Financial Institutions' Corporate Governance

Core Roles in Governance and the Intersection of Internal Audit, Compliance, and Risk Management

  • Classroom Training

Course Location

No upcoming event

Course Description

Introduction

This training course on Financial Institutions' Corporate Governance will cover governance, its instruments (risk management, compliance, and internal audit), its added value, challenges, and successful implementation strategies. 

In addition to offering an extensive and comprehensive introduction to key GRC domains, the curriculum aims to enhance and optimise the notions, functions, roles, and added value of the governance environment tools used in an enterprise, including Internal Audit, Risk Management, and Compliance. The ultimate goal is to foster collaboration and optimise the efficiency and coherence of these processes. 

This training session on Course N Carry will emphasise: 

  • Core ideas of corporate governance, including its tenets and constituent parts
  • The connection between compliance, internal audit, and risk management 
  • Risk assessment, integration of risk taxonomies, and categorization
  • Both the internal audit and compliance departments have adopted new, risk-based approaches to compliance and internal auditing.
  • The elements required to assist your company in becoming a moral performer 

Goals

The goal of this training course on Financial Institutions' Corporate Governance is to improve participants' comprehension of the principles, instruments, and practices of corporate governance, including risk management, compliance, and internal auditing, all within the framework of one programme. 

Upon completion of this training programme, you will be able to:

  • Increasing the organization's congruence with its purpose, vision, and values
  • Align risk and compliance with your organization's environment.
  • Manage with professionalism Relationship between Internal Audit, Risk Management, and Compliance
  • Connect CG to global frameworks, standards, and organisational risk concerns to create an entity that is specifically focused on organisational risk.
  • Recognise the perspective of GRC (Governance, Risk, and Compliance). 

Training Methodology

A range of training techniques, including brainstorming, lectures, exercises, group discussions, and experience sharing, will be employed in a varied way. The diversity keeps participants interested in the training, makes them feel challenged, and allows them to make progress quickly.

Impact of the Organization

Particularly for individuals who intend to become leaders in their companies very soon, this Financial Institutions' Corporate Governance training course provides you with current perspectives in the areas of corporate governance, risk management, internal audit, and compliance. 

After completing this training programme, you will understand:

  • Essential Elements of Good Governance: Advantages and Disadvantages
  • The most effective methods for creating a top-notch governance structure
  • Describe the functions of the Audit Committee and the Board of Directors.
  • The Triangle of the Internal Audit, Compliance, and Risk Management Departments
  • Handle the role of governance in a variety of business settings, including listed, private, and state-owned companies.

Impact on Person

The attendees will go with a renewed understanding of the importance of sound corporate governance for long-term business growth, as well as a newfound respect for risk and compliance as long-term value partners and business facilitators rather than as resource-based cost centers. 

After completing this training programme on Financial Institutions' Corporate Governance, participants will acquire:

  • Improved convergence of the elements of corporate governance 
  • Enhanced congruence with the organization's mission, vision, and values
  • Capacity to measure, analyse, and audit the effectiveness of corporate governance measures and procedures
  • Enhanced oversight of the board and its governance committees
  • Verify your understanding of the capabilities of the Audit Committee and demonstrate your proficiency in organising, evaluating, and enhancing AC to achieve Principled Performance. 

Persons Who Ought to Attend?

A wide spectrum of professionals in governmental organisations and private businesses with a variety of business ventures that intend to implement good governance in their operations and culture might benefit immensely from this training course, but they will especially benefit from: 

  • Directors / Future Directors
  • Corporate counsel, board secretaries, and board consultants 
  • Executives in the C Suite who are engaged in Corporate Governance (CIO, CTO, CFO, CMO, CHRO, etc.)
  • Officers in charge of the organization's governance structure
  • Officers overseeing Internal Audit, Compliance, and Risk Management 

Course Outline

  • Corporate Governance: Exactly what is it? How can it be practically enforced?
  • Concept, definition, guidelines, values, and added benefits
  • Hurdles / barriers that stand in the way of corporate governance's full implementation 
  • Parties both within and external to the governing process
  • Executive and non-executive board member distinctions
  • The functions and responsibilities of the board committee
  • Function of the compensation, audit, and risk management committees
  • Recognising the significance of environmental, social, and governance (ESG)
  • The following are examples of board models: operational, certifying, engaging, intervening, and passive. 

    Risks Associated with Inadequate Strategic Planning and Governance Boards

    • The function and obligations of strategic members and boards
    • Strategic planning and thinking's role in promoting an organization's long-term growth in the framework of sustainable development 
    • Building a culture of strategic planning is necessary to sustain an organization's growth.
    • Linking difficulties to strategic goals
    • Berries to ensure the success of the digestion approach
    • Triangle of Risk Management, Compliance, and Internal Audit 
    • The significance of its convergence and its basic distinctions
    • Overlapping: beneficial or inefficient?
    • Collaboration and cooperation between these roles
    • Consequences for governance and auditing arrangements
    • Consequences on the risk appetite and management strategies
    • Consequences for regulatory compliance and standards 

    Internal Auditing Based on Risk

    • The risk-based approach to internal auditing: what is it?
    • The shift in internal auditing from being system-based to becoming risk-based 
    • Methodology for risk-based auditing
    • Examine the environment under control.
    • Establishing the world of internal auditing
    • Risk registration and mapping
    • Creating an internal auditing plan that the audit committee will approve
    • Compliance Based on Risk 
    • Definition, obligations, and objectives of conformance
    • What is the approach to risk-based compliance?
    • What kind of chief compliance officer is the best fit?
    • Risks and techniques associated with money laundering
    • Threats and techniques used to finance terrorism
    • Fraud: What is it? The deception triangle and deception diamond
    • Red flags in the criminals' behaviour
    • Fraud risk factors: the motivations for fraud? 

    Risk Catalogue and Risk Taxonomies in Risk Management

    • Enterprise Risk Management: What Is It? Its cosmos, structure, and core ideas
    • Key performance indicators (KPIs), key risk indicators, and risk control self-assessment 
    • Disaster recovery plans versus business continuity plans
    • Recognising credit risks and financial risks
    • Recognising reputational risks and operational risks
    • Recognising legal risks and non-compliance issues
    • Recognising national, sovereign, and political risks
    • Recognising hazards related to ethics, fraud, and criminal activity 

    How Can Risks Be Recognised and Mitigated?

    • Organisational risk classification and risk taxonomy
    • The Board's Function in Crisis Management and Other Areas 
    • A board's function in an emergency
    • Plans for crisis management
    • Leaders' business lessons amid a crisis
    • Lessons in finance from a pandemic
    • The function of the audit committee and board during a pandemic 

    Certificates

    On successful completion of this training course, Course N Carry Certificate will be awarded to the delegates.


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