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Distressed Loans - Identification, Management, Restructuring & Rehabilitation
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Distressed Loans - Identification, Management, Restructuring & Rehabilitation
  • Overview
  • Objectives & Outline
  • Methodology
  • Participant Profile
  • Trainers
  • Overview
    PROGRAMME DETAILS

    DATE

    17 – 19 July 2017

    TIME

    9:00 AM – 5:00 PM

    VENUE

    Asian Banking School
    At some point in a Relationship Managers (RMs) career, they are bound to encounter Distressed Loans. It is made more challenging when the economy faces headwinds. While most RMs are very apt at origination, many still appear uncertain when dealing with Distressed Loans. The threat of an impending portfolio impairment appears to paralyse RMs today – which beckons the question: Are we ready to deal with Distressed Loans and prevent further downside risk and if impairment is imminent then how can we manage, restructure and rehabilitate such accounts? But before we can even deal with these questions, can we identify a Distressed Loan from the onset?

    Hence, dealing with a Distressed Loan requires a different approach and mindset from origination. This module aims to equip RMs and personnel handling restructuring with the necessary skill sets to effectively deal with such loans – and to avoid this paralysis mindset.

    To achieve these objectives, the trainer TC Lim, a veteran of the 1997 Asian Financial Crisis – and a firm believer that pain is a good teacher, will impart his “battle front” experience and use a structured yet practical approach to deal with Distressed Loans.
    LEARNING LEVEL
    Intermediate
    PROGRAMME FEE*

    AICB MEMBER

    MYR

    3,300

    / PAX

    NON-MEMBER

    MYR

    3,800

    / PAX

    *inclusive of GST 
  • Objectives & Outline
    LEARNING OBJECTIVES
    Upon completion of the programme, participants will be able to:

    • Sieve out problematic loans from the onset and to take pre-emptive measures
    • Understand the dynamics of distressed assets to prescribe appropriate solutions
    • Deal with distressed assets in a structured manner to prevent loan loss and if these assets are NPLs, to enable them to restructure/ schedule these loans accordingly
    • Nurture and lead distressed loans towards rehabilitation
    PROGRAMME OUTLINE
    Part A : The Global Financial Crisis
    • TC’s big picture version of what happened & what may happen
    • Familiar lessons from the 1997 Asian Crisis
    • How will all these affect RM’s like us? What are our responsibilities as RM’s in such an environment?

    Part B : Early Identification of High Risk Assets - The Writing is on the Wall
    • Poorly justified borrowing causes and their consequences
    • Red Flags (quantitative & qualitative aspects)
    • Which borrower’s will emerge as winners and who are the losers?
    • Pre-emptive/ stop gap asset protection measures

    Part C : Problem & Cause Assessment + Viability Analysis
    • Understanding the borrower, their business & their environment – why this is important in managing & rehabilitating deteriorating or distressed loans
    • Problem & Cause Assessment: pinpointing the problem & getting to the cause – how bad is it?
    • Evaluating the business viability going forward & borrower’s strategies
    • Establishing where we stand, how bad it is & how bad can it get
    • Options Evaluation – what can we do in what circumstances?
    • Playing Devil’s Advocate – reading borrower’s motivations & agendas

    Part D : Managing Distressed Assets (NPLs)
    • Loan restructuring/ rescheduling –what is this all about?
    • Principles of loan restructuring & other institutional considerations
    • Examples of restructuring
    • Evaluating a restructuring proposal
    • Structuring a restructuring & debt settlement instruments
    • Negotiation tactics in restructuring
    • Spotting con jobs, flogging a dead horse and pulling the plug - avoiding restructuring in denial
  • Methodology
    • The course will be workshop based comprising lectures, sharing of facilitator experiences, discussions and class exercises with group presentations based on live case studies 
    • The module will also see the use of Thoth Capital’s proprietary user friendly guides to help participants execute the various credit areas 
    • Participants are encouraged to bring along their own cases for discussions
  • Participant Profile
    • Relationship Managers from Commercial & Corporate Banking - Intermediate to Senior Levels 
    • Recovery Personnel under taking Commercial/ Corporate Restructuring 
    • Credit Evaluators/ Approvers 
    • Investment Banking personnel handling corporate restructuring activities 
    • Credit Support personnel 
    • Credit Audit personnel
  • Trainers

    LIM TIEN CHEE

    Lim Tien Chee or “TC” as he is popularly known is currently the Director and Managing Consultant of Thoth Capital Sdn Bhd, a management consultancy cum training outfit which mainly services the banking industry and has been in operation since 2004.

    TC has 12 years’ line and management experience across the credit value chain at RHB Bank. He headed departments within Commercial and Corporate Banking and Credit Management, and has a good appreciation of the local banking environment. The job scope during his tenure extended from origination, underwriting, restructuring and to approvals.

    At the age of 30, TC was promoted to department head of a corporate banking unit. In 2004, he was promoted to Vice President when he was 33, making him one of the young high performers RHB Bank. His portfolio extended from SMEs to large listed conglomerates. In Corporate Banking, the portfolio size under his care exceeded RM2 billion and exposed him to all facets of the economy – from trading, manufacturing, agriculture, oil and gas, and public infrastructure.
    In Credit Management, where independent evaluation of commercial and corporate loans is undertaken, TC was one of the youngest senior credit managers to be granted discretionary authority for loan approvals and a pioneering member of RHB Bank’s Credit Management Division. TC was also instrumental in developing the credit policy for RHB Bank and was often called upon to undertake strategic and risk management initiatives including due diligence reviews for its mergers and bank wide transformations.

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