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Conflicts of Interest - A Practical Guide & Workshop

2 Part Course  |  Learn the Regulatory Requirements, Ethical & Best Practice Guidelines and How it Should Operate in Practice

A dark room with a spiral staircase at a place of shadows and secrets

A one-day COI course presented over two-half days in a virtual class from 9:30am to 1:00pm UK time

Conflicts of Interest Training: Part One

Latest News – Recent Regulatory Action - Moody's ESMA Fine & FCA Fines Including Standard Life

What are “Conflicts of Interest”?

  • Definitions of conflicts of interests
  • Identifying and recording interests
  • Conflicts of Interest in the Workplace
  • Conflicts of Interest by Boards of Directors
  • FCA definitions & required policies
  • European Banking Authority (EBA) definitions & policies
  • European Securities & Markets Authority (ESMA) definitions & policies
  • Types of Conflicts
  • Identification & assessment of Conflicts
  • Managing Conflicts
  • Disclosure of Conflicts e. conflict of interest disclosure
  • Recording of conflicts
  • The different legal frameworks surrounding conflicts of interests

Conflicts of Interest (CofI) and Ethical Threats

  • What is Ethics?
  • Different types of Ethical Dilemmas
  • Ethical responses and Conduct Risk or TCF
  • Different Approaches to Ethics
  • Conceptual Framework
  • Ethical Threats and Safeguards

Examples: An invitation to the Opera, the scion of a wealthy client gets a job offer and a client makes an offer in return for fee reductions.

Rules and Principle-Based Approaches

  • Rules-based approach
  • Principles-based approach – care re who defines “principles-based”
  • FCA approach
  • ESMA approach
  • EBA approach
  • Joint ESM/EBA approaches

Example - As the manager, you face colleague resistance to both a rules and principles-based approach.


Conflict of Interest Training: Part Two

Ethical Conflict Resolution

  • Typical Conflicts of Interest Policy
  • FCA/ESMA/EBA differences in approach
  • Gifts, sponsorship and hospitality
  • Definition and inclusions; conflict of interest in corporate governance and business
  • Mitigating actions; how to deal with a conflict of interest at work
  • Case study – A key supplier offers to assist with another supplier in return for expense payments. What level of expense is acceptable, if any?

Best Practice

  • How to make decisions on identified conflicts
  • The dangers of making a mistake
  • Example – The board has agreed to a root and branch review of Conflicts of Interests and Ethical issues. Over to you.

Workshop – CofI in Practice

  • Practical Dilemmas in the workplace
  • Key Issues

Think Like a Compliance Professional

Course Conclusion

  • This COI course concludes with a summary, open forum, and wrap-up

Our conflicts of interest course trainer has over four decades of experience managing risk in the UK's banking and financial services sector. Working at Lloyds Bank, his career quickly accelerated, leading to a senior management position within the private banking and wealth management division. From here, our specialist was headhunted by a merchant bank, joining a board director level. His role was to head both the private bank and the group risk management function.

Since retirement, our trainer has enjoyed a freelance career and is currently an external Master Trainer at both HSBC and Bank of China, delivering major projects on a wide range of topics. Helping design HSBC's global flagship Risk Management Programme for senior middle managers, he has delivered this globally over the last five years.
Our conflict of interest training expert has delivered specialised, in-depth training to global giants, right through to small firms and partnerships. His work has taken him across the UK, USA, South America, Europe, Africa, Asia and the Middle East.

Highly adaptive, hands-on and widely sought-after, Redcliffe’s COI course facilitator always receives excellent feedback from delegates. Comfortable training participants at any seniority stage, his expertise includes but is not limited to Risk Management, Trade Finance, Regulatory Compliance, FCC & AML and all aspects of Corporate, Private & Retail Banking. He is also a highly experienced soft skills trainer and has completed numerous “train the trainer” assignments.

  • Conflict of interest training helps delegates identify formally and in a risk-based manner, conflicts of interest whether they be Actual, Potential or Perceived.
  • To appreciate the ethical approach to conflicts of interest and why it is critically important.
  • To understand challenges created by the three major types of exposure to conflicts in a regulated firm.
  • Understand the legal and regulatory framework.
  • Appreciate the UK Regulators' “default” position states every effort must be made to eliminate Conflicts of Interest where possible as the first step.
  • To realise that the “Disclosure and Client Consent “ approach is a “second step” and MUST always follow concerted efforts to eliminate Conflicts of Interest. It should never be regarded as the “first step” or the “default response”.
  • Recognise the need for a clear line of communication between operations and senior management for managing conflicts of interest.
  • Recognise good practice.
  • Avoid poor, sloppy or ineffective management of conflicts of interest.
  • Define an effective and comprehensive conflict of interest policy.
  • Learn how to identify unexpected consequences or hidden conflicts of interest.
  • Identify the best response.
  • Create a clear and auditable method for managing conflicts of interest to ensure transparency.
  • COI training teaches you to think like either a risk owner or a compliance professional, making sure you have all the right information.

  • Redcliffe’s conflict of interest course demonstrates how it’s possible to make this part of ‘Business as Usual' without over-engineering the process or falling short of Regulatory expectations.
  • As regular participants in this topic, we are well aware from delegate feedback of the current challenges and regulatory “hot buttons”.
  • We have delivered training for over 20 years and this is one of our core competencies. We have expertly delivered conflict of interest training to a wide range of firms and businesses and know the topic as well as anyone in the marketplace.
  • Our course director is a highly successful, qualified and experienced executive who will pass on his past experiences thus enhancing the workshop.
  • We do not employ. All our trainers are highly experienced professionals with relevant qualifications and vocational experience in the real world.
  • We have delivered many core governance, risk and compliance courses over recent years and have a very clear understanding of what good and bad look like, and the consequences, intended or not, of poor decision-making.
  • We have developed highly interactive and very enjoyable case studies to enhance the learning points. All delegates report these as a high point.
  • Feedback on conflicts of interest training is always excellent.

Our conflict of interest course is a ‘must know’ for:
  • Senior managers who are seeking to gain a better understanding of their responsibilities in this area
  • Compliance & Risk Officers
  • Department Heads. Team Leaders and Supervisors
  • Any front-line and other staff operating in a financial firm where conflicts of interest are a critical risk

Conflicts of interest are coming under increasing regulatory scrutiny with policy and procedure submissions found to be lacking. In light of this, the need for expert conflicts of interest training is required now more than ever. The market is changing rapidly, with consolidation and restructuring becoming a regular occurrence. Both involve changes to business models and it’s important firms have a robust approach in place for dealing with any conflicts that may arise.

All too often, firms think that having a generic conflict of interest policy and an (empty) conflicts of interest register means ‘job done’. These potential conflicts are often inherent in such arrangements and cannot always be prevented. In such cases, you need to be able to show that, although conflicts may be present:
  • There’s evidence of proper thought and consideration of the conflicts by senior managers.
  • Any conflicts have been effectively managed and completely disclosed, and clients’ interests remain at the heart of your firm’s decision-making process.
Conflicts, particularly those relating to governance structures and business models, often need managing through a combination of measures depending on the firm, its staff and its business model. This COI training demonstrates how this should be done.

Note: This public COI Training covers the topic generally in an EU setting. For private or client-based delivery, it can be modified to make it more or less FCA-specific and more or less EBA/ESMA-specific depending on client requirements

  • Everything was perfect. The trainer was excellent, highly experienced and qualified, presenting theory and practical exercises as well. The course was very useful and cases studies were very enjoyable. There was balance between theory and practical exercises.
  • Highly interactive and very enjoyable case studies to enhance the learning points. The trainer gave valid points when answering our questions, basing his answers on our specific situation, giving us tips on how we could think in our organization.
  • I felt as if the trainer really gave valid points to us when answering our questions, basing his answers on our specific situation, giving us tips on how we could think in our organization.
  • Balance between theory and practical exercises. Dynamic rhythm.
  • Everything was perfect, the course very useful and cases studies were very enjoyable. The trainer was excellent, highly experienced and qualified, presenting theory and practical exercises as well.
Number of places:
Part 1

£ 695.00

Number of places:
Part 2

£ 695.00

Discounts available:
Virtual Class

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