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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
  • The purpose of this course is to help participants understand how to effectively execute duties as members of a risk management oversight apparatus, whether at the supervisory-, board- or management-level. In particular, we focus on defining “risk” and “risk management” in the modern context, which inevitably places risk management within the strategy-setting and strategic execution realm, based upon ensuring performance objectives are being met, as opposed to its more traditional, notion as a remedial, loss management undertaking. This gives rise to introducing an Effective Risk Oversight (ERO) as involving two major transformations. First, the risk oversight apparatus should become progressive and strategic, with the aim of enhancing the organization’s performance through better risk management. Second, the apparatus should introduce and take ownership of a modern, Enterprise Risk Management (ERM) framework, where a risk executive (i.e., the “Chief Risk Officer”) is placed as its custodian. Importantly, risk oversight members and senior management will ultimately rely upon the CRO as a forward-looking and strategic “navigator” for the organization; who coordinates risk ownership, acts to enhance and strengthen risk culture and who acts as a key liaison between the executive management and the board, as well as outside stakeholders.

    Format: This course is specifically designed for virtual delivery with materials and sessions tested for applicability in a virtual environment. Participants will be guided through each phase and module. with numerous breaks and participation exercises (and assessments) aimed virtual knowledge transfer.

    Course Objectives: Participants will learn
    • The scope and duties of an effective risk oversight (ERO) apparatus
    • How an oversight apparatus (and governance body, in general) can transition from “ceremonial” to “progressive” in terms of its character and effectiveness
    • The roles and structures (e.g., committees, charters, agendum, etc.) involved in creating or enhancing a risk oversight apparatus, such as a Board Risk Committee
    • Typical challenges associated with new oversight committees and their members, such as an ignorance of how risk materializes for a given organization, stressed responses, regulatory relationships, etc.
    • Examples using prevailing regulatory themes in finance, such as Basel III, CRDIV, MiFID, etc.
    • The modern concept of “risk”, specifically in relation to Enterprise Risk Management, and its role within strategy setting and strategic execution
    • The role of the CRO, oversight committee members, executive management and stakeholders in risk oversight
    • Best-practice in risk governance and related structures
    • How ERO can be instrumental in enhancing value and supporting the achievement of strategic objectives
    • Challenges to risk oversight, such as weak risk governance and weak risk culture and how to overcome them

    Who should attend: Executive and non-executive board members of major organizations. CEOs and senior executives, including Chief Risk Officers and CFOs.

    NOTE: All examples and sessions involve spreadsheet examples that will be provided to participants


    Typical VTR Day Structure

    Module X: Title

    • Zoom Video Live (45 Minutes):
    • Pre-recorded Video (10 minutes) and Slides:

    • Reading Material (with assignments for each participant)
    • Reference Material
    • Zoom Video Live (30 minutes): Q&A + discussion

    Module Y: Title
    • Pre-recorded Video (20 minutes) and Slides:
    • Reading Material (with assignments for each participant)
    • Zoom Video Live (1 hour): Concept & Case Discussion and Q&A


    Module Z: Title

    • Pre-recorded Video (20 minutes) and Slides:
    • Reading Material (with assignments for each participant)
    • Zoom Video Live (1 hour): Concept & Case Discussion and Q&A

    CAPSTONE PROJECT (Due on the final day)
    • Zoom Video Live (Time depends upon number of participants and discussion length): Discussion of Capstone and Concluding Remarks
    • Summary Video

  • This course will run over a series of immersive and interactive sessions, using video conferencing technology.

    Any questions, please do contact

    Day One

    Module 1: Introduction & Overview
    • Effective Risk Oversight (ERO) Components
    • Key takeaways from the course
    • Links between ERO and Enterprise Risk Management (ERM)
    Module 2:
    • What is Risk?
      • Dynamic, two-sided conceptions of risk
      • Upside Risk
      • Downside risk
    • Exploiting risk
      • Why exploit risk?
      • Why we make bad risk decisions
    • How human beings perceive risk
      • The Psychology of Risk
    • How we exploit risk
      • The information advantage
      • The speed advantage
      • Experience and Knowledge advantage
      • The Resource advantage

    Module 3:
    • What is ERM?
      • Definitions: COSO, CAS
      • Takeaways from the definitions
      • Common and important objectives in ERM
    • Distinguishing ERM from Traditional Risk Management
      • Traditional Risk Management Definitions (e.g., ISO 31000)
      • Problems with the traditional definition
      • Sour implications of the traditional definition
      • Effective Risk Oversight under ERM

    Module 4:
    • How ERM Achieves More Effective Risk Management and Oversight
      • Characteristics of ERM
      • Defining Risk ad Dynamic and Forward-looking
      • Forecasting and management of strategically-linked, enterprise-wide, risks

    Day Two  

    Module 1:
    • Redefining the role of the Chief Risk Officer (CRO)
      • Seeing the CRO as “Navigator” with responsibilities:
        • Make the risk function strategic
        • Make the risk function forward-looking
        • Make the scope of risk analysis comprehensive
    Module 2:
    • Alignment of the Risk Function with Business Strategy
      • Role of the CRO
    • Collaborative management of Risk with the Business
      • Role of the CRO
    • How Risk “Adds Value”
    Module 3:
    • Overview of ERM Workings
      • CRO involvement in strategy-setting
      • Risk function assessment and analysis of the spectrum of risks
      • Forging of a risk management strategy with the business
      • Communication of the risk strategy to the non-executive Board
      • Setting of the Risk Appetite by the non-executive Board
      • Overseeing the Risk Appetite by the Board
      • Examples
    • Oversight Responsibilities of the non-executive Board
      • Board’s Role in Ensuring Strategic Success
    Module 4:
    • In class Exercise and Homework

    Day Three

    Module 1:

    • Discussion of Homework
      • Can you answer key oversight questions about your organization?
    • Developing a More Effective, “Progressive" Board
        • Transitioning: From Ceremonial to Liberated to Progressive Board activity
          • Insisting on more timely awareness of risk exposure
          • Advising on risk-related limits and the appetite
          • Ensuring management follow-up on risk-related issues
          • Advising on action plans
          • Monitoring management of risks within appetite
          • Monitoring compliance
          • Examples

    Module 2:
    • The CRO’s Role in the Transition
      • Establishing and Embedding the ERM Conceptual Framework
      • Operationalizing the Framework
      • Tools and Structures needed
        • Board Oversight tools and Structures
          • Board Risk Committee
          • Board Charters supportive of Risk Oversight
          • Enterprise-wide, management-level risk function, supported by the board
          • Reporting mechanisms and structure that ensures independence
    Module 3:
    • Asking the Right Questions
      • How Board Member Questions can make the difference in ERO
        • What is the risk?
        • Who owns it and how does it relate to our business strategy?
        • How do we measure and forecast risk exposure?
        • What is our current and anticipated exposure?
        • What planning surrounds this profile?
        • What is the risk management strategy?
        • What are we missing?
        • What are the remaining challenges?
    Module 4:
    • Concluding Remarks and Discussion
  • 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.