Back Office Management

4 days 9-12 Nov 2015, Miami $4,845.00 Download brochure Add to basket
4 days 23-26 Nov 2015, London £4,295.00 + VAT* Download brochure Add to basket
4 days 25-28 Apr 2016, Singapore $6,150.00 Download brochure Add to basket

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Overview

Use a Systematic Approach to achieve a well controlled and cost effective back office by implementing the latest, leading Internationally recognised, management techniques.


The practitioners guide to achieving a successful and effective Back Office operation.

  • A complete Systematic Control and Management Programme suitable for all environments
  • Build the correct structure for effective Front, Middle and Back Office Operations optimising the use of STP and achieving settlement  efficiency
  • Create a pre-emptive control strategy and reduce your risks, costs and errors
  • Develop a generic, evolutionary approach for the processing of all products
  • Improve the efficiency of your control, processing, settlement and reporting activities
  • Learn how to use a responsible management philosophy and practice which will create the environment for unequalled success
  • Gain the knowledge to make your back office a key revenue earner by enhancing cash management and controlling non-earning assets
  • Develop those essential management skills which will  enable you to motivate your staff to superior performance


Inside Page 1

A Unique Training Course
This highly rated and very practical training course has been developed by a group of very successful practitioners and has proved its effectiveness in many differing environments. It provides a systematic approach to operational control and a simple methodology for solving difficult problems.
 
Trainer is a very experienced industry specialist, the course contains a unique blend of straight lecturing, role play and individual tutoring / counselling, specifically geared to each delegates individual need.

Course Objectives
The course will provide you with a simple, but very effective, systematic control and management programme, which will greatly enhance your back office operations. By using a pre-emptive control strategy you will be able to prevent problems occurring and create the environment to develop a highly skilled, flexible and well motivated work force which provides full cover for all areas of your operation. It will show you how to make your operations fail-safe and cost effective, with a high quality performance of which you will be proud.

Benefits

This programme could change your life and that of your staff.
Get control of your environment, convert negative stress into positive motivation. Change problems into opportunities and create a back office team that is second to none.
.
The philosophy of “Management by Responsibility” uses the practice of “Enlightened Self- Interest” which will give you the opportunity to use your power to not only improve the productivity of your area and organisation, but also materially improve the lives of your staff and ultimately yourself. 

The systematic control and management programme will enable you to gain those essential management skills which will increase control and productivity, whilst reducing costs, losses and associated stress.

 Senior Management are becoming increasing aware that an effective Operations area is the key to the success of any organisation. This course will help you build an effective team of highly skilled operatives, which will raise the profile and status of your operations to the level that it deserves, whilst fulfilling the ever increasing needs of the company.

Who should attend

 

  • Senior and Middle Management
  • Operations Managers
  • Middle Office and Risk Managers
  • Financial and Product Control Staff
  • Treasury Managers
  • Auditors and Internal Control Officers
  • IT and EDP Operatives
  • Regulators
  • Compliance Staff
  • Accountants and Consultants
  • Graduate and Management Trainees

Instructors

We work with a series of expert instructors, please select the course location of interest to review the credentials of who will be delivering the programme.

London

The course director is a senior operations manager with over 21 years' experience at management level in international banking. His responsibilities have included covering provision of support for a wide range of products including; fixed income securities, derivatives, FX, money markets, emerging markets and equities. He has also managed support areas for commodities trading mortgages.

In addition to his operations experience, he has managed the control and risk areas at major financial institutions and has been responsible for the implementation of security processing systems in London and other European cities. He previously held positions at IBJ International, San Paolo Bank, Drexel Burnham Lambert, CIBC, Cumulus Systems, Chase Manhattan Bank and Hill Samuel Investment Bank.

Singapore

The course director is a senior operations manager with over 21 years' experience at management level in international banking. His responsibilities have included covering provision of support for a wide range of products including; fixed income securities, derivatives, FX, money markets, emerging markets and equities. He has also managed support areas for commodities trading mortgages.

In addition to his operations experience, he has managed the control and risk areas at major financial institutions and has been responsible for the implementation of security processing systems in London and other European cities. He previously held positions at IBJ International, San Paolo Bank, Drexel Burnham Lambert, CIBC, Cumulus Systems, Chase Manhattan Bank and Hill Samuel Investment Bank.

Miami

The course director is a senior operations manager with over 21 years' experience at management level in international banking. His responsibilities have included covering provision of support for a wide range of products including; fixed income securities, derivatives, FX, money markets, emerging markets and equities. He has also managed support areas for commodities trading mortgages.

In addition to his operations experience, he has managed the control and risk areas at major financial institutions and has been responsible for the implementation of security processing systems in London and other European cities. He previously held positions at IBJ International, San Paolo Bank, Drexel Burnham Lambert, CIBC, Cumulus Systems, Chase Manhattan Bank and Hill Samuel Investment Bank.

Venue

Miami

Miami Hotel

This program takes place on a non-residential basis at a Miami hotel. Non-residential course fees include training facilities, documentation, lunches and refreshments for the duration of the programme. Delegates are responsible for arranging their own accommodation, however, a list of convenient hotels (many at specially negotiated rates) is available upon registration.

As with all training programs on-site administrators are with you throughout the programme to ensure smooth administration and group interaction.

London

Central London Hotel Venue

All courses are held at four or five star venues in Central London, Zone 1. We strive to provide you with a training environment of the highest quality, to ensure that the whole learning experience exceeds your expectations.

Your training venue will be confirmed by one of our course administrators approximately 3-4 weeks before the course start date.

Singapore

4-5 Star Hotel in Singapore

All of our courses are held in 4 – 5 star hotels, chosen for their location, facilities and level of service. You can be assured of a comfortable, convenient learning environment throughout the duration of the course.

Due to the variation in delegate numbers, we will send confirmation of the venue to you approximately 2 weeks before the start of the course. Course fees include training facilities, documentation, lunches and refreshments for the duration of the programme. Delegates are responsible for arranging their own accommodation, however, a list of convenient hotels (many at specially negotiated rates) is available upon registration.

Related Courses

Agenda

Agendas are localised, please select your preferred location.


Day 1


Pre-Emptive Control, Improved Quality Performance And Productivity

Quality defined
The cost of quality
The quality-productivity link
Pre-emptive quality controls
Effective quality control process
The optimum control point
Key risk controls
Cause & effect analysis
Dealing with cause / avoiding effect
Problem escalation
Generic cause factors / conformity of products

Case Study
DVD Analysing Major Banking Collapse
Followed by group discussion for its relevance
to Back Office Operations and Senior Management

Organisation and Reporting Lines
Separation of function: front and back office, risk control and audit In line with industry standard and best practice

Case Study
Prioritising actions to ensure optimum positive effect
Analysing & solving problems
The hierarchy of problem solving
Empowering the people
Controlling the people


Procedures
Production, use and maintenance
Control diaries / control points
Allocation and Acceptance of responsibility

The value of a simple skills training Matrix

Project Management
Management by Objectives
Use of project briefs
Monitoring & reporting

Day2

The Back Office as a Revenue Earner
Funding & cash management
Errors, fines & losses
Margin controls/Cost reductions

Case Study – Allied Irish Bank (ALLFIRST)
This case study will clearly highlight how a lack of proper
controls, knowledge and infrastructure can have such
devastating consequences. It will also show how this
could have been identified and easily prevented.

Processing
Generic processing approach
Process management
Systematic process control
Control of derivative products

STRAIGHT THROUGH PROCESSING
An introduction to the benefits in terms of quality, efficiency, productivity cost s and the impact for Back and Middle Offices

Staff Management
Effective delegation
Setting objectives
Acceptance of responsibility
Motivation & stress control
Team building / the use of peer group pressure
Training, job rotation & staff development
The use of positive reporting
Controlling stress
Effective appraisal: the performance / rewards link

Case Study: Staff appraisal
Setting objectives, monitoring performance and rewarding
results fairly between staff. This case study covers comparatios,
ranking, salary and bonus allocations

Day 3


Introduction to: The BIS/BASEL Accord as it relates to Operational Risk.
Analysis / Impact to all Back Office areas
Key points in new Basel II Capital Accord
Discussion on the implications for Risk and Control Managers

How to build an operational risk scoring process
Review of the major types of operational risks
Measurement framework / Scoring approaches
Workshop on KRI’s / KPI’s

New Products Review
New products steering committee
Evaluating & controlling risk
Pre-empting problems

Group Discussion : Controlling the Rogue Trader
Controlling potential rogue traders using a matrix of simple control mechanisms

Case Study: Evaluating a new Derivatives Product
Identifying the risks inherent in a proposed new product and
engineering its processing into existing work practices and procedures

Business Continuity Planning
Review and Group discussion on the
Basle Committee on Banking Supervision for the High Level Principles for Business Continuity.

Crisis Management & New Product Evaluation
How to deal with crisis
How to regain control
Risk limitation

Case Study : Controls in the Money Market,FX and Derivatives
Environment
This case study involves the development of a control process
which can cover all potential products, using one generic action plan


Management Information
Status reports
Comparative analysis
The use of visual reports
Structure of reports / the control pyramid

Day 4

The use of Limits as a Control Mechanism
Guidance vs Mandatory
Position controls, Volume, Credit
Delivery / settlement limits


The Role of the Middle Office
The Middle Office as a part of overall risk control
Structure
Reporting Lines / Responsibilities
How to control your Middle Office
The central control file
Expense Control and the Role of the Middle Office

Case Study : Group discussion re “The Biggest Fraud Case in Banking History”
Societe Generale Paris.

Despite Millions of US$ spent on highly developed IT and Risk management systems, one person was allowed to go undetected for years building up positions of $50 billion and fantastic losses of some US$10 BILLION!
This is just another failure in a very very long line of Banking failures/crisis in which the only real difference is the size of the actual loss.
This session will clearly demonstrate how the Middle office/Back Office and other departments with responsibilities for risk could have easily prevented this fraud.

Auditors
How to optimise the use of auditors as part of the Control Process
Modern on-going and pro active auditing that pre empts problem generation
Changing approach to auditing, risk based auditing.

Course Summary and Close

 

Day 1


Pre-Emptive Control, Improved Quality Performance And Productivity

Quality defined
The cost of quality
The quality-productivity link
Pre-emptive quality controls
Effective quality control process
The optimum control point
Key risk controls
Cause & effect analysis
Dealing with cause / avoiding effect
Problem escalation
Generic cause factors / conformity of products

Case Study
DVD   Analysing Major Banking Collapse
Followed by group discussion for its relevance
 to Back Office Operations and Senior Management

Organisation and Reporting Lines
 Separation of function: front and back office, risk control and audit In line with industry standard and best practice

Case Study
Prioritising actions to ensure optimum positive effect
Analysing & solving problems
The hierarchy of problem solving
Empowering the people
Controlling the people


Procedures
Production, use and maintenance
Control diaries / control points
Allocation and Acceptance of responsibility

The value of a simple skills training Matrix

Project Management
Management by Objectives
Use of project briefs
Monitoring & reporting
 

Day2

The Back Office as a Revenue Earner
Funding & cash management
Errors, fines & losses
Margin controls/Cost reductions

Case Study – Allied Irish Bank (ALLFIRST)
This case study will clearly highlight how a lack of proper
controls, knowledge and infrastructure can have such
 devastating consequences. It will also show how this
 could have been identified and easily prevented.

Processing
Generic processing approach
Process management
Systematic process control
Control of derivative products

STRAIGHT THROUGH PROCESSING
An introduction to the benefits in terms of  quality, efficiency, productivity  cost s and the impact for  Back and Middle  Offices

Staff Management
Effective delegation
Setting objectives
Acceptance of responsibility
Motivation & stress control
Team building / the use of peer group pressure
Training, job rotation & staff development
The use of positive reporting
Controlling stress
Effective appraisal: the performance / rewards link

Case Study: Staff appraisal
Setting objectives, monitoring performance and rewarding
results fairly between staff. This case study covers comparatios,
ranking, salary and bonus allocations

Day 3


Introduction to: The BIS/BASEL Accord as it relates to Operational Risk.
 Analysis / Impact to all Back Office areas
 Key points in new Basel II Capital Accord
 Discussion on the implications for Risk and Control Managers

How to build an operational risk scoring process
Review of the major types of operational risks
Measurement framework / Scoring approaches
Workshop on KRI’s / KPI’s

New Products Review
New products steering committee
Evaluating & controlling risk
Pre-empting problems

Group Discussion : Controlling the Rogue Trader
Controlling potential rogue traders using a matrix of simple control mechanisms

Case Study: Evaluating a new Derivatives Product
Identifying the risks inherent in a proposed new product and
engineering  its processing into existing work practices and procedures

Business Continuity Planning
Review and Group discussion on the
Basle Committee on Banking Supervision for the High Level Principles for Business Continuity.

Crisis Management & New Product Evaluation
How to deal with crisis
How to regain control
Risk limitation

Case Study : Controls in the Money Market,FX and Derivatives
Environment
This case study involves the development of a control process
which can cover all potential products, using one generic action plan


Management Information
Status reports
Comparative analysis
The use of visual reports
Structure of reports / the control pyramid
 

Day 4

The use of Limits as a Control Mechanism
Guidance vs Mandatory
Position controls, Volume, Credit
Delivery / settlement limits


The Role of the Middle Office
The Middle Office as a part of overall risk control
Structure
Reporting Lines / Responsibilities
How to control your Middle Office
The central control file
Expense Control and the Role of the Middle Office

Case Study : Group discussion re “The Biggest Fraud Case in Banking History” 
Societe Generale Paris.

Despite Millions of US$ spent on highly developed IT and Risk management systems, one person was allowed to go undetected for years building up positions of $50 billion  and fantastic losses of some US$10 BILLION!
This is just another failure in a very very long line of Banking  failures/crisis in which the only real difference is the size of the actual loss.  
This session will clearly demonstrate how the Middle office/Back Office and other departments with responsibilities for risk could have easily prevented this fraud.

Auditors
How to optimise the use of auditors as part of the Control Process
Modern on-going and pro active auditing that pre empts problem generation
Changing approach to auditing, risk based auditing.

Course Summary and Close

Day 1

Introduction to back office and middle office management

  • Pre-emptive control, improved quality performance and productivity

Quality management

  • Quality defined
  • The cost of quality and its link with productivity
  • The philosophy of responsibility management vs. accountability
  • Effective pre-emptive quality control process
  • The optimum control point
  • Cause and effect analysis
  • Graphics and comparative analysis
  • Brainstorming/Quality circles

Case study and film of real life banking collapse
Group discussion and analysis on causes and generic issues

The middle office and dealer support

  • Todays middle office, its scope and responsibilities
  • Defining roles and responsibilities
    • The middle office as part of risk control
    • The roles of the various risk managers
    • The middle office as the catalyst for control
    • Definition and mandate
    • Establishing a middle office

Group discussion and analysis of highly effective middle offices

Organisation and reporting lines, roles and responsibilities

  • Separation of function: Front and back office, risk control and audit
  • Best practice structure for effective control

Day 2

Procedures

  • Production, use and maintenance
  • Control diaries/control points
  • Allocation and acceptance of responsibility
  • Skills matrix

Straight through processing

  • An introduction to the benefits in terms of quality, efficiency, productivity costs and the impact for middle and back offices
  • The hierarchy of problem solving (optional)

Derivative product overview

  •  Introduction to derivatives and their impact on risk
  • FRA’s, interest rate and currency swaps, futures and options
  • Caps, collars and floors
  • Exchange traded vs. OTC products
  • Hedging using derivatives

Case studies: Hedge fund
- Lessons learnt and relevance to today’s risk

The back office as a revenue earner/cost saver

  • Funding and cash management
  • Errors, fines and losses
  • Margin controls
  • Cost reductions
  • Net interest income

Case study: An analysis of Allied Irish Bank (Allfirst) and its implications for back office/middle office managers

Day 3

Workshop: Operational risk management and its impact on middle/back offices
- The BIS/BASEL Accord as it relates to operational risk
        - Key points in new Basel II Capital Accord
        - Discussion on the implications for risk and control managers
- How to build an operational risk scoring process
        - Review of the major types of operational risks
        - Measurement framework/scoring approaches
        - Workshop on KRI’s/KPI’s

The role of limits

  • Establishing limit controls
  • Guidance vs. Mandatory
    • Credit, position
    • Stop loss
    • Equity market trading exercise limit setting and the use of a stop loss
    • Sensitivity
    •  Stress testing, gap controls

Staff management

  • Effective delegation and acceptance of responsibility
  • Setting objectives
  • Motivation and stress control
  • Team building and the use of peer group pressure
  • Training, job rotation and staff development
  • The use of positive reporting
  • Effective appraisal: The performance/rewards link

Case study: Staff appraisal
Relating results to appraisal, using matrix appraisal process

New products review / New products steering committee (Evaluating a new derivatives product)

  • Identifying the risks inherent in a proposed new product and engineering its processing into existing work practices and procedures
  • Business continuity planning and disaster recovery workshop

Day 4

Processing controls in the money market, FX and derivatives environment

Detailed product flow through front, middle and back office

  • Full check list including preemptive, front office controls, inter-active middle office functionality and operations processing, payment and reconciliation

Management information – construction and use

  • Status reports/comparative analysis
  • The use of visual reports
  • Structure of reports/the control pyramid

Group discussion: “The biggest fraud case in banking history” – Société Générale Paris
-  Despite millions spent on IT and risk management systems, one person went undetected for years building up positions of $50 billion and losses of $7.2 billion!
- Société Générale is one failure in a long line of banking failures/crises in which the only real difference is the size of the loss.
- This session shows how the middle office/back office and other risk management departments could have prevented this fraud.

Portfolio controls

  • How to establish proper controls over the following portfolios
    • Trading
    •  Investment
    • Hedge
    • Arbitrage
    • Managed asset portfolios

Case study: “UBS London Rogue Trader”
- In September 2011, the Swiss bank UBS announced that it had lost over 2 billion dollars, as a result of unauthorized trading performed by Kweku Adoboli
- This session will clearly demonstrate how the middle office/back office and other departments with responsibilities for risk could have easily prevented this fraud

Why us


We have a combined experience of over 60 years providing learning solutions to the world’s major organisations and are privileged to have contributed to their success. We view our clients as partners and focus on understanding the needs of each organisation we work with to tailor learning solutions to specific requirements.

We are proud of our record of customer satisfaction. Here is why you should choose us to help you achieve your goals and accelerate your career:

  • Quality – our clients consistently rate our performance ‘excellent’ or ‘outstanding’. Our average overall score awarded to us by our clients is nine out of ten.
  • Track record – we have delivered training solutions for 95% of worlds’ top 100 banks and have trained over 250,000 professionals.
  • Knowledge – our 150 strong team of industry specialist trainers are world leading financial leaders and commentators, ensuring our knowledge base is second to none.
  • Reliability – if we promise it, we deliver it. We have delivered over 20,000 events both in person and online, using simultaneous translation to delegates from over 180 countries.
  • Recognition – we are accredited by the British Accreditation Council and the CPD Certification Service. In an independent review by Feefo we scored 96% on service and 95% on product


 


 
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