Best Execution MasterClass & Workshop for Internal Auditors in Financial Institutions
by Duarte Pitta FerrazLanguages: English, Portuguese
Price (from): €1 / day
About the 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 a 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).
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Best Execution MasterClass & Workshop for Internal Auditors in Financial Institutions by Duarte Pitta Ferraz
About the training
#Best Execution #Internal Auditors #MasterClass & Workshop #Financial Institutions
The current banking regulatory paradigm requires an 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 are 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 is operating efficiently and effectively.
Learning outcomes
Chief Audit Executive
Frame the role of Chief Audit Executive and Internal Audit, as the 3rd Line-of-Defense, to play a leadership role assisting Supervisory and Executive Boards to perform their responsibilities
Talent
Plan for the need of more demanding skills for Internal Auditors, namely in areas that were not of concern in the previous regulatory paradigm
Vision, Strategy and tactics
Rethink Internal Audit vision, strategy and tactics to develop a robust narrative with boards of directors to ensure that the 4 Lines-of-Defense are operating efficiently and effectively and in line with internal audit standards
Capital and Liquidity
Consider in the Audit Plan the restrictions resulting from capital and liquidity requirements, SREP, stress testing and AQR – Asset Quality Review
Program
DAY 1:
Welcome & Introductions
Governance & Business Model: The change in paradigm in banking
Corporate Governance
Coordinate the control function in banks
4 Lines of Defence – Leveraging Internal Audit
Auditing Risk Appetite and Internal Control Framework
RAF – Risk Assessment Framework & Internal Control Framework
The shifting paradigm of Internal Auditors Internal Audit function • Dealing
Case Study from Harvard Business School
Feedback/Q&A
DAY 2:
Recap and Reflections from Day
Auditing Compliance and the Business Model
The impact of Regulation in the Business Model of banks
The links among Internal Audit, Compliance & Risk
CyberCrime in a financial institution
Strategic reflection – The change of the Internal Audit Business model
Audit Plan
Team–Work
Workshop Summary / Key Challenges Feedback, Discussion, Course Evaluation and Q & A
CLOSE OF DAY 1
Main benefits
- #Wide collection of the biggest experts
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- #User friendly platform
- #Fast and cheap
- #Highest level of proficiency
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