Your message has been sent, thank you!

Print the page

Risk Management

Taking the holistic approach

Risk Management

Internal Audit

Five major drivers

Internal Audit

Islamic Banking and Finance

Interpretation & Implementation

Islamic Banking & Finance


Banking Regulation and Business


Treasury and Capital Markets

Market and Liquidity Risk

Treasury & Capital Markets

Financial Crime

Don't be scared, be prepared

Financial Crime
Click here for the Risk Management Brochure   Click here for the Risk Management Brochure

Treasury Management

Our banking clients have varied needs for advisory sessions and classroom training delivery and we strive to accommodate all requests with creativity and aplomb.

Here are a few selected training examples:

  • A newly appointed Head of Risk from a Central Asian retail bank flew to our London office for a 1:1 half-day advisory session on what a new Head of Risk function needs to know. Our senior head of risk management, who had been recently working in the bank's home country with the Central Bank, offered the critical risk messages relevant to the banker's needs through the use of simultaneous interpretation.The following month we saw the advertisement for Risk Managers for this bank in the Financial Times (London).
  • An innovative Middle East retail bank needed to ensure it was meeting its government employment training and professional development obligations by demonstrating it was up skilling its employees. A bank-wide in-house Training Academy was formulated by our banking and treasury team to focus on essential core banking skills training from introductory to advanced learning levels for its core business activities of retail, corporate, treasury and Islamic banking.
  • A West African Central Bank asked for a risk management expert to train the over 350 banks examiners for a 2-day Bankers Retreat at a remote location in- country and then deliver a more focused topical workshop on supervision for 50 supervisors on the third day.
  • A US subsidiary of a UK bank needed to train its internal auditors how to analysis its derivatives business. It contacted its local training supplier who asked Risk Reward to provide a specialist derivatives auditor to train its audit staff in Connecticut.
  • A UK bank sought to ensure its risk management policies were in line with international best practise and via its preferred training supplier engaged Risk Reward to conduct a rolling advanced risk management training programme in two cities for over 300 senior risk managers. The 3-year programme concluded as new risk policies were recently being implemented bank wide just prior to an international merger.
  • A Central Bank in Western Asia requested training on Basel II and risk management for its supervisory function and needed assistance to seek funding from an International Development Agency for a 5-day training programme to take place outside their war-torn country. Risk Reward assisted with the funding proposal and several months later the programme was delivered at the Development Bank's headquarters in the Philippines.
  • Following to scaling back of the asset management unit of a UK Credit Union, the Chief Internal Auditor needed to update his knowledge of the functions of the asset management business and asked for 1:1 advisory session on Asset Management. The first 2-day session was delivered in our London office; the following 2-day session was delivered in the bank's headquarters for the rest of his staff one month later.
  • An African banking group wanted to bring its group level operations in line with the new regulatory compliance published in its country that year. Beginning with internal audit, it proposed a bank-wide review of its IT, treasury, risk management and audit functions with specific training for each business unit as part of a 5-year change management programme. Risk Reward was asked to deliver the first phase of advisory sessions and training for internal audit designed as 'on-the-job-training' placing its own experts 'in-house' alongside the auditors rather than training classroom style to minimise barriers to change and anxiety about possible redundancies within the organisation.