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Using VAT IT's extensive experience and simple sign-up and refund process, every invoice can be turned into cash for your business.

Claim the VAT that's rightfully yours in four simple steps:

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Why choose VAT IT 

VAT IT have spent two decades identifying, researching and perfecting the foreign VAT Reclaim process and built the best back end technology in the industry. By partnering with Euromoney Learning, we can provide you with a fast and effective way to reclaim your VAT which helps reduce the cost of your training.

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Can I claim back the VAT myself?

You can claim back VAT directly from the UK Tax Authority (HMRC) by completing the following form. 
For European clients, please refer to form VAT 65
All other clients, please refer to form VAT 65A.


You may also be able to claim back your VAT against courses taking place outside of the UK, and we would recommend contacting VAT IT, our specialist partner, to discuss how to do this.

Course details

Dates are currently being finalised. Get in touch to find out more
Download course brochure

Chief Risk Officer (CRO) Programme

Enhance your knowledge in strategic executive-level risk management
  • Course Overview

    This CRO training course is designed to help participants understand the best-practice essentials of undertaking modern and strategic, executive-level risk management (i.e. Chief Risk Officer duties). In the course we learn how risk management should be defined and structured—both conceptually and functionally—so that a CRO can offer the best support to his or her business colleagues, CEO and board.

    In particular, we focus on how it is essential for the CRO to establish an effective enterprise risk management (ERM) function that acts as a “strategic enabler”: focusing principally on addressing the challenges that impact the overall, corporate strategy and the achievement of business objectives. We explore everything from the technology, tools and methods that a CRO must make part of his or her toolkit to the human resource and psychological challenges that he or she is likely to face in defining and establishing his or her CRO role.

    Key course highlights include:

    • Step-by-step guidance in how to design, develop, establish and implement an entire, enterprise-wide risk function from the board-level down to detailed operations
    • In-depth discussion of the roles and responsibilities of the CRO, the executive team colleagues, the CEO and board
    • Exercises in how the CRO is to implement the ERM process steps and align his or her risk function with the company’s strategic objectives
    • Introduction of various tools and methods for developing a risk strategy for the purpose of embedding risk within the organization and catalyzing oversight
    • An outline of the ideal reporting framework for a CRO, that is principally more strategic and forward-looking than traditional, backwards reporting
    • Guidance in how to address internal political as well as practical challenges in establishing an effective risk function and executing the CRO role
    • In-depth discussion of how to guide and instruct the board in the formation or restructuring of the risk committee, its agenda and purpose, in conjunction with its dependence upon the CRO
    • Learning how to develop the personnel and management structure of a risk function, from hiring, tooling and training to the equipping of risk analysts with the appropriate systems
    • Learning what new tools and applications are necessary for the CRO to understand within modern, enterprise risk management frameworks, such as predictive analytics, market intelligence, IT risk, reputation/social media risk management and environmental risk management 

    This course is credited by GARP - Global Association of Risk Professionals (GARP)
  • Day 1


    • Course overview
    • Key takeaways

    Fitting Into the Role

    • Challenges facing the CRO

                  - Defining the CRO role and championing “risk” in the organization
                  - Making risk strategic
                  - Executing the role
                  - Dealing with major challenges

    • Defining the CRO Role

                   - Distinguishing the CRO from traditional “Head of Risk” roles
                         - Forward-, not backward-looking
                         - Strategic, not remedial
                         - Tooled and professional, not merely experienced and conservative
                         - Why capital and provisioning aren’t useful for CROs
                         - Avoiding the traps:
                                  - Reviewing past exposures
                                  - Confusion with audit
                                  - Preoccupation with the irrelevant
                                  - Behaving like a policeman instead of a colleague
                                  - Failing to heed ignorance of risk
                  - Steps to defining the role
                       1. New definitions: defining risk management
                       2. New concepts: Enterprise Risk Management (ERM) 
                              a. What is enterprise risk management (ERM)? 
                       3. New design: Establishing a collaborative, executive role
                       4. New purpose: Purely strategic focus
                       5. Defining the risk-related roles of the other executives, CEO and Board

    • In class exercise and readings

    Day 2


    • Making Risk Strategic

                 - Understanding how ERM is strategic
                 - Performance and cascading of performance
                       - Key performance Indicators (KPIs) and Key Risk Indicators (KRIs)
                  - The ERM Process
                  - Exercise: Implementing the ERM Process
                  - Using a SWOT analysis
                  - Developing a “risk strategy”

    • Executing the Role

                   - The day-to-day of the CRO
                   - Reliance upon the business, business reliance upon the CRO
                   - Working with the board and the board risk committee
                   - Working with internal audit and compliance

    • Dealing with major challenges

                   - Non-acceptance
                   - Improper positioning
                   - Disasters and major losses that could not be avoided or are non-strategic
                   - Poor internal governance

    • Case Exercise

    Day 3

    Building the Risk Function

    • Creating and/or restructuring the ERM Function

                  - Structuring of the function
                  - HR-related issues
                  - Interaction with the business
                  - Interaction with the board

    • The Board-level structures

                   - Developing the Board Risk Committee
                         - Who should be on the committee?
                         - How should the committee work?
                    - Acting as secretary to the Committee
                         - Duties and exceptions
                    - Creating a charter
                           - Powers, voting powers and structure
                     - Enlisting input from other directors
                            - Responsibilities of executives to the Board Committee
                     - Creating a board-level meeting agenda
                             - Summaries and market dynamics
                             - Connecting risk exposure to what director’s need to know
                     - Guiding risk profile, risk appetite and risk tolerance-setting
                     - Establishing an effective structure for board-level oversight

    • Developing a reporting apparatus

                     - Content of a solid, risk strategy report

    • The Executive-level structures

                     - The CRO and the EXCO
                           - Membership but not voting rights
                           - Supporting risk due diligence of strategic initiatives
                                   - Mapping out strategies
                                   - Strategic analysis

                            - The practical matters of the team to support EXCO (“EXCO Analysts”)
                                     - How should the team members be selected?
                                     - How do they relate to the CRO and to their other executive bosses?
                            - Working independently with other executive-team members
                                      - Interacting with other team members
                                      - Being supportive and not a policeman
                                      - Gaining trust
                                      - Case Exercise


    Day 4

    Skills that the CRO Needs

    • Non-Cognitive Skills

                  - Leadership quality
                  - Teamwork abilities and teamwork orientation
                  - Attention to detail
                  - Tireless, goal-centeredness
                  - Humility
                  - Emotional intelligence
                  - Appreciation of the “Big Picture”
                  - Rapport with difficult, business executives and the CEO
                  - Conscious attitude to rooting out self-biases


    • Higher cognitive skills

                  - Risk professional status
                        - FRM, PRM other certifications?
                   - Statistics and analytical orientation
                         - Value-at-Risk (VaR) and tail loss essentials
                   - Analytical abilities
                   - Ability to review technical work
                   - Sufficient understanding of technical aspects of the business
                   - Predictive analytics
                   - Performance analytics
                   - Data and systems knowledge

    • Case Exercise and discussion of readings

    Day 5

    Knowledge of Risk Areas

    • Financial risk
    • Strategic risk
    • Operational risk
    • Emerging risks

    Compliance (Examples)

    • Basel III
    • Dodd-Frank
    • Sarbanes-Oxley
    • Other issues and concluding remarks

    Course summary and close

  • Our Tailored Learning Offering

    Do you have five or more people interested in attending this course? Do you want to tailor it to meet your company’s exact requirements? If you’d like to do either of these, we can bring this course to your company’s office. You could even save up to 50% on the cost of sending delegates to a public course and dramatically increase your ROI.

    If you want to run this course at a location convenient to you or if you want a completely customised learning solution, we can help.

    We produce learning solutions that are completely unique to your business. We’ll guide you through the whole process, from the initial consultancy to evaluating the success of the full learning experience. Our learning specialists ensure you get the maximum return on your training investment.

  • We have a combined experience of over 60 years providing learning solutions to the world’s major organisations and are privileged to have contributed to their success. We view our clients as partners and focus on understanding the needs of each organisation we work with to tailor learning solutions to specific requirements.

    We are proud of our record of customer satisfaction. Here is why you should choose us to help you achieve your goals and accelerate your career:

    • Quality – our clients consistently rate our performance ‘excellent’ or ‘outstanding’. Our average overall score awarded to us by our clients is nine out of ten.
    • Track record – we have delivered training solutions for 95% of worlds’ top 100 banks and have trained over 250,000 professionals.
    • Knowledge – our 150 strong team of industry specialist trainers are world leading financial leaders and commentators, ensuring our knowledge base is second to none.
    • Reliability – if we promise it, we deliver it. We have delivered over 20,000 events both in person and online, using simultaneous translation to delegates from over 180 countries.
    • Recognition – we are accredited by the British Accreditation Council and the CPD Certification Service. In an independent review by Feefo we scored 96% on service and 95% on product
This course can be run as an In-house or Tailored Learning programme


  • Maurice Ewing


    Maurice is a global management consultant, former banking executive and experienced, public company board member that has worked in over 60 countries. He has been an advisor and consultant to boards and executive teams with numerous, major banks, investment banks, central banks and investment funds, including notables such as Abu Dhabi Investment Authority, Morgan Stanley, Goldman Sachs, Wells Fargo, ING, HSBC, State Street, Sberbank, Bank of China, Construction Bank of China and The Monetary Authority of Singapore. He has also worked as an expert advisor and senior advisor for major consultancies, such as McKinsey, BCG, PwC and KPMG.  Owing to his expertise in the underwriting of digital products, Maurice was previously the Chief Risk Officer (CRO) and executive board member of the bank which invented “mobile money,” and ultimately designed and executed the world’s first mobile lending product suite. He holds a PhD and MA in economics from Princeton, an MA certification from MIT and a double BA in mathematics and economics from Northwestern. Maurice is a former student of Nobel Prize winners John Nash and Daniel Kahneman and former Fed Chairman Ben Bernanke. In addition to his risk management related work, he currently employs cognitive science in advising startup integration at Fortune 100 companies. A widely sought after public speaker and columnist, Maurice lectures in the executive programme at Churchill College, Cambridge and has published numerous articles in the Harvard Business Review, Inc. Magazine and Business Insider.


Marriott London County Hall

The course will take place at the Marriott London County Hall.

The map attached details some of our most frequently used venues

If you need help booking accommodation for your visit, please contact and one of our partners will help you get the best rate possible.