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VAT on Virtual and Online Programmes

VAT is applicable on virtual programmes to delegates attending from the UK*. If participating from the EU, a valid VAT number is required to ensure VAT will not be charged under the reverse charge mechanism. VAT is not applicable to attendees from all other countries.
*For virtual courses ran through our Asia office, VAT may be applicable to HK and Singapore residents only. Find out more by contacting


Claiming Back Your VAT

All attendees of a London based course incur VAT as a part of the cost of attendance.

Euromoney Learning have partnered with VAT IT to allow you the unique opportunity to recoup the VAT incurred.

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:

1. Register your interest

2. Sign a few simple documents

3. VAT IT processes your claim

4. Receive your refund

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.

VAT IT will charge a percentage of the VAT refund if/when it is successful. 

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.

Effective Risk Management Oversight for Board Members & Executives

Enhance your understanding of risk management with this course for senior leaders
  • This course is planned to run in Dubai but could be changed to run virtually if there are restrictions due to the Covid-19 pandemic. 

    Since the global financial crisis, corporate board members and senior staff have been under pressure to enhance their understanding of risk management.

    In the UK, this has been formalised into law through the Corporate Governance Code, and similar measures are taking root across the globe. In particular, non-executive directors are now required by most large institutions to demonstrate some understanding of risk management in order to undertake oversight responsibilities. 
    The Effective Risk Management Oversight for Board Members & Executives training programme has been designed to help you understand how to respond to this challenge.

    On completion of this innovative 3-day course, you will be able to:
    • Gain a better understanding of the role of directors and senior executives in overseeing, understanding and leveraging risk management
    • Understand the envisaged role of directors in light of the Walker Report, OECD reports, The Turner Review and other commentaries
    • Learn how to establish executive risk management committees
    • Learn how to establish a risk profile and risk appetite
    • Understand the purpose, process and function of the core risk areas: credit, market and operational
    • Understand these risk exposures in relation to the company’s overall core business operations
    • Learn how information from these functions should be reported and technological and IT considerations
    • Gain a better understanding of the primary questions to ask of risk management heads during the oversight process
    • Learn how and when to form a risk committee
    • Learn how the risk committee should be structured and function in relation to other committees, particularly the audit committee
    • Understand risk management within the context of major initiatives (e.g., Basel III and its Internal Capital Adequacy Assessment Process (ICAAP)



    Note - A good level of spoken and written English is required to attend this course. Delegates should be of an intermediate standard in English at a minimum. Please refer to the Common European Framework of Reference for Languages - as a guide the level required is B2.


  • Day One

    What risk management is meant to do for the institution

    • Goals and objectives
    • Tools and device


    How risk management is meant to work
    • How risk events are meant to be reported
    • How losses and exposures are meant to be addressed

    The role of executives and board members in overseeing risk management

    • Risk management oversight
    • Forecasts of future problems and opportunities
    • How risk management can be used in strategy

    Benchmarking your institution’s risk management effectiveness and quality to that of competitors
    Important terminology (in relation to risk management methods, derivatives, market instruments and their function)
    Important initiatives for financial institutions (Basel III, CAD II, Solvency II)
    How to undertake compliance with initiatives

    • ICAAP for executives
    •  Benchmark examples
    •  UK FSA guidelines
    •  Examples from various regulators
    •  Exploration of important contents
    •  Executive Summary
    •  Capital Adequacy determination
    •  Capital Planning
    •  Use of the ICAAP
    •  How the ICAAP should be implemented & used at the board level

    Day Two

    Board Oversight of Financial Risk
    Overseeing FX Risk

    • Identifying and understanding FX exposure
    •  Defining FX losses
    •  Operational hedging vs. Financial Hedging
    •  Formation of an executive sub-committee
    •  Structuring of the FX risk management apparatus
    •  Structuring reporting: How losses and exposure can be communicated to the board and senior managers
    •  Establishing an FX Risk Management policy
    •  Benchmarking practices
    •  Gathering an understanding of the institution’s FX risk profile
    •  Tools for assessing FX exposure
    •  Tools for monitoring and managing FX exposure
    •  FX Model testing and Backtesting: What executives and the board needs to know in interpreting the results
    •  Glossary of important FX terms

    Overseeing Credit Risks

    •  Identifying and understanding credit risk exposure
    •  Defining Credit losses
    •  Corporate Credit versus Financial institution credit
    •  Formation of an executive sub-committee
    •  Structuring of the credit risk management apparatus
    •  Structuring reporting: How losses and exposure can be communicated to the board and senior managers
    •  Establishing an Credit Risk Management policy
    •  Benchmarking practices
    •  Gathering an understanding of the institution’s Credit risk profile
    •  Tools for assessing Credit exposure
    •  Client and customer ratings
    •  Trade-credit ratings
    •  Tools for credit monitoring
    •  Establishing the monitoring function
    •  Evaluating the monitoring function
    •  Costly initiatives that must be considered
    •  Data quality and database development
    •  Information technology considerations
    •  Personnel and human resource considerations
    •  Credit model testing and stress testing: What executives and board members need to know in interpreting and using the results
    •  Deciding how much in terms of resources to dedicate to credit risk management
    •  Glossary of important credit terms

    Overseeing Funding and Liquidity Risks

    • Identifying and understanding liquidity risk exposure
    • Defining liquidity-related losses
    • Formation of an executive sub-committee and collaboration with ALCO
    • Structuring of the liquidity risk management apparatus
    • Structuring reporting: How losses and exposure can be communicated to the board and senior managers
    • Establishing an Liquidity Risk Management policy
    • Benchmarking practices
    • Gathering an understanding of the institution’s Liquidity risk profile
    • Tools for assessing Liquidity risk exposure
    • Tools for liquidity risk monitoring
    • Glossary of important liquidity risk related terms

    Day Three

    Board Oversight of Hazard and Operational Risk
    Overseeing Hazard/Operational Risk

    • Understanding operational risk importance
    • Operational risk exposures
    • Hazards and vulnerabilities
    • How items excluded from the operational risk definition affect executive decision-making
    • Formation of an executive operational risk committee
    • Creation of an operational risk policy and management manual
    • Additional terminology
    • Regulatory initiatives for financial institutions (Basel II, Standardised and Advanced Measurement Approaches)
    • Establishing an executive risk tolerance level for operational risk exposure
    • Gathering the tools for operational risk management
    • Data considerations
    • Personnel considerations
    • Information technology considerations
    • Governance considerations
    • Deciding what operational risk approaches to take
    • Deciding how much in terms of resources to dedicate to operational risk management

    Board Oversight of Strategic Risk
    Overseeing Strategic Risk 

    • Identifying and understanding Strategic/Competitive risk exposure
    • Defining Strategic losses
    • Reconciliation with operational risks and other risks
    • Structuring of the strategic risk management apparatus
    • Structuring reporting: How losses and exposure can be communicated to the board and senior managers
    • Establishing an Strategic Risk Management policy (if necessary)
    • Benchmarking practices
    • Gathering an understanding of the institution’s Strategic risk profile
    • Tools for assessing Strategic risk exposure
    • Tools for monitoring and managing Strategic risk exposure

    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 – 10/10 of the world’s largest banks have chosen us as there training provider and we have delivered training across the largest banks and have trained over 25,000 professionals.
    • Knowledge – our 100+ 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 25,000 events both in person and online, using simultaneous translation to delegates from over 99 countries.
    • Recognition – we are accredited by the British Accreditation Council and the CPD Certification Service. In an independent review by Feefo we scored 4.2/5 on service and 4.7/5 on Coursecheck
This course can be run as an In-house or Tailored Learning programme


  • Maurice Ewing


    Maurice holds a PhD, is an experienced executive, Chief Risk Officer (CRO), board member and consultant. He is the founder and CEO of Conquer Risk, a consulting firm that conducts investment due diligence of corporates and banks, specialising in emerging and frontier markets. Until recently, the instructor held the group CRO role for one of Africa's largest banks for which he developed the entire enterprise risk management (ERM) and risk oversight functions, sitting on the board and managing over 400 people within 10 departments, spanning 5 countries. He is a sought after speaker on risk oversight, strategy and corporate governance but has also trained numerous management teams in predictive analytics, market intelligence acquisition and internal model development for Basel II & Basel III purposes. He previously taught Executive-MBAs on the full-time finance faculty of the Kellogg-HKUST business program and, before that, worked as a regulator for both the New York Federal Reserve and the Board of Governors. A former dissertation advisee of Ben Bernanke, the US Federal Reserve Chairman, the instructor holds a PhD and MA in economics from Princeton University and a BA in Economics and Mathematics from Northwestern University. He was recently selected out of over 50,000 candidates to the prestigious board of the Professional Risk Manager's International Association as a Subject Matter Expert on ERM. He is also a certified Financial Risk Manager (FRM) with the Global Association of Risk Professionals.



The course will take place at a Central London hotel.

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.