Course Introduction
In organisations facing increasingly sophisticated and cross-functional fraud threats, fragmented or reactive approaches leave significant vulnerabilities unaddressed and expose the enterprise to material financial, reputational and regulatory harm. This fraud risk management training programme equips senior practitioners with enterprise-level frameworks to define fraud risk appetite, embed fraud considerations into governance and culture, and establish integrated oversight mechanisms that protect organisational value. Emphasis is placed on strategic alignment, cultural change and board-level reporting within a corporate fraud strategy course approach. This course can be facilitated in London, Dubai, Kuala Lumpur, Nairobi, and other major business centres on client-preferred dates.
Why Choose This Course?
Strengthening board and executive oversight by designing clear fraud risk appetite statements, governance structures and reporting frameworks that enable informed strategic decision-making
Reduce the incidence and impact of fraud through enterprise-wide strategies that address root causes across processes, people, systems and third-party relationships
Enhance organisational resilience by integrating fraud risk considerations into enterprise risk management, strategic planning and performance management systems
Build a proactive fraud-aware culture that encourages ethical behaviour, early reporting and collective responsibility across all levels of the organisation
Improve the effectiveness of fraud prevention and detection investments by aligning them with a coherent, risk-based corporate strategy rather than isolated initiatives
Demonstrate robust governance and stakeholder confidence through transparent fraud risk reporting, assurance mechanisms and measurable outcomes
5 Days
20 Jul – 24 Jul 2026
Dubai
£3,815
Choose the date and location that suits you:
Who Should Attend ?
Heads of Fraud Risk and Fraud Risk Managers responsible for designing and implementing enterprise fraud risk strategies
Chief Risk Officers and Senior Risk Leaders integrating fraud risk into broader enterprise risk management frameworks
Forensic Accountants and Senior Fraud Investigators transitioning into strategic advisory and governance roles
Internal Audit Leaders and Chief Audit Executives with oversight responsibility for fraud risk assurance
Compliance, Ethics and Governance Officers accountable for organisational culture, whistleblowing and conduct risk
Board Risk Committee Members, Non-Executive Directors and Senior Executives with responsibility for fraud governance and strategic oversight
Learning Objectives
By the end of this programme, participants will be able to:
Design and implement enterprise fraud risk management frameworks that align with organisational risk appetite, governance structures and strategic objectives
Establish clear fraud risk appetite statements, tolerance thresholds and escalation protocols that guide decision-making across the organisation
Integrate fraud risk considerations into enterprise risk management, strategic planning and performance management processes in a coherent and actionable manner
Develop and embed whistleblowing frameworks and speak-up mechanisms that encourage reporting while protecting reporters and enabling effective response
Design governance, oversight and board reporting arrangements that provide meaningful assurance on fraud risk exposure and control effectiveness
Lead cultural change initiatives that strengthen ethical behaviour, fraud awareness and collective responsibility across all levels and functions
Establish performance measurement, assurance and continuous improvement processes that demonstrate the value and effectiveness of fraud risk management strategy
Lead strategic fraud risk transformation programmes that build sustainable organisational capability and adapt to emerging threats and regulatory expectations
Course Delivery Approach
Executive masterclass workshops combining strategic framework design, risk appetite development and governance simulation exercises with real organisational scenarios
Practical sessions focused on developing fraud risk strategies, board reporting templates and cultural change roadmaps with expert facilitation and peer review
In-depth examination of successful and challenged corporate fraud risk strategies to extract transferable lessons on governance, culture and oversight
Collaborative development of organisation-specific fraud risk appetite statements, governance frameworks and implementation plans with structured feedback
Reflective practice examining board dynamics, stakeholder influence and opportunities for enhanced strategic impact in fraud risk governance
Personal and team action planning with expert support to translate learning into immediate improvements in participants’ fraud risk management strategy and leadership
Course Syllabus
01 Foundations of Corporate Fraud Risk Management Strategy
Examining the strategic imperative of managing fraud risk at enterprise level rather than through isolated functional initiatives
Understanding the interplay between fraud risk, organisational strategy, governance and long-term value protection
Establishing the principles of integrated fraud risk management that align with broader enterprise risk management and corporate governance expectations
Identifying the limitations of reactive or fragmented approaches and the benefits of a coherent, organisation-wide strategy
Mapping the key components of an effective corporate fraud risk management framework including appetite, governance, culture, controls and oversight
Setting the foundation for strategic practice through consistent terminology, risk categorisation and governance expectations
02 Defining Fraud Risk Appetite and Tolerance at Enterprise Level
Developing clear fraud risk appetite statements that articulate the level and type of fraud risk the organisation is willing to accept in pursuit of its objectives
Establishing quantitative and qualitative tolerance thresholds that guide decision-making across different business units and risk categories
Aligning fraud risk appetite with overall organisational risk appetite, strategic priorities and stakeholder expectations
Creating processes for reviewing and updating risk appetite in response to changes in the internal and external environment
Communicating risk appetite effectively to ensure consistent understanding and application across the organisation
Embedding risk appetite into strategic planning, resource allocation and performance management processes
03 Integrating Fraud Risk into Enterprise Risk Management and Governance
Designing frameworks that integrate fraud risk identification, assessment and management into existing enterprise risk management processes
Establishing clear linkages between fraud risk and other risk categories including operational, financial, compliance and reputational risk
Defining roles, responsibilities and accountabilities for fraud risk management across the three lines of defence
Integrating fraud risk considerations into strategic decision-making, major projects and change initiatives
Creating governance structures that ensure fraud risk receives appropriate attention at board and executive level
Developing integrated reporting that provides a holistic view of fraud risk exposure alongside other enterprise risks
04 Governance, Oversight and Board Reporting for Fraud Risk
Designing comprehensive governance frameworks that define oversight responsibilities, decision rights and escalation protocols for fraud risk
Establishing board and executive reporting mechanisms that provide clear, timely and decision-relevant information on fraud risk exposure and management
Developing key risk indicators and early warning metrics that enable proactive oversight of emerging fraud threats
Creating assurance mechanisms, including internal audit and independent review, that provide confidence in the effectiveness of fraud risk management
Managing the interface between management, risk functions, internal audit and the board on fraud risk matters
Conducting regular reviews of governance effectiveness and adapting structures in response to organisational or environmental changes
05 Building a Fraud-Aware Culture and Ethical Climate
Understanding the critical role of organisational culture in preventing and detecting fraud at source
Designing cultural change initiatives that strengthen ethical behaviour, integrity and collective responsibility for fraud risk management
Establishing leadership behaviours, tone from the top and accountability mechanisms that reinforce desired cultural norms
Integrating fraud risk awareness into recruitment, induction, training and performance management systems
Measuring and monitoring cultural indicators through surveys, focus groups and behavioural metrics
Addressing cultural barriers and resistance that may undermine fraud risk management effectiveness
06 Managing Third-Party and Supply Chain Fraud Risk Strategically
Identifying the specific fraud risks arising from third-party relationships, supply chains and outsourced activities
Developing risk-based frameworks for assessing, monitoring and mitigating fraud risk across the extended enterprise
Establishing contractual, due diligence and ongoing monitoring arrangements that address third-party fraud vulnerabilities
Integrating third-party fraud risk into broader enterprise risk management and procurement governance processes
Creating escalation and response protocols for fraud incidents involving third parties
Building organisational capability to manage the increasing complexity and scale of third-party fraud risk
07 Leveraging Data Analytics and Technology in Strategic Fraud Risk Management
Identifying strategic opportunities to apply data analytics and technology to enhance fraud risk identification, monitoring and decision support
Establishing governance frameworks for the ethical and effective use of data analytics in fraud risk management
Developing key risk indicators and dashboards that provide strategic visibility into fraud risk trends and patterns
Integrating technology-enabled monitoring into existing risk and control processes without creating new vulnerabilities
Building organisational capability to interpret analytical outputs and translate insights into strategic action
Evaluating emerging technologies and their potential impact on both fraud threats and fraud risk management capability
08 Whistleblowing Frameworks and Speak-Up Culture as Strategic Assets
Designing whistleblowing and speak-up mechanisms that encourage early reporting of concerns while protecting reporters from retaliation
Establishing clear investigation, escalation and feedback processes that build trust in the organisation’s response to reported concerns
Integrating speak-up culture into broader ethics, conduct and fraud risk management strategies
Measuring the effectiveness of whistleblowing arrangements through reporting volumes, outcomes and employee perception
Addressing cultural and structural barriers that may inhibit reporting or undermine the value of whistleblowing as a strategic control
Ensuring that whistleblowing frameworks align with legal requirements and support both prevention and timely response
09 Performance Measurement, Assurance and Continuous Improvement
Designing performance measurement frameworks that track the effectiveness of fraud risk management strategy and initiatives
Establishing assurance processes, including internal audit and independent review, that provide confidence in the design and operation of fraud risk controls
Conducting regular maturity assessments that benchmark the organisation’s fraud risk management capability against strategic objectives
Creating feedback loops that connect performance data, incident outcomes and environmental changes into continuous strategy refinement
Reporting on fraud risk management performance to the board and stakeholders in a clear, balanced and decision-relevant manner
Building a culture of continuous improvement that sustains the relevance and effectiveness of fraud risk strategy over time
10 Leading Strategic Fraud Risk Transformation and Organisational Change
Defining the target operating model for a strategically effective fraud risk management function that supports organisational objectives
Leading change initiatives that strengthen governance, culture and capability across the enterprise
Establishing sponsorship, accountability and governance mechanisms that sustain long-term commitment to fraud risk management excellence
Developing talent, skills and succession processes that ensure the organisation has the capability to manage evolving fraud threats
Creating mechanisms for ongoing environmental scanning, horizon scanning and strategic adaptation
Building a legacy of fraud risk leadership that protects organisational value and contributes to sustainable success
Organisational Impact
Reduced fraud losses and incidents through strategically aligned prevention, detection and cultural initiatives
Enhanced governance, oversight and board confidence in the management of fraud risk at enterprise level
Stronger integration of fraud risk considerations into strategic planning, risk management and performance frameworks
Improved organisational culture that supports ethical behaviour and early reporting of concerns
Sustainable elevation of fraud risk management capability that reduces reliance on reactive or fragmented approaches
Clear contribution to regulatory compliance, stakeholder trust and long-term value protection through disciplined strategic fraud risk management
Personal Impact
Advanced strategic expertise in corporate fraud risk management directly applicable to senior risk, governance and forensic leadership roles
Greater confidence in designing, implementing and defending enterprise fraud risk strategies at board and executive level
Enhanced capability to lead cultural change, governance enhancement and strategic transformation in fraud risk management
Clearer professional pathway towards Chief Risk Officer, Head of Fraud Risk and senior governance positions
Stronger ability to influence organisational culture and embed proactive fraud risk management across functions
Expanded professional perspective and peer network supporting ongoing development in corporate fraud risk strategy and governance
General Notes
Sector customisation available on request
Training material provided
Elevoris Certificate of Training issued to all participants
Optional post-programme advisory coaching available
In an environment where fraud threats continue to evolve in complexity and impact, mastery of corporate fraud risk management strategy separates organisations that merely respond to incidents from those that protect value through foresight, governance and cultural strength. By combining rigorous strategic frameworks, integrated oversight and sustained cultural leadership, practitioners transform fraud risk from a source of vulnerability into a managed element of enterprise resilience.
Enrol now in the Corporate Fraud Risk Management Strategy programme to develop the enterprise frameworks, governance capability and cultural leadership required to protect organisational value through disciplined, strategic fraud risk management.
