CASE STUDY
CONDUCT RISK TRAINING
Develop and Deliver Culturally and Strategically Aligned Conduct Risk Training Programme to Encompass Entire Business
In 2015 Trevor Norwood was approached by the EMEA entity of a global investment bank to both design and then deliver a conduct awareness training programme aligned with their existing training initiatives.
Requirement:

In 2015 we were approached by the compliance team of a medium sized investment bank to develop a conduct awareness programme to run alongside their existing internal and external training provision.

Solution:
The following three stage programme of training was developed:
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Firstly, an initial orientation session was developed. This was a 30-minute broad overview of Conduct Risk delivered through ILT to the whole firm. Each session was led off by a senior manager from a key business area, though the sessions themselves were not sector specific, and wrapped-up with a video message from the CEO.
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In the second phase, delivered 12 months later, we delivered a slightly longer 45-minute session. This was heavily focussed on the recent advances in behavioural economics and their implications for conduct risk. In this module there were some basic scenarios at the end of the session to look at the practical application of the concepts we had examined earlier in the training. This course was stranded by business line and run in smaller groups with a much greater focus on interactivity and discussion.
The case studies were set up using keypad answering software to gather broad data about attitudes to risk.
The data from the key pads was then feedback to the Board in a session at the end of the training courses.
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The final phase delivered 12 months later was an hour-long session. In these sessions, which were again stranded by business line, there was a much greater emphasis on case studies.
The case studies were developed with the compliance team and as much as possible were drawn from real life events. Once again, the keypad software was utilised to gather background data on the responses.
Once again the final session was to the board, with some discussion about further training initiatives to support the messages contained in the course and recent FCA activity.

Outcome:
Embedding the business line in the training, creating real scenarios (for cases, role plays and discussions) and making the training sticky (revisiting each year) ensured that there was a much higher quantity and quality of dialogue between the businesses and compliance. This led to a number of issues being caught at an early and more treatable stage.