The document summarizes the qualifications and experience of Muath Ahmad Abdalla. It outlines his educational background and professional certifications. It then details his professional experience working in internal audit, risk management, and compliance roles for banks in Qatar and the UAE. This includes establishing audit departments and frameworks, managing audit and compliance functions, and conducting risk assessments and audits across various business units. It highlights his strengths in audit skills, risk management experience, and in-depth knowledge of banking, Islamic finance, and regulations.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Raphael Otieno Onyango is an accounting and audit professional with over 10 years of experience in auditing, finance, accounting, tax management and corporate governance. He has worked with various financial, commercial and NGO firms in East Africa. Currently, he works as a Regional Internal Auditor for Aga Khan Agency for Microfinance where he leads internal audit teams and ensures over 90% compliance with annual audit plans. He aims to obtain further experience in financial management and business management to better serve organizations in achieving their objectives.
The document summarizes Risk-Based Internal Audit (RBIA) framework requirements for Non-Banking Financial Companies (NBFCs) in India. It specifies that all deposit-taking NBFCs and non-deposit taking NBFCs with assets over ₹5,000 crore must implement an RBIA system by March 31, 2021. The framework outlines objectives to provide assurance on internal controls and risk management. It details responsibilities of the board, senior management, and internal audit function to ensure independence, competency, appropriate resourcing and oversight of the RBIA system.
This document discusses internal auditing, internal audit committees, and the roles and responsibilities of boards and internal auditors in corporate governance for cooperatives. It defines internal auditing and explains that internal audit committees must have 3-5 members who are not officers of the cooperative. The document outlines functions of internal auditing like evaluating risk management and controls, reviewing compliance, and assessing goals. It also discusses boards' responsibilities for internal controls and monitoring the internal audit function. Finally, it covers powers of internal audit committees and requirements around external audits.
This profile summarizes the experience and qualifications of an individual with extensive experience in internal audit, finance, accounting, and risk management across multiple industries and geographies. The individual holds several professional certifications and has led internal audit functions, implemented ERP systems, investigated fraud, and helped restructure underperforming business units. Education includes an MBA and professional certifications in accounting, fraud examination, risk management, and financial consulting from institutes in India, the US, Canada, Australia and the UK.
This document provides an introduction to cooperative auditing. It discusses that an audit involves the systematic examination of a client's internal controls, accounting records, financial statements, management performance, and other legal documents. The objectives are to enable the expression of an opinion on the fairness of financial statements according to accounting standards and to identify opportunities for risk mitigation and improvement. An audit should be conducted periodically by competent persons not directly responsible for the entity being audited. It aims to assess risks and help management rather than find fault. The document outlines the scope of a financial audit and the aspects of governance, risk management, financing, marketing, production, personnel, and accounting that a value-added audit should evaluate.
The document discusses the role of internal audit in stress testing and capital planning. It outlines how the internal audit function and expectations have changed since 2013 based on regulatory guidance. Key changes include greater emphasis on evaluating the full capital planning process, continuous monitoring, model risk management, and providing an annual assessment of capital planning to senior management and the board. The document also provides examples of feedback desired from regulators to assure the internal audit function is adequately covering the capital planning process and identifying any deficiencies.
This document provides an overview of internal audit strategy and risk approach for not-for-profit organizations. It discusses the context and challenges not-for-profits face, conceptual frameworks for internal control and governance, a practical internal audit model, resourcing strategies, the internal audit process, and integrating risk management. It proposes a risk-based internal audit approach and roadmap for developing an enterprise risk management framework that embeds risk management into operations. The document is intended to help not-for-profits design and implement an effective internal audit and risk management function.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Raphael Otieno Onyango is an accounting and audit professional with over 10 years of experience in auditing, finance, accounting, tax management and corporate governance. He has worked with various financial, commercial and NGO firms in East Africa. Currently, he works as a Regional Internal Auditor for Aga Khan Agency for Microfinance where he leads internal audit teams and ensures over 90% compliance with annual audit plans. He aims to obtain further experience in financial management and business management to better serve organizations in achieving their objectives.
The document summarizes Risk-Based Internal Audit (RBIA) framework requirements for Non-Banking Financial Companies (NBFCs) in India. It specifies that all deposit-taking NBFCs and non-deposit taking NBFCs with assets over ₹5,000 crore must implement an RBIA system by March 31, 2021. The framework outlines objectives to provide assurance on internal controls and risk management. It details responsibilities of the board, senior management, and internal audit function to ensure independence, competency, appropriate resourcing and oversight of the RBIA system.
This document discusses internal auditing, internal audit committees, and the roles and responsibilities of boards and internal auditors in corporate governance for cooperatives. It defines internal auditing and explains that internal audit committees must have 3-5 members who are not officers of the cooperative. The document outlines functions of internal auditing like evaluating risk management and controls, reviewing compliance, and assessing goals. It also discusses boards' responsibilities for internal controls and monitoring the internal audit function. Finally, it covers powers of internal audit committees and requirements around external audits.
This profile summarizes the experience and qualifications of an individual with extensive experience in internal audit, finance, accounting, and risk management across multiple industries and geographies. The individual holds several professional certifications and has led internal audit functions, implemented ERP systems, investigated fraud, and helped restructure underperforming business units. Education includes an MBA and professional certifications in accounting, fraud examination, risk management, and financial consulting from institutes in India, the US, Canada, Australia and the UK.
This document provides an introduction to cooperative auditing. It discusses that an audit involves the systematic examination of a client's internal controls, accounting records, financial statements, management performance, and other legal documents. The objectives are to enable the expression of an opinion on the fairness of financial statements according to accounting standards and to identify opportunities for risk mitigation and improvement. An audit should be conducted periodically by competent persons not directly responsible for the entity being audited. It aims to assess risks and help management rather than find fault. The document outlines the scope of a financial audit and the aspects of governance, risk management, financing, marketing, production, personnel, and accounting that a value-added audit should evaluate.
The document discusses the role of internal audit in stress testing and capital planning. It outlines how the internal audit function and expectations have changed since 2013 based on regulatory guidance. Key changes include greater emphasis on evaluating the full capital planning process, continuous monitoring, model risk management, and providing an annual assessment of capital planning to senior management and the board. The document also provides examples of feedback desired from regulators to assure the internal audit function is adequately covering the capital planning process and identifying any deficiencies.
This document provides an overview of internal audit strategy and risk approach for not-for-profit organizations. It discusses the context and challenges not-for-profits face, conceptual frameworks for internal control and governance, a practical internal audit model, resourcing strategies, the internal audit process, and integrating risk management. It proposes a risk-based internal audit approach and roadmap for developing an enterprise risk management framework that embeds risk management into operations. The document is intended to help not-for-profits design and implement an effective internal audit and risk management function.
CDA Strategic Performance Management System Revisedjo bitonio
This document outlines guidelines for implementing a Strategic Performance Management System (SPMS) at the Civil Service Commission. It discusses:
1. The four stages of the SPMS cycle: planning, monitoring, evaluation, and rewarding.
2. Key elements like setting goals aligned with the agency's mandate, using output-based measures, and a team approach.
3. Roles of different players like the SPMS Champion, Human Resource Management Office, and Performance Management Team in setting targets, monitoring performance, and assessing ratings.
4. Minimum requirements like user-friendly forms, an information system to track performance, and clear communication about the new policies.
The document provides a summary of Rajesh Kumar Chaurasia's professional experience and qualifications. It details his over 8 years of experience in areas such as internal audit, fraud investigation, risk assessment, compliance, and anti-money laundering work for banks and insurance companies in India and Bahrain. His current role is as an Assistant Manager for internal audit, fraud investigation, and compliance at KPMG in Bahrain, where he conducts risk-based audits, compliance reviews, and fraud investigations.
This 3-day course teaches internal auditors how to conduct risk-based auditing. It covers how to understand enterprise risk management, use risk criteria to develop annual audit plans focused on significant business risks, and present risks effectively in audit reports. The course objectives are for auditors to appreciate their evolving role in value creation, understand the risk management process, and conduct effective audits and planning based on risk.
Proposal risk based internal audit 2013Nidhi Gupta
This document provides information on Riskpro India, which offers risk management, compliance, and audit services. It summarizes Riskpro's background, mission, value proposition, differentiators, network presence, commitment to clients, and fees. Riskpro has offices in major Indian cities and over 200 cumulative years of experience among its professionals. It aims to provide integrated risk management solutions and be the preferred GRC provider for mid-large clients. Key differentiators include its focus on risk management and ability to take on large, complex projects. Resumes of key team members are also included, demonstrating experience with international firms and across various industries.
Risk based auditing focuses on inherent risks involved in activities and systems. It provides assurance that risks are managed within defined risk appetite levels set by management and boards of directors. There are three components of risk: inherent risk, control risk, and detection risk. Risk assessment involves quantifying or qualifying estimates of potential loss probabilities for defined situations and recognized threats. The risk assessment process establishes context, identifies risks, analyzes risks, evaluates and prioritizes risks, and addresses risks. Developing a risk-based audit plan considers an organization's business knowledge, transaction complexities and environments, measurement subjectivities, significant transactions and materiality levels, control environments, and overall risk assessments.
This document outlines the duties and key responsibilities of a Group Risk and Compliance Officer role. The responsibilities include:
- Ensuring effective risk management processes and compliance frameworks are implemented and maintained.
- Identifying and assessing risks to the company's objectives and ensuring risks are mitigated.
- Informing internal audits, promoting a risk culture, and reviewing risk registers.
- Providing input on risk and compliance matters to the Audit and Risk Committee and Board.
David Currie is an internal audit consultant whose mission is to evaluate and improve risk management, control, and governance processes through assurance services and strong stakeholder partnerships. The internal audit team aims to optimize independence, understand customer objectives, and continually innovate. The team's objectives are to provide assurance that risks are managed, help identify issues, and partner with management to assess risks and controls.
This professional summary outlines the experience and qualifications of an internal auditor with over 20 years of experience in financial auditing. The auditor has significant experience leading SOX compliance projects and establishing frameworks for documenting and testing internal controls. Core competencies include leadership, management, and technology skills. Notable career accomplishments include completing a SOX project on-time and under budget, and performing contract audits that generated over $1 million in savings.
This document outlines the proposed structure and functions of the SABPP Audit Unit. Key points:
- The Audit Unit will have a CEO, Head of Audit, auditors and administrators to conduct HR audits against the 13 elements of the SABPP HR Management Standards System.
- Auditors will go through a rigorous selection process including experience requirements, training, and competency assessments.
- A three lines of defense risk model is adopted to structure internal controls, management oversight, and independent auditing.
- The audit process involves pre-audit preparation, an on-site audit, issuing an audit report, and potential certification if standards are met. Continuous improvement is encouraged.
The Audit and Compliance Committee Charter outlines the purpose, composition, authority, and specific duties of the Committee. The primary purpose is to oversee Starbucks' accounting, financial reporting, audit processes, and compliance with business conduct policies. The Committee is responsible for appointing and overseeing the independent auditors, reviewing financial reporting and disclosures, monitoring internal controls and compliance, and addressing accounting complaints. It must include at least three financially literate independent directors, meet at least six times per year, and report annually to shareholders.
The document outlines what to expect during an upcoming ECB onsite inspection, including how the ECB will inspect a bank's business model, internal governance, risks to capital and liquidity, and timelines for SREP and other regulatory requirements. It provides details on the assessment process, key areas of focus, and recommendations on how Deloitte can help banks prepare for and address any issues identified during an inspection. The overall purpose of the ECB onsite inspections is to conduct in-depth investigations of business models, control systems, and governance at banks across Europe.
The document discusses internal audit, providing definitions, objectives, principles and need. It defines internal audit as an independent function that appraises an entity's operations to strengthen governance and risk management. The scope of internal audit includes reviewing accounting and controls, ensuring efficiency and compliance. It is needed due to increased business size, regulations, and technology usage. Internal audit adds value through risk management, assurance, compliance and fraud prevention. Key principles are integrity, objectivity, independence and professional care. The Companies Act 2013 requires certain public and private companies to appoint internal auditors.
Corporate governance involves the procedures used by stakeholders like shareholders to oversee management's risk and control processes. The principles aim to improve frameworks for stock exchanges, corporations, and investors through concise and understandable codes. There are five key principles: protecting shareholder rights; equitable treatment of shareholders; considering stakeholder roles; ensuring timely disclosure of financial and operational information; and defining the strategic guidance and oversight responsibilities of the board. Corporate governance also exhibits seven characteristics: discipline, transparency, independence, accountability, responsibility, fairness, and social responsibility.
This document provides an overview of management audits, including:
1. It defines management audit as a systematic examination and appraisal of management's overall performance, including examining organizational structure, plans, policies, operations, controls, facilities, and human resources.
2. The objectives of a management audit are to verify efficiency, suggest improvements to increase efficiency, assess effectiveness of planning and policies, and help increase profitability.
3. A management auditor must be a chartered accountant qualified under the Chartered Accountants Act of 1949 and cannot be employed by or indebted to the company being audited.
The document discusses guidelines published by the European Banking Authority (EBA) on common procedures and methodologies for the Supervisory Review and Evaluation Process (SREP) under the Capital Requirements Directive. The guidelines establish a comprehensive framework for supervisors to assess institutions' risks, viability, internal governance and controls. They introduce the concepts of Total SREP Capital Requirements and Overall Capital Requirement to determine capital adequacy. The SREP framework assesses four key elements - business model analysis, governance/controls, risks to capital, and risks to liquidity - and scores institutions in each area. ICAAP and ILAAP are important inputs to the SREP that allow supervisors to evaluate the soundness and effectiveness of institutions
A management audit is an independent review that identifies areas where management has failed to meet performance standards and evaluates management decision making to improve organizational efficiency and effectiveness. Shareholders or the board of directors appoint management auditors, who are typically chartered accountants with knowledge of accounting, finance, and management. Management auditors evaluate and compare past and present performance, assess current procedures, and suggest improvements to help organizations improve efficiency, evaluate management effectiveness, and inform decisions around loans, equity, reviving struggling business units, and foreign collaborations. A management audit differs from a cost audit in its definition, scope, period covered, appointment process, auditor qualifications, and audit report submission requirements.
This document provides a checklist for conducting an internal audit of a microfinance institution (MFI). The checklist covers various audit areas, including the building/premises, safe, cash records, fixed assets, office supplies, loan processes, staffing, and financial reports. It is intended to help auditors systematically evaluate whether the MFI's policies, procedures, and controls are properly documented and followed. Any "no" responses, especially for starred items denoting higher risks, should be investigated and corrective actions taken.
The internal audit charter formally defines the internal audit activity's purpose, authority, and responsibilities. It establishes the internal audit's position within the organization and must be periodically reviewed and approved by senior management and the board of directors. The charter outlines important components like the definition of internal auditing, code of ethics, scope of responsibilities, and reporting structure.
This document outlines key aspects for an effective performance management audit. It discusses the importance of internal audit aligning with and focusing on an organization's strategic objectives and risks. It also emphasizes the need for internal audit to continuously improve itself and promote improvement across the organization. Additionally, it notes the importance of internal audit managing relationships effectively and considering value for money in its work to help an organization achieve its strategic goals.
Faizan Ahmed is seeking a suitable position that utilizes his 8 years of experience in internal audit, risk advisory, internal controls, and compliance. He has worked in senior roles for Ernst & Young and currently works as a Group Auditor for Al Tayer Group. He believes his qualifications in ACCA and experience auditing various industries can benefit an organization.
V. Sambandamurthy seeks a head of department position in an ethical organization in the financial services industry to utilize his 24 years of experience in auditing, risk, compliance, finance, and banking. He currently serves as Senior General Manager and Head of Internal Audit at India Finserve Advisors Private Limited, where he established the internal audit department and framework. Prior experience includes roles in commercial operations, accounts management, and internal audit at organizations in various industries. He possesses skills in accounting, analysis, auditing, compliance, and relationship management.
The document provides a summary of qualifications and extensive professional experience for T E E A Blair, including over 25 years of experience in operations management, internal auditing, compliance, and risk management roles within the banking industry, with demonstrated success developing strategies to drive growth, optimize processes, and ensure regulatory compliance. Blair possesses strong leadership skills with a track record of managing change initiatives, developing high-performing teams, and expanding service offerings to acquire new customers and market share.
CDA Strategic Performance Management System Revisedjo bitonio
This document outlines guidelines for implementing a Strategic Performance Management System (SPMS) at the Civil Service Commission. It discusses:
1. The four stages of the SPMS cycle: planning, monitoring, evaluation, and rewarding.
2. Key elements like setting goals aligned with the agency's mandate, using output-based measures, and a team approach.
3. Roles of different players like the SPMS Champion, Human Resource Management Office, and Performance Management Team in setting targets, monitoring performance, and assessing ratings.
4. Minimum requirements like user-friendly forms, an information system to track performance, and clear communication about the new policies.
The document provides a summary of Rajesh Kumar Chaurasia's professional experience and qualifications. It details his over 8 years of experience in areas such as internal audit, fraud investigation, risk assessment, compliance, and anti-money laundering work for banks and insurance companies in India and Bahrain. His current role is as an Assistant Manager for internal audit, fraud investigation, and compliance at KPMG in Bahrain, where he conducts risk-based audits, compliance reviews, and fraud investigations.
This 3-day course teaches internal auditors how to conduct risk-based auditing. It covers how to understand enterprise risk management, use risk criteria to develop annual audit plans focused on significant business risks, and present risks effectively in audit reports. The course objectives are for auditors to appreciate their evolving role in value creation, understand the risk management process, and conduct effective audits and planning based on risk.
Proposal risk based internal audit 2013Nidhi Gupta
This document provides information on Riskpro India, which offers risk management, compliance, and audit services. It summarizes Riskpro's background, mission, value proposition, differentiators, network presence, commitment to clients, and fees. Riskpro has offices in major Indian cities and over 200 cumulative years of experience among its professionals. It aims to provide integrated risk management solutions and be the preferred GRC provider for mid-large clients. Key differentiators include its focus on risk management and ability to take on large, complex projects. Resumes of key team members are also included, demonstrating experience with international firms and across various industries.
Risk based auditing focuses on inherent risks involved in activities and systems. It provides assurance that risks are managed within defined risk appetite levels set by management and boards of directors. There are three components of risk: inherent risk, control risk, and detection risk. Risk assessment involves quantifying or qualifying estimates of potential loss probabilities for defined situations and recognized threats. The risk assessment process establishes context, identifies risks, analyzes risks, evaluates and prioritizes risks, and addresses risks. Developing a risk-based audit plan considers an organization's business knowledge, transaction complexities and environments, measurement subjectivities, significant transactions and materiality levels, control environments, and overall risk assessments.
This document outlines the duties and key responsibilities of a Group Risk and Compliance Officer role. The responsibilities include:
- Ensuring effective risk management processes and compliance frameworks are implemented and maintained.
- Identifying and assessing risks to the company's objectives and ensuring risks are mitigated.
- Informing internal audits, promoting a risk culture, and reviewing risk registers.
- Providing input on risk and compliance matters to the Audit and Risk Committee and Board.
David Currie is an internal audit consultant whose mission is to evaluate and improve risk management, control, and governance processes through assurance services and strong stakeholder partnerships. The internal audit team aims to optimize independence, understand customer objectives, and continually innovate. The team's objectives are to provide assurance that risks are managed, help identify issues, and partner with management to assess risks and controls.
This professional summary outlines the experience and qualifications of an internal auditor with over 20 years of experience in financial auditing. The auditor has significant experience leading SOX compliance projects and establishing frameworks for documenting and testing internal controls. Core competencies include leadership, management, and technology skills. Notable career accomplishments include completing a SOX project on-time and under budget, and performing contract audits that generated over $1 million in savings.
This document outlines the proposed structure and functions of the SABPP Audit Unit. Key points:
- The Audit Unit will have a CEO, Head of Audit, auditors and administrators to conduct HR audits against the 13 elements of the SABPP HR Management Standards System.
- Auditors will go through a rigorous selection process including experience requirements, training, and competency assessments.
- A three lines of defense risk model is adopted to structure internal controls, management oversight, and independent auditing.
- The audit process involves pre-audit preparation, an on-site audit, issuing an audit report, and potential certification if standards are met. Continuous improvement is encouraged.
The Audit and Compliance Committee Charter outlines the purpose, composition, authority, and specific duties of the Committee. The primary purpose is to oversee Starbucks' accounting, financial reporting, audit processes, and compliance with business conduct policies. The Committee is responsible for appointing and overseeing the independent auditors, reviewing financial reporting and disclosures, monitoring internal controls and compliance, and addressing accounting complaints. It must include at least three financially literate independent directors, meet at least six times per year, and report annually to shareholders.
The document outlines what to expect during an upcoming ECB onsite inspection, including how the ECB will inspect a bank's business model, internal governance, risks to capital and liquidity, and timelines for SREP and other regulatory requirements. It provides details on the assessment process, key areas of focus, and recommendations on how Deloitte can help banks prepare for and address any issues identified during an inspection. The overall purpose of the ECB onsite inspections is to conduct in-depth investigations of business models, control systems, and governance at banks across Europe.
The document discusses internal audit, providing definitions, objectives, principles and need. It defines internal audit as an independent function that appraises an entity's operations to strengthen governance and risk management. The scope of internal audit includes reviewing accounting and controls, ensuring efficiency and compliance. It is needed due to increased business size, regulations, and technology usage. Internal audit adds value through risk management, assurance, compliance and fraud prevention. Key principles are integrity, objectivity, independence and professional care. The Companies Act 2013 requires certain public and private companies to appoint internal auditors.
Corporate governance involves the procedures used by stakeholders like shareholders to oversee management's risk and control processes. The principles aim to improve frameworks for stock exchanges, corporations, and investors through concise and understandable codes. There are five key principles: protecting shareholder rights; equitable treatment of shareholders; considering stakeholder roles; ensuring timely disclosure of financial and operational information; and defining the strategic guidance and oversight responsibilities of the board. Corporate governance also exhibits seven characteristics: discipline, transparency, independence, accountability, responsibility, fairness, and social responsibility.
This document provides an overview of management audits, including:
1. It defines management audit as a systematic examination and appraisal of management's overall performance, including examining organizational structure, plans, policies, operations, controls, facilities, and human resources.
2. The objectives of a management audit are to verify efficiency, suggest improvements to increase efficiency, assess effectiveness of planning and policies, and help increase profitability.
3. A management auditor must be a chartered accountant qualified under the Chartered Accountants Act of 1949 and cannot be employed by or indebted to the company being audited.
The document discusses guidelines published by the European Banking Authority (EBA) on common procedures and methodologies for the Supervisory Review and Evaluation Process (SREP) under the Capital Requirements Directive. The guidelines establish a comprehensive framework for supervisors to assess institutions' risks, viability, internal governance and controls. They introduce the concepts of Total SREP Capital Requirements and Overall Capital Requirement to determine capital adequacy. The SREP framework assesses four key elements - business model analysis, governance/controls, risks to capital, and risks to liquidity - and scores institutions in each area. ICAAP and ILAAP are important inputs to the SREP that allow supervisors to evaluate the soundness and effectiveness of institutions
A management audit is an independent review that identifies areas where management has failed to meet performance standards and evaluates management decision making to improve organizational efficiency and effectiveness. Shareholders or the board of directors appoint management auditors, who are typically chartered accountants with knowledge of accounting, finance, and management. Management auditors evaluate and compare past and present performance, assess current procedures, and suggest improvements to help organizations improve efficiency, evaluate management effectiveness, and inform decisions around loans, equity, reviving struggling business units, and foreign collaborations. A management audit differs from a cost audit in its definition, scope, period covered, appointment process, auditor qualifications, and audit report submission requirements.
This document provides a checklist for conducting an internal audit of a microfinance institution (MFI). The checklist covers various audit areas, including the building/premises, safe, cash records, fixed assets, office supplies, loan processes, staffing, and financial reports. It is intended to help auditors systematically evaluate whether the MFI's policies, procedures, and controls are properly documented and followed. Any "no" responses, especially for starred items denoting higher risks, should be investigated and corrective actions taken.
The internal audit charter formally defines the internal audit activity's purpose, authority, and responsibilities. It establishes the internal audit's position within the organization and must be periodically reviewed and approved by senior management and the board of directors. The charter outlines important components like the definition of internal auditing, code of ethics, scope of responsibilities, and reporting structure.
This document outlines key aspects for an effective performance management audit. It discusses the importance of internal audit aligning with and focusing on an organization's strategic objectives and risks. It also emphasizes the need for internal audit to continuously improve itself and promote improvement across the organization. Additionally, it notes the importance of internal audit managing relationships effectively and considering value for money in its work to help an organization achieve its strategic goals.
Faizan Ahmed is seeking a suitable position that utilizes his 8 years of experience in internal audit, risk advisory, internal controls, and compliance. He has worked in senior roles for Ernst & Young and currently works as a Group Auditor for Al Tayer Group. He believes his qualifications in ACCA and experience auditing various industries can benefit an organization.
V. Sambandamurthy seeks a head of department position in an ethical organization in the financial services industry to utilize his 24 years of experience in auditing, risk, compliance, finance, and banking. He currently serves as Senior General Manager and Head of Internal Audit at India Finserve Advisors Private Limited, where he established the internal audit department and framework. Prior experience includes roles in commercial operations, accounts management, and internal audit at organizations in various industries. He possesses skills in accounting, analysis, auditing, compliance, and relationship management.
The document provides a summary of qualifications and extensive professional experience for T E E A Blair, including over 25 years of experience in operations management, internal auditing, compliance, and risk management roles within the banking industry, with demonstrated success developing strategies to drive growth, optimize processes, and ensure regulatory compliance. Blair possesses strong leadership skills with a track record of managing change initiatives, developing high-performing teams, and expanding service offerings to acquire new customers and market share.
The document outlines an upcoming 4-day group audit training program hosted by Bank ABC in Tunis from May 22-25, 2023. Each day covers different audit topics, including annual audit planning, audit engagement phases and governance, audit execution, and audit reporting, quality assurance, and improvement programs. The training will be presented by Rami Stephan, Group Head of Internal Audit Quality Assurance at Bank ABC, and Zahraa Amini, Group Audit Support Manager and Quality Assurance at Bank ABC.
Saad Bashir provides his curriculum vitae for a job application. He has over 11 years of experience in internal audit, primarily in the financial sector in Australia, Europe, the Middle East, and Asia Pacific. His experience includes internal auditing, risk management, financial reporting, and information technology audits. He also has experience creating audit manuals, policies, and training staff. Saad Bashir is seeking a new position that utilizes his expertise in audit, risk management, and financial controls.
Saleh Mohammad Lweis is seeking a position in risk management, internal auditing, or advisory services. He has over 10 years of experience in internal auditing and accounting. Currently, he works as a senior internal auditor at Alrajhi United for Investment Holding company where he assesses risk, develops audit plans, and evaluates internal controls. Previously, he held senior internal auditor and junior external auditor roles at other companies in Saudi Arabia and Lebanon. He is proficient in Microsoft Office and speaks Arabic and English.
- The document contains a career profile for Abdul Quddus, including his contact information, career objective, areas of expertise, employment history, and responsibilities in various risk management, internal audit, and compliance roles at several banks in Bangladesh.
- His most recent role is as Manager of Internal Audit and Monitoring at NRB Bank Limited, where he is responsible for audit planning and oversight, risk management, and reporting.
- Prior to that, he held compliance and operational risk roles at Bank Alfalah Limited, BRAC Bank Limited, focusing on areas like risk assessment, policy development, investigation, and ensuring regulatory compliance.
Bishoy Alfred Sedhom is an Egyptian national seeking a managerial position applying his experience in internal audit, risk, fraud, and compliance. He has over 13 years of experience in these fields, including currently serving as Risk Director for a microfinance institution in Cairo. He holds a bachelor's degree in accounting and finance from Ain Shams University and is a Certified Internal Auditor.
Hajer Jaouani is an experienced internal audit consultant offering over 15 years of experience in internal audit, risk management, and compliance. She has expertise in a variety of industries including real estate, healthcare, and telecommunications. Jaouani has held senior roles at PricewaterhouseCoopers and Bell Canada where she led internal audit engagements, assessed risks, and tested internal controls. She is proficient in audit standards and frameworks including COSO and Sarbanes-Oxley.
The document contains the resume of Khushboo Jain. It summarizes her educational qualifications including an MBA in Finance and BA from Delhi University. It outlines her 15 years of experience in risk management, internal audits, credit analysis, and regulatory compliance across various sectors including banking, NBFCs, and insurance. Her expertise includes areas such as credit assessment, risk management, internal audits, transaction monitoring, and ensuring regulatory compliance. She has worked with major clients across sectors handling their risk and audit functions.
This document is a resume for Mohamed Hassan Hamouda, seeking a senior managerial role in internal auditing. It summarizes his 20 years of experience in internal audit, compliance, anti-money laundering, and accounts reconciliation at banks in Egypt and the United Arab Emirates. Currently he is Manager of Internal Audit at Union National Bank in Abu Dhabi. His experience includes conducting audits, evaluating internal controls, preparing audit reports, and ensuring compliance with regulations. He has a Bachelor's degree in Commerce and various training in areas like banking, auditing, and money laundering.
Zahid Ul Hassan is a Finance Manager with over 12 years of experience in accounting, auditing, and finance. He has worked in roles such as Finance Manager, Audit Supervisor, Internal Auditor, and Accounting Manager. He has expertise in financial reporting, analysis, management, budgeting, and accounting software. Currently he works as the Finance Manager for DAMAN CONTRACTING LLC in Dubai, where he oversees accounting, treasury, budgeting, and financial reporting and analysis.
K.SAISHANKAR PATNAIK has over 14 years of experience in risk management, internal audit, and finance. He is currently a Senior Manager of Risk at RBL Bank, where he manages a team responsible for risk reviews of business correspondents and branches across 5 states. Previously, he worked as Manager of Internal Audit and Risk Management at SV Credit Line Pvt. Ltd. He has extensive experience in operational risk management, credit risk management, financial risk management, audits, and portfolio management.
This document is a resume for Asim Ismail, a Chartered Accountant and Certified Internal Auditor with over 8 years of experience in auditing and accounting. He has worked as an Assistant Manager of Internal Audit for Al Khaleej Sugar and as a Senior Internal Auditor for Arabtec Holding PJSC. His experience includes conducting risk-based operational and financial audits, developing annual audit plans, and ensuring compliance with auditing standards and regulations.
The document provides a resume for Nawal Sami Ahmed Baddar, a risk management and internal audit manager based in Kuwait with over 10 years of experience in finance, risk management, and compliance. Baddar is currently seeking a new financial position and provides details of her educational background, professional training, work experience at Tharwa Investment Co. and previous employers, and skills in areas like financial modeling, investment valuation, and audit reporting.
Ronke Fagbemi has over 30 years of experience in risk management, regulatory compliance, and operations in the banking industry. She is currently the Head of Operational Risk and Compliance at Ecobank Nigeria Ltd. She has a strong background developing and implementing operational risk management frameworks, monitoring key risk indicators, conducting risk assessments, and ensuring regulatory compliance. She also has experience overseeing compliance programs, monitoring compliance activities, developing compliance policies and procedures, and providing compliance training.
Shoaib Raza is applying for a position and has over 4 years of experience as a chartered accountant at A. F. Ferguson & Co., where he gained experience in statutory audits, reviews, internal audits, and tax matters. He is seeking a career opportunity that provides competitive work environment and opportunities for growth, and believes his skills and qualifications make him a strong candidate.
Lakshman Rao Sadhanala CAMS is an Anti Money Laundering specialist based in Bangalore, India. He has over 15 years of experience in AML, KYC, transaction monitoring and investigations. Currently he works as a Senior Risk Consultant at KPMG performing investigations on alerted transactions. Previously he has held roles at HSBC, Amicorp Management Services, and KPMG specializing in AML compliance, policy development, transaction monitoring and client due diligence. He holds a Bachelor's degree in Commerce and Economics and is a Certified Anti Money Laundering Specialist.
The presentation provided an overview of the internal audit department's organization, mission, and 2009/10 audit plan for the audit committee. It discussed the department's responsibilities in providing independent assurance and consulting services. It also outlined the audit approach, including risk-based planning and a rating system for audit reports. Quality assurance processes were reviewed, including onboarding, training, performance reviews, and internal/external reviews. The benefits of internal audit for ensuring adherence to policies and ongoing risk management were also highlighted.
Kelly Dreishpoon is an experienced operational risk management and compliance professional with over 20 years of experience in audit, consulting, and risk governance at various financial institutions. She has a strong background in establishing controls and ensuring regulatory compliance, especially regarding anti-money laundering requirements and lending practices. Her experience also includes implementing risk management systems, performing risk and control assessments, managing operational losses, and supporting business units with compliance and risk remediation.
Similar to Head of Internal Audit & Compliance Department -Muath Ahmad (20)
Head of Internal Audit & Compliance Department -Muath Ahmad
1. P a g e 1 | 5
Enriching experience gained from working with top level organizations in UAE & Qatar in Audit,
Risk Management and Compliance hasgiven me a broader vision and understanding of the role that
internal audit and risk management hasand theimportance of flexibility and quick decisions. Having
strong and in-depth experience and educational background in Audit and Risk Management
encourages me to seek for more dynamic and challenging environment.
SUMMARY OF QUALIFICATIONS
Bachelor of Administrative Sciences with a major of Business Administration.
Yarmouk University, Jordan
Certified Internal Auditor (CIA)
Financial Risk Manager (FRM), Level II
Certification in Risk Management Assurance (CRMA)
CPA preparation course (Passed - Financial Accounting & Reporting).
Certified Financial Consultant (CFC).
Certificate in Islamic Financial Standards (IFSB)
Certified Credit Analyst.
PROFESSIONAL EXPERIENCE
Jan 2015 - to date Qatar First Bank (QFB) - Qatar
Current & Previous positions held with QFBinclude: Head ofInternal
Audit Department, Head ofInternal Audit& Compliance Department
and Head ofCompliance Department.
Reporting to : Chairman – Audit, Risk & Compliance Committee
I Joined QFB in Jan 2015 in order to establish & manage Internal Audit Department in line with
International StandardsforInternal Audit and best practices. Currently, managing both Internal
Audit and the Compliance Departments. Having strong Audit & Compliance experience.
Muath Ahmad Abdalla
MOBILE: 00974 66239856 Qatar
00971 55 7005989 UAE
muathabdalla@gmail.com
2. P a g e 2 | 5
Responsibilities:
Internal Audit
To Establish the Internal Audit Department within QFB;
To establish the Internal Audit Framework, documentation, budgets & resource
requirements in line with Board of Directors (Audit Committee) expectations,
International Standards for Internal Audit and Best Practices. This includes but not
limited to the following:
Audit Committee Charter
Internal Audit Charter
Internal Audit Manual (Standard Operating Policies & procedures)
Internal Audit Budget, Templates resources requirements
Managing and building communications/relationships with external parties including
Regulators, External auditors and Internal Audit vendors (outsourced assignments)
Compliance
To provide assurance to The Board and Audit, Risk and Compliance Committee that all
significant business, financial, operational compliance risks are effectively controlled
by Management;
Coordinate with the CEO to develop functional strategies for the QFB’s Compliance
and AML functions;
Identifying and assessing compliance with regulators rules and regulations to ensure
compliance and that compliance risk is properly mitigated through establishing and
implementing necessary controls;
Provide independent appraisal of the Bank’s compliance with laws, regulations,
policies, procedures and set standards in order to ensure that business is conducted in
accordance within the framework of the applicable laws and regulations;
Act as the MLRO for the bank; and
Establishment, implementation and maintenance of adequate policies and procedures
sufficient to ensure compliance with regulators rules and regulations pertaining to
Compliance, AML and FATCA.
Detailed Job Responsibilities
Internal Audit
Performing detailed Internal Audit - Risk Assessment of all QFB’s auditable entities
based on Internal Audit standards and best practices;
Develop and execute Risk Based - Annual Audit Plan covering QFB auditable entities;
Build professional, experienced and well trained audit team capable of adding value to
the Internal Audit Department and QFB;
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Provide Guidance and on job training to Internal Audit Staff enabling them to perform
tasks as expected and enhance overall performance;
Create positive & constructive awareness among QFB staff about audit & audit
function; and
Preparing periodic reports to the Audit Committee and Board of Directors of major
audit observations during the period and management corrective actions.
Compliance
Coordinate with the CEO to develop functional strategies for the QFB’s Compliance
and AML functions;
Identifying and assessing compliance with regulators rules and regulations to ensure
that full compliance and that compliance risk is mitigated through establishing and
implementing necessary controls;
Lead the identification and diagnosis of compliance requirement across QFB;
Develops the compliance, FATCA and AML framework, policies, procedures and plans
for QFB in alignment with the strategic business requirements;
Acts as an independent review and evaluation body to ensure that compliance/AML
issues/concerns within the organization are being appropriately evaluated, investigated
and resolved;
Provide all the necessary support to QFB departments/divisions to full compliance
with regulatory requirements as and when required;
Carrying out detailed/thorough and ongoing Risk and Compliance reviews;
Manage all direct report staff to ensure meeting individual and departmental
objectives;
Provided training to staff on Audit, Compliance, AML, risk management,
corporate governance and internal controls; and
Conduct Special Investigations where requested by Management or the Chairman of
the Audit Committee.
Money Laundering Reporting Officer (MLRO)
To ensure that QFB has effective systems & controls for compliance with requirements
& standards under the regulatory systems;
QFB has ability to identify, assess, monitor and manage money laundering risk;
QFB’s AML framework, policies, procedures, systems & controls are comprehensive &
appropriate Staff training & knowledge sharing.
Aug 2006 - Jan 2015 Sharjah Islamic Bank (SIB) - Sharjah, UAE
Current position : Head of Credit Audit Department
Reporting to : ChiefInternal Audit
4. P a g e 4 | 5
I Joined SIB in 2006 in order to establish and manage Credit and Investment Audit Department
as a separate function/department within the Internal Audit Division. During this period I had
actively participated in audit assignments and projects covering multiple business areas from the
planning through to thereport writing phase reviewing the effectivenessof risk management,Sharia’a
risk, and financial, operational & regulatory controls.
Responsibilities:
Develop/Assist in developing annual audit plan based on risk assessment.
Assist in developing internal audit budget and resource requirements.
Assist in preparing policies and manual for the audit activities and executing its
technical and administrative functions.
Conduct risk assessments, identify and evaluate risks and controls for
credit/investment related activities, operation departments and processes.
Carrying out detailed/thorough and ongoing Risk and Compliance review of the
following areas and functions:
Investment Group.
Corporate Banking Group (CBG).
Retail Banking Group (RBG) - credit related activities/functions.
Credit Risk Management Division (CRMD).
Recovery and collection Department.
Credit Administration Department (CAD).
Operation Departments related to above mentioned Groups and Divisions.
Financial Control Division (FCD)
Compliance with UAECB rules and regulations as well as Sharia’a Standards
Review completeness & accuracy of reports prepared according to Basel II
accord.
Adequacy and accuracy of Provisions.
Review Investment Group, CBG and RBG activities, accounts and portfolio as well as
their related operation departments to evaluate and assess:
Adequacy and efficiency of controls and risk management procedures over the credit
granting/investment processes & its related activities
Compliance with credit SOPs, official laws & regulations & Sharia’a Standards
Evaluating the overall performance and the quality of credit and investment portfolios.
Develop and execute comprehensive audit programs for the evaluation of the controls
and risk management activities over all major credit and investment activities/areas.
Also its operational processes to ensure compliance with prescribed policies &
procedures, official laws and regulations. & Sharia’a Standards
Review and prepare formal reports putting across opinions and views on the adequacy,
effectiveness and efficiency of risk management and controls activities and the
efficiency with which activities are carried out.
5. P a g e 5 | 5
Provide executive management within the assigned location (or activity) with report on
audit coverage and the results of the audit activities and discussing deficiencies and
recommending corrective actions.
Appraise the adequacy of actions taken by operating management to correct the
reported deficient conditions.
Review and approve Policies and Procedures pertaining to CBG, RBG & Investment
Group (i.e. new products, products/processes changes...etc
Provide training and guidance to Internal Audit staff to ensure high standards of work
are maintained.
Manage, develop and motivate the Department's staff to ensure that high standard of
work are maintained, together with carrying out appraisals of their performance.
Supervise and conduct surveys and Special Investigations, as needed.
June 2000 - Aug 2006 Abu Dhabi Islamic Bank (ADIB) - Sharjah,UAE
Job Title : Credit Officer
Responsibilities:
Experience with Abu Dhabi Islamic Bank includes working in various positions i.e. Credit Officer
(CBG & Commercial Banking), Credit Supervisor (RBG), Operation Supervisor and Senior Teller.
Marketing the bank’s financial products, this involves meeting bank’s current and
potential clients (corporate clients-mainly real estate) and obtaining all required
information & documents.
Preparing credit proposals which include analyzing customer’s financial statements
and the write up.
Carrying out periodical and annual review of the customers’ facilities and customers’
accounts performance.
Reviewing and Approving credit applications for the retail customers (Sharjah Branch).
Sep1998 - June 2000 Mashreq Bank – Abu Dhabi, UAE
Job Title : Counter Service Specialist
Reporting to : Branch Supervisor
Responsibilities:
Carrying out day to day customers’ cash/cheques transactions
Telex transfers
Marketing the Banks’ products
AREAS OF STRENGTH
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Hands-on experience in Operational and financial Audit coupled with a strong knowledge of the
banking industry and financial & operational Risk & control activities. Have the aptitude to work
and communicate with Executive Management to improve and enhance the organization risk
awarenessand control environment. Also have thecapability to resolve and deal with conflicts and
provide solutions that can add value to the operations of the organization.
Strong audit skills and knowledge of latest risk management methodologies and
best practices.
Strong financial, accounting and analytical skills.
Team leadership and ability to motivate and facilitate groups to achieve high
professional work standard.
In-depth knowledge of bank’s products, standards and procedures, risk & risk
mitigation and controls activities.
In-depth understanding of Islamic Banking and Sharia’a Standards.
Thorough knowledge of Basel II Accord as well as IFSB standards and
reporting.
SPECIAL COURSES & TRAINING
Audit, Compliance, and Risk Management
Credit Management.
Credit Risk modeling.
Project Finance
Basel II & III
Credit and Financial analysis
Trade Finance (Letter of Credit and Guarantees)
Quality Management
Customer Service
General Computer and administrative Skills
SUMMARY
Nationality: Jordanian
Marital status: Married
Date of Birth: Sep 15, 1976
Current Position: Head of Internal Audit
Company: Qatar First Bank
LANGUAGES
Arabic : Mother Tongue
English: Excellent Command of English Language (written and spoken).