VP & Senior Audit Manager, Enterprise Risk Management

Strategic Contribution

• Ensure that Risk Vertical / 2 nd Line assigned Audits ( Pillar 1, Pillar 2, pillar 3, RRP, Stress Testing, Operational Risk, Fraud Risk, Risk Appetite & Strategy, International Risk, Market Risk, International ERM Functions) are conducted in accordance with the objectives laid down in the Annual Plan and ensure that the work program is completed in an efficient and effective manner on or ahead of schedule. Inform Head of Audit of any potential delays and/or changes to the Annual Plan.
• Establish risk universe for internal audit and providing inputs for approval from Board Audit Committee and Providing inputs to annual risk-based internal audit plan for audits of Group Risk Department including providing inputs to define audit scopes, objectives and Terms of References.
• Ensure that Bank s assets are safeguarded by evaluating controls around the same in light of Bank s internal audit guidance and Group Fraud Risk Management Policy .

People Management

• In undertaking audits:
• Promote the organisation s values and ethics in all activities within the team to support the establishment of a value driven culture within the bank.

Budgeting and Financial Performance

• Monitor the financial performance of given areas of activities versus budgets and ensure all activities are carried out in line with the approved guidelines while promptly reporting on any variances to management.

Policies, Systems, Processes & Procedures

• Execute to established GIA Policies, Guidance Notes, Procedures and Practice Notes in undertaking all tasks. Provide input to the development of GIA practices as per industry standards and regulatory expectations.
• Review all the activities of the desks within the ERM business and related risk management activities in all the jurisdictions in which the Portfolio operates to define and maintain the Audit Universe. Coordinate with other teams to ensure efficient and effective coverage.
• Add value by suggesting business and process improvements, cost efficiencies opportunities, budget controls, automations, operational efficiencies etc and monitoring the progress of remediation against outcomes of audits
• Prepare and maintain a Risk Assessment of each of the Process Streams within ERM as identified in the Audit Universe. In this respect, work with the businesses to promote periodic self-assessment of risks and controls.
• Establish/update and maintain Audit programs in the central audit management tool.
• Conduct audits of the Processes within the ERM space and assess if:
• Divisional/Unit Line management have identified and classified the risks in their activities.
• Governance, risk management and control procedures are adequate, effective, and efficient to reduce risks of errors, omissions and loss to acceptable levels at an acceptable cost.
• Improvements/enhancements to the governance, risk management and internal control structure are required.
• Data and transaction processing meets the required standards of reliability, integrity and availability.
• The Division s/Unit s assets are being safeguarded.
• The use of resources is efficient and effective.
• Draft audit worksheets/ audit report submitted by auditors are properly reviewed and finalized.
• Audit Worksheets/Audit report is discussed and finalized with GIA management/client within 3 weeks of completion of fieldwork. Negotiate with Unit management to agree a documented Management Action Plan to resolve the issues raised.

Continuous Improvement

• Lead the identification of change through continuous improvement of processes and practices considering global standards and changes in the business environment which demand proactive action plans.

Relationship Management

• Develop and maintain effective business relationships with all relevant external/internal entities and stakeholders with the highest standards of business ethics, whilst promptly attending to all critical issues in-order to ensure the services required by the organisation are delivered in the most effective manner.
• Act as the Audit Business Partner for Line Managers within ERM teams and actively manage the relationship through regular meetings with Line Managers to promote this concept and identify emerging risks. Such meetings should also be used to discuss any material gaps between audit assessment or risks and controls and the businesses self-assessment.
• Ongoing consultancy/advice is provided to Unit management from a governance, risk management and control perspective for improvements in their processes to ensure effective and efficient controls, based on market best practices.
• On an ongoing basis, ensure pending audit issues are followed up with Unit management and that all corrective actions are fully and properly implemented.
• Conduct any investigations/special reviews assigned by Head of Audit/GCAO.

Reporting

Specific Accountability

• Safeguarding against potential loss and contributing to the Units/Departments systems and procedures, by reporting whether Operational controls of FAB standards are effectively carried out and are efficient in the units/departments audited
• Examine and comment on the process for the early recognition of problems (if any) and their remedial management to minimise the loss.
• Preparation / Review of Audit MIS/ dash Boards including audit committee presentation slides relating to audit conducted in the ERM space.
• Maintain up to date knowledge and understanding of key product, processes and regulatory developments, drive necessary changes in Audit plan/working programs;
• Contributing towards the enhancement of relationship between GIA and stakeholders
• Keeping abreast of the local and international economic trends, banking practices and regulatory prescriptions
• Validation of remediation s submitted by audited for open audit observations by reviewing the evidence provided and closing them in Bank s tracking system