Reclaiming Your VAT

Reclaim the VAT on your Euromoney Training Courses in the UK

Why am I being charged VAT?
The EU VAT Directive stipulates that all training and educational courses that are provided in the UK must include a VAT charge on payment.  

Can I reclaim my VAT back?
Overseas delegates who attend our courses in the UK are eligible to claim their VAT back once it has been paid.    

How can I claim the VAT back paid on a course?
There are two ways in which you can claim back VAT back from the UK.

Option 1 - Directly through HM Revenue and Customs

The most cost-efficient way is to claim back VAT directly from the UK Tax Authority (HMRC) by completing the following form. 
For European clients, please refer to form VAT 65
All other clients, please refer to form VAT 65A.

Option 2 - Through our Recommended VAT Reclaim Service – VAT IT
The specific rules for VAT reclaim will vary according to the laws of your country of residence. This can be complicated and time-consuming. 

Euromoney have an exclusive partnership with VAT IT, specialists in international VAT reclaim.  VAT IT will review, process and submit your VAT refund on your behalf. 

VAT IT will charge a percentage of the VAT refund if/when it is successful. 

If you want to find out more about this service, please email your details to: euromoney@vatit.com  

You may also be able to claim back your VAT against courses taking place outside of the UK, and we would recommend contacting VAT IT, our specialist partner, to discuss how to do this.

RECLAIMING YOUR VAT WITH VAT IT

Course details

Download course brochure

School of Bank Risk Management

Stay ahead in the risk & operation space - understand basel requirements
  • Course Description

    This heavily practitioner-based course is designed to help participants understand how to implement modern risk management within the banking context. In particular, focus is given to how the changing banking and regulatory environment demands increased involvement by a bank’s risk function (and particularly its Chief Risk Officer (CRO)) in strategy-setting and execution. Nonetheless, classic or traditional risk management methods are inadequate for the purpose, and modern tools that are forward-looking, strategic and sensitive to the psychology and risk culture of the organization (and its stakeholders) must be adopted. That is the primary focus of this course: we show how to develop and implement a modern risk management framework for banks that will ultimately result in a transformation of the Risk Function and the CRO from its traditional, remedial and operational role to one that is Navigational and insight-driven.

    Participants will learn:

    • How important the development of suitable risk definitions and scope are to implementing effective risk management within a banking organization
    • The necessity for developing a risk management approach, framework and function that focuses on the organization’s strategic success
    • The necessity for transforming traditional risk management towards modern, strategic risk management
    • Devising Key Performance Indicators (KPIs) and Key Risk Indicators (KRIs) that align interests and focus of Executive Management and the Risk Function
    • Summary methods of measurement and management in Market, Credit and Operational Risk, particularly the use of Value-at-Risk (VaR) and Tail loss methods, as well as Stress Testing issues
    • Causal/Statistical methods for considering dynamic risk exposure and its management
    • COSO Enterprise Risk Management (ERM) 2017 and the ERM Process Steps
    • Implementation of the ERM Process Steps, using Case Studies and Spreadsheet examples
    • The roles of Risk Culture, Risk Governance and Risk Psychology in modern, bank risk management and its emphasis by Regulators
    • The role of Cognitive Bias and other challenges to implementing effective risk management, including the psychology of fraud and errors in board decision-making
    • Board Risk Oversight via the Board Risk Committee function: Agendas and focus
    • Implementation steps
    • Risk managers
    • CFOs and CROs
    • Treasury professionals
    • Audit and IT personnel
    • Basel team members

     


    Intended audience:

    • Risk managers

    • CFOs and CROs

    • Treasury professionals

    • Audit and IT personnel

    • Basel team members

  • Day 1

    Some questions:

    • What does your CEO and Board care about?
    • Why do they care about risk management?
    • What is ‘Risk Management’?
    • What is the Value Proposition of Risk Management in your Company?
    • Do you know how to articulate its value?


    Overview

    • Performance: The Apple of Every CEO’s eye
      • Performance in relation to Key Performance Indicator (KPI) targets
    • Defining ‘Risk’ and ‘Risk Management’
      • A dynamic view of risk
      • A strategic and KPI-linked view of risk
      • Anticipated and unanticipated exposure
      • Spreadsheet example: Using risk tools to understand how to manage risk to branch P/L
    • The Impact of Risk on the Balance Sheet
      • Risk Management and the various forms of risk exposure
        • Market risk
        • Credit Risk
        • Operational Risk
        • Other risks
      • Risk impact on New Worth: Asset-Liability Management concerns
    • KPI-focus or Balance sheet-focus?
    • The Role of the CRO and the choice of focus: Navigator or Policeman?


    Problems with Traditional Risk Management

    • The traditional risk management definition: ISO 31000
    • Problems with ISO 31000
    • Brief history of Risk Management
    • Implications of traditional risk management approaches:
      • Backwardness
      • Creation of discord with business and front-line areas
      • Compliance focus
      • CRO as ‘Policeman’
      • Risk Function offers little value in strategic planning or execution
      • Violates modern, regulatory approaches to risk management (i.e., Basel III/IV, CAD IV, etc.)
    • What’s needed?


    How Risk Management can offer value

    • Introducing Enterprise Risk Management (COSO 2017)
      • COSO definition
      • Strategic linkage between risk management and strategy setting/execution
      • Implementation of COSO 2017 using our KPI model
        • Classifying risk into types
        • Establishing ownership and governance
        • Infusing Risk Navigation into Strategy Setting and Execution



    Day 2.


    How ERM Works

    • Viewing Risk as a Dynamic State of the Environment
    • Establishing the CRO as a Navigator
    • The ERM Process Steps
    • Creating Metrics
      • Risk Adjusted Performance Measurement (RAPM)
      • Illustrations with Credit Portfolios, Market-based portfolios, Operational Risk
    • Case Example
    • Homework: CRO Case Study
    • Discussion and Class Exercises



    Day 3.


    Using a Practical, General Model for Performance and Risk at the Executive-Level

    • Understanding a KPI (i.e., Performance Model) and each Process Step


    Technical Considerations

    • Market Risk Modeling and Assessment
      • Value-at-Risk (VaR) and Tail Loss Modeling
      • Regulatory guidelines
      • Performance Implications
    • Credit Risk Management and Measurement
      • The Standardised Approach (SA)
        • Ratings agency ratings and what they mean
        • Suggested SA risk weights
        • Risk weighting of various portfolio exposure types
        • Recognition of unrated exposures
      • Value-at-Risk for Credit Risk: CreditVaR
      • CreditVaR for portfolios
      • Overall design of an IRB-compliant system
        • Distinguishing scores and ratings
        • Establishing a ratings scale
        • Understanding risk components (i.e., Probability of Default (PD), Loss Given Default (LGD) and Exposure at Default (EAD)) with the scale
        • Establishing provisions and capital
        • How the overall system is meant to function
    • Operational Risk Measurement
      • Definition of Operational Risk Exposure under Basel II
      • Operational Risk Approaches
        • Basic Indicator Approach
        • The Standardised Approach (TSA)
      • Managing operational loss and event data
        • Defining Direct and Indirect Losses
        • Defining Near Misses
        • Data capture considerations
      • Key Risk Indicators KRIs
        • Utilizing Key Risk Indicators
          • Control self-assessment exercises (CSAs)
            Stress tests and scenarios


    Day 4

    • Implementation Challenges
      • Challenges
        • Risk Culture
          • How poor risk culture can act as a roadblock
          • Importance of risk culture among Globally-Systemic Banks
          • What a sound risk culture should do
          • How to gauge risk culture at your institution
        • Risk Psychology
          • Prospect Theory and Loss Aversion
          • Cognitive biases and the impact on risk-taking
            • Some common cognitive biases
            • Findings from Behavioral Research (Take-home reading)
          • How cognitive biases might affect our KPI/Performance model
          • Mechanisms of Biases
            • Associations
            • System 1 and System 2
        • The impact of weak Risk Culture and Risk Psychology
          • The Psychology of Fraud
          • Bias at the Board-Level
          • Solutions


    Day 5.

    • Getting Effective, Strategic Risk Management to work at the Bank
      • Fusing Strategy and Bank Risk Management
        • Ensuring you have Good KPIs and Good Key Risk Indicators
        • The CRO’s Role and Involvement
        • What constitutes a “Good Strategy”?
          • Strategy + ERM
        • What constitutes “Good KPIs”?
      • Gaining Buy-In and Ownership
        • The Board’s Responsibilities
          • The Board Risk Committee Agenda’s focus: Risk to Strategic Success/Failure
          • Understanding and setting the Risk Appetite
          • Defining Risk appropriately and cascading responsibility
          • Timely reporting structure
        • Management’s Responsibilities
          • Engagement with and respect for CRO—outside of the required, compliance role
          • Management-Level Board/Executive Committee work along the ERM Process Steps
        • The Risk Function’s Responsibilities
          • Development of an effective function
            • Composition of the Risk Function Team and Competencies
            • Detection Tools
            • Communication Tools
            • Internal Advisory/Consultancy tools
            • Monitoring and Reporting Tools
        • Closing Discussion

  • Our Tailored Learning Offering

    Do you have five or more people interested in attending this course? Do you want to tailor it to meet your company’s exact requirements? If you’d like to do either of these, we can bring this course to your company’s office. You could even save up to 50% on the cost of sending delegates to a public course and dramatically increase your ROI.

    If you want to run this course at a location convenient to you or if you want a completely customised learning solution, we can help.

    We produce learning solutions that are completely unique to your business. We’ll guide you through the whole process, from the initial consultancy to evaluating the success of the full learning experience. Our learning specialists ensure you get the maximum return on your training investment.

  • We have a combined experience of over 60 years providing learning solutions to the world’s major organisations and are privileged to have contributed to their success. We view our clients as partners and focus on understanding the needs of each organisation we work with to tailor learning solutions to specific requirements.

    We are proud of our record of customer satisfaction. Here is why you should choose us to help you achieve your goals and accelerate your career:

    • Quality – our clients consistently rate our performance ‘excellent’ or ‘outstanding’. Our average overall score awarded to us by our clients is nine out of ten.
    • Track record – we have delivered training solutions for 95% of worlds’ top 100 banks and have trained over 250,000 professionals.
    • Knowledge – our 150 strong team of industry specialist trainers are world leading financial leaders and commentators, ensuring our knowledge base is second to none.
    • Reliability – if we promise it, we deliver it. We have delivered over 20,000 events both in person and online, using simultaneous translation to delegates from over 180 countries.
    • Recognition – we are accredited by the British Accreditation Council and the CPD Certification Service. In an independent review by Feefo we scored 96% on service and 95% on product
This course can be run as an In-house or Tailored Learning programme

Instructor

  • Maurice Ewing

    Biography

    Maurice holds a PhD, is an experienced executive, Chief Risk Officer (CRO), board member and consultant. He is the founder and CEO of Conquer Risk, a consulting firm that conducts investment due diligence of corporates and banks, specialising in emerging and frontier markets. Until recently, the instructor held the group CRO role for one of Africa's largest banks for which he developed the entire enterprise risk management (ERM) and risk oversight functions, sitting on the board and managing over 400 people within 10 departments, spanning 5 countries. He is a sought after speaker on risk oversight, strategy and corporate governance but has also trained numerous management teams in predictive analytics, market intelligence acquisition and internal model development for Basel II & Basel III purposes. He previously taught Executive-MBAs on the full-time finance faculty of the Kellogg-HKUST business program and, before that, worked as a regulator for both the New York Federal Reserve and the Board of Governors. A former dissertation advisee of Ben Bernanke, the US Federal Reserve Chairman, the instructor holds a PhD and MA in economics from Princeton University and a BA in Economics and Mathematics from Northwestern University. He was recently selected out of over 50,000 candidates to the prestigious board of the Professional Risk Manager's International Association as a Subject Matter Expert on ERM. He is also a certified Financial Risk Manager (FRM) with the Global Association of Risk Professionals.