case prepared which helps justify the emerging Strategy to the company’s Senior Management? This will focus on: Budgets Critical Success Factors (CSFs) Measurement Continuous Management and Assessment Delivery Channels How do customers access our products and services? How do customers want to access our products and services? Are we flexible in meeting customers’ access needs? What does the future look like for delivery channels? The challenge created by the emerging involvement of Telecoms companies and Mobile Money and the radical change this may make (in fact, is already making in certain parts of the world) to the execution of retail payments Branch Premises Location of the branch Physical location Size Competition Customer traffic Other factors such as availability of public transport and of car-parking Design of the branch: What should be included – what can be excluded? What factors will entice customers in – what will turn customers away? How should we move customers around inside the branch? What is customer traffic management? How can we display our goods in the outlet – our products – in the most advantageous way Other Delivery Channels What other Delivery Channels do our customers expect us to offer to them What are the strategic issues around providing this access to all our customers? What will happen if we choose not to make one (or more) of these channels available to our customers? Products What are the factors in creating a product portfolio? Understanding all the costs related to a product: Production costs – including the effect on the bank’s balance sheet Marketing costs – getting the product to the customers Selling costs – persuading the customer to buy the product Maintenance costs – after-sales service Enhancement costs – making an existing product even better Understanding the profit element linked to each product. How to know: Which products make the most money – and should be retained Which products make the least money – or make a loss – and should be deleted from the portfolio What are the factors in defining a target market for each of our products – and then linking that to the Premises decisions on location and design? Marketing – How do we tell our customers what we sell? Creating a Marketing Plan including factors such as: Our product portfolio – differentiating between target markets Branding – making our bank identifiable in a consistent way Advertising – using all available (or required) advertising media such as: TV, Radio and Cinema Newspapers, Magazines and Flyers Billboards, Posters and Direct Marketing Merchandising – linking all the advertising and product literature consistently Campaign Planning and Merchandising Creating and Integrating Campaigns Ensuring that each Campaign complements activity – and doesn’t compete with it Creating and publishing (internally) an integrated Campaign Plan Developing a process whereby departments use their Business Cases to “bid” for space and time to attract customers’ attention Building the Campaign for maximum effect using the media outlined previously Merchandising: Again building on the learning to ensure: Consistency – of message Conformity – to company standards for literature and language Uniformity – helping customers to navigate our literature Legality – ensuring no contraventions of any “customer protection” legislation Relationship Management: Bank to Customers Who are our customers – and what do they expect from us? Different types of customers – and their separate requirements: Mass Retail – want fast, efficient and error-free access to products and services Mass Affluent – in addition to fast efficient and error-free access to products and services want a more-personal service: a feeling that they are “special” Small / Medium-sized Enterprises (SMEs) – a more-personal service feeling that their non-personal business is important to the bank How do we differentiate between the different types of customers? Actually… Should we differentiate between different types of customer or should we treat them all the same…? Defining the experiences we want our customers to enjoy when they contact us How do we deliver these different experiences? What differences in staff and staff training are required? Customer Relationship Management: The importance of Customer Relationships The benefits of developing a Customer Relationship Management Strategy A Customer Relationship Management framework Integrating People, Processes and Technology The Service : Profit Chain Obtaining and Handling Customer Information Customer Demands: Stakeholder (Customer) Management Stakeholder Engagement Satisfying Stakeholders’ Demands People Management Creating and delivering an excellent Customer Experience Understanding Ourselves and Others Effective Communication Motivation at Work How do I get the very best from each customer interaction? What do I need to do differently to ensure that my customers only want to deal with me? Team Building The stages of Team Building The inevitable effects on performance levels through these stages Coaching Ensure clarity on what exactly Coaching is and how it is used Link “Coaching” as a discipline to improving individual and team performance (or analysing and rectifying under-performance) Understand how learning shared can easily be transferred into a “commitment to action” Coaching Introduction to the GROW model Consideration of all the factors required in effective Coaching Introducing the House of Change: understanding the need sometimes to make things worse before they can get better Building Rapport Handling Conflict What causes conflict? The Phases of Conflict Handling Thomas-Kilmann’s Five Conflict-Handling Modes – and how to apply them Bridging the Gap Selling Skills Understanding the product(s) Spotting a customer’s buying signals Upselling Skills: what else do my customers need…? Negotiating When is not selling anything at all the best thing to do? Staff Performance Management: Creating Goals and Objectives Managing Under-Performance Performance Discrepancies Managing Performance Standards Feedback as a tool of Performance Management Relationship Management: Managers to Staff What is a “Way of Working”? What does it include? How do we measure Staff Performance? Goal and Objective Setting Managing against those Goals and Objectives Staff Development and Performance Management Motivation: how do we get the best from our staff? Delegation: how can we give our staff the chance to develop their own initiative to deal with customers How do we ensure that our staff always deliver the best possible Customer Service? How are the behaviours of our managers – the way they treat their staff – key in the development of our staff and their relationship with our customers? Change Management Understanding “Change” as a concept The 9 Change Principles – and putting them into practice Embedding the change The emotional responses to change: how do staff receive, understand and implement the required change The International Dimension Who are our International Customers? Do we (should we?) treat them differently from our domestic customers? Extra issues of Know Your Customer (KYC), Identification & Verification (ID&V) and the international aspects of Financial Crime legislation International aspects of: Customer Service Overseas Premises Product Development Money Transmission Foreign Exchange …and Import / Export for SMEs
1381 Foreign Exchange and the Currency Markets for Business 7 hours The course has been created for business people exposed to risks related to currency exchange. Importers, exporters, people sending monies abroad and all other people interested how the currency market works. This course explains the workings of the Foreign Exchange Markets for information ONLY and does NOT provide Investment Advice! Background Understanding the Forex market Factors influencing exchange rates Foreign Exchange Risk Spot Transactions and Forward Contracts Exotic Contracts Settlement and Delivery Hedging and Risk Management Regulation Bank or Broker?
2500 Financial analysis in Excel 14 hours During the training, will present the issues of financial analysis using the advanced features of Excel. This course is intended for financial analysts, accountants and all those who want to expand their skills spreadsheet with issues of financial analysis. Advanced functions The logic functions Mathematical and statistical functions Financial functions Search and data Search and matching Functions MATCH (MATCH) and INDEX (INDEX) Advanced management of lists of values Validate the value entered in the cell Database Functions Summary data by using the histogram Circular references - Practical Aspects Tables and Pivot Charts The dynamic description of the data using PivotTables Elements and calculated fields Visualize data using pivot chart Working with external data Exporting and importing data Exporting and importing XML file Importing data from databases Connections to a database or an XML file Analyzing data online - Web Query Analytical issues Option Goal Seek The Analysis ToolPack addition Scenarios, Scenario Manager Solver and optimization data Macros and create your own functions Starting and recording macros Working with VBA code Conditional Formatting Advanced conditional formatting using formulas and form elements (eg box - checkbox) Time value of money The current and future value of capital Capitalization and discounting Interest made ​​simple Nominal and effective interest procetowa Cash flows Depreciation Trends and financial forecasts Types (functions) trend. Forecasts Securities The rate of profit Profitability Investing in securities and risk measures
2637 Using the Meta Trader 4 (MT4) Platform 14 hours Audience Who is this course addressed to Forex Brokers Forex Agents Individual Forex traders/investors Format of the course 65% lectures, 25% interactive application of knowledge, 10% question and answer period Checking Your Connectivity Populating Your Charts Familiarizing Yourself with the Windows Familiarizing Yourself with the Market Watch Window Familiarizing Yourself with the Navigator Window Familiarizing Yourself with the Terminal Window Familiarizing Yourself with the Charting Window Order Types – Initial Entry Order Types – Market Execution Order Types – Pending Order Modifying Orders – Open Positions Modifying Orders – Pending Orders Closing Open Trades Deleting Pending Orders Trailing Stops Familiarizing Yourself with Main Menu Features Main Menu Features – File Tab Main Menu Features – View Tab Main Menu Features – Insert Tab Main Menu Features – Charts Tab Main Menu Features – Tools Tab Main Menu Features – Window Tab Main Menu Features – Help Tab Tool Bars Tool Bars – Standard Tool Bars – Charts Tool Bars – Line Studies Tool Bars – Periodicity
2522 Compliance and the Management of Compliance Risk 21 hours Audience All staff who need a working knowledge of Compliance and the Management of Risk Format of the course A combination of: Facilitated Discussions Slide Presentations Case Studies Examples Course Objectives By the end of this course, delegates will be able to: Understand the major facets of Compliance and the national and international efforts being made to manage the risk related to it Define the ways in which a company and its staff might set up a Compliance Risk Management Framework Detail the roles of Compliance Officer and Money Laundering Reporting Officer and how they should be integrated into a business Understand some of the other “hot spots” in Financial Crime – especially as they relate to International Business, Offshore Centres and High-Net-Worth Clients The basics of Compliance and the Management of Compliance Risk Understanding Compliance and the Risk associated with it What are important areas in 2012? Who are the Compliance Officers’ and Money Laundering Reporting Officers’ Stakeholders? Understanding and mitigating the risks of non-compliance Creating and Managing a Compliance Risk Management Framework Understanding a Risk-Management Approach The impact on the business – positively and negatively – of creating a Risk-Management Approach Compliance and Corporate Governance What is Corporate Governance? How does it interact with Compliance? Who are the Stakeholders? Corporate Governance principles Management Committees Codes and Guidelines Corporate Governance and Financial Crime Prevention Compliance Controls and Checks What do the Regulators expect? Creating a Compliance Monitoring Programme Other Financial Crime considerations Money Laundering and Terrorist Financing – a fresh look Fraud Data Protection and Information Security Personal and Sensitive Information Data Protection Policies Bribery and Corruption UK Bribery Act 2010 USA Foreign & Corrupt Practices Act Other areas for consideration Market Abuse and Insider Dealing Sanctions Financial Crime in International Business, in Offshore Centres and with High-Net-Worth Clients Why do financial criminals target International Business, Offshore Centres and High-Net- Worth clients? What are the major risks in undertaking this business? The Future Where are today’s Compliance and its Risk Management hotspots…?
1975 A Practical Guide to Successful Pricing Strategies 7 hours Why should you attend? We live and work in an increasingly global market which offers opportunities at every turn which we need to take. However, with those opportunities come increased competition and most of the complexities remain in place. Knowing the best ways to find and select the most suitable and competitive price for your product or services is crucial to the success and growth of any business. The knowledge, techniques and strategies that you gain during our training will enable you to increase profitability and effectiveness of your business. Turning theory into practice: The purpose behind this 1-day training course is to simplify and explain the successful strategies of pricing. You’ll leave our event more confident and more positive to continue and expand your business. We will provide you with the strategies and the best practice examples to improve and expand your knowledge about pricing and to make your plans and targets come true. Who should attend? This course is designed for sales managers, marketing managers, product managers, account managers, pricing analysts & managing directors. This course is also vital for executives who are new to pricing or who have limited experience of the subject. Pricing of goods / services Exploring the variety of pricing strategies Managing pricing within product life cycle Developing tactics that support pricing objectives How to avoid price wars? Price and Profit: the dangers of discounting Price adapting and manipulating. Ways to make a price seem low Price flexibility: key factors and ways of calculation Choosing the right pricing strategy for your products and services on the local market International Pricing Strategies Understanding pricing in your specific markets from an international perspective Differences in pricing the consumer goods on the international market. Regional examples: Middle East, Eastern and Central Europe, Asia, North America. Actual pricing situations in your markets. Pricing strategies relevant to you and your competitors. Choosing the right strategy for your products and services across international markets Benefits to you: Getting essential knowledge and the most up-to date information about pricing strategies Obtaining the right tools to increase and expand your business Learning from the best practice of successful pricing strategies implementation will get your company into new markets and enable you to find new clients Acquiring the best solutions and useful instruments relevant to your company/industry
2523 The Compliance and MLRO Refresher Programme 7 hours The Compliance and MLRO Refresher Programme examines the key risk management issues and topics that are of vital importance in today’s highly-regulated environment. As well as being targeted at Compliance Officers, MLROs, MLCOs and other risk management professionals it is also aimed at members of senior management and board members keen to know more about what to expect from the risk control functions within their organisations. The Programme is lectured by subject-matter-expert from the UK. The key learning objective of the Programme is to equip attendees with sufficient knowledge to assess objectively the adequacy of their organisation’s existing risk management controls and practices and to make appropriate enhancements. Identifying and Evaluating Key Risks Analysing the role of the Compliance Officer, the MLRO, the MLCO, Internal Audit and the Board What makes an effective Compliance Officer? Accountability of the Compliance Officer Interdependencies with other control functions Primary, secondary and on-demand compliance The Compliance Officer’s Activities – and the support required Designing and Implementing an Effective Compliance Framework including a Monitoring Programme Analysing legal and regulatory rules Identifying risks Designing control and procedures Generating management information Creating an effective compliance culture Monitoring Compliance and Corporate Governance Concepts in Corporate Governance and how these help manage risk Whistle blowing Role of the director Creating an effective board Differentiating the roles of the executive and non executive director Creating and effectively utilising Corporate Governance committees e.g. Audit, Remuneration Financial reporting and Corporate Governance The Turnbull Report and effective risk management The Latest Local and International Regulatory Issues Surrounding Compliance and Financial Crime Prevention Issues in Compliance Issues in Anti-Money Laundering (AML) and Combating Terrorist Financing (CTF) Issues in Fraud Issues in Identity Theft Issues in Phishing Managing the Risk of Money Laundering Offshore Issues, PEPs and EPs Know Your Client (KYC) and Identification & Verification (ID&V) A Risk-Management Approach Case studies Other Regulatory Risks Information Security and Data Protection Market Abuse and Insider Dealing Bribery and Corruption Sanctions …and other types and Risks in on-shore and off-shore Banking Human Factors in Risk Management Understanding the importance of human error in procedures-driven environments Common human factor problems Steep authority gradients Reliance vacuums Dominant individuals Identifying and addressing human factor issues Developing an effective compliance culture Criminal Abuse of Private Banking Services, Trusts and Corporate Services companies Offshore companies and corporate services analysed Offshore trusts and trustee services analysed The criticality of fiduciary duty Understanding commercial rationale AML trust and company vulnerabilities Examples of abuse Case studies
2524 Corporate Governance 7 hours Audience All staff needing a working knowledge of Corporate Governance for their organisation Format of the course A highly-interactive combination of: Facilitated Discussions Slide Presentations Examples Exercises Case Studies The Background to Corporate Governance Definition of Corporate Governance The History of Corporate Governance Importance of Corporate Governance Corporate Governance around the world Who needs to be involved in a Company’s Corporate Governance? The Duties and Responsibilities of the Company’s officers (including Directors) Corporate Governance principles related to: Organisational Structure (hierarchy) Shareholders and Stakeholders Board responsibilities Integrity Disclosure / Transparency Management Committees and their responsibilities including: Compliance and Audit Committee Remuneration Committee Nomination Committee Credit (Finance) Committee Others as required Controls and Policies Internal and External controls and regulation Self-regulation by Board / Management (monitored through Management Committees) Enforcement Rules (mandatory) v Principles (optional) Government Regulations Codes and guidelines Policies to be established including: Financial Crime – AML, KYC etc. Whistle-blowing Complaints Handling Risk – financial / operational Corporate Responsibility Staff (including Health and Safety)
85060 Financial Markets 14 hours This introductory course will provide participants with a first class and detailed working knowledge of the key financial markets, their purpose, function, main activities and their regulation. It is intended to be part refresher, part educational and part challenging so that all delegates will derive the maximum benefit from it. Feedback and discussion will be actively encouraged throughout the sessions which are intended to be interactive not just reactive and factual. The primary function is to ensure that by completion, all course delegates will be much better equipped to deal with clients and their ongoing needs and to put into context the services and markets in which they are trading and participating. The Global Capital Markets What is a ‘financial market place’ Historical development of today’s global financial market The role of the financial media Structure of the major capital markets: Exchanges, Clearers, Regulators The modern day surge in global investment The different types of ‘Stock Exchanges’ Where Stock Exchanges fit in today’s markets US, European, Middle Eastern and Asian Stock Exchanges Financial Markets Regulation: Capital Adequacy Requirement Basel I Basel II Basel III and its implications Source for New Product Development The Different Asset Classes and Their Markets What is traded on Stock Exchanges today? Equities – Common and Preferred Bonds – Corporate and Government Bonds – Fixed, Floating and Zero coupon, the Yield Curve Money Market instruments The currency markets Why do investors buy them, and what makes them sell? Income/Capital Gain The relationships between the various asset classes How Exchange traded and Over-The-Counter markets interrelate Short Term Money Market Certificates of deposit T Bills Commercial paper Trade paper & BAs Market norms and practices Market participants The Different Types of Stock Exchange investor Investors Fund managers Hedge funds Stock Exchange participants Investment banks, Stockbrokers, Hedge Funds and Prime Brokers Intra-market relationships – the buy and sell side of the industry The Role of the Stock Exchange Where are these products traded? The importance of the OTC market The past development of Stock Exchanges The main Stock Exchanges in today’s markets US, European and Asian Markets and their differing architecture Asset classes traded on different Stock Exchanges around the world The major Primary and Secondary markets New York, Euronext, London, Shanghai, Hong Kong The attraction of “listed” companies to investors Using Stock Exchanges to pool liquidity and raise capital Methods of Capital Raising ‘Floating’ the company – different methods Clearing & Settlement Settlement and settlement risk The different Settlement Conventions in the major markets Equities, Bonds and derivatives The process for Derivatives Clearing The Central Counterparty (CCP) CCP services provided to Stock Exchanges Margin The security trade settlement process Pre-settlement Settlement Potential problems – unmatched trades, delayed settlement, bad delivery Stock Exchange Settlement Discipline The ‘life cycle of a trade’– how the process links up from trade to settlement The role of International Central Securities Depositories (ICSDs) and Central Securities Depositories (CSDs) – LCH.Clearnet, Euroclear,Crest, Clearstream International, the DTC Custody The role of Custodians in the Stock markets Settlement and safe keeping Income collection and Corporate Actions Cash management and funding transactions Additional services Accounting Stock Lending and collateral management Trustee services Valuation reports Alternative Investments What are Alternative Investments? Structured products - Risks and returns Hedge funds - Risks and Control Venture Capital Valuation issues, Risk and Control Private Equity/Angel Finance The use of derivatives in Asset Management OTC vs ETD Types of Derivatives used in Asset Management Futures Options Risks and controls associated with derivatives, including documentation, valuation and reporting issues The Management of Quoted Equity Investment The risks associated with acquiring securities The risks associated with managing securities Risk associated with corporate actions Pricing of quoted equity investments Major sources of risk General controls within equity investment Risks associated with international equity markets The Management of Quoted Fixed Income Investment The risks associated with acquiring and disposing of fixed income securities The use of ratings and associated risk issues The risks associated with pricing of fixed income securities Risk and controls within the corporate fixed income processing Risks associated with Government Securities Sovereign risk ratings The valuation of government securities Risk and controls within sovereign bond processing The Market and Credit Risks of investing in Global Market Market risks VAR calculations Market risk modelling Credit Risks Measuring Credit risks Global Market Risks Money Market Risks OTC Risks Exchange risks
85061 Investment Banking: Introduction to Structured Products 21 hours Introduction to Structured Products The purpose of the course is to provide delegates with an introduction to the Structured Products used in investment banking. On completion of the course all delegates will have a working knowledge of the subject and will be able answer What are structured products? Why issue them? How do issuers and investors benefit? How do you structure and price a range of derivative products? What are the risks and costs of producing structured financial products? What are embedded derivatives? What are exotic options? What are the pricing and hedging considerations? Session 1 – Structured Products What is a structured product? Types of structured product Asset back securities Collateralised debt obligations Collateralised mortgage obligations The role of the special purpose vehicle How to price structured products What are the key risks? Accounting for structured products How to price a structured product Session 2: Interest Rate Structures Embedded options & swaps Reverse floaters Leveraged swap linked notes Bonds linked to rates other than libor Extendible and cancellable swaps Embedded swaptions Session 3 – Options Contracts Introduction to options Options terminology Traded vs OTC Option premium Confirmation and settlement Volatility Pricing an option – Binomial model Black Scholes Other approaches The importance of the yield curve Session 4 – Swaps contracts Introduction to swaps Swap definitions Quality spread differential Interest rate swaps Currency swaps Pricing interest rate swaps Swap valuations Model risk and the importance of pricing feeds Confirmation and settlement Counterparty credit risk Collateral and collateral management Session 5 – Introduction to Derivatives What is a derivative? Why are people worried about derivatives? Key concepts Arbitrage and the original purpose of derivatives – the mutual coincidence of wants Benefits and uses of derivatives Hedging and trading Session 6 – Foreign Exchange Banking book v trading book Market conventions Language of foreign exchange The process of trading foreign exchange Electronic and telephone trading Dealing room controls Currency terms Session 7 – Forward Transactions Introduction to forward contracts Purpose of forward contracts Pricing a forward contract and the importance of Libor Documenting a forward contract Introduction to the ISDA Confirming and settling forward contacts Session 8 – Futures Contracts Introduction to futures contracts The role of the futures exchange The nature of futures contracts The role in trading Pricing a futures contract Hedging with futures The importance of margin accounting Confirmation and settlement Session 9: Equity Swaps Fund management objectives Using a swap with an equity price index Example of cash flows of an equity swap Total return swaps and other credit derivatives Session 10 – What goes wrong in practice Scenario modelling and derivatives Bankers Trust Barings Allfirst LTCM Enron Session 11 – Introduction to Advanced Topics The management of interest rate risk Introduction to collateralised instruments Counterparty credit risk and derivatives Legal risk and derivatives Value at risk and Exposure at default Loss given default and probability of default Stress testing and liquidity risk Scenario modelling The impact of international accounting standards, IAS 39 and IFRS 7 Asset recognition and derecognition
85062 Corporate Banking: Products, Strategies and Trends 21 hours Background Despite the apparent demise of the “great” specialist investment banks, the services and skills of corporate and investment banking have neither been discarded nor have they disappeared. Both Goldman Sachs and Barclays Capital have proved beyond doubt that superb profits can be generated, IF you know what you are doing. Objectives This three- day workshop course is designed to provide corporate finance specialists and those involved in corporate finance and planning with a practical, hands-on appreciation of what is really happening in the market at present. It is not enough simply being familiar with a glossary of terms as many services have simply been withdrawn. This course will assist delegates to identify real client needs and show them how to offer sensible solutions that work. Methodology A combination of workshop style presentations using case studies and group discussions. Day One Session 1: Defining Corporate Client Relationships Types of Corporate clients Small/medium/large caps Client Needs Client Requirements Developing the Relationship Role of the Corporate Manager Case Study/Exercise. Session 2: Why do Banks Lend on Large and Complex Deals? Commercial considerations Economic considerations Business considerations Global considerations Risk/Reward considerations Case Studies followed by debrief and discussion. Session 3: What is the Current State of Corporate Banking? The A, B & C list Project Finance Syndications Corporate Products Where is the growth SWOT Major Players Strategic Goals Case Studies followed by debrief and discussion. Session 4: Corporate Strategies – The Next 5 Years Challenges Planning Funding Acquisitions Mergers Future Trends Profit maximisation Case Study/Exercise. Session 5: Relationship Banking Strategies How the big banks do it Relationship functions Strategic Partnerships Relationship Bank Status – what does this mean Strategic Partnerships Large & Mid-Size Corporates SME’s Where is the growth SWOT Major Players Strategic Goals Case Studies followed by debrief and discussion. Session 6 Corporate Banking Growth Challenges Organic Growth Mergers Takeovers Exponential Growth Overtrading Regulatory Restraints Funding Needs Liquidity Gap Case Study/Exercise. Day Two Session 7: Assisting The Large Corporate/Project Business Cycle What is the business cycle of a client, deal, project Identifying what the customer needs, not just what they want Matching products/structures to needs Short, medium & long term lending Project finance The payback period – assessing the borrowers capacity for debt Case studies followed by debrief and discussion. Session 8: Lending Refresher for Complex Lending Definitions & basic lending principles Lending policies, lending strategies, lending systems Data/information collection Approvals & security Drawdowns – funds release Management & monitoring system Case Studies followed by debrief and discussion. Session 9: Assisting With Fixed Capital Needs of Large Corporate Clients Business plans, budgets and project plans Core and non core processes & assets Gearing. Leverage and debt capacity Matching finance to repayment patterns How can banks help How do they help Future strategies Case Studies followed by debrief and discussion. Session 10: Supporting Working Capital Needs of Major Specialist Clients Permanent, temporary or structural working capital How much is enough The working capital cycle Manufacturing, Trading, Construction, Infrastructure Energy & Gas, Power & Telecoms Working capital term loans and revolvers Case Studies followed by debrief and discussion. Session 11: The Marketing & Development Platform Grading & Segmentation Relationship Banking Structures The CRM Function Report lines The role of Regional & Area functions Discretionary powers Oversight & supervision Case Study/Exercise. Session 12: Developing Corporate Products for Major Specialist Clients Financing needs Bank debt, short, medium & long term Bonds versus debt Equity Capital versus bonds, versus debt Structured Products Financial Engineering & Financial instruments Case Study/Exercise. Session 13: Trade Finance – a Key Target Area Why is this valuable Products Import products Export products Bonds, guarantees & Indemnities SBLC’s Advice and specialist help Forex The specialist CRM function NEW Structured products Forfaiting Reverse Factoring Financing needs Financial Engineering & Financial instruments Case Study/Exercise. Day Three Session 14: Private Banking & Wealth Management – A key target area The role of PB in corporate banking Defensive versus aggressive strategies The four stages Trusted advisor Wealth Management The client life cycle The specialist CRM function Case Study/Exercise. Session 15 Investment Banking Long term finance Venture capital Project Finance Leasing Structured finance Leveraged finance Risk/Reward considerations Case Study/Exercise. Session 16: Developing Specialist Products Hybrids Debt/Equity Quasi equity Debtor Finance – Factoring, Invoice discounting & forfeiting Case Study/Exercise. Session 17: The Regulatory Threats/Challenges Basel III Vickers Report GSIFI’s Liquidity Issues IFRS changes Economic v Actual v Regulatory Capital Case Study/Exercise. Session 18: Reputational Strategies Image & Brand Reputational Risk Management Risk Appetite Corporate strategy Best Practice Hybrids Case Study/Exercise. Session 19: Putting it all into Place A corporate blueprint Getting it Right Getting it Wrong Changing direction When to say “no” The way forward
2521 Anti-Money Laundering (AML) and Combating Terrorist Financing (CTF) 14 hours Audience All Senior Management who need a working knowledge of AML / CTF and their prevention – and an awareness of the other relevant and current Financial Crime issues; Format of the course A combination of: Facilitated Discussions Slide Presentations Case Studies Examples Course Objectives By the end of this course, delegates will be able to: Explain how AML and CTF might be prevented Understand the major facets of AML and CTF as they apply to their companies and the national and international efforts being made to combat them Define the ways in which a company and its staff should protect themselves against the risks of Money Laundering and Terrorist Financing Detail how a company might become a target for Money Laundering and Terrorist Financing: and explain which “red flags” might help them to identify, prevent and report any (suspicious or actual) criminal activity Understand some of the other “hot spots” in Financial Crime Anti-Money Laundering (AML) and Countering Terrorist Financing (CTF) Understanding Money Laundering and Terrorist Financing What are AML and CTF: and how do they work? The Criminalisation of Money Laundering and Terrorist Financing: and the types of crimes caught under the Financial Crime Prevention legislation The expansion of Money Laundering from drugs to corruption to terrorism The International Community’s response to AML and CTF The International Community’s response to AML and CTF post-9/11 Especially the Financial Action Task Force (FATF): Its membership categories (this can include a section on particular countries&rsquo membership) Its 40 Recommendations for AML and a further 9 Recommendations on CTF Its influence over domestic and international legislation Compliance with Anti-Money Laundering Legislation International Legislation and legislation applicable to the country where the course is being delivered UK Regulations and Legislation (for comparison): principally The Proceeds of Crime Act 2002 (POCA) Compliance Strategies Internal Controls, Procedures and Policies Cooperation with the Authorities and the Regulators Know Your Customer (KYC) and Identification and Verification (ID&V) Rules Impact on Strategy, Client Relations and Human Resources Recognising and Reporting Suspicious Transactions Statutory Obligations Identifying suspicious transactions Internal and external reporting of suspicious transactions Money Laundering Detection Techniques Prevention, Detection and Due Diligence Early-Warning Mechanisms The Future Where are today’s hotspots…? What next for AML / CTF…? Other Financial Crime Hotspots Fraud Information Security Market Abuse and Insider Dealing Sanctions
2525 Preventing, Detecting and Investigating Financial Crime 14 hours Audience The course should be attended by staff handling all financial transactions, particularly the receipt and transfer of client funds and should include Managers and staff in: Operational and Processing areas Financial and Product Control Sales, Marketing and Business Development Treasury and Risk Management Audit, Internal Control and Compliance …as well as all Senior / Middle Management concerned about Financial Crime Format of the course A combination of: Facilitated Discussions Slide Presentations Case Studies Examples By the end of the course, delegates will be able to: Understand the latest legislative and regulatory developments, at the national and international levels, on Financial Crime Assess the impact of these developments on a bank’s strategy, regulatory-risk management, and client relations Recognise “red flags” for new, rapidly changing, and forms of Financial Crime – and be able to react to them Devise appropriate risk controls, compliance strategies, and early-detection mechanisms. Understanding Money Laundering What is Money Laundering? Why does the international community need to combat Money Laundering? The Criminalisation of Money Laundering – and how more crimes are now interpreted as Money Laundering The expansion of Money Laundering: from drugs to corruption to terrorism The Stages of Money Laundering Types of products and services used by Money Launderers Money Laundering techniques explained: Placement Layering Integration The International Community’s response to Money Laundering post-9/11 Combating Terrorist Financing (CTF) OFAC: the Office of Foreign Assets Control – which has global reach The US Patriot Act – which also has global reach International Sanctions Compliance with Anti-Money Laundering Legislation The International Anti-Money Laundering Effort The Financial Action Task Force (FATF): FATF’s membership categories FATF’s 40 Recommendations on Money Laundering FATF’s guidance on CTF UK Regulations and Legislation and how they have become the template for many countries’ legislation The Problem of Offshore Finance and Tax Havens Individual Banks’ / Companies’ Compliance Strategies Internal Controls, Procedures and Policies Arrangements required to combat Money Laundering Compliance Monitoring Cooperation with the Authorities and the Regulators “Know Your Customer” Rules Identification and Verification (ID&V) Impact on Strategy, Client Relations and Human Resources Recognising and Reporting Suspicious Transactions Statutory Obligations Internal reporting of suspicious transactions External reporting procedures Record-keeping Document retention Document retrieval Money Laundering Detection Techniques Prevention, Detection and Due Diligence “Red Flags” on client transactions Suspicious transactions Early-Warning Mechanisms Financial Intelligence Profiling a company’s clients Using the information companies have about their clients to try to predict who might be involved in Financial Crime Bribery & Corruption What are Bribery & Corruption? The UK’s Bribery & Corruption Act 2010 N.B Although this is a piece of UK legislation its impact is truly global: it “catches” all UK companies’ overseas offices and all UK nationals working for companies outside the UK Its offences and protections Dealing with Financial Fraud Recognising those clients most likely to become involved in Fraud Recognising Types of Fraud Detection, Red Flags and Early-Warning Mechanisms Major Fraud Types Payment Fraud Plastic Card Fraud International Trade Fraud – especially in Documentary Letters of Credit Prime Bank Instrument Fraud and Ghost Money …and, of course, fraud that is perpetrated by bank staff: Internal Fraud Other Financial Crimes Identity Theft and “Phishing”
2541 Credit Appraisal 21 hours Audience Staff requiring an understanding of financial statements including an awareness of the information contained within financial statements; how that information is presented; and how that information is interpreted Staff who analyse financial information provided to them and arrive at reasoned decisions Support staff responsible for gathering and interpreting information for lending managers Staff responsible for the management of bad and doubtful debts who need a working knowledge of the decision-making process which led to the lending being made Format of the course A combination of: Facilitated Discussions Slide Presentations Case-Studies and Examples By the end of the course, delegates will be able to: Interpret financial information presented by clients Arrive at a reasoned decision for granting (or refusing) a client’s lending proposal For Corporate Clients and Small Business Clients Define an acceptable monitoring and control process for client activity once the lending has been granted Understand how to structure a lending to give maximum available protection to the bank Explain how to spot adverse client activity – deliberate or unforeseen – which may indicate problems in repaying the lending Undertake the proper process to ensure that, a far as is possible, the bank’s asset – its lending – is repaid in full Understanding Financial Statements Balance Sheets: How are they created? What do the respective sections mean? Where does the information come from? Profit and Loss Accounts How do they differ from Balance Sheets? What information is included? Where does that information come from? Budgets and Cash-Flow Forecasts Why are these so key in Lending Appraisal? What do they tell a lending banker? More-importantly what do they not tell a lending banker? Analysing Financial Statements Analysis of the trends and ratios in the financial statements covering: Liquidity Security Profitability Financial Management and Efficiency What do these trends tell a lending banker and what do they not tell a lending banker? Corporate and Small Business Clients Analysis of Corporate and Small Business Client lending propositions Understanding that different types of company need different ways of evaluating lending Managing and monitoring the lending Security: Is it necessary? What company security can we take and how do we take and perfect our security?
2542 Credit Risk Management for Consumer Lending 21 hours Audience Newly-appointed Personal Lending Managers Support staff responsible for gathering and interpreting information for the lending managers Staff responsible for the management of bad and doubtful debts who need a working knowledge of the decision-making process which led to the lending being made Lending to Personal Customers – Consumer Lending – demands a high-level of skill in the assessment of individual lending proposals. In many cases it has none of the sources of financial information traditionally associated with Corporate Lending – Balance Sheets, Profit & Loss Accounts etc. – and relies more on the trust and rapport built up between the customer and the lender. By the end of this course lenders to Personal Customers will be able to: Understand the process for assessing lending propositions from Personal Customers Utilise that process to come to a logical decision to agree to the loan or to decline it with robust reasons Manage and control a Personal Lending portfolio to ensure, as far as possible, that all loans are repaid in full. (Remembering that there’s no completely risk-free lending…!) Build rapport with customers to (try to!) ensure that all their loans are fully repaid Module 1 Analysis of Personal Lending propositions What information must customers provide to us? What extra information should customers provide to us? How do we analyse that information to check its authenticity? CAMPARI as a mnemonic for analysing Personal Lending propositions Character: what do we know of the customer – for instance their track record with the bank and previous loan history Ability: where are the repayments coming from – what “spare” cash does the customer have to finance loan repayment? Margin: what is the correct interest rate for the lending – this is the “rent” that we are asking the customer to pay for our money and will reflect the appropriate degree of risk Purpose: why does the customer want the loan – are they buying / financing a purchase that is acceptable to the bank and is the repayment period appropriate for this type of purchase? Amount: how much does the customer want to borrow – are they contributing anything to the purchase prices or is the bank being asking to lend 100%? Repayment: what is the repayment schedule – will the customer be able to maintain these payments for the duration of the loan? Insurance: what security (collateral) would we expect to be offered – how easy will it be to prefect this security giving the bank the “Insurance” it wants? Module 2 Interaction between Lender and Customer Understanding behaviours How is our behaviour developed by previous interactions (both inside and outside the bank)? How is our customer’s behaviour also developed by many interactions How can we ensure that we understand customers’ behaviours and, just as importantly, they understand ours…? Effective Communication What do we mean by Effective Communication? How is Effective Communication affected by first impressions? How is Effective Communication affected by different modes of communication: face-to-face / audio / e-mail / etc.? Building (and maintaining) rapport Understanding Emotional Intelligence in building (and retaining) rapport with customers – and, coincidentally, with colleagues… Using Goleman’s 5 steps to Emotional Intelligence in customer interactions Self-Awareness Self-Management Motivation Empathy Social Skills The levels of rapport – and how we achieve them The Berne model of communication – and its link to rapport Interview techniques Getting the right information Checking the accuracy of that information in discussions Challenging ambiguities (or information that seems to be incorrect) Asking for alternatives / Offering alternatives Effective Listening techniques Module 3 Making the decision How do we arrive at the correct decision? Balancing “pros” and “cons” Re-analysing the CAMPARI information then… Structuring the lending Setting up the loan to meet the optimal “shape” of the loan: Optimal to the bank Optimal to the customer Creating the appropriate documents and getting them signed before advancing the money… Insurance What security does the bank think is appropriate for this lending? Is the bank prepared to lend unsecured? Why not…? What security does the customer have to offer? How does the bank perfect the security to ensure that it is adequately protected in the event of default? …and Getting Repaid! Setting up the appropriate monitoring process for the loan to ensure that repayment is always (as near as possible) on schedule What actions do we need to take if the repayment deviate from the agreed schedule At what stage do we start to worry…? Module 4 Monitoring the Lending Portfolio What regular monitoring processes should the bank have in place across the entire Lending Portfolio? What are the early-warning signs that the bank should be looking for? At what stage do these early-warning signs actually mean that the loan (loans!) are out-of-order? Customer Interactions (revisited) How does the bank communicate with the customer now that the lending is not performing as agreed (and expected!)? How must that communication process change from the initial communication when the loan was being discussed? Revised Interview Techniques Negotiation Skills What are the steps required to “negotiate” with the customer to get the best possible solution – both for the customer and for the bank…? Understanding the IVCs (Inexpensive Valuable Concessions) and WAPs (Walk Away Positions) available to the bank in arriving at an agreement Module 5 Bad and Doubtful Debts How does the bank decide that a loan is now “Bad”? What are the steps required now in trying to achieve repayment? What has changed now with information in the original CAMPARI assessment? What is the current CAMPARI assessment? How can the bank learn from previous assessments which, with the benefit of hindsight, turn out to have been incorrect? How should the bank re-schedule the loan agreement? When should the bank begin to realise its security? What legal recourse does the bank have in “forcing” the customer to repay…? (Optional) Module 6 The course can also include the analysis and decision-making for small-business lending – for sole traders, partnerships and unincorporated entities Including the assessment of the more-traditional sources of financial information through Balance Sheets, Profit & Loss Accounts, and Financial Forecasts
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