Models supporting anti-corruption compliance fail quietly, and usually at the worst moment. Growth built on poorly controlled the wider financial and banking practice agenda reverses faster than it accumulated. The course covers this part of financial and banking practice at the level of detail needed to act, and stops there. They gain the ability to sequence improvements to anti-corruption compliance in an order their organisation can absorb. What blocks progress on the financial and banking practice discipline is usually unclear ownership rather than unclear intent. It is designed for mixed groups, so that the wider financial and banking practice agenda is examined from more than one functional angle. Mature organisations treat anti-corruption compliance as a standing capability rather than a project that finishes. Cases are chosen to expose the trade-offs in this aspect of financial and banking practice rather than to illustrate ideal conditions. Participants leave with a first-ninety-days plan for the wider financial and banking practice agenda rather than a set of notes.
Expected Learning Outcomes
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Review contracts and agreements for the obligations they create around anti-corruption compliance.
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Prepare the regulatory submissions arising from anti-corruption compliance.
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Select indicators that show whether anti-corruption compliance is improving, and reject those that only look useful.
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Structure records of anti-corruption compliance so that they answer the questions an auditor will actually ask.
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Set early warning indicators that flag deterioration in anti-corruption compliance.
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Build the audit evidence that demonstrates anti-corruption compliance operated as designed.
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Build the control framework around anti-corruption compliance that an examiner would accept.
Who Should Attend
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Project and programme managers whose delivery depends on anti-corruption compliance.
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Investment and portfolio managers exposed to anti-corruption compliance.
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Operations staff executing and settling anti-corruption compliance.
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Training and development staff building internal capability in anti-corruption compliance.
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Financial technology and change staff modernising anti-corruption compliance.
