Learning outcomes
Training Description
The current banking regulatory paradigm requires Internal Audit and its Chief Audit Executive, as the 3rd Line-of-Defense, to play a leadership role in assisting and ensuring Supervisory and Executive Boards (Non-Executive and Executive Directors) to perform their roles and responsibilities. The new demanding regulatory landscape impacting banks’ business models, including restrictions resulting from demanding capital and liquidity requirements (CAR – Capital Adequacy Ratio and LCR – Liquidity Coverage Ratio), IFRS 9, and lending capacity adjustments resulting from RWA – Risk Weighted are notably relevant challenges.
Objectives and role of Internal Audit become particularly challenging, as the pressure on costs and the need to increase the headcount in Risk and Compliance functions is restricting the minimum headcount requirements of Internal Audit, the need for more demanding skills of Internal Auditors, namely in areas that were not of concern in the previous paradigm. As a lateral impact, Internal Audit faces often restrictions in supporting Non-Executive and Executive Directors in performing their roles.
Therefore, is critical for the Chief Audit Executives to develop a vision, strategy and tactics to build negotiation arguments to allocate talent, time and resources to a rigorous and robust audit plan. This requires redesigning Internal Audit strategy and tactics, prepare a robust narrative to discuss with Supervisory and Executive Boards, and ensure that the 4 Lines-of-Defense are operating efficiently and effectively.
Training Schedule
Please note that the agenda is illustrative, the program can change according to the actual, latest regulations, standards.
Day one
8:30 Registration
8:45 Welcome & Introductions
Governance & Business Model: The change in paradigm in banking
09:00 Corporate Governance
10:30 Tea, Coffee, Refreshments & Networking
11:00 Coordinate the control function in banks
12:00 4 Lines of Defence – Leveraging Internal Audit
12:30 Luncheon & Networking
Auditing Risk Appetite and Internal Control Framework
13:30 RAF – Risk Assessment Framework & Internal Control Framework
14:30 The shifting paradigm of Internal Auditors
15:30 Tea, Coffee, Refreshments & Networking
16:00 Case Study from Harvard Business School
17:00 Feedback/Q&A
17:30 CLOSE OF DAY 1
Day two
8:30 Recap & Reflections from Day 1
Auditing Compliance and the Business Model
9:00 The impact of Regulation in the Business Model of banks
09:45 The links among Internal Audit, Compliance & Risk
10:30 Tea, Coffee, Refreshments & Networking
11:00 CyberCrime in a financial institution
12:30 Luncheon & Networking
Strategic reflection – The change of the Internal Audit Business model
13:30 Audit Plan
14:30 Team–Work
16:00 Workshop Summary / Key Challenges Feedback, Discussion, Course Evaluation and Q & A
16:30 CLOSE OF DAY 1
Training Program
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Get to know the Expert Trainer
Prof. Dr Duarte Pitta Ferraz is a Professor of Governance & Banking at NOVA – School of Business and Economics and at Nottingham Business School, Doctor of Business Administration (Nottingham Trent University, UK), as well as a Portuguese Statutory Auditor (ROC), and member of the Continuous Professional Development Committee of the Portuguese Institute of Chartered Accountants & Statutory Auditors (‘OROC’).
Holds positions as Independent Non-Executive Director at: EIB – European Investment Bank (Chairman of the Audit Committee), Infraestruturas de Portugal (Supervisory Board and Financial Matters Committee), Banco BIC Português (Board of Directors, Audit and Internal Controls Committee, and Governance Committee), GESTMIN SGPS (Audit Committee), and member of the Privatisation Scrutiny Committee of TAP – Air Portugal. Member of the jury of IRGA – Investors Relations and Governance Awards sponsored by Deloitte.
Published scientific papers about corporate governance, mergers and acquisitions and audit in Emerald – Measuring Business Excellence, Int. J. Business Excellence, and Corporate Ownership & Control. Member of Harvard Business Review, and McKinsey Quarterly advisory boards. Speaker at numerous conferences abroad.
Previously worked at Banco Comercial Português (20 years) as Managing Director (international division, investment and corporate banking, and private banking) and member of boards of directors and executive committees (Bank Europa Turkey, Nova Bank Greece, SOFID Development Bank, Banco Millennium Angola). Member of the Global Board of Directors and Executive Committee of BAFT – Bankers Association of Finance and Trade (Washington, D.C.), as well as its co-Chairman for Europe. Vice-Chairman of Portugal-China Chamber of Commerce. Worked at Deloitte and Philip Morris North America (13 years).
Who should attend?
Members of the Board, Chief Audit Executives, Chief Auditors, Chief Internal Executives, Chief Internal, Auditors, Audit Committee Members, Chief Risk Officers and Chief Financial Officers.
As well as Senior Vice Presidents (SVP), FVPs, EVPs, Vice Presidents, Managing Directors, Executive Directors, Directors, Leads, Heads, General Managers & Senior Managers OF:
- Internal Audit
- Audit
- IT Audit
- Fraud
- Risk
- Investigations
- AML
- Money Laundering Reporting
- Financial Crime
- Compliance
- Fraud Investigation
- Quality Assurance
- Security
- Corporate Audit
- Fraud Prevention and Detection
- Corporate Security
- Audit Methodologies
- Audit Processes
- and many more…
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FAQ
The client has the right to cancel his/her registration in the event.
There is a 50% liability on all conference registrations once made, whether the booking was made through our website or via e–mail/ telephone/ fax.
If the client cancels with more than 8 weeks’s advance notice, GLC shall be entitled to an amount equivalent to 50% of the conference fee and 16 EUR administration charge. In case the client has already made his/her payment, this will be deducted from the conference fee GLC has already received and the remainder will be refunded. If no conference fee has been received prior to the cancellation request, GLC will issue an invoice for the cancellation fee (the amount equivalent to 50% of the conference fee and 16 EUR administration charge), which the client must pay immediately upon receipt. No refunds are available for cancellations received with 8 week’s (or less) advance notice or in case the client fails to attend the conference. In these cases, the full amount of the conference fee must be paid.
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Many people are afraid to request for training budget, because they can’t seem to find the “perfect time” to do it. Well, there’s no perfect time to ask for it, but there are definitely some moments that are better than others. For instance, if your boss is about to take a two week vacation, he/she might be in a good mood. If he/she just lost a major account, may not be wise at that juncture. - Make a case for yourself
When you ask for budget, you should be prepared with specific details and explanations about what is in it for the company and you’re superior. If you go into a meeting and just say, “I want to get budget for a conference,” it’s likely that your request won’t be taken seriously. If you want to plan ahead, then you should be prepared to explain the following points:
1. Start by stating your accomplishments
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a) How this event will increase your productivity?
b) How you will need less supervision
c) How you can bring back the knowledge to the company
4. Follow up