Prior experience in a risk management or internal audit function will be helpful but is not essential.

- Risk Managers

- Internal Auditors

- Accountants

- Backoffice Employees

- Controllers

- Managers

- Compliance

- Regulators

1. Future internal audit plan ideas

2. Ensure black swan events are adequately managed

3. Applying the highest level of objective assurance to address key risks

4. A fresh look to keep pace with organizational change

5. Verification that insurance policies actually provide the coverage expected

1. Risk Management - Design of a robust

risk management function

1.1. Risk appetite setting, monitoring and escalation

1.2. Running a risk workshop – survey, brainstorming

session, voting software. Making it effective,

active and timely

1.3. Identifying your key risks, measuring, ranking,

monitoring and actions

1.4. Risk register and documentation

1.5. Types of risks:

1.5.1. Types of emerging key risks – e.g. cyber

security, change management (process

execution, upstream), information security,

outsourcing & contract management, IT

stability and resilience

2. Risk Management within Three Lines of

Defence (3LOD)

2.1. 3LOD

2.1.1. Benefits of having an effective 3LOD

2.1.1. Roles to play in 3LOD

2.1.1. How to navigate the roles and reporting

lines in 3LOD environment

2.1.1. Where does the 3LOD sit within an

organisation?

2.2. ISO 310000 - International Organisation for

Standardization for Risk Management

2.3. Regulatory risk management

2.3.1. Protecting brand recognition and value

2.3.1. Meeting the demands and expectations of

regulators, investors and shareholders

2.3.1. Managing crisis / stress situations

3. Building an Effective Internal Audit

Function

3.1. IA Charter – Institute of Internal Auditors’

International Standards for the Professional

Practice of Internal Auditing

3.2. Professional practise – integrity, independence,

objectively, relationship with stakeholders

3.3. Audit universe – understanding the bus, create a

universe

3.4. Continuous monitoring methodology

3.5. How an IA function performs a Risk Assessment

3.6. Annual Planning

3.7. Engagement execution and reporting

3.7.1. Scoping – key controls and risks

3.7.1. Control design adequacy review

3.7.1. Control effectiveness review

3.8. Reporting

4. IA Role of Adding Value

4.1. Attendance and role at various forums

4.2. Outsourcing IA function – risks and rewards

4.3. Trusted Advisor role

4.4. Behaviours for a high performing IA

4.5. Collaborating within IA and the organisation

4.6. Making sound decisions

4.7. Focusing on the customer

5. Regulatory Function

5.1. Introdction to the role of regulation and the role

of regulatory authorities in supervising

businesses.

5.2. The role and responsibilities of the Compliance

function

5.3. The management of regulatory relationships

including regulatory inspections

5.4. Compliance and Regulatory Risk Management

5.5. Compliance Monitoring

6. Governance and Culture Governance

6.1. Introduction to effective corporate governance

6.2. Risk management framework across all levels

6.3. Risk information flows between various layers

6.4. Board’s statutory duties

6.5. Directors’ compliance statements

6.6. How to identify and resolve conflicts of interest

– legal repercussions

6.7. Personal and collective accountability and

authority

6.8. Corporate Governance Code – case study

Select a key corporate governance code and

present on impact to your organisation

6.9. Corporate governance code for Credit