Achieving effective board performance
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List of All In House Training Courses

 

Start Date: To suit your organisation
Financial firms and regulators now broadly agree that afirm’s Culture determines whether its market conduct is deemed “acceptable andexpected behaviour” by all stakeholders. As a result, Culture Supervision is the new hot ...
Start Date: To suit your organisation
The Remuneration and Nomination Committees make decisionsthat reflect and support the people and culture of the business. There is awealth of evidence that the mix of competencies, independence and skills of theBoard are critical to the effectiv...
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The most common complaints from Directors are about theinformation they receive in reports, from regular updates to unique businesspropositions. High-performing Boards rely on succinct, well argued and well constructedreports to form their judge...
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In July 2018 The UK Corporate Governance Code wassubstantially re-written 25 years on from the Cadbury Report. The Code isshorter and even more meaningful, together with the expanded and helpfulaccompanying Guidance on Board Effectiveness. There...
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There are specific and stretching expectations of Auditand Risk Committees requiring thorough and challenging work from the Directorsinvolved.  Whether your firm operatesthese Committees on a stand-alone or combined basis there are many com...
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Managing regulatory relationships canbe complex and very time consuming, however, if you equip your firm with theright tools and approach, have a clear understanding of the regulators remitand expectations, you will be better prepared for dealin...
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One of the most valuable assets INEDS bring to an organisationis their different backgrounds and experiences. Applying their skills,expertise and experience to your organisation creates a stronger and morerobust strategy. And, as the quality of ...
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Your strategy days create an opportunity to have the mostimportant conversations about your organisation’s future and gain collaborativeownership of your strategy. It is a chance to take the time to look at changingcustomer needs, explore ...
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The world in which organisations do business is becoming more demanding.Products and services are increasingly provided online to an interconnected andglobal marketplace.  A global environmentwhere stakeholders are raising standards for how...
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Regulators quote the latest behavioural research todemand that firms give more ‘appropriate answers’ to the new challenges ofconduct control. Senior Managers must identify and answer, in person, for the‘publicly acceptable and ...
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Regulators and activist investors are using recent advances in behaviouralscience to demand that public companies to give ‘better answers’ to controlchallenges.  These include looking againat how the Board determines what is &ls...
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Designed to provide Non-Executive and Executive Directorswith an up-to-date insight into the hot topics that the PRA and FCA are currentlyfocused on and how best to prepare themselves for those critical regulatory interviews.Over the past 18 mon...
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One of the most telling ways to establish if the Boardroom is a place where trust is built and maintained, is to look at thequality of conversation taking place. Where Board members engage inconversation that is about ‘sharing and discover...
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As regulatorsbegin to enforce new standards for senior manager behaviour (SMR), a new hybridrisk has emerged: reputational risk (a.k.a. reputation risk) tied to conductregulation.  Reputation risk has alwaysbeen with us, but was once the ma...
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It seemsthat there is general acceptance that a firm’s culture drives the behaviours ofits people at all levels. At the same time there is a considerable degree ofmystification as to what the culture of a firm should look like, why and how...
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Boards and Senior Executives understand that Regulators are an important stakeholder that requires thoughtful managing. So why does that relationship often feel challenging and what can Boards do to enhance the effectiveness of that relationship...
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Governance Frameworks have to demonstrate effective accountability bothcollectively and individually. To support them it is equally important thatBoard members can evidence competence to undertake those responsibilities. Thisis not new but it is...
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From Solvency II to the new Duty of Responsibilityintroduced in December 2018, a Senior Manager in an insurer needs tobe on the ball across a wide range of topics to demonstrate effectivegovernance of the firm. This workshop ...
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A key element in decision making for firms, ExecutiveCommittees glue together the critical functions of the business. Examine whatmakes a good committee and how you can make them a worthwhile use of your time. We often hear complaints about the ...
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The responsibilities of the board and its directors inFinancial Services are many, but what about the actual dynamics in the boardroom?Are they impacting your board’s effectiveness? In each firm boardroom dynamicsare different and make it ...
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The topic of governance is always in the limelight whensomething goes wrong. Understanding of this topic is key for any Director andis at the heart of how a business makes decisions.Regulators know that the wrong structure or failure toadhere to...
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The firm's business modelpeppers the language and documentation of regulation and the way, the FCA inparticular, approaches supervision. It features within the Threshold Conditionsfor authorisation and is a prescribed responsibility in the SMF/S...
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Getting risk management right is becoming increasingly important for firms. Regulators and rating agencies are focussing on the quality of the processes that deliver assurance to stakeholders that risks are properly identified and managed. The B...
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Directors rely on a defined risk appetite to providetheir organisation with the tolerances and limits within which to manage theirbusiness.  Developing and embedding arisk appetite is just the start of the journey to building an agile, resi...
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Conductrisk remains in a bright and unforgiving spotlight. In the intentional absenceof anything prescriptive from the FCA, firms are defining what conduct riskmeans in and for their business. Connected directly to a firm’s business model,...
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At the root of many regulatory actions against individuals is the exercise of a conflict of interest. An area of intense interest for regulators, this 2 hour event will look at the common issues that arise for Directors and provide you with the ...
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Independent non-executives are considered to be the“guardians of corporate governance”, but are also required to bring a broadrange of experience and insight, as well as providing a positive and supportingchallenge to the boardroom.&...
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Commercial and regulatory expectations continue to increase the standard for how businesses prepare management information and how they use it in their decision-making. Fast-moving operating conditions, in which organisations need to make decisi...
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Managingrisk in an uncertain world presents significant challenges to how we organise,use and invest in our risk management. Organising our risk activities so that they are embedded, in use andoperating effectively is key to building agile,...
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Operational risk, the risk of loss resultingfrom inadequate or failed internal processes, people and systems or fromexternal events is inherent in all businesses, products, activities, processesand systems. Effective operational risk management ...
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If you are on the Board of aregulated bank or investment firm captured by CRD4 then you are responsible forreviewing and challenging the adequacy of risk management and financialresources. This can be a dauntingprospect whatever professional bac...
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The Financial Services regulators set high (and enforced)standards that supplement those of the Companies Act for Directors.  With Enforcement referrals relating to individualsat their highest level for years attendees will leave this brief...
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Board Committees are a key part of the Corporate Governance and regulatory structure of a firm. They are essential to the Board’s functioning and are where all the ‘heavy lifting’ is undertaken. Good Board Committees, well-chai...
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This is a Hot Topic for regulators as they reach furtherinto financial markets to demonstrate their progress in improving conduct andculture.  Absent any guidance onreporting this new information, many firms are uncertain how to source andp...
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Setting the strategic direction is owned by the wholeBoard and overseeing the means to achieve it should be high on the agenda. Howyour organisation responds to  the increasinglydynamic, fast-moving world we operate is the key to success or...
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Board risk committeesare becoming increasingly common since the publication in 2012 of the FSA'sguidance in this area (which is now contained in SYSC Chapter 21).  The September 2014 FRC Guidance on Risks andControls has heightened this emp...
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Achievingan effective board has been the goal of regulators for some time and, perhapsmore importantly, effective boards produce better results for all stakeholders.What are the inputs you need to manage to meet that goal? Ourinteractive briefin...
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Fromthe Code of Practice to Systems and Controls, a Senior Manager in a FCAregulated firm needs to be on the ball across a wide range of topics todemonstrate effective governance of the firm. This workshop style event isdesigned to provide new a...
Start Date: To suit your organisation
The PRA and FCA are examining the structure, powers andrigour of Audit Committees and are asking more questions about matters such asthe independence of this key group and the degree to which they challenge theinformation they receive.“The...
Start Date: To suit your organisation
Fromthe Code of Practice to Systems and Controls, a Senior Manager in a dualregulated firm needs to be on the ball across a wide range of topics todemonstrate effective governance of the firm. This workshop style event isdesigned to provide new ...

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