Corporate Governance for Financial Institutions

Course Introduction

This Corporate Governance for Financial Institutions training course will explain Governance and its tools of Risk Management, Compliance and Internal Audit, its added value, the obstacles and how to implement it practically and successfully.

The content is designed not only to provide an all-round advanced level exposure to critical areas of GRC, but also to attain and improve the concepts, roles, tools, added value and functions of the Governance environment tools within an organization such as Risk Management, Compliance and Internal Audit in order to achieve cooperation among these functions and improve their process and harmony. 

This Oxford Management Centre training course will highlight:

• Fundamental concepts of corporate governance, its guiding principles and content elements
• The relationship among risk management, internal audit, and compliance
• Risk assessment, assimilate risk taxonomies and its classification
• Compliance new approach; risk-based compliance as well as the internal audit new approach: risk-based approach
• The necessary components to help your organization become a principled performer

Objectives

This Corporate Governance for Financial Institutions training course is structured to enhance full understanding of the ideologies, tools and methods of Corporate Governance and its arms Risk Management, Compliance, and Internal Audit in one program. 

At the end of this training course, you will learn to:

• Improve alignment to mission, vision and values of the organization
• Align risk and compliance in context of your organization
• Handle professionally Risk Management, Internal Audit and Compliance relationship
• Link CG to organizational risk considerations, international frameworks and standards to provide an organizational specific risk focused entity
• Understand The GRC (Governance, Risk, and Compliance) Perspective

Training Methodology

A variety of training methods will be used and will be applied in a diverse manner, such as, brainstorming, lecturing, exercises, group discussion and sharing experiences. The variety helps participants stay engaged throughout the training course, feel challenged and draw quick wins for their development.

Organisational Impact

This Corporate Governance for Financial Institutions training course gives you up-to-date perceptions into the domain of corporate governance, risk management, internal audit and compliance, especially for those who are looking to become executives in their organizations very soon.

By the end of this training course, you will learn:

• Key Principles of Good Governance, Benefits & Barriers
• The best strategies for building high-quality governance framework
• Define the role of the board of directors and Audit Committee
• The Risk management, Compliance & Internal Audit Departments’ Triangle
• Manage governance function within different business contexts – listed, private and state-owned

Personal Impact

Delegates will leave with a sense of purpose towards strong Corporate Governance for sustained business growth, as well as a new appreciation of Risk and Compliance not as resource based cost centres, but as business enablers and long-term value partners.

Upon the completion of this Corporate Governance for Financial Institutions training course, participants will gain:

• Enhanced convergence of Corporate Governance components
• Improved alignment to mission, vision, and values of the organization
• Ability to assess, evaluate and audit the performance of Corporate Governance activities and controls
• Better management of board and board governance committees
• Validate your knowledge of Audit Committee capabilities and showcase your expertise in planning, assessing, and improving AC to achieve Principled Performance

Who Should Attend?

This training course is suitable to a wide range of professionals in Governmental organizations and private entities of all diversified lines of business which are planning to apply proper governance within their culture and operations, but will greatly benefit:

• Directors / Aspiring Directors
• Board Secretaries / Board Consultants / Corporate Counsel
• Officers involved in the process of Corporate Governance
• C Suite Executives (CIO, CTO, CFO, CMO, CHRO, etc.)
• Officers-in-Charge of the Governance framework within the organization
• Officers-in-Charge of Risk Management, Compliance & Internal Audit functions

Course Outline

DAY 1

Corporate Governance: What is it exactly? How to enforce it practically?

• Definition, concept, rules, principles and added value
• Barriers / obstacles that prevent full implementation of corporate governance
• External & internal parties involved in governance process
• Difference between executive and non-executive board members
• Board committee: roles and responsibilities
• Role of audit committee / risk management committee / remuneration committee
• Understanding environmental, social, and governance (ESG) and its importance
• Board models: passive board, certifying board, engaged board, intervening board and operating board

DAY 2

Risks of Poor Governance Boards & Poor Strategic Thinking and Planning

• Role and responsibilities of strategic boards and strategic members
• Role of strategic planning and thinking in driving organization's sustainable growth for within the context of sustainable development
• Developing strategic planning culture is required to uphold organizations’ growth
• Connecting challenges with strategic objectives
• Digesting strategy's berries to ensure success
  

Risk Management, Compliance & Internal Audit Triangle

• The fundamental differences and importance of its convergence
• Overlapping: healthy or wasteful?
• Cooperation & collaboration among these functions
• Implications for the audit and governance arrangements
• Implications for the risk management and risk appetite measures
• Implications for the compliance and regulators requirements

DAY 3 

Risk-Based Internal Audit

• What is risk-based internal auditing approach?
• The transition from system-based to risk-based internal auditing
• Risk-based audit methodology
• Audit the control environment
• Determination of internal auditing universe
• Risk mapping / risk registration
• Developing internal auditing plan to be approved by audit committee
  

Risk-Based Compliance

• Definition, responsibilities, and goals of compliance
• What is risk-based compliance approach?
• What is the right profile of the chief compliance officer?
• Money laundering threats and methods
• Terrorist financing threats and methods
• What is fraud? The fraud triangle & the fraud diamond
• Behavioral red flags of perpetrators
• Fraud risk factors: why people commit fraud?
  

DAY4

Risk Management: Risk Catalog & Risk Taxonomies

• What is Enterprise Risk Management? Its universe, framework & fundamental concepts
• Risk control self-assessment, key risk indicators & key performance indicators (KPI)
• Business continuity plan vs. disaster recovery plan
• Identifying credit risks / identifying financial risks
• Identifying operational risks / identifying reputational risks
• Identifying legal risks / identifying non-compliance risks
• Identifying political risks / sovereign risks / country risks
• Identifying ethical risks / fraudulent risks / criminal risks
  

DAY 5

Identifying Risks and How to Mitigate It?

• Risk taxonomies and organizational classification of risks
  

Board’s Role in the Crisis Management and Beyond

• Board’s role during a crisis
• Crisis management plans
• Business lessons learned by leaders during crisis
• Financial lessons learned from a pandemic
• Role of the board and audit committee at time of pandemic