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Best Execution MasterClass & Workshop for Internal Auditors in Financial Institutions

by Duarte Pitta Ferraz

Languages: English, Portuguese

Price (from): €1 / day

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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
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


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


  • 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


Main benefits

  • #Wide collection of the biggest experts
  • #Filters for all kinds of needs
  • #User friendly platform
  • #Fast and cheap
  • #Highest level of proficiency

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