1. Audit
1.1. Progress
1.2. Timing
1.2.1. Start / end
1.3. Issues
1.3.1. IFRS 9
1.3.2. Audit plan
1.3.3. Managers
1.4. Assessment of process
1.4.1. Learnings
1.4.2. 2019 plan
2. IFRS 9
2.1. Model development
2.1.1. ECL
2.1.2. FV
2.1.3. Quants team
2.2. Issues
2.2.1. Legal collections data
2.2.2. FV on interco loans
2.2.3. Viable clients
2.2.4. Fund statistical PD vs expectations
2.3. Audit outcome
2.3.1. Translation of upfront work done with qunats
2.4. Maintenance
3. People
3.1. ? People plan
3.1.1. Recruitment
3.2. Status quo
3.2.1. Team
3.2.1.1. Name
3.2.1.2. Role
3.2.1.3. Key strengths
3.2.1.4. Weaknesses
3.3. Concerns
3.3.1. Competency
3.3.1.1. Werner
3.3.2. Career paths/retention
3.3.2.1. JvdW
3.3.2.2. Anton
3.3.2.3. Frans
3.3.2.4. Added responsibilities
3.3.3. Ratings vs rest of business
3.4. Small team
3.4.1. Limited resources
3.4.2. Out of the box thinkers
3.4.3. Capacity to take on new thought process
4. Organisational plan
4.1. Shortcomings
4.1.1. Generalist approach
4.1.1.1. Same task, different resources
4.1.1.2. Lack of focus on risk areas
4.2. Suggested function
4.2.1. New Role
4.2.1.1. Compliance
4.2.1.2. Tax
4.2.1.3. AFS
4.3. Middle East
4.4. Restructuring
5. Way Forward
5.1. Brand Finance function
5.2. Business to understand what we do
6. Overview
6.1. Current Status quo
6.1.1. Current issues
6.1.1.1. Service Providers
6.1.2. Successful projects
6.1.3. Q1 Reporting
6.1.3.1. Cube based tables (NEW)
6.1.3.2. New Layout
7. Projects
7.1. CreditEase
7.1.1. IRR to be tested / dev
7.1.2. Historical data
7.1.3. PMT plans?
7.2. Data Warehouse
7.2.1. Q1 reporting
7.2.2. Realisations
7.3. Pastel Evolution
7.3.1. Time Extender
7.4. Transfer Pricing
8. Treasury
9. Quarterly reporting
9.1. AC Reporting
9.2. Q1 status update
9.3. Consolidations
9.4. PRS
9.4.1. IRR
9.5. Old method
9.5.1. Investment Sheet
9.5.2. Tables
9.5.3. Valuation sheet