The banking Academy
The Asian Banker Diploma in Compliance for Financial Institutions
22 - 24 October 2012
Venue to be confirmed,, singapore
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Ensure watertight compliance to developing regulation across all areas of your financial institution to successfully increase your competitive advantage 



Ensure watertight compliance to developing regulation across all areas of your financial institution to successfully increase your competitive advantage

As an unsurprising result of the financial crisis, the financial services industry globally has seen itself the target of an avalanche of regulation to try to ensure that the circumstances for the near-meltdown which we experienced will never happen again. The global and public anger aimed at the banking sector means that non-implementation of every piece of legislation is not an option. Should, however, any aspect of the developing sets of regulation being devised not be complied with, the consequences for the financial institution concerned can be potentially catastrophic. Disasterous in terms of not only monetary fines, but also in terms of damaged reputation, naming and shaming and also lack of overall competitivity.

Basel III is one of the most talked about sets of regulatory guidelines with which banks globally need to comply. However, the regulations are being published at national, regional and global levels and affect an organisation’s operations differently according to whether the activity under scrutiny is within national frontiers or instead is cross- border. As financial institutions carry out more and more of their activities on a cross-border level, the complexities of the compliance function become more and more difficult to master. Again, non-compliance for an aspiring leading international banking playeris not an option.

The Asian Banker has designed a comprehensive training programme to equip senior bank management with the information necessary for effective implementation of a watertight compliance framework across all functions and product lines of the organisation.

Through careful dissection of every element of the complex compliance function, attendees will come away with a profound understanding of the multitude of constantly developing threats to a financial institution’s corporate infrastructure and integrity and will be equipped with the practical knowledge of how to meet these challenges.

The format of this 3-day intensive training course will be a mixture of interactive exercises and scenarios, group discussions, real case studies, focused tuition, and practical problem-solving.

Under scrutiny will be the evolving nature of risk in all of its forms, from credit and counterparty risk to threats related to fraud, systemic failures and overall reputational concerns. Risks related to non-compliance will also be heavily featured as will strategies for the strengthening and development of the compliance function on an enterprise-wide level.
• Each section of this comprehensive programme will be supported by individual and group exercises and case studies

• Limited class size: Class size is limited to 30 delegates to ensure effective one-to-one interactivity
This programme is designed to achieve the following goals:
• Manage the changing role of the compliance function from a cost burden to a revenue-generating entity
• Understand the diverse nature of money laundering and the challenges it poses to your financial institution
• Know Your Customer – How can we identify a money launderer?
• Ensure compliance across your financial institution to developing national and international regulation
• Implement compliance to fraud mitigation procedure and regulation across all business functions, products and services
• Explore and meet the challenges in effectuating a holistic implementation of Basel III requirements across your organisation
• Ensure watertight compliance to increased requirements for effective corporate governance in the financial institution
Directors, Heads & Managers responsible for:
• Compliance
• Money Laundering
• Financial Crime
• Fraud
• Risk
• Basel III
• Regulation
• Corporate Governance
• Internal Audit
Day 1 
8.30-9.00 Registration
9.00am Managing the changing role of the compliance function from a cost burden to a revenue-generating entity
• The increasingly important role of risk and compliance in the corporate strategy and decision-making of today’s financial institution
• The importance of developing an in-depth knowledge and understanding of what is going on across the organisation
• Successfully communicating the strategic and business value of compliance to stakeholders
• Ensuring a clear correlation between good risk and compliance with staff incentives to achieve company-wide buy-in
• Instilling individual accountability across all functions and levels and promoting ownership
• Clearly communicating to senior management the changing role of risk management and its direct correlation with company revenue generation and    profitability
• Effectively using tangible business metrics to demonstrate the link between risk, competitive advantage and profit
• Utilising your success in risk management and compliance to boost your reputation and brand
• Successfully transforming the compliance mindset and culture to be more commercially aware
Interactive discussion on the increasingly business-led role of the compliance function
  Morning coffee break
  Understanding the diverse nature of money laundering and the challenges it poses to your financial institution
• Exploring what constitutes money laundering in all its different forms
• Defining the nature of terrorist financing
• Why is anti-money laundering a high priority for governments, regulators and business as a whole?
• Determining the impact of money laundering on developed and developing economies
• Understanding the extent of the damage that money laundering activity can pose to your financial institution
Establishing and maintaining a culture of AML awareness and compliance across your entire financial institution
• Ensuring an integrated approach to AML through the functions of risk, financial crime, compliance and audit.
• The responsibilities of the Board
• The role of Senior Management in combating money laundering activity
• Performing an effective audit of your AML regime
• Implementing a company-wide programme of AML training on a regular basis
   - Training methods
   - Assessing competence
   - How regular is regular?
Interactive discussion on the variety of money laundering threats to your financial institution
12.30-2.00 Lunch
2.00pm An in-depth analysis of developing national and international regulation and ensuring compliance across your financial institution
• Exploring the role, workings and recommendations of the Financial Action Task Force (FATF)
• A focus on US AML regulation and its impact internationally
   - Development of regulation post 9/11 and the US Patriot Act - Risk management
   - An analysis of Wolfsberg anti-money laundering principles aimed at correspondent banking
• EU Directives on money-laundering – First, Second and Third
• How does US/EU/UK regulation impact financial institutions in Asia?
• To what extent is legislation passed in the West relevant for Asian banks?
Interactive discussion on best-practice strategies for meeting the challenges of watertight compliance to developing national and international AML regulatory requirements
  Tea break
  Know Your Customer – How can we identify a money launderer?
• Best practice due diligence on customers – both local and overseas
• What does KYC really mean?
• Client Identification – What do we require to really know our customers?
• What sort of information are we looking for?
• Enhanced due diligence and ongoing due diligence
• Beneficial ownership and the techniques used to keep it hidden
• Charities and trusts
• Determining the suspicious transaction or pattern of activity
• Combating AML transactions through the use of software
• Risk indicators
• Record keeping: What records need to be kept?
• For how long must records be kept?
• CDD vs Transaction records
Practical exercises for successful KYC
5.30pm End of Day One

Day 2
9.00am Ensuring compliance to fraud mitigation procedure and regulation across all business functions, products and services
• Determining the make-up of potential internal fraudsters
• How are we detecting the warning signals?
• What sort of crimes are liable to be committed internally?
• What is their impact on the institution?
• What working environments breed fraud? How can this be mitigated?
• How does bad management create fraudulent behavior? What are we doing to combat this?
• Outlining the threats:
   - Rogue trading: Learning from high-profile cases
   - Skimming and phishing
   - Concealed liabilities, off-balance items and creative accounting
   - Major capital expenditure/mergers and acquisitions/due diligence
   - Accounting system fraud
• Investment and advance fee fraud
   - Ponzi schemes
   - Fraudulent activities in hedge funds
   - Product mis-selling
• Overcoming the particular challenges related to detecting top management frauds
• Difficulties of reporting top management fraud
Practical exercises for an integrated report on fraud risk across the entire organization
  Coffee break
  Clear assessment and reporting of the external fraud threats to your organisation
• Use of scoring checklists in customer vetting
• Verification techniques for customer vetting
• Appraising computer and general IT-based fraud
   - Internet hacking
   - Internet scams
• ATM attacks
• Asset financing and loan frauds
• Developments in identity theft and fraud
• Credit card fraud
• Insurance claim fraud
• Counterfeiting
• Growing cross-border threats of fraud
• AML concerns
Interactive discussion on the day’s proceedings and recap on the most important lessons learnt
12.30-2.00pm Lunch
2.00pm

Exploring and meeting the challenges in effectuating a holistic implementation of Basel III requirements across your organisation
• Examine the introduction of countercyclical capital buffers and the implications for your financial institution
• Implement the Basel III international framework for liquidity risk measurement, standards and monitoring
• Successfully develop your risk modelling methodologies in compliance with Basel III
• Strengthen your counterparty risk mitigation and CVA framework through implementation of the Basel III guidelines
• Scrutinise the new Basel III definitions of capital and capital quality and the implications for your institution’s capital allocation and management framework
Ensuring compliance across all aspects of your lending activities
• Credit scoring
• Document processing
• Validation
• Mitigating fraud
• Ethical lending concerns
• Compliance with ever-increasing regulation regarding Know-Your-Customer
• Reliance – when do we accept the identification and verification of another institution?
Interactive discussion on best-practice case studies on meeting the challenges of Basel III compliance and implementation

  Tea break
 1545 Watertight compliance to the Basel III guidelines for liquidity risk measurement, standards and monitoring
• Examining the implementation timeframe globally
   - Identifying the challenges
• Methodologies for calculating your Liquidity Coverage Ratio (LCR)
• Determining the composition and your stock of ‘high quality liquid assets’
• Establishing your total net cash outflows
• Implementing and calculating the Net Stable Funding Ratio (NSFR)
• What exactly constitutes ‘stable funding’?
• Stress testing your liquidity framework
• Managing contractual maturity mismatch
• Accurately pricing your liquidity needs
• How will banks be appraised by ratings agencies in the new Basel III environment?
   - Capital
   - Risk management
   - Liquidity and funding
• Examining the implications of Basel III on your organisation’s funding requirements and activities
• Making the most effective use of collateral for funding
• Hedging refinancing risk
• Funds Transfer Pricing strategies
• Effectively mitigating the risk of concentration of funding
Case studies and practical exercises
5.30pm End of Day Two


Day 3
9.00am Developing an integrated enterprise risk management framework as an integral part of your risk compliance strategy
• Mitigating silo-thinking as an important operational risk
• Exploring the benefits of risk integration / convergence
• Accurately assessing inherent risk
• Establishing dynamic and responsive risk controls
• Maximising communication and interaction between risk functions
• Improving cooperation between risk, compliance and audit
• Successfully integrating corporate legacy systems and data gathering and management infrastructure
• Clear redefinition of risk and compliance roles and responsibilities throughout the organisation
• Compliance risk assessment: Establishment and implementation
   - KRIs
   - Regulatory demands
   - Testing and monitoring your risk assessment framework
Interactive discussion on the day’s proceedings and recap on the most important lessons learnt
  Coffee break
  Compliance to increased requirements for effective corporate governance in the financial institution
• An in-depth analysis of what aspects of corporate governance failed during the financial crisis
• What lessons have been learnt?
• Determining the impact of Basel III on risk appetite
• Establishing and embedding a compliance culture across the business
• Outlining the increased demands for board and senior management accountability, transparency and clear reporting standards
• How effective are your internal risk controls?
• Identifying and addressing conflicts of interest
• Implementation of improved KRIs across the organisation
• Basel III guidelines for a restructuring of the whole system of compensation
   - Highlighting the need to crystallise the relationship between compensation, profit and risk
Practical exercises for auditing your organisation’s level of corporate governance
  Lunch
 

Strategies for the effective and transparent reporting of compliance across the organisation
• Successfully providing a transparent and easy-to-digest report on performance to the Board as well as executives, lines of
   business, and other stakeholders.
• Ensuring there is a natural and comprehensive flow of information to the top without overwhelming or under-informing
• Establishing and demonstrating a clear connection from compliance to senior management to board
• Company-wide buy-in to risk reporting
• Detailing the impact of developing fraud regulation on the board itself and in managing the board
• Defining the extent of directorial liability
• Effectively demonstrate the extent of compliance performance in support of regulatory initiatives
• Data presentation
• Data formatting
Best practice case studies for compliance reporting with a special emphasis on how best to explain the regulatory changes and how
they impact the operations of your organization

  Tea break
  Business continuity and disaster recovery: Compliance to increasingly stringent regulatory demands
• An overview of recent events and the lessons learnt
• Evolution of BCP regulatory requirements
• Effective and realistic scenario planning
• Mitigating IT risk
• Business impact analysis
• Business continuity plan testing
• The crisis management team: How ready and organised is it?
• Crisis communications: Ensuring preparedness to effectively mitigate and manage reputational risk
• Fostering close cooperation with the risk function
• Promoting company-wide awareness of your organisation’s business continuity plans and strategy
Practical exercises for the formulation of a watertight Business Continuity Plan
  End of Programme

Dr Ulysses Chioatto is a lawyer, organisational consultant and an expert in Governance, Risk and Compliance Management across industries; especially financial services. He has over twenty five years experience in senior management roles. In particular, he has led and conducted over 300 corporate operations reviews assessing regulatory and other legislative requirements.

Dr Chioatto is a former Asia Pacific Director in Deloitte’s Enterprise Risk Services division where he advised clients such as: BHP Billiton, Westpac Bank; MLC, National Australia Bank, Commonwealth Bank of Australia, Microsoft, BNP Paribas, BNY Mellon, RBC Dexia, Hong Kong Monetary Authority, Monetary Authority of Singapore, ANZ Bank and many more. He is currently writing a book on Corporate Governance, approved by the publishing board of Thomson Reuters, with Professor Michael Adams, Dean of Law at UWS, as co author. Moreover, he is regularly quoted in the media on regulatory compliance problems facing the banking industry,

Dr Chioatto is a Doctor of Business Administration ~ UniSA with PhD credits from University of Sydney and University of New South Wales

This is one of the best designed diploma programmes to equip Asian financial institutions with the necessary expertise for effective implementation of a watertight compliance framework across all functions and product lines of the organization.

Register today by completing the registration form below or contact Mr Gerald Rubio tel: +65 6236 6514or email grubio@theasianbanker.com for more information.

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What previous attendees say:

"This has been an enriching experience"
Head of Transaction Operations, Schroder Investment Management