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DTSTART:20250101T000000
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BEGIN:VEVENT
DTSTART;TZID=Europe/Moscow:20260413T090000
DTEND;TZID=Europe/Moscow:20260417T153000
DTSTAMP:20260513T190759
CREATED:20251222T193250Z
LAST-MODIFIED:20251222T194053Z
UID:10003258-1776070800-1776439800@www.icpak.com
SUMMARY:THE 9TH BOARD MASTERCLASS
DESCRIPTION:INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS OF KENYA\n(Established under Accountants Act\, Laws of Kenya) \nTHE 9TH BOARD MASTERCLASS\nTheme: Agile and Future-Ready Boards: Driving Value\, Resilience\, and Strategic Leadership\nDATE: 13TH – 17TH APRIL 2026\nTIME: 09.00AM-03.30PM\nVENUE: SAROVA WHITESANDS BEACH RESORT & SPA\, MOMBASA \nOVERVIEW \nBoards of directors are the ultimate custodians of an organization’s purpose\, mission\, and long-term value creation. They carry the responsibility of guiding institutions through complex and often unpredictable environments while ensuring that stakeholder trust\, public accountability\, and organizational integrity are upheld. In today’s fast-evolving landscape\, boards are confronted with unprecedented pressures that range from technological disruption\, rapid digitization\, and market volatility to regulatory shifts\, ESG imperatives\, climate-related risks\, geopolitical instability\, and heightened expectations from investors\, regulators\, and the public for transparency\, accountability\, and sustainable impact. \nThe ability to respond effectively to these multidimensional pressures requires more than technical expertise; it calls for strategic foresight\, adaptive leadership\, emotional intelligence\, and a profound understanding of governance dynamics. Board members must make informed\, forward-looking decisions while simultaneously fostering alignment\, collaboration\, and cohesion among diverse stakeholders within and outside the boardroom. \nThe role of the board chair has never been more critical. Chairs are tasked with orchestrating the board’s overall effectiveness\, navigating the interplay of diverse personalities\, resolving conflicts\, and ensuring that governance processes are executed efficiently and transparently. They must cultivate strong\, productive relationships with the CEO\, Board Secretary\, and management team while ensuring that directors collectively exercise their fiduciary duties to the highest standard. The effectiveness of the chair in balancing the contributions of both first-time and experienced directors can significantly influence board culture\, decision-making quality\, and organizational performance. Similarly\, boards must actively work to establish a culture of trust\, accountability\, and continuous learning\, while ensuring that strategic priorities are translated into actionable outcomes for the organization. \nThe 21st-century boardroom is no longer a ceremonial space reserved for quarterly reviews or compliance reporting. It has evolved into a dynamic and strategic arena where governance\, strategy\, risk management\, and stakeholder engagement converge. Directors are expected to cultivate agility\, enabling them to anticipate change\, respond effectively in real time\, and make decisions under uncertainty. Agile boards are characterized by their ability to embrace diversity of thought\, encourage psychological safety\, promote constructive dissent\, and challenge entrenched assumptions. They are courageous and innovative\, willing to rethink strategy\, disrupt legacy processes\, and lead organizational transformation while maintaining focus on long-term sustainability. In this environment\, boards that fail to adapt risk falling behind\, as stakeholders increasingly demand evidence of proactive leadership\, ethical decision-making\, and measurable organizational impact. \nSustainability and ESG considerations have transitioned from peripheral topics to central elements of board responsibility. Directors are expected to oversee climate action\, social initiatives\, ethical conduct\, and integrated reporting with the same rigor traditionally applied to financial oversight. Boards must ensure that ESG strategies are aligned with organizational objectives\, embedded into decision-making frameworks\, and communicated transparently to stakeholders. In parallel\, the rapid advancement of technology has transformed how boards operate. Digital intelligence—including AI\, data governance\, cybersecurity\, and emerging tech—requires directors to be well-versed in tech-driven risks and opportunities\, enabling them to provide strategic oversight of digital transformation initiatives. The convergence of ESG\, technological innovation\, and governance demands that boards operate with both strategic acumen and operational insight to safeguard the organization’s long-term viability. \nThe 9th Board Masterclass is designed to equip both new and experienced directors with the mindset\, knowledge\, and practical tools necessary to lead high-performing\, resilient\, and future-ready boards. Over five days\, participants will engage in expert-led sessions\, case studies\, interactive simulations\, and peer learning\, exploring contemporary topics including board leadership\, culture\, performance\, risk governance\, sustainability\, digital transformation\, and strategic foresight. Beyond technical and strategic competencies\, the Masterclass emphasizes the human dimensions of governance—interpersonal dynamics\, leadership styles\, conflict resolution\, and cultural factors that influence boardroom effectiveness. Participants will also gain insights into practical approaches for fostering inclusive\, adaptive\, and agile boards capable of responding to change while maintaining ethical standards and public trust. \nBy the conclusion of this Masterclass\, participants will have developed the knowledge\, skills\, and confidence to make informed strategic decisions\, foster board cohesion\, champion ESG and digital initiatives\, and lead with integrity\, foresight\, and resilience. The program serves not only as a comprehensive learning experience but also as a leadership retreat and strategic reset. It challenges boards to reflect on their current practices\, anticipate emerging trends\, and adopt governance approaches that maximize value\, enhance organizational resilience\, and ensure sustainable impact in an increasingly complex and interconnected world. \nLEARNING OBJECTIVES: \nThis program is divided into the following five modules covering the various aspects of Board Competence: \n\n\n\nDAY\nMODULE\nTOPICS\nKEY AREAS TO BE COVERED\n\n\n\n\nDAY 1\nA.   Strategic Board Leadership\n1. Purpose-Driven Governance\n2. Board Chair Roles and Responsibilities\n3. Board and CEO/Management Dynamics\n4. Board Decision-Making Styles\n5. Case Studies & Lessons from Exemplary Boards\n1. Attributes of an effective board chair\n2. Leading with purpose\, values\, and strategic clarity\n3. Navigating complex boardroom dynamics and interpersonal tensions\n4. Role of the CEO and Board Secretary in supporting governance\n5. Common pitfalls and lessons from successful board leadership\n6. Board decision-making frameworks\, consensus-building\, and collaborative governance\n7. Applying lessons from real-life case studies to enhance leadership effectiveness\n\n\nDAY 2\nB.   ESG\, Ethics & Stakeholder Engagement\n1. ESG Integration and Oversight\n2. Ethical Governance and Compliance\n3. Stakeholder Mapping and Engagement\n4. Sustainability Reporting\n5. Social Responsibility & Impact Measurement\n1. ESG as a board-level strategic imperative\n2. Ethics\, integrity\, and regulatory alignment in board decisions\n3. Engaging diverse stakeholders for long-term value\n4. Board responsibility in sustainability disclosures and impact measurement\n5. Evaluating social impact and ethical outcomes of board decisions\n6. Setting frameworks for transparent ESG reporting and monitoring performance\n7. Linking ESG initiatives to organizational strategy and long-term sustainability\n\n\nDAY 3\nC.   Digital Intelligence & Risk Governance\n1. AI\, Data & Digital Governance\n2. Cybersecurity Oversight\n3. Risk Appetite and Resilience Planning\n4. Scenario-Based Risk Simulation\n5. Emerging Technology & Innovation Oversight\n1. Board oversight of digital transformation and innovation\n2. Cyber risk\, data ethics\, and digital literacy for directors\n3. Defining and monitoring organizational risk appetite\n4. Building risk-aware cultures and resilience frameworks\n5. Scenario planning and crisis response strategies\n6. Monitoring emerging technologies and understanding their strategic implications\n7. Leveraging data-driven insights to inform board decisions and future readiness\n\n\nDAY 4 \nD.   Board Diversity\, Inclusion & Performance\n1. Inclusive Governance Practices\n2. Board Evaluation and Performance Metrics\n3. Talent Development and Succession Planning\n4. Boardroom Capital\n5. Team Dynamics and Conflict Resolution\n1. Fostering diversity of thought\, background\, and experience\n2. Conducting effective board evaluations and culture health checks\n3. Director development\, onboarding\, and succession strategies\n4. Building boardroom capital and collective accountability\n5. Managing intergenerational and cross-functional board dynamics\n6. Conflict resolution and constructive dissent\n7. Promoting collaboration\, psychological safety\, and team cohesion in the boardroom\n\n\nDAY 5\nE.   Future-Proofing Boards: Strategy\, Innovation & Renewal\n1. The Future-Ready Board\n2. Strategic Foresight and Innovation\n3. Governance Trends and Global Shifts\n4. Continuous Learning and Board Readiness\n5. Scenario Planning & Adaptive Governance\n1. Anticipating emerging governance trends and stakeholder expectations\n2. Embedding innovation and agility into board practices\n3. Aligning board strategy with long-term institutional resilience\n4. Personal development and continuous learning for directors\n5. Applying adaptive governance frameworks for boards to respond to change\n6. Leading transformation initiatives with foresight\n7. Enhancing board adaptability and strategic decision-making for sustainable impact\n\n\n\nTARGET AUDIENCE: \nBoard Members\, Board Chairpersons\, Board Committee Members and Committee Chairpersons\, Board Secretaries\, CEOs\, Senior Management supporting boards and committees\, Aspiring Board Members\, Business Owners\, Academia and Entrepreneurs. \nYOUR INVESTMENT: \nThis Masterclass shall be provided at a cost of KSh.95\,000. \nCONTINUOUS PROFESSIONAL DEVELOPMENT UNITS: \nMembers of ICPAK and other reciprocating professional bodies will earn 20 CPD points upon successfully attending the Master Class. \nONLINE BOOKING: \nWe call on all participants to note that booking is available only online at www.icpak.com/events and will close 24 hours before the training session.  Delegates are reminded to note that online booking for training sessions is MANDATORY and available online at www.icpak.com/events \, you can also reach us through 0719074100 or email us through marketing@icpak.com \nNATIONAL INDUSTRIAL TRAINING AUTHORITY (NITA) REIMBURSEMENT: \nThe Institute is registered as a trainer with National Industrial Training Authority. The Institute’s registration number is DIT/TRN/47. Participants who are registered levy contributors should apply to NITA for reimbursement of their fees. Please note that this is applicable for Kenyan citizens only and subject to NITA regulations. Remember that to qualify you should apply to NITA for approval prior to the date of the conference. Further details can be obtained from their website  www.nita.go.ke
URL:https://www.icpak.com/event/the-9th-board-masterclass/
LOCATION:Sarova Whitesands Beach Resort and Spa\, Mombasa\, Kenya
CATEGORIES:Local Seminars
GEO:-4.0434771;39.6682065
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=Europe/Moscow:20260316T090000
DTEND;TZID=Europe/Moscow:20260320T153000
DTSTAMP:20260513T190759
CREATED:20251226T095853Z
LAST-MODIFIED:20251226T101605Z
UID:10003275-1773651600-1774020600@www.icpak.com
SUMMARY:CORPORATE GOVERNANCE AND LEADERSHIP CONFERENCE 2026
DESCRIPTION:INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS OF KENYA\n(Established under Accountants Act\, Laws of Kenya) \nCORPORATE GOVERNANCE & LEADERSHIP CONFERENCE\nTheme: Integrating Principles of Corporate Governance into The Values System of Leaders in Kenya\nDate: 16th to 20th March 2026\nTime: 09.00am-03.30pm\nVenue: Sarova Whitesands Beach Hotel & Spa Mombasa \nINTRODUCTION \nCorporate governance is a system of rules\, policies\, and practices that dictate how a company’s board of directors manages and oversees the operations of a company. Corporate governance includes principles of transparency\, accountability\, and security. Poor corporate governance\, at best\, leads to a company failing to achieve its stated goals\, and\, at worst\, can lead to the collapse of the company and significant financial losses for shareholders. \nPerhaps one of the most important principles of corporate governance is the recognition of shareholders. The recognition is two-fold. First\, there is the basic recognition of the importance of shareholders to any company – people who buy the company’s stock fund its operations. Equity is one of the major sources of funding for businesses. Second\, from the basic recognition of shareholder importance follows the principle of responsibility to shareholders. The policy of allowing shareholders to elect a board of directors is critical. This means that shareholders\, effectively\, have a direct say in how a company is run. \nShareholder interest is a major part of corporate governance. Shareholders may reach out to the members of the community who don’t necessarily hold an interest in the company but who can nonetheless benefit from its goods or services. Reaching out to the members of the community encourages lines of communication that promote company transparency. It means that all members of the community – those who are directly or indirectly affected by the company – and members of the press get a clear sense of the company’s goals\, tactics\, and how it is doing in general. Transparency means that anyone\, whether inside or outside the company\, can choose to review and verify the company’s actions. This fosters trust and is likely to encourage more individuals to patronize the company and possibly become shareholders as well. \nAn increasingly important aspect of corporate governance is security. Shareholders and customers/clients need to feel confident that their personal information is not being leaked or accessed by unauthorized users. It’s equally important to ensure that the company’s proprietary processes and trade secrets are secure. A data breach is not just very expensive. It also weakens public trust in the company\, which can have a drastically negative effect on its stock price. Losing investor trust means losing access to capital that is necessary for corporate growth. Everyone in a company\, from entry-level staffers to members of the board\, needs to be well-versed in corporate security procedures such as passwords and authentication methods. \nLeadership\, both as a research area and as a practical skill\, encompasses the ability of an individual\, group or organization to lead\, influence or guide other individuals\, teams\, or entire organizations. Throughout history\, great leaders have emerged with leadership styles in providing direction\, implementing plans and motivating people. These can be broadly grouped into 5 different categories such as Authoritarian Leadership\, Participative Leadership\, Delegative Leadership\, Transactional Leadership and Transformational Leadership. Despite these definitions\, most leaders still struggle with the meaning of each leadership style mentioned above\, the difference between each leadership approach as well as the advantages and disadvantages of each style. This conference will explore each of these styles and provide an avenue for leaders to discuss on the best approach to take in leading their teams. \nAll leadership styles serve a purpose depending on the situation\, type of organization or industry\, and the personalities of the leadership and employees involved. The best approach is to become familiar with all leadership styles and understand the applications of each style. You will likely have a default style of leadership that you naturally exhibit or turn to. However\, it is important that you are flexible in how you lead others. To understand when to employ each type of leadership style it is essential to develop your ability to diagnose needs\, communicate effectively\, and be flexible in how you make decisions and interact with others. \nLeadership in business is the capacity of a company’s management to set and achieve challenging goals\, take fast and decisive action when needed\, outperform the competition\, and inspire others to perform at their highest levels. Leadership also speaks to a more holistic approach\, such as the tone of an organization or the culture that management establishes. Individuals with strong leadership skills in the business world often rise to executive positions. \nEffective leadership includes exhibiting a strong character. Leaders exhibit honesty\, integrity\, trustworthiness\, and ethics. Leaders act in line with how they speak and earn the right to be responsible for others’ success in the organization. Strong leadership involves clear communication skills. Leaders speak with and listen to staff members\, respond to questions and concerns\, and are empathetic. Leaders use effective communication skills for moving the company forward and achieving new levels of success. \nValues refer to beliefs or ideals shared by the members of a culture about what is good or bad\, desirable or undesirable. They are standards of conduct\, efficiency or worth which a society endorses\, maintains and even transmits to her members. Principles of Governance are normative principles that guide the state to perform its functions in a manner that promotes the general wellbeing of its people. \nNational Values and Principles of Governance are fundamental beliefs or ideals that guide the choices\, actions and behaviour of a nation. They are critical in building national identity and national character that guides the realization of national development. In addition\, National Values exert influence on the way individuals relate with one another\, how communities engage one another and how citizens and government interact to promote peace\, national unity and cohesion. \nNational Values and Principles of Governance are key in managing diversity and building national social capital that surpasses ethnic\, religious\, class and racial limitations. They cultivate internal social and cultural coherence which are based on national norms and interests that govern interactions focused on achieving national common good. It is because of the central role of values in organising\, inspiring\, transforming\, and guiding Kenyans that they are enshrined in Article 10 of the Constitution. The National Values and Principles of Governance facilitate the building of bridges among communities\, ethnic\, religious\, and racial traditions and establish constitutionalism that binds and integrates Kenyans into a unitary nation-state. They provide opportunities to individuals and groups to pursue freedoms and happiness in a diverse society and a firmly united nation. \nThis Conference will provide delegates with the opportunity to discuss issues and challenges as well as dwell on topical areas such as: \n\nAn overview of King IV Code of Corporate Governance\nImplementation of the Mwongozo code of Corporate Governance in Kenya\nEffective management of shareholder activism\nLegal\, Institutional Policy Frameworks and Administrative Actions for the promotion of national values and principles of governance\nCorporate governance principles: An overview of the book G20/OECD- Principles of Corporate Governance\nEmerging trends in Board and executive compensation schemes\nFailures of corporate governance on both international and local landscape: A review of various case studies\nMainstreaming national values for behaviour change in Kenya\nEnhancing public trust through strengthening of corporate data security systems and processes\nChallenges that weaken the drive towards a cohesive united\, peaceful\, and prosperous nation\nEnhancing transparency through improved Corporate Governance reporting and disclosures\nSustaining ethical leadership under high pressure environments and turbulent times\nAn overview of different leadership styles:\n\n\nAuthoritarian Leadership\nParticipative Leadership\nDelegative Leadership\nTransactional Leadership\nTransformational Leadership\n\n\nModern day leadership: Leading inter- generational teams\nThe place of leadership in managing productivity & time management: A look at the tools and technology for use by leaders in modern times\nThe role of transformational leadership in leading and managing change\nEffective communication styles and tips for leaders: Enhancing presentation skills and influence in engagements\n\n FINANCIAL COMMITMENT: \n\n\n\nCategory\nCharges Physical \n\n\nAssociate Members\nKes 54\,000 per Delegate\n\n\nFull Members\nKes. 59\,000 per Delegate\n\n\nNon-Member\nKes. 64\,000 per Delegate\n\n\nAccommodation\nDelegates are advised to make own travel and accommodation arrangements\n\n\n\n**Charges will cater for daytime meals\, conference giveaways\, learning materials\, and certificates of attendance. \nCONTINUOUS PROFESSIONAL DEVELOPMENT UNITS \nMembers of ICPAK and other reciprocating professional bodies will earn 20 Structured CPD points upon successfully attending the Governance and Leadership Conference. \nNATIONAL INDUSTRIAL TRAINING AUTHORITY (NITA) REIMBURSEMENT \nThe Institute is registered as a trainer with National Industrial Training Authority. The Institute’s registration number is DIT/TRN/47. Participants who are registered levy contributors should apply to NITA for reimbursement of their fees. Please note that this is applicable for Kenyan citizens only and subject to NITA regulations. Remember that to qualify you should apply to NITA for approval prior to the date of the conference. Further details can be obtained from their website (www.nita.go.ke). \nSPONSORSHIP OPPORTUNITIES & ADDITIONAL INFORMATION  \nThe Governance and Leadership Conference attracts over 200 participants drawn from both the public and private sectors presenting a rare chance for exhibitors and sponsors. Those interested in sponsoring this event can reach us through raphael.nguli@icpak.com. Other requests for information can be channelled to us via telephone on +254 719 074 100/129. \nFurther requests can be channeled to us via telephone calls on\, +254 719 074 100\,  or via email to marketing@icpak.com \nWe encourage you to regularly visit our website www.icpak.com for updates on the Conference.
URL:https://www.icpak.com/event/corporate-governance-and-leadership-conference-2026/
LOCATION:Sarova Whitesands Beach Resort and Spa\, Mombasa\, Kenya
CATEGORIES:Local Seminars
GEO:-4.0434771;39.6682065
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=Europe/Moscow:20260216T090000
DTEND;TZID=Europe/Moscow:20260220T153000
DTSTAMP:20260513T190759
CREATED:20251224T085407Z
LAST-MODIFIED:20260127T075227Z
UID:10003271-1771232400-1771601400@www.icpak.com
SUMMARY:THE 8th BOARD AUDIT COMMITTEE MASTERCLASS
DESCRIPTION:INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS OF KENYA\n(Established under Accountants Act\, Laws of Kenya) \nTHE 8th BOARD AUDIT COMMITTEE MASTERCLASS\nTheme: Transforming Audit Committees into Engines of Organizational Transformation\nDate: 16th -20thFebruary 2026\nTime: 09.00am-03.30pm\nVenue: Sarova Whitesands Beach Resort & Spa\, Mombasa \nOVERVIEW \nThe corporate landscape is undergoing its most profound transformation yet. Regulatory expectations are tightening\, stakeholders are demanding greater transparency\, technology is reshaping business models\, and economic uncertainty is testing organizational endurance. In the midst of these shifts\, one governance organ has become indispensable to organizational stability and strategic foresight—the Audit Committee. Its mandate has expanded far beyond reviewing financial statements; it now plays a decisive role in safeguarding institutional integrity\, strengthening risk culture\, and anchoring long-term resilience. \nYet\, even with their growing prominence\, the performance of Audit Committees in Kenya remains mixed. Many committees continue to grapple with limited independence\, insufficient technical support\, and mandates that are not fully aligned to the realities of modern governance. These gaps constrain their ability to deliver high-impact oversight. A truly effective Audit Committee must be grounded in strong leadership\, deep governance insight\, and a firm grasp of the assurance ecosystem spanning internal audit\, external audit\, risk management\, and compliance. \nExpectations placed on Audit Committees today are higher than ever. Beyond reviewing compliance\, committees are now expected to be forward-looking advisors—providing strategic guidance\, anticipating emerging threats\, reinforcing internal controls\, and cultivating ethical and accountable cultures. Achieving this shift requires members who are agile\, analytically strong\, and well-versed in the transformative potential of data\, technology\, and modern assurance practices. Only then can they identify vulnerabilities early\, navigate disruptions with confidence\, and support management in building sustainable financial and operational systems. \nTo remain influential and future-ready\, Audit Committees must embrace agility and continuous development. This involves staying current with governance trends\, undertaking regular charter reviews\, carrying out committee performance assessments\, and strengthening teamwork and collegiality. Committees must also invest deliberately in member development to sharpen oversight capabilities. These elements are essential to repositioning Audit Committees as proactive engines of organizational resilience—committees that do not simply observe risk but actively shape the institution’s capacity to withstand and thrive through uncertainty. \nA future-ready Audit Committee requires mastery of critical domains such as risk governance\, internal audit effectiveness\, compliance oversight\, cybersecurity readiness\, ESG accountability\, and performance monitoring. Strengthening these competencies transforms Audit Committees into influential strategic partners who inspire trust\, drive value\, and guide organizations with steadiness through shifting economic and technological landscapes. \nTo support this transformation\, ICPAK presents the 7th Audit Committee Masterclass—a five-day intensive program designed to elevate the impact of Audit Committees in Kenya. With a blend of case-based learning\, expert-led discussions\, and practical governance insights\, the Masterclass will unpack what works\, what fails\, and what must evolve for effective oversight. Participants will explore audit strategy\, risk oversight\, assurance coordination\, boardroom dynamics\, and emerging issues shaping today’s audit environment. The program also offers rich opportunities for peer learning and networking across public and private sectors\, fostering collaboration and shared excellence. \nLEARNING OBJECTIVES: \nThis program is divided into the following five modules covering the various aspects of Audit Committee Competence: \n\n\n\nDAY\nMODULE\nTOPICS\nKEY AREAS TO BE COVERED\n\n\n\n\nDAY 1\nA.   The evolving role of the Audit Committee\n1.    Understanding the modern governance environment \n2.    Redefining the audit committee mandate \n3.    Strengthening independence\, structure and board level influence \n \n·         The shifting governance landscape: global\, regional\, and Kenyan context \n·         Expanding roles and expectations of Audit Committees in modern organizations \n·         Understanding independence: structural\, operational\, and behavioural independence \n·         Strengthening the relationship between the Audit Committee\, Board\, CEO\, and Internal Audit \n·         Governance failures and lessons for Audit Committees \n·         How Audit Committees drive ethical culture and institutional integrity\n\n\nDAY 2\nB.   Risk governance & resilience building \n1.    Role of Audit Committee in enterprise risk oversight \n2.    Emerging risks: technology\, cybersecurity and geopolitical trends and ESG \n3.    Building a strong organizational risk culture \n \n·         Enterprise Risk Management (ERM): role of the Audit Committee \n·         Identifying\, assessing\, and prioritizing emerging risks \n·         Oversight of cybersecurity and digital transformation risks \n·         Understanding ESG-related risks (environmental\, social\, governance) \n·         Strengthening risk culture across the organization \n·         Crisis preparedness and response: Audit Committee’s role in resilience planning\n\n\nDAY 3\nC.   Strengthening internal audit & assurance functions \n1.    Enhancing internal audit effectiveness \n2.    Coordinating internal audit\, external audit and compliance \n3.    Reviewing audit strategies\, work plans and reports \n  \n \n·         Evaluating the adequacy and independence of the Internal Audit function \n·         Reviewing internal audit plans\, resources\, and capability needs \n·         Monitoring effectiveness of external audit and auditor independence \n·         Aligning internal audit\, external audit\, and compliance for coherent assurance \n·         Understanding audit quality indicators and improving reporting outcomes \n·         Oversight of investigations\, whistleblowing\, and ethical breaches\n\n\nDAY 4 \nD.   Technology\, Data & modern oversight practices \n1.    Leveraging data analytics for better oversight \n2.    Cybersecurity and digital transformation risks \n3.    ESG\, ethics and compliance expectations for Audit Committees \n \n·         Using data analytics to strengthen audit oversight \n·         Oversight of automation\, AI\, and digital transformation initiatives \n·         Protecting organizational assets in a cyber-risk environment \n·         Modernizing internal control systems with technology \n·         Audit Committee’s role in ESG reporting and sustainability assurance \n·         Ensuring compliance with new regulatory and industry standards \n \n\n\nDAY 5\nE.   Future – Proofing your Audit committee and moving forward \n1.    Building a future-ready and high performing Audit Committee \n  \n \n1.    Building a high-impact\, future-ready Audit Committee \n \n\n\n\nTarget Audience: \nAudit Committee Members\, Chairpersons of Audit Committees\, Chief Internal Auditors\, Chief Audit Executives\, Internal Auditors\, CEOs\, Senior Management\, Aspiring Audit Committee Members\, Members of Board of Directors of corporations\, Business Owners and Entrepreneurs\, \nYour investment: \nThis Master Class shall be provided at a cost of KSh.95\,000. \nContinuous Professional Development Units: \nMembers of ICPAK and other reciprocating professional bodies will earn 20 CPD points upon successfully attending the Master Class. \nOnline Booking: \nWe call on all participants to note that booking is available only online at www.icpak.com/events and it will close two hours before the training session.  Delegates are reminded to note that online booking for training sessions is MANDATORY.   This is available either online at www.icpak.com/events \, you can also reach us through marketing@icpak.com \nNational Industrial Training Authority (NITA) Reimbursement: \nThe Institute is registered as a trainer with the National Industrial Training Authority. The Institute’s registration number is DIT/TRN/47. Participants who are registered levy contributors should apply to NITA for reimbursement of their fees. Please note that this is applicable for Kenyan citizens only and subject to NITA regulations. Remember that to qualify you should apply to NITA for approval prior to the date of the conference. Further details can be obtained from their website (www.nita.go.ke) \n  \n 
URL:https://www.icpak.com/event/the-7th-board-audit-committee-masterclass/
LOCATION:Sarova Whitesands Beach Resort and Spa\, Mombasa\, Kenya
CATEGORIES:Local Seminars
GEO:-4.0434771;39.6682065
END:VEVENT
BEGIN:VEVENT
DTSTART;TZID=Europe/Moscow:20251027T090000
DTEND;TZID=Europe/Moscow:20251103T153000
DTSTAMP:20260513T190759
CREATED:20250115T175015Z
LAST-MODIFIED:20251103T061959Z
UID:10003006-1761555600-1762183800@www.icpak.com
SUMMARY:ERM MASTER CLASS 2025 MANDATORY TRAINING
DESCRIPTION:THE INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS OF KENYA\n(Established under the Accountants Act\, Laws of Kenya) \nERM MASTER CLASS 2025 MANDATORY TRAINING\nTHEME: Driving Competitiveness and Sustainable Value Through Responsive Enterprise Risk Management\nDATE: 27th – 31st OCTOBER 2025\nVENUE: SAROVA WHITESANDS BEACH RESORT & SPA MOMBASA\nTIME: 09.00AM-03.30PM\n(This is one of the mandatory trainings for Practicing Certificate consideration)\n \nOVERVIEW \nIn today’s increasingly complex and uncertain global economic environment\, enterprises face a rapidly evolving array of risks that threaten their strategic objectives and long-term sustainability. The 2023 Global Risks Report by the World Economic Forum underscores the gravity of this reality\, identifying the cost-of-living crisis\, natural disasters and extreme weather events\, and geo-economic confrontations among the most pressing global risks in the near term. Simultaneously\, the accelerating pace of digital transformation continues to introduce new vulnerabilities such as cyber security threats and data privacy concerns. \nThese developments have heightened the need for innovative\, integrated\, and responsive approaches to risk management. Closer to home\, the Kenyan business landscape has become increasingly volatile\, with many organizations scaling down or relocating operations—resulting in job losses\, reduced tax revenues\, and weaker overall economic performance. These challenges are compounded by rapid shifts in the social\, political\, legal\, and technological environment. Navigating this turbulence calls for agile leadership and adaptive risk management strategies. More than ever\, the ability of professionals to anticipate\, identify\, assess\, and respond decisively to risks has become a critical determinant of organizational resilience\, competitiveness\, and long-term growth. \nEnterprise Risk Management (ERM) offers a holistic and structured framework for addressing these challenges. Unlike traditional risk management approaches\, ERM embeds risk considerations into all facets of an organization’s strategy and operations\, fostering a culture of accountability\, resilience\, and sustainable performance. A well-implemented ERM framework enables organizations to manage risks comprehensively and cohesively\, thereby reducing earnings and stock price volatility\, enhancing operational efficiency\, and ultimately strengthening firm performance and value. This has a positive ripple effect on returns to investors and shareholders\, while contributing to broader economic growth. \nTherefore\, this Masterclass is designed to equip delegates with critical knowledge and practical insights to effectively identify\, assess\, and respond to emerging and complex risks facing their organizations. In addition\, it will provide a valuable platform for delegates to engage\, exchange ideas\, and network with fellow professionals in the risk management field. Ultimately\, the program aims to empower participants to drive organizational resilience\, enhance competitiveness\, and foster sustainable value in today’s dynamic and rapidly evolving business environment. \nPlease note that the award of the certificate and the 20 CPD points will be contingent upon successful completion of an individual assessment based on the key learning areas covered in the Masterclass. \nThe Masterclass is divided into the following five modules covering key fundamental learning areas: \n\n\n\nDAY\nMODULE\nTOPICS\nKEY AREAS TO BE COVERED\n\n\n\n\nDAY 1\nFoundation and ERM Framework\nIntroduction to Enterprise Risk Management (ERM) \nDeveloping the ERM Framework \nEvolving Risk Universe \n  \n \n1.       Key definitions in Enterprise Risk Management \n2.       Differences between Risk Management and ERM \n3.       Common misconceptions about risk management \n4.       Components of risk management \n5.       The link between risk management\, internal audit & external audit \n6.       Value of risk management \n7.       The process of implementation of the ERM Frameworks for organizations \n8.       Highlights of the pertinent regulation and guidelines\, PFM Act\, Treasury Circulars\, COSO ERM Framework\, ISO 31000:2018 etc. \n9.       The role of different players in ERM Development and Implementation (Segregation of Duties)\n\n\nDAY 2\nExecution- Risk Management Process\nThe Risk Management Process \n  \n  \n  \n  \nRisk Appetite \n  \n \nThe risk management process \nTemplate of a risk register and how to develop it (Practical session) \n·         Risk identification \n·         Risk assessment \n·         Risk quantification \n·         Risk monitoring \nRisk reporting & communication- Sample of Reports \n(Practical session on reporting and ARC Presentation) \n·         Setting risk appetite and linkage to strategy \n·         Developing Key Risk Indicators (KRIs)\n\n\nDAY 3\nRisk Governance & Leadership \nRisk Governance \n  \n  \n  \nRisk Committees\nRisk governance \n·         Risk and corporate governance \n·         Brief on risk governance practices \n·         Risk and strategy implementation \n·         Overview of the various governance models- 3 LoD\, Policing\, Partnership\, Offence & Defence \n·         Risk governance tools \n·         Importance of risk governance \nRisk Committees \n·         Role and operations of the risk Champions forum \n·         Risk Management Committee \n·         Board Risk Committee \nRisk culture -Elements of an effective risk culture\n\n\nDAY 4\n \nRisk Analytics\, Modelling\, Automation and Quantification \n  \nERM Assurance \n \nRisk analytics\, modelling and automation. \n·         Approaches and tools for risk assessment \n·         Risk modelling for effective risk quantification \n·         Overview of the critical steps towards risk management automation. \n·         Highlight into Basel and Solvency risk requirements. \n·         Risk Automation (Practical session) \nProviding Effective Assurance Services over ERM Process.\n\n\nDAY 5\n1.       Moving Forward \n1.       ERM Human Capital and Positioning of the role in public and private sector \n  \n2.       Emerging issues in ERM \n  \n3.       Future and adequacy of risk management \n  \n4.       Soft Topic- Wellness\n·         Risk maturity assessment models and alignment of risk to corporate strategies \n·         The evolving risk landscape and adaptation – economic\, regulatory and technology \n·         Creating resilience and flexibility in risk management frameworks \n·         Positioning of risk functions in the public and private sectors \n  \n  \n·         Team building and physical and mental wellness for risk professionals\n\n\n\nTARGET AUDIENCE: \nIt is open to all Risk and Internal Audit Professionals\, Finance Professionals\, Insurance and Banking Professionals\, Board Members\, Audit & Risk Committee Members\, Senior Management of Organizations\, CEOs and any other professionals seeking to obtain deeper knowledge in the area of ERM. \nAll members who would wish to practice in the future are also encouraged to enroll on the course as it provides practical skills required for effective performance of their roles in Risk Management \nYOUR INVESTMENT: \nThis Master Class shall be provided at a cost of Kes.95\,000. \nCONTINUOUS PROFESSIONAL DEVELOPMENT UNITS: \nMembers of ICPAK and other reciprocating professional bodies will earn 20 CPD points upon successfully attending the Master Class. \nONLINE BOOKING: \nWe call on all participants to note that booking is available only online at www.icpak.com/events and will close two hours before the training session.  Delegates are reminded to note that online booking for training sessions is MANDATORY.   This is available either online at www.icpak.com/events  or on the ICPAK Live – A smart phone-based application that is available from google store. \nNATIONAL INDUSTRIAL TRAINING AUTHORITY (NITA) REIMBURSEMENT: \nThe Institute is registered as a trainer with the National Industrial Training Authority. The Institute’s registration number is DIT/TRN/47. Participants who are registered levy contributors should apply to NITA for reimbursement of their fees. Please note that this is applicable for Kenyan citizens only and subject to NITA regulations. Remember that to qualify you should apply to NITA for approval prior to the date of the conference. Further details can be obtained from their website (www.nita.go.ke) \nPARTNERSHIP OPPORTUNITIES \nThe training presents a perfect opportunity for organizations to showcase their products & services to a target group with high purchasing powers\, both on personal and corporate levels. You will also have a unique opportunity for brand positioning and communication that will enjoy optimal visibility. Armed with significant purchasing power and decision-making authority\, the audience are a key target group for businesses. For more information or enquiries please email raphael.nguli@icpak.com. \nFurther requests can be channeled to us via telephone calls on +254 719 074 100\,  or via email  to marketing@icpak.com. \nWe encourage members to regularly visit our website https://www.icpak.com for updates.
URL:https://www.icpak.com/event/erm-master-class-2025-mandatory-training/
LOCATION:Sarova Whitesands Beach Resort and Spa\, Mombasa\, Kenya
GEO:-4.0434771;39.6682065
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