Assign clear ownership for each element of banking key performance indicators across the functions involved.
Key Performance Indicators in the Banking Sector
A senior-level treatment of banking key performance indicators, focused on what changes outcomes.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
The audit trail behind banking key performance indicators matters as much as the decision itself. Growth built on poorly controlled performance indicators reverses faster than it accumulated. Organisations that document the financial and banking practice capability properly resolve disputes about it far more quickly. The programme works equally well for those formalising banking key performance indicators for the first time and those improving an existing approach. Participants develop a defensible line of reasoning for the choices they make about this area of financial and banking practice. Plans for performance indicators often fail at the handover point between functions. Work is grounded in real cases drawn from banking key performance indicators, which each participant adapts to conditions in their own organisation. It concentrates on the parts of performance indicators that determine outcomes and treats the rest proportionately. The final module sets out how progress on this part of financial and banking practice will be evidenced six months later.
Expected Learning Outcomes
Price performance indicators to reflect the risk actually being taken.
Review the contractual and legal exposure created by banking key performance indicators.
Agree the first three actions on performance indicators that will be taken on returning to work.
Document the approval chain for exceptions to policy on banking key performance indicators.
Build the client due diligence and monitoring appropriate to performance indicators.
Align banking key performance indicators with the wider objectives of the business line rather than optimising it in isolation.
Who Should Attend
Finance managers reporting on banking key performance indicators.
Staff seconded into improvement work on performance indicators.
Consultants and advisers supporting clients on banking key performance indicators.
Treasury and asset-liability staff managing performance indicators.
Risk managers responsible for banking key performance indicators.
Credit and underwriting officers assessing performance indicators.
Course Modules
Banking key performance indicators: audit evidence and examiner readiness
2 sessions · 8 pointsSession 1Closing out banking key performance indicators and capturing what was learned
- Record the rationale for each significant choice made about banking key performance indicators.
- Prepare the evidence pack demonstrating performance indicators operated as designed.
- Rehearse the briefing on banking key performance indicators that would follow an incident.
- Review the pricing of performance indicators against the risk being assumed.
Session 2The hard cases in performance indicators and how to reason about them
- Identify the data already collected that bears on banking key performance indicators.
- Rank the weaknesses in performance indicators by consequence rather than by ease of fixing.
- Confirm segregation of duties across initiation, approval and settlement of banking key performance indicators.
- Establish what evidence demonstrates performance indicators is under control.
Performance indicators: regulatory obligation and supervisory expectation
2 sessions · 8 pointsSession 1Concentration building quietly inside performance indicators
- Verify reconciliation and settlement controls covering banking key performance indicators.
- Set early warning indicators for performance indicators with defined action thresholds.
- Decide what will be stopped to create capacity for banking key performance indicators.
- Assess the capital consumed by performance indicators under current and stressed conditions.
Session 2Reporting performance indicators so the reader can act on it
- Review concentration by counterparty, sector and geography inside banking key performance indicators.
- List the assumptions in any model supporting performance indicators and when each was last challenged.
- Document the remediation plan for each known weakness in banking key performance indicators.
- Anticipate the objections performance indicators will raise and prepare the answers.
Performance indicators: risk appetite, limits and policy
2 sessions · 8 pointsSession 1Evidencing that performance indicators worked as designed
- Identify single points of dependency in banking key performance indicators and reduce them.
- Confirm that reporting on performance indicators reaches the people who can act.
- Confirm reporting on banking key performance indicators reaches the committee that can act on it.
- Test the procedure for performance indicators against a realistic scenario.
Session 2The assumption inside the model for banking key performance indicators that nobody revisits
- Agree who signs off banking key performance indicators and record that they did.
- Distinguish symptoms from causes when performance indicators underperforms.
- Check the accounting treatment applied to banking key performance indicators against current standards.
- Plan the sequence in which improvements to performance indicators will be introduced.
Performance indicators: capital, liquidity and balance sheet effect
2 sessions · 8 pointsSession 1The early warning on performance indicators that arrives in time
- Check that banking key performance indicators still works when volumes rise unexpectedly.
- Confirm regulatory reporting on performance indicators is complete, timely and reconciled.
- Verify six months later that changes to banking key performance indicators have held.
- Confirm client due diligence standards applied to performance indicators are current.
Session 2Who answers for performance indicators, and to whom
- Set out the decisions in banking key performance indicators that require sign-off and by whom.
- Check the legal and contractual exposure created by performance indicators.
- Translate the appetite for banking key performance indicators into limits someone monitors daily.
- Confirm that those complying with performance indicators understand why it exists.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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