Introduction to Retail Bank Corporate Governance 

• Why do we need Corporate Governance?
• Key features of Corporate Governance
• The challenge of corporate governance
• The changing expectations on directors
• Implementing corporate governance within a firm – key lessons and issues
• What appears to work best?                             

The 3 Lines Model and Corporate Governance 

• What is the 3 lines model?
• How does that differ from the 3 lines of defence?
• What does this mean for corporate governance?
• Does this change the governance structure?

Key corporate governance Best Practice 

• The relationship between corporate governance and risk management
• The Bank for International Settlements and its codes
• Other relevant best practice guidelines
• Increasing emphasis on prevention of bribery and corruption in major economies
• Disclosure and transparency
• Modifying the company’s mission and business ethics to be in line with Corporate Governance Criteria 

Corporate Governance for Banks -BIS

• Board responsibilities
• Board qualifications and composition
• Board structure and practices
• Senior management
• Governance and group structures
• Risk management function
• Risk identification, monitoring and controlling
• Risk communication
• Compliance
• Internal audit
• Compensation
• Disclosure and transparency
• The role of supervisors

Corporate Governance and Strategy

• The role of Strategy in retail banking
• The challenges currently faced
• Dealing with change
• The mission and governance
• Developing strategy
• Retail bank strategies – what banks are saying

Independence, Remuneration and Conflicts of Interest

• What is a non executive director?
• What are their responsibilities?
• The remuneration and appointments committee
• Assessing director performance
• Identifying and dealing with conflicts of interest
• Ethical dilemmas in practice
• Succession planning

The Board and Corporate Social Responsibility

• What is CSR?
• What are banks doing?
• The role of the governance body
• ESG and corporate governance
• Examples of statements from banks

The Board and Risk Management

• The Risk appetite statement
• The risk appetite framework
• Risk management responsibilities
• The role of the 2^nd line risk management function
• The Board and models
• Reporting obligations

The Board and Compliance 

• The role of compliance and the compliance function
• Board responsibilities
• Key regulatory issues
• How are these reported?
• Exception based escalation – is that appropriate?
• Gaining assurance 

Operational Resilience

• Governance responsibilities
• IT and cyber security
• What the Board needs to know
• Reliance on senior management

Stakeholder engagement

• Who are the stakeholders?
• The role of the Board in stakeholder engagement
• What are banks doing in practice?

Board Reporting

• What does the Board need to know
• Metrics and reporting
• KCIs, KPIs and KRIs
• Exception based escalation
• Pull and push
• Approving and noting

END

Delegates will benefit from

• Gaining a high level understanding of international corporate governance best practice
• Understanding the principles of Corporate Governance and its impact on the overall business performance
• Gaining a good understanding of key aspects of global compliance and its implications for a financial institution
• Clarifying the role of the board in relation to Risk Management, Corporate Governance and Compliance as compared with that of the Executive Board members and senior management
• A review of legislative Corporate Governance framework in the context of the recent economic crisis
• Understanding the impact of business ethics on long-term performance and share value: how to make ethical decisions in day-to-day business operation
• The potential cost of Corporate Governance failures – examples and lessons to be learnt
• Assessing the participant’s company current Corporate Governance, Risk Management and CSR policies against best practice
• How to build a Corporate Governance framework
• Understanding the importance and use of Key Risk Indicators (KRI) and Key Performance Indicators (KPI) within a Consolidated Risk Management Framework

Highly interactive expert-led intensive presentation, Q&A, group real-time in-depth case studies, regulation and discussion supported by key principles and theory. The virtual learning platform uses safe, industry preferred encrypted Cisco WebEx to optimize live face-to-face visual interaction, discrete chat, for polling and quizzes.

(An invitation via email with access link is included for all participants.)