Internal Controls: Tuesday, October 27, 2020
10:30 EDT ( 07:30 PDT )
15 minWelcome and Opening Remarks from the Chair
10:45 EDT ( 07:45 PDT )
60 minGovernance of Internal Controls
- Changes in risk governance requirements
- Internal Controls and their independent assurance
- Red flags for internal controls failures and how to overcome them
- Best practices: internal controls over reputation, integrity and conduct
- Crisis management and social media governance
11:45 EDT ( 08:45 PDT )
60 minLeveraging ERM and Control to Support Business Strategies and Objectives
- ERM as a capability framework to support achievement of business strategies and objectives and performance management
- Control assurance frameworks, regulation and common threads
- Governing principles
- Where are the control frameworks heading?
- Continuous alignment of ERM and internal control with the ‘extended enterprise’
- Sound practices and insights
12:45 EDT ( 09:45 PDT )
45 minBreak
13:30 EDT ( 10:30 PDT )
60 minCyber Control Integration
Mark E.S. Bernard, Founder, The Bernard Institute for Cybersecurity Excellence
The Cybersecurity program will control costs while improving employee and customer engagement by reducing interruptions to services created by the loss of information confidentiality, integrity, or availability in addition to mitigating the risk of a breach the would lead to reputation damage and unplanned expenses.
- Governance and risk management of Cybersecurity
- The crazy 8s of Cybersecurity threats and vulnerabilities
- Compliance risks associated with Cybersecurity regulation
- The integration between internal control frameworks and Cybersecurity
- The relationship between operational risk and Enterprise risks
14:30 EDT ( 11:30 PDT )
60 minUpdating Risk Governance to Strengthen Internal Control Effectiveness
- Risk governance objectives
- Growing risk governance, control requirements and expectations
- Guiding principles for risk governance and control effectiveness
- Shortcomings in the traditional risk governance and control model
- Updating and evolving risk governance and control
- Management and board oversight
- Key questions to ask
15:30 EDT ( 12:30 PDT )
45 minBreak
16:15 EDT ( 13:15 PDT )
60 minEstablishing Organizational Buy-In to Internal Audit and Internal Controls
- How do you shift the paradigm away from “police officer” to “strategic partner”
- Common pitfalls that cause an Internal Audit & Internal Controls department to lack organization buy-in
- Ways to create, deploy and provide “value” to business functions
- How to bridge the gap between compliance and operational improvement
17:15 EDT ( 14:15 PDT )
Closing Remarks from the Chair
Writing a Great MD&A: Wednesday, October 28, 2020
10:30 EDT ( 07:30 PDT )
15 minWelcome and Opening Remarks from the Chair
10:45 EDT ( 07:45 PDT )
60 minWriting an MD&A: Don’t Make a Mess of It!
- Combining compliance requirements with IR benefits
- Who reads it and why?
- Inherent risks, and how to avoid them
- The warts and all approach
- Plain English mini-workshop
11:45 EDT ( 08:45 PDT )
60 minMD&A In-Depth – Legal and Regulatory Developments
- Overview of MD&A Legal Framework
- Latest Developments in MD&A Regulatory Requirements
- Recent Regulator Comments on MD&A Disclosure
- Indicators of a Poor MD&A Process
- Critical analysis of sample MD&A Disclosure
12:45 EDT ( 09:45 PDT )
45 minBreak
13:30 EDT ( 10:30 PDT )
60 minContinuous Improvement & The Financial Close
Matt MacDonald, Senior Manager, Performance Improvement & Managed Business Services, Protiviti
Daniel Palumbo, Manager, Business Performance Improvement, Protiviti
- Key concepts in continuous improvement
- Applying these concepts to the financial close process
- Consolidation and closing the GL
- Financial statements and note disclosures
- Management discussion and analysis
14:30 EDT ( 11:30 PDT )
60 minLeveraging MD&A for Shareholder Value and in Response to Broader Scrutiny
- MD&A and shareholder objectives
- Why should management develop a ‘great’ MD&A?
- MD&A stakeholders, interested parties and divergent self-interests
- Shareholder value levers
- Leveraging risk and capital management, good governance, conduct and reputation
- Governance and regulatory expectations
- Understanding and developing effective processes for MD&A
- Maximizing stakeholder and interested party feedback on MD&A
- Ongoing assessment, refinement and enhancement of existing disclosures
15:30 EDT ( 12:30 PDT )
45 minBreak
16:15 EDT ( 13:15 PDT )
60 minWriting a better MD&A - Case Study
Eric Anastacio, Senior Consultant, IT Governance, Risk and Controls, CIBC
- Explore how one major company made significant improvements to its MD&A
- Explore techniques on providing reliable and timely information
- Capitalize on the insight of industry peers
- Learn how to critically analyze a competitor’s MD&A
17:15 EDT ( 14:15 PDT )
Closing Remarks from the Chair