Agree the first three actions on periodic supervisory reporting that will be taken on returning to work.
Managing Periodic Regulatory Reports to Banking Supervisory Bodies
A concise, decision-focused programme covering periodic supervisory reporting end to end.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Models supporting periodic supervisory reporting fail quietly, and usually at the worst moment. Capital, liquidity and reputation are all exposed by weak handling of this aspect of financial and banking practice. The method assumes participants will be challenged on their handling of this area of financial and banking practice and prepares them for it. A common pattern is strong design of periodic supervisory reporting paired with weak follow-through. The course sets out a working method for this part of financial and banking practice that participants can apply the week they return. It suits anyone whose decisions touch the wider financial and banking practice agenda, in large organisations and small ones alike. The course leaves participants able to diagnose weaknesses in periodic supervisory reporting before they become incidents. Practitioner evidence points the same way: this area of financial and banking practice improves fastest where responsibility for it is named and owned. The course ends by identifying what the participant will stop doing to make the financial and banking practice capability sustainable.
Expected Learning Outcomes
Design the reporting on periodic supervisory reporting that reaches decision makers in time to act.
Apply the relevant accounting and disclosure treatment to periodic supervisory reporting.
Prepare the regulatory submissions arising from periodic supervisory reporting.
Assess the concentration risk building up inside periodic supervisory reporting.
Set a realistic target state for periodic supervisory reporting and a defensible route to it.
Define the scope and boundaries of periodic supervisory reporting so that responsibility for it is unambiguous.
Who Should Attend
Treasury and asset-liability staff managing periodic supervisory reporting.
Financial technology and change staff modernising periodic supervisory reporting.
Business partners who must understand periodic supervisory reporting well enough to challenge it.
Finance managers reporting on periodic supervisory reporting.
Credit and underwriting officers assessing periodic supervisory reporting.
Training and development staff building internal capability in periodic supervisory reporting.
Course Modules
Periodic supervisory reporting: regulatory obligation and supervisory expectation
2 sessions · 8 pointsSession 1The hard cases in periodic supervisory reporting and how to reason about them
- Build the internal briefing that explains periodic supervisory reporting to those affected.
- Draft the minimum viable control framework for periodic supervisory reporting.
- Review the pricing of periodic supervisory reporting against the risk being assumed.
- Confirm that reporting on periodic supervisory reporting reaches the people who can act.
Session 2Stress scenarios for periodic supervisory reporting that are plausible rather than convenient
- Agree who signs off periodic supervisory reporting and record that they did.
- Identify the key controls over periodic supervisory reporting and who tests them.
- Check the legal and contractual exposure created by periodic supervisory reporting.
- Set out how exceptions to periodic supervisory reporting are requested and approved.
Periodic supervisory reporting: capital, liquidity and balance sheet effect
2 sessions · 8 pointsSession 1Concentration building quietly inside periodic supervisory reporting
- Estimate the resource periodic supervisory reporting requires to run as designed.
- List the assumptions in any model supporting periodic supervisory reporting and when each was last challenged.
- Assess the capital consumed by periodic supervisory reporting under current and stressed conditions.
- Identify where judgement in periodic supervisory reporting is legitimate and where it is not.
Session 2The assumption inside the model for periodic supervisory reporting that nobody revisits
- Design the exception process for periodic supervisory reporting and require a documented rationale.
- Translate the appetite for periodic supervisory reporting into limits someone monitors daily.
- Name a single owner for each element of periodic supervisory reporting.
- Check that periodic supervisory reporting still works when volumes rise unexpectedly.
Periodic supervisory reporting: stress testing and scenario analysis
2 sessions · 8 pointsSession 1Reviewing periodic supervisory reporting when nothing has gone wrong
- Verify reconciliation and settlement controls covering periodic supervisory reporting.
- Write down the assumptions underpinning the approach to periodic supervisory reporting.
- Establish what evidence demonstrates periodic supervisory reporting is under control.
- Map the handovers in periodic supervisory reporting between functions and secure them.
Session 2Pricing periodic supervisory reporting for the risk actually taken
- State the risk appetite for periodic supervisory reporting as a number, not an adjective.
- Confirm reporting on periodic supervisory reporting reaches the committee that can act on it.
- Record the rationale for each significant choice made about periodic supervisory reporting.
- Verify six months later that changes to periodic supervisory reporting have held.
Periodic supervisory reporting: exceptions, breaches and remediation
2 sessions · 8 pointsSession 1The cost of periodic supervisory reporting and how to present it
- Check the accounting treatment applied to periodic supervisory reporting against current standards.
- Set early warning indicators for periodic supervisory reporting with defined action thresholds.
- Test periodic supervisory reporting against a scenario the organisation would rather not model.
- Review concentration by counterparty, sector and geography inside periodic supervisory reporting.
Session 2Setting a limit on periodic supervisory reporting that will actually be respected
- Establish who is informed, consulted and accountable in periodic supervisory reporting.
- Anticipate the objections periodic supervisory reporting will raise and prepare the answers.
- Establish the boundary of periodic supervisory reporting and record what sits outside it.
- Prepare the evidence pack demonstrating periodic supervisory reporting operated as designed.
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
We will contact you within one business day to confirm.