In the aftermath of the global financial crisis, new rule making has targeted reductions in the levels of risks. Governments flooded markets with liquidity; prudential oversight was improved (e.g. governance, risk taking, bonuses); and financial institutions, agencies, companies and households were forced to increase solvency. Following scandals in product misselling and FX and interest rate markets, market manipulation was targeted with new rules, tightened compliance requirements and increased oversight. Commitments to combating corruption and cooperation between regulators and law enforcement agencies have put pressure on companies to mitigate fraud, bribery and corruption risks. There is a growing consensus that increasing disclosure and transparency and prosecuting companies, directors and executives, will help tackle these issues.

And despite all efforts, in its January 2017 meeting, the Global Economic Forum in Davos concluded risks are up. Both in terms of probability and impact and the time it takes to recovery. Risks are up across the board, with inequality; climate change; polarisation, protectionism and; technology; and the aging population, peaking in the top 5. Also risk factors are expanding and getting more dynamic, complex and interlinked. This 3-day program will explore the role of Internal Audit in providing assurance over the level of control that Boards and Executives have over risks in their company. Participants will work through exercises and case studies to better understand Risk and Audit. We will design the most effective strategy and positioning of Internal Audit in meeting stakeholder expectations. As part of the focus on the emerging risk profile, day 3 will be dedicated to fraud, corruption and bribery.

Understanding the risk profile in the aftermath of the Global Financial Crisis

Understand the increasing expectations of internal audit and improve the value add for stakeholders

Deepen the understanding of the expanding Risk-universe and how risk strategies, control and culture help to maintain an acceptable level of risk

Reassess the fundaments and concepts of assurance within the Three Lines of Defense to help build your own world class internal audit strategy and framework meeting stakeholder expectations

Discuss practical tools and techniques to deliver on the internal audit strategy

Understanding the role and responsibility of the auditor in finding, investigating and reporting on fraud

Discuss the fraud risks and howto approach forensic investigations

Evaluate tools and techniques you use in yourforensicwork

Working with legal counsel and lawyers and other specialist resources in forensic investigations

Improving communications with the Board, Executives, Regulator and External Auditor

Developing an advanced internal audit plan by leveraging– Strategy-Based Audit (SBA)

Why audit committees and risk committee are demanding SBA?

• Director

• Chief Internal Auditor

• Chief Risk Officer

• Head of Compliance

• Head of Finance / CFO

• Head of Fraud & Inspection

• Head of Vigilance

• AccountManagers

• Company Secretaries

• External and Internal Auditors

• Internal AuditManagers

• Audit Committee Chairs andMembers

• Regulators

• Corporate Governance