G O V E R N A N C E

Sessions will cover current and future governance practices, as well as the role of internal auditing in assessing the effectiveness of governance.

CS 1-1
World Class Corporate Governance
Jonathan Marks, Crowe Horwath

Good corporate governance is a must-have for organizations that want good risk management. And good risk management is the key to good compliance. Achieving world-class corporate governance does not have to be a complicated effort for organizations. This presentation will reinforce the importance of good corporate governance and provide perspective on the critical elements of Corporate Governance by examining GRC models from around the world.

In this session, participants will learn how to:

Define corporate governance and the role it plays in driving effective risk management and compliance.
Compare and contrast corporate governance models from countries and standards-setting organizations from around the world.
Identify the essential components of a strong corporate governance model that organizations should adopt.

FIELD OF STUDY: AUDITING

CS 2-1
Survival of the Most Informed: GRC Comes of Age – How to Envision, Strategize and Lead to Achieve Enterprise Resilience
John Farrell, KPMG

As the business and regulatory environment continues to evolve, companies that succeed will be those that can demonstrate resilience – the ability to drive business performance and achieve regulatory compliance in an environment in which these two outcomes must be managed strategically and with agility. Management teams are enhancing oversight, providing greater transparency and determining how to rationalize and balance their assurance efforts to ensure strong governance, risk management, and regulatory compliance. Corporate leaders are evolving silo-ed approaches to create a model that optimizes risk efforts, strengthens corporate culture and behavior, enhances governance, organization and infrastructure to ensure enterprise assurance.

In this session you will learn:

Specifically what you can do to support a more advanced governance, risk and compliance program.
The benefits of creating a GRC enterprise architecture.
How to ensure linkage to corporate strategy and company culture.
How to understand the risk accountability and incentive structure--- including internal audits evolving role (and the role of the Board and it’s standing committees).
Demonstrate how effective GRC programs can be tied to driving performance.

FIELD OF STUDY: AUDITING

CS 3-1
Addressing Current Governance and Risk Management Challenges for International Organizations
Alan Siegfried, Inter-American Development Bank

Given the current world’s economic downturn and changing risk profile, internal audit professionals are challenged to align their skills and coverage of their work to meet new expectations. In that sense, internal auditors are presented with an opportunity to take a leadership role in their organization’s Governance and Risk Management.

In this session, participants will learn:

What are some leading practices in organizational governance, who are the parties involved, and their challenges and opportunities?
What are some leading risk management practices, as well as the key benefits for international organizations?
Current challenges and opportunities for internal auditors' related governance and risk management.
How to better sell the internal audit value proposition regarding governance and risk management today.
Useful tools.

FIELD OF STUDY: AUDITING

CS 4-1
The Future of Corporate Governance
Kerry Francis, Deloitte Financial Advisory Services
David Golden, Eastman Chemical
Lizanne Thomas, Jones Day

As organizations emerge from the severe economic downturn and the business environment continues to rapidly change and expand globally, establishing and maintaining sound corporate governance and a compliance culture is now more important than ever before.

In this session, participants will:

Examine how corporate governance can act as a key mitigator for potential unethical or fraudulent activity and the evolving and critical role of internal auditors, compliance and legal teams together.
Hear why an ethical mindset is essential to ensure appropriate decision-making throughout the organization.
Learn how organizations can set the tone at the top and how leadership tone can profoundly influence corporate culture and perception of how the organization conducts business.
Discover how compliance programs can be effective and cost efficient and why it is essential to see the broad compliance picture for your organization.
Explore what is likely to be expected of internal auditors in tomorrow’s business world as well as current challenges and trends.

FIELD OF STUDY: AUDITING

CS 5-1
Internal Audit’s Role in Auditing Governance
Rick Steinberg, Steinberg Governance
Carmen Rossiter, Protiviti

Standard 2110 formally incorporates Governance into the domain of Internal Audit. Governance must be included in the audit universe and value-added reviews performed in accordance with a risk-based internal audit plan.

In this session, participants will learn:

Requirements of IIA Standards.
Identification of governance elements to include in your audit universe.
Involving Senior Management and the Board.
How to include governance elements in a risk-based plan.
Typical coverage of governance elements over a reasonable period of time.
High-value governance reviews.
Common governance findings and improvement opportunities.
Marketplace trends and what others are doing.

FIELD OF STUDY: AUDITING

CS 6-1
Implications of Board Governance: What Can Go Wrong?
David Stockton, Kilpatrick Stockton

There has been much written in recent years on corporate governance best practices. But sometimes the best lessons can be learned from studying the impact of deficient governance practices.

In this session, participants will:

Identify scenarios that make governance failures more likely to occur so they can beware of them in their business.
Become a more effective proponent of best governance practices by being able to give examples of problems caused by poor governance practices.
Develop ideas for better board governance based on what has gone wrong in other situations.

FIELD OF STUDY: AUDITING

CS 7-1
Risk Transformation: Focusing on Governance
Gerry Dixon, Ernst & Young
Jacquie Wagner, Ernst & Young
Robyn Bew, Tapestry Networks

In the wake of the financial and economic turmoil, boards and management teams are facing increasing attention from regulators, policy makers, and investors in a number of areas, including demands to improve effectiveness at managing their firms’ critical risks. In response, non-executive directors of leading companies are working closely with senior management and internal audit to review their own practices, and ask themselves tough questions about opportunities to improve.

In this session, participants will:

Learn how changes in the legislative and regulatory landscape are impacting the way boards and executive teams approach risk management.
Hear what audit committee chairs and other directors say are the biggest opportunities – and most pressing challenges – to improving the effectiveness of risk governance.
Learn how board members and management teams are re-evaluating their expectations around risk management.
Explore ways internal auditors can support executives, the audit committee, and the board in achieving their respective risk management and risk governance objectives.

FIELD OF STUDY: AUDITING