Project and IT development
We provide technical and functional expertise, implementation and testing of your traditional or innovative projects.
We always keep in mind that a pragmatic and flexible approach is the best way to meet your needs !
You can base your project on the methodologies we used and our organizational models
Our consultants provide project services based on
- The Waterfall method
- The Agile method
- And other methodologies such as Prince2 or Lean
Our project management consultants support:
- The organization of the project
- The preparation of the project
- Writing the business case
- The identification and monitoring of business or technical needs.
- The development of solutions for the realization of complex systems. They establish business and technical constraints, milestones and alerts
- The coordination
- The communication of the planning and of the major events to all stakeholders.
- Delivery management, test organization and production start-up.
- Team management, coaching of internal and external teams. They encourage the self-organization and empowerment of your teams.
- Leading project and steering committees, management committees as well as producing reports for the various stakeholders or sponsors.
Business analysts and architects
The diversity of our technical and functional skills helps us make a success out of your project!
Our technical and functional experts act as:
- Business Analyst
- Business process analyst. This is the analyst who creates process models and workflows.
- IT Business Analyst. It is the professional who is generally involved in needs analysis and problem solving using information technology solutions. He plays a hybrid role, half business, half IT.
- Functional architect. While the job of a Business Analyst is to go into detail, the functional architect tends to remain at a higher and more conceptual level of application.
- Technical Architect: he works with the functional architect to design the functional behaviour of a system.
The requirement in your developments! The requirement in the recruitment of our developers!
Our developers undergo a series of technical tests before they introduce themselves to you
Our developers have a certain autonomy. We trust them.
They are allowed to capitalize on their know-how. But they can also rely on a team to advance the projects and improve their skills.
Tests and delivery quality
We consider this to be the most important phase because the successful completion of your project depends on it!
This is a phase that is often overlooked by our competitors. On the other hand, we require our employees to be trained in software testing, and be able to work in a testing environment in order to meet the highest quality standards and thus satisfy you.
Our testers are capable of:
- Understanding the technical and functional aspects
- Understanding the interdependencies of the recipe of a software project
- Developing, organizing test cases and test scenarios
- Documenting and managing tests
- Carrying out the tests until the acceptance report
Our organization is based on a better understanding:
- The project context:
- Understanding of the roles on the project (project owner, project manager, acceptance team, users)
- The project life cycle: classic or agile modes
- Deliverables to be carried out (specifications, acceptance plan, tests, etc.)
- Review of the studied specifications and their business requirements
- The design, formalization and architecture of the tests:
- Traceability of requirements and tests
- Coverage of test objectives
- Contribution of functional specifications
- Manual test
- Automated testing: principles, advantages and disadvantages
- Functional test robots
- Test review
- Implementation of tests
- The execution of tests:
- Preparation of the campaign
- Delivery of the version under test and its documentation
- Recording of results and anomalies
- Corrective versions / Consolidation of results
- Stop and acceptance criteria (Go/No go)
- The realization of the acceptance phase:
- The acceptance phase process and its interactions
- The steps of the acceptance phase and versioning
- Non-regression tests on the final evaluation
- The acceptance report
Risk and regulation : increasing expectation
We help you achieve your objectives in terms of regulatory risk management and risk governance.
BASEL III and IV
The implementation of the Banking Package, consisting of significant amendments to the Capital Requirements Regulation (“CRR II”), the Capital Requirements Directive (“CRD V”), the Bank Recovery and Resolution Directive (BRRD II) and the Single Resolution Mechanism , will occur in the next years
BASEL III to (CRR and CRD IV)
The previous reforms aimed to complement the current reforms with new measures of which implementation would strengthen the banks' ability to withstand possible shocks. It led to the amendment of several European texts, including the CRR Regulation and the CRD IV Directive.
The CRD IV Directive and the CRR Regulation were adopted by the Council of the European Union on 20 June 2013, and the new rules came into force on 1 January 2014, implementing the Basel Committee's principles for strengthening the resilience of the banking sector (Basel 3) by improving the quality and quantity of capital and introducing new liquidity and leverage ratios. They also aimed to adopt certain rules to the complexity, size and profile of the bank in order to avoid a disproportionate application of prudential requirements.
Who is subject to CRR / CRD IV? CRD IV applies to credit institutions which are engaged in both receipt of funds from the public and lending activities and to investment firms.
Content of accounting equity capital and transition to prudential equity capital
Components of Equity capital: Common Equity Tier 1 Capital (CET 1), Additional Tier 1 capital (AT1) and Tier 2 Capital (T2 capital).
Minimum ratio; capital buffers
Standard Approach and IRB Approach
Expected losses and depreciations / provisions
Provisions and related impairments: The impact of the recognition of "expected credit losses" upon origination or acquisition of assets (IFRS 9 rules applicable from 2018).
The treatment of the insufficiency or excess of impairment losses/provisions (compared to expected losses) through the adjustment of Equity capital.
Counterparty risk and CVA
- The application of a binding leverage ratio with a minimum of 3% (Minimum level of equity determined on the basis of total on-balance sheet and off-balance sheet assets calculated without taking into account risk weights)
- The Application of the long-term liquidity ratio, the NSFR and the short-term liquidity ratio LCR
- Standard Approach and IRB Approach
- Value at risk
- Fundamental Review of the Trading Book (FRTB)
TLAC ET MREL
The requirement for systemic banks must hold a minimum level of capital and other instruments to absorb losses in the event of resolution
- TLAC: Total loss absorption capacity
- MREL: Minimum requirement for own funds and eligible commitments (A revision of the rules for setting additional own funds requirements)
INTEREST RATE RISK FRAMWORK (IRRBB)
- Notions of EVE (Economic Value of Equity), Net interest margin
- Stress tests
HIGH RISKS /LARGE EXPOSURE
- GCC (Related Customer Group) notions
- Determination and limit of large risks.
- High Risk Management Framework and link to Risk Appetite Framework (RAF).
- high risk identification and monitoring framework with CRR2.
PILAR II and III
- SREP (supervisory review and evaluation process).
- RAF (Risk Appetite Framework)
- ICAAP (Internal Capital Adequacy Assessment Process).
- ILAAP (Internal Liquidity Adequacy Assessment Process).
- Stress tests.
CRR2 AND CRD V
The revised Capital Requirements Directive and Regulation, commonly referred toas CRD 5 and CRR 2, refine and continue to implement Basel III in the EU by making important amendments in a number of areas
The final CRR2 and CRD5 framework complements and builds on the existing CRD 4 and CRR Regimes with a number of important changes.
• Revised market risk framework (FRTB)
• Standardised Approach for Counterparty Credit Risk (SA-CCR)
• Net Stable Funding Ratio (NSFR)
• Revised leverage ratio requirement
• Revised large exposures framework
• Revised Pillar 2 framework
• Revised regulatory reporting and Pillar 3 disclosure
• Intermediate EU parent undertaking rule
Compared to the Basel framework, CRR 2 introduces more precise rules with respect to the proportionate treatment of market risk exposures. This means that the impact of FRTB on larger firms will be more significant while firms with small and medium sized trading books will be subject to a more favorable treatment.
In line with Basel framework, CRR II adopts a new SA-CCR, which is a more risk sensitive measure of counterparty risk reflecting netting, hedging and collateral benefits, as well as being better calibrated to observed volatilities. The final framework also adopts a simplified SA-CCR and retains the Original Exposure Method (OEM) for smaller firms.
In line with the proposals, CRR 2 NSFR framework deviates from the Basel NSFR regime by introducing a number of EU-specific adjustments to make the rules more proportionate for small and non-complex firms.
CRR 2 broadly reflects the Basel leverage ratio. It sets the Tier 1 capital-based leverage ratio requirement at 3% for all EU banks as per the EBA’s recommendation. The final framework confirms that firms are allowed to use any Common Equity Tier 1 (CET1) capital that they use to meet their leverage ratio requirements to also meet their Pillar 1 and Pillar 2 capital requirements.
LARGE EXPOSURES FRAMEWORK
The revised Basel framework defines a large exposure as exposures to a single counterparty that are equal to or above 10% of firms’ Tier 1 capital. The current and future CRR regime prohibits exposures exceeding 25% of firms’ eligible capital.
The final CRR 2 large exposures framework is broadly in line with the proposals and the revised Basel framework, tightening the definition of capital used to calculate the large exposure limit by excluding Tier 2 capital.
PILLAR 2 FRAMEWORK
In line with the initial proposals, CRD 5 revises the Pillar 2 capital regime in the EU legislation. The final framework clarifies the rules around the Supervisory Review and Evaluation Process (SREP) and introduces some limitations on the National Competent Authorities’ discretion when imposing additional reporting and disclosure obligations under Pillar 2.
REGULATORY REPORTING AND PILLAR 3 DISCLOSURES
Unlike the Basel framework but in line with the CRR 2 proposals, the final regime introduces less onerous reporting requirements for small and less complex firms to reduce their compliance burden.
INTERMEDIATE EU PARENT UNDERTAKING (IPU) RULE
Non-EU banking groups (“non-EU groups”) with large EU operations will be required to establish an EU intermediate parent undertaking (“IPU”) according to the final changes to the Capital Requirements Directive (“CRD 5”) package
Our resources are trained to help you calculate your capital needs!
Risk and regulation : Our Services
In recent years, regulatory developments accelerated, business conditions remained uncertain and pressures on management teams and risk and compliance managers increased. As a result, financial companies have been confronted with the impact of new regulations, while struggling to maintain growth and improve their risk and capital management practices and processes
Our services are therefore linked to:
- The structure and management of capital.
- The implementation of Basel III and IV regulatory request
- The credit risk, market risk and liquidity risk
- The risk measurement and analysis
- The implementation of new risk related technologies.
- The risk models and their validation
The strengths of our teams
- A combination of experience in business processes, risk management, regulation and the financial services industry
- End-to-end risk management services. Our clients rely on our advice and experience, our experienced team of governance, regulatory and risk specialists, and our ability to provide services anywhere, anytime.
- In-depth technical experience in all disciplines, allowing our experts to objectively understand each situation, identify its specific opportunities and challenges and design an approach that can effectively help clients address these opportunities and challenges.
- An intelligent approach to risk to identify, assess, select and implement resolution strategies
- A practical understanding of internal controls and regulatory compliance processes through a group of experienced professionals
- A high quality analytical capacity through project management tools
- A current knowledge of market trends and emerging technologies.
We help your company meet regulatory requirements
ICAPP, ILAAP, SREP
The role of ICAAP is to assure that a company has a robust wide risk management framework, that its business model is viable and sustainable, and also to identify and assess all material risks, control the amount and quality of internal capital in relation to its risk profile and to validate the capital adequacy.
Our teams commit to developing an analysis strategy on ICAAP
- They collect and analyze data about current methodologies;
- They review old models and the development of new models;
- They assist in business plan and financial forecasts;
- They perform an assessment of the risk based on the capital;
- They review the calculations and simulations to quantify and aggregate risks, including risk-type level stresses and stressed capital requirements;
- They write a documentation of the results;
- They compute the capital adequacy;
- They determine the capital requirements;
- They assess the impact of the stress test;
- They review the ICAAP through the governance process;
- They write a final ICAAP report.
The role of ILAAP is to have a clear understanding of its liquidity characteristics, assess its liquidity risks from an asset and funding illiquidity perspective. ILAAP assesses the appropriateness of governance and controls to identify manage liquidity risks and validate liquidity adequacy.
Our teams work to develop an analysis strategy on ILAAP
- They conduct a detailed review of the bank’s liquidity risk management framework to identify any inconsistencies/gaps with Basel Principles, regulatory guidelines;
- They review key liquidity risk drivers and liquidity stress testing scenarios, identifying any required enhancements;
- They assist in the assessment of adequacy of risk appetite and contingency funding plan;
- They assist in the assessment of supporting rationale for key liquidity metric thresholds and limits;
- They write a document covering recommendations for enhancement of the quantitative liquidity framework and stress scenarios to determine liquidity buffer;
- They write a final ILAAP Report.
SREP and pillar II :
Under the EBA guidelines, the scope of the SREP has considerably widened to include many other elements such as business model analysis, Individual Liquidity Adequacy Assessment Processes (ILAAPs), internal governance and controls.
We assist you in developing and integrating your ICAAP and ILAAP process along with the new practices.
- Integration with the business strategy
SREP is a common framework and methodology used by regulators to assess institutions’ risks and viability. Institutions are expected to have their ICAAP and ILAAP processes intertwined with the business strategy of the Bank. Banks’ risk appetite and stress scenarios reflect the business model; parameters and results emanating from the ICAAP and ICAAP processes should be important resources for business decision making. ICAAP and ILAAP could therefore be used as management tools instead of mere regulatory documents.
The goals are to :
• Acquire a clear understanding of its strategic vision and business model.
• Have appropriate documentation that supports the business model’s articulation.
• Ensure that the board and senior management have a consistent view of the Bank’s business model.
• Ensure that key dependencies and vulnerabilities related to the business model are identified.
- ILAAP is a new assessment process
Within the SREP related to the implementation of CRR/ CRD IV (‘Basel III’) the ILAAP is introduced as a new assessment process, complementary but distinct to the ICAAP, intended to strengthen the robust management of liquidity risk.
Institutions should produce, at least once per year, a clear formal statement on their capital adequacy supported by an analysis of ICAAP outcomes, approved and signed off by the management body.
- ICAAP perspective
Institutions are expected to implement a proportionate ICAAP approach with their own survival in mind.
- Risks considered
Institutions are responsible for implementing a regular process for identifying all material risks, as shown opposite.
- Assumptions and key parameters
These should be set in line with risk appetite, market expectations, business model and risk profile.
- Severity levels of stress tests and scenarios have to be tailored to the institution’s vulnerabilities resulting from its business model and operating environment. At least once a year, institutions shall perform an in-depth review of their vulnerabilities. We help develop a stress test plan and methodology adapted to the size and complexity of the institution, by designing models and scenarios, selecting macroeconomic factors, measuring sensitivities and developing prospective positions. This involves understanding the requirements of stress testing, defining a methodology, mapping flows and identifying controls and limitations.
RWA optimization :
Many banks are looking for advanced approaches to optimize their capital requirements and improve the risk sensitivity of their RWA calculations. Lfzpartners helps large institutions to identify, prioritize and implement RWA optimization and improve their credit and market risk calculation processes.
Credit, market and liquidity risk
Our Credit, Market and Liquidity Risk Services
LFZPartners provides assistance on the following topics:
Credit risk: PD, LGD, EAD, EAD, RWA, Unexpected loss, Expected loss
- Counterparty risk: these services help to assess and manage the risk that a counterparty to an OTC or repo-type transaction will not make the payments required by the contract or default before the contract expires. These services also include Basel requirements, strength testing capabilities and failure management.
- Market and Asset Liability Management Risk: These services help organizations manage market risk and manage active liabilities, risk appetite and limits, risk policy setting, risk reporting and model validation.
- Risk quantification, validation and model development: The "model risk" has joined the catalogue of risks to be managed. Our services include the design, development, documentation, validation, maintenance and governance of risk models. Lfzpartners supports organizations throughout the modeling lifecycle, from model creation to maintenance.
We work in collaboration with several fintechs
The Fintechs aim to replace certain activities or even the profession of banker. For now, they are mainly positioned in niche markets but are tending to develop in order to offer customers and companies the equivalent of the services they can obtain in a bank.
The public has become very interested in the solutions proposed by Fintech, because they make it possible to avoid using banks as intermediaries. Fintech companies make services (previously opaque) only offered to the wealthiest customers by traditional banks, accessible to everyone and at low cost.
These societies are disruptive, that is, they break established habits by offering a new way of consuming services that is more accessible and less expensive. Finally, they also contribute to the elimination of current players by proposing a new business model.
Banks are closely following the Fintechs because they know that the banking profession will be redefined in the coming years with the arrival of many innovative technologies
Big data, artificial intelligence and blockchain are the main technological revolutions that will revolutionize the banking sector. Unfortunately, much remains unknown. Indeed, we do not yet know if the blockchain will be viable, for example. But unlike the blockchain, big data and artificial intelligence should certainly change the habits of the financial sector.
The transformation of your traditional activities
The emergence of Fintech does not necessarily imply the decline of traditional players. This change may represent an opportunity. As a traditional player, you need to understand how and to what extent Fintech impacts your business.
How are Fintechs transforming the financial services market? How to take advantage of these transformations and the many innovations they bring: These are the kinds of questions you ask yourself We can answer them!
For each of your business segments, we offer you the opportunity to make an assessment of your situation and conduct an impact study. We apply 2 criteria:
- Magnitude: corresponds to the depth of the changes to be undertaken by traditional actors in the concerned field to adapt and take advantage of the arrival of Fintech. This criterion is rated from 1 to 10. The higher the score, the greater the change.
- Timing: corresponds to the number of years after which these reforms should be undertaken. This criterion is rated from 1 to 10. The higher the score, the shorter the time required to implement reforms.
We are committed to providing you with sustainable and technological solutions.