Board members and senior executives need to ensure that their management teams have robust and ‘fit-for-purpose’ risk management processes in place across their organisation. Risk management is now viewed as an integral component of how an organisation is governed and how it complies with external regulations.

Embedding risk management in the ‘business-as-usual’ processes is by far the hardest element of achieving enterprise-wide risk management. Getting it right delivers the most significant benefits. The need for business process improvement is also pivotal to meeting regulator, customer and investor demands for greater transparency and effective management of the organisation’s risks. This requires a stronger marriage between the risk management, treasury and finance functions when the distribution of roles and responsibilities between those functions has to be optimally delineated and defined.

Our team has extensive experience in the above processes and can help in various areas of business process improvement and operational effectiveness. Typically, this will include:

• Assessing and making recommendations to improve processes and controls across an organisation to ensure risk and performance measures are embedded in key business processes e.g. Walker review focus on quality of governance and risk management;
• Delineating and integrating the roles and responsibilities of risk, treasury and finance functions, and the design of integrated processes, policies and procedures e.g.  clear separation of senior management responsibilities Money Laundering Reporting Office (MLRO) and Director of Risk;
• Improving the effectiveness and efficiency of finance and back office operations by enhancing core transaction processing and reporting competencies of the finance function, while strengthening its ability to support management decision making and corporate strategy;
• Identifying current risks, and building forward-looking governance and compliance programmes that ensure adequate oversight of the compliance infrastructure and monitor ongoing governance and compliance practices;
• Designing and implementing initiatives geared towards cost reduction, sourcing and analysis of shared risk management, treasury and finance services.

Case studies

Basel ll Advanced Internal Ratings Based (IRB) Approach;

Credit Risk Operating Model;

Basel II Programme Management;

Business Continuity Planning;

Scenario Testing;

Asset Securitisation Framework;

Credit Risk Control;

ICAAP diagnostic and gap analysis;

End to end evaluation of the collateral management process;

Model Development and Validation Governance and Standards;

Review of foreign exchange risk management capability;

Global Restructuring Group Integration;

Local Markets Limits Migration;

Trading credit risk management platform;

Customised Credit Decision Solution;

Implementation of the new liquidity risk regulatory regime;

Scenario Planning & Stress Testing;

Implementation of the new liquidity risk regulatory regime (CSSF Circular 09/403);

Implementation of the new liquidity risk regulatory regime (CSSF Circular 09/403);

SOX Governance and Operating Model Development;

Integration of the Investment Banking Business Unit of a banking group acquired by the client – End to end default management and Days Past Due process;

Integration of the Investment Banking Business Unit of a banking group acquired by the client - Post Migration Requirements Forum;

Integration of the Investment Banking Business Unit fo a banking group acquired by the client - Excess Management;

Global Risk and Capital Reporting;

Implementation of CP09/29 (Basel 2010 / CRD 3) - Market Risk;

Data Quality;

Review of Outsourcing Arrangements;

Credit Transformation Programme;

Operational Risk - Controls "Self-Assessment" Framework;

Solvency II Programme mobilisation;

Conduct Risk Strategy Implementation

Outsource Providers Compliance Monitoring Programme