Operational risk is one of the few risks which affect all business functions irrespective of their activities or environments. As such all business managers and team leaders have a responsibility for understanding the operational risks within their business and ensuring that they comply with their organisations policies. They are also expected to understand and implement policies and procedures which minimize the risk and to manage events when they occur. These techniques cover a multiple of disciplines ranging from people management through to data protection, many of which can improve business efficiency.
This seminar is designed to explain the fundamentals of operational risk, what it is and why it is managed, the identification and assessment process, techniques for its mitigation and management and the monitoring and reporting process.
At the end of this seminar participants will have a basic understanding of:
This seminar is designed for the front, middle and back office business functions of banks. It is intended for:
|Training Course||Training Course Summary|
|Risk & Capital Management Under Basel III and IFRS 9||Learn how IFRS 9 requirements (expected to replace IAS 39 in January 2018) represent a significant change to how banks and financial service companies report their financial data; especially for customer default and expected losses|
|Trade Based Money Laundering (TBML) and Sanctions Compliance||Gain an understanding of the use and role of SWIFT “MT” message types, the mechanics of how money is transferred cross border and key compliance risk zones|
|Advanced Credit Risk||
This advanced credit risk training course will enable delegates to manage and employ the tools used in credit risk & credit analysis to assess individual, sector and portfolio credit risks.
It develops the understanding, implementation and employment of a comprehensive framework to assess the critical risk factors affecting corporate borrowers.
The course provides a detailed description of credit risk analysis, shows how it can be managed by an organisation and explores the key components underlying the process. The course also considers managing an expanding business portfolio as well as dealing with the challenges of recoveries.
|Unitranche & Alternative / Direct Lending||
Direct lending in general, and unitranche in particular, continues to make significant inroads across Europe. The offering has received a further boost from the relaxation on direct lending in France, Germany and Italy whilst the ECB guidance on leveraged transactions, which is expected to come into effect mid 2017, will hamper bank lending providing further impetus to direct lenders.
Initially unitranche structures competed mainly with traditional senior/junior structures; however, the ability and willingness of direct lenders to lend increasingly larger amounts means the offering now competes with the high yield bond market as evidenced by the recent £475m unitranche backing Bridgepoint’s acquisition of Zenith. At the smaller end, direct lenders are providing increasingly smaller tranches with Beechbrook’s €7.1m unitranche and equity co-invest indicating that all but the smallest deals are now within reach.
Geographically, direct lending continues its advance inside the three main markets (UK, France and Germany) while Scandanavia, Italy, Spain and Ireland are all seeing strong growth and demand for the product. Unitranche recently appeared on the radar in Asia in the shape of the $480m unitranche backing Carlyle’s bid for Australian based pharma company, iNova, so the product seems set to grow in those markets too.
Unitranche continues to evolve as a highly bespoke product offered in a wide variety of forms including; clubbed, bifurcated, “dual-tranche” and even junior unitranche, all of which seem to beg the question of whether the term ‘unitranche’ adequately describes these various structures. Direct lenders are being forced to develop a wider range of strategies and products in an effort to differentiate their offering from other providers and some are increasingly willing to offer undrawn facilities as part of the financing (q.v. the £50 million undrawn capex line provided by Goldmans as part of unitranche financing for Zenith).