Apply the relevant accounting and disclosure treatment to treasury and liquidity management.
Treasury and Liquidity Management and Securing Cash Flows
A concise, decision-focused programme covering treasury and liquidity management end to end.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Capital, liquidity and reputation are all exposed by weak handling of treasury and liquidity management. In finance the difference between a healthy position on liquidity management and a dangerous one is often a single assumption. Practitioner evidence points the same way: this aspect of financial and banking practice improves fastest where responsibility for it is named and owned. It is pitched for practitioners with responsibility for treasury and liquidity management, not for observers of it. Participants apply this part of financial and banking practice to their own business line throughout, so the output is directly usable. The result is the confidence to make and defend decisions about liquidity management under scrutiny. The programme is built to be used, and every section of treasury and liquidity management it covers ends in something applicable. Most organisations already have a policy on liquidity management; far fewer can show it working. Participants leave with a first-ninety-days plan for this strand of financial and banking practice rather than a set of notes.
Expected Learning Outcomes
Validate the assumptions inside any model supporting liquidity management.
Assess the capital and liquidity implications of treasury and liquidity management.
Present the case for investment in liquidity management in terms that a finance function will accept.
Sequence improvements to treasury and liquidity management so that each step makes the next one easier.
Build a concise control framework for liquidity management that colleagues can follow without further explanation.
Prepare the regulatory submissions arising from treasury and liquidity management.
Who Should Attend
Board risk committee members overseeing treasury and liquidity management.
Managers with direct responsibility for liquidity management within the business line.
Internal auditors reviewing the controls around treasury and liquidity management.
Finance managers reporting on liquidity management.
Investment and portfolio managers exposed to treasury and liquidity management.
Coordinators responsible for keeping records and documentation of liquidity management current.
Course Modules
Treasury and liquidity management: stress testing and scenario analysis
2 sessions · 8 pointsSession 1Pricing treasury and liquidity management for the risk actually taken
- Name a single owner for each element of treasury and liquidity management.
- Benchmark the organisation's liquidity management against comparable operations.
- Document the remediation plan for each known weakness in treasury and liquidity management.
- Confirm segregation of duties across initiation, approval and settlement of liquidity management.
Session 2Comparing liquidity management with recognised practice
- Translate the appetite for treasury and liquidity management into limits someone monitors daily.
- Remove steps in liquidity management that add effort without adding assurance.
- Test the procedure for treasury and liquidity management against a realistic scenario.
- Identify the key controls over liquidity management and who tests them.
Liquidity management: regulatory obligation and supervisory expectation
2 sessions · 8 pointsSession 1Concentration building quietly inside liquidity management
- Decide what will be stopped to create capacity for treasury and liquidity management.
- Review the pricing of liquidity management against the risk being assumed.
- Check that records of treasury and liquidity management answer the questions likely to be asked.
- Confirm client due diligence standards applied to liquidity management are current.
Session 2Where liquidity management typically breaks, and why
- Prepare the summary of treasury and liquidity management that senior management will read.
- Rank the weaknesses in liquidity management by consequence rather than by ease of fixing.
- Close out actions on treasury and liquidity management rather than leaving them open indefinitely.
- Check the legal and contractual exposure created by liquidity management.
Liquidity management: pricing, profitability and risk-adjusted return
2 sessions · 8 pointsSession 1What to measure in liquidity management and what to ignore
- Reduce the variation in how treasury and liquidity management is carried out between teams.
- Test liquidity management against a scenario the organisation would rather not model.
- Assess the capital consumed by treasury and liquidity management under current and stressed conditions.
- Review whether liquidity management is aligned with the objectives of the business line.
Session 2What treasury and liquidity management does to capital and liquidity under stress
- Arrange the handover of treasury and liquidity management so capability survives staff changes.
- Collect evidence on the present handling of liquidity management before proposing changes.
- Prepare the evidence pack demonstrating treasury and liquidity management operated as designed.
- Confirm that contractual obligations around liquidity management are understood.
Liquidity management: audit evidence and examiner readiness
2 sessions · 8 pointsSession 1What a supervisor will ask about liquidity management, and in what order
- Confirm regulatory reporting on treasury and liquidity management is complete, timely and reconciled.
- Set early warning indicators for liquidity management with defined action thresholds.
- Estimate the resource treasury and liquidity management requires to run as designed.
- Anticipate the objections liquidity management will raise and prepare the answers.
Session 2Stress scenarios for liquidity management that are plausible rather than convenient
- Confirm reporting on treasury and liquidity management reaches the committee that can act on it.
- Design the exception process for liquidity management and require a documented rationale.
- Verify reconciliation and settlement controls covering treasury and liquidity management.
- State the risk appetite for liquidity management as a number, not an adjective.
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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