Fraud Risk Governance Masterclass: Board Appetite, Anti-Fraud Programmes & Fraud Risk Reporting
Fraud used to be an operations problem measured in losses. It is now a board accountability measured in evidence — the appetite you approved, the programme you documented, the report you read.
Format
Classroom
Upcoming sessions
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Supervisors are no longer satisfied with fraud controls sitting product by product inside operations. Fraud is being written into risk management rules as a named risk within the operational risk framework, with board-approved appetite and tolerance, a designated fraud risk function, a documented anti-fraud programme and regular reporting to the board and risk committee. The threat has industrialised in parallel: account takeover, authorised payment scams, mule networks, synthetic identities, insider collusion and cyber-enabled fraud move faster than the controls built to catch them, and the losses land on the P&L, on customer trust and on the supervisory relationship at once. This masterclass works fraud risk governance from the boardroom down — appetite, structure, programme, detection and reporting — with the cohort drafting a fraud risk appetite statement and a board fraud dashboard against realistic institutional cases. Delivered in English and French across the Middle East and Africa — Dubai, Nairobi, Johannesburg, Accra, Casablanca — and live online.
What you will do
Who attends
- Board members and members of board risk and audit committees
- Chief executives, chief operating officers and chief risk officers
- Heads of operational risk and heads of fraud risk management
- Heads of compliance, internal audit and cybersecurity
- Heads of digital banking, payments and retail channels accountable for fraud losses
- Executives of payment service providers, digital wallets and fintechs building fraud frameworks
- Supervisors and central bank staff overseeing operational and fraud risk
Programme agenda
Built for the decisions no textbook prepares you for
I.Fraud as a governed risk — from product controls to board accountability
- The shift from product-level fraud controls to board-accountable fraud risk governance
- Internal and external fraud inside the operational risk framework and the capital adequacy assessment — fraud as a named Basel event type, not a loss line
- Accountability written into law: the UK’s failure-to-prevent-fraud offence, in force since September 2025, where the only defence is reasonable fraud prevention procedures — and liability now turns on a senior manager test
- Today’s fraud landscape — account takeover, authorised payment scams, mule accounts, synthetic identity, insider and cyber-enabled fraud
II.Fraud risk appetite and tolerance — what does the board actually approve?
- Writing a fraud risk appetite statement the board can approve and defend
- Translating appetite into limits, key risk indicators and escalation triggers
- Distinguishing the fraud the institution accepts as a cost of doing business from the fraud it will not tolerate at any price
- Workshop: drafting a fraud risk appetite and tolerance statement
III.Structure, oversight and board reporting — who owns fraud, and what do directors see?
- Dedicated fraud function or integrated operational risk model — choosing and justifying the structure
- The independence and authority the function needs to act against revenue-generating lines
- The risk committee’s oversight of fraud alongside credit, market, liquidity, operational and conduct risk
- Workshop: designing the quarterly board fraud dashboard — indicators, incidents, typologies and corrective actions
IV.The anti-fraud programme — what must it contain to survive audit?
- Minimum programme content — prevention, detection, response, resolution and organisational learning
- Response protocols, reporting channels and incident investigation
- Internal audit’s role, board approval and the annual review cycle
- Documenting the programme as evidence — what a supervisor, an auditor or a prosecutor would ask to see
V.Detection, data and coordination — can you see fraud while it is happening?
- Technology-based fraud monitoring with an integrated view of available customer, channel and transaction data
- From periodic review to real-time surveillance — the direction supervisors are taking, as in Singapore’s shared responsibility framework for phishing scams
- Where liability is moving: mandatory reimbursement of authorised push payment scams, split between sending and receiving institutions
- Coordinating fraud, compliance, legal, cybersecurity and financial crime functions
- A single, centralised fraud case database linked to operational loss data
VI.Supervisory reporting and continuous improvement — how does the framework keep up?
- Reporting new fraud typologies and material incidents to supervisors and shared industry fraud databases
- Customer fraud awareness, staff training and whistleblowing channels
- Proportionality — scaling the framework for banks, payment service providers and fintechs
- The annual honest question: has the framework changed anything the fraudsters do?
Frequently asked
How is this different from a fraud detection or investigation course?
Detection and investigation courses train the people who catch fraud. This masterclass is about governing it — the appetite the board sets, the structure and authority of the fraud function, the programme that ties prevention to response, and the reporting that lets directors and supervisors see whether it works. Detection technology and investigation protocols are covered as components of that governance system rather than as standalone skills.
Why does fraud risk need board-level governance now?
Supervisors increasingly treat fraud as a named risk within operational risk management, expecting board-approved appetite and tolerance, a designated fraud risk function, a documented anti-fraud programme and regular board reporting. Accountability is also hardening in law: since September 2025 the United Kingdom has held large organisations criminally liable for failing to prevent fraud committed for their benefit, with reasonable fraud prevention procedures as the only defence. Fraud losses hit earnings, customer trust and the supervisory relationship at the same time, which makes them a board matter rather than an operational one.
Is the programme relevant for payment service providers and fintechs, not only banks?
Yes. Payment service providers, digital wallets and fintechs face the same fraud typologies — often at higher volume and speed — and are increasingly brought within fraud risk management rules and within scam reimbursement and shared responsibility regimes. The programme covers how to apply the framework proportionately to an institution’s size, products, channels, customer base and degree of digitalisation.
Can the masterclass be delivered in-house for our institution?
Yes. Every BIZENIUS programme is available in-house, tailored to your institution’s products, channels and fraud exposures, and delivered in English or French. An in-house edition can work from your own appetite statement, fraud taxonomy, board reporting pack and case data. Public sessions run on a rolling calendar, with dates confirmed on request. Fees and quotations are shared on enquiry, so do get in touch and we will build the right format with you.
Who teaches this
Practitioners, not presenters.
Led by practitioners who have carried governance, risk and compliance accountability themselves: chief risk officers and heads of enterprise risk, heads of financial-crime compliance and certified anti-money-laundering specialists, internal-audit leaders and directors who sit on the committees these programmes prepare you for. Several hold current seats; all advise institutions under supervision between cohorts.
What the bench brings
- Enterprise risk framework design and risk culture
- Risk appetite, limits and risk and control self-assessment
- Capital, liquidity and stress-testing frameworks
- Operational risk and resilience
- Corporate governance and board practice
- Board induction, effectiveness and committee work
Where they have practised
Current and former practitioners — people who hold the seat today alongside those who have held it.
Sectors: Banking & financial services · Government & public sector · Insurance · Professional services
Regions: Africa · the Middle East · Europe · Asia · the Americas
How they teach
- Board-pack and committee case work
- Chaired role plays and committee exercises
- Group discussion of real incidents and findings
- Self-assessments against supervisory expectations
- Knowledge checks and a personal action plan
Cohorts are kept small so every exercise is worked on the participants’ own situations — in person or live virtual.
The faculty profile for your cohort is sent with the full agenda and the next dates when you enquire.Request brochure →
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In their words
Knowledge transfer, emphasised throughout
“We worked with BIZENIUS for our Fresh Graduates Programme — they are simply amazing. Knowledge transfer and practical learning were emphasised throughout.”
Kuwait Investment Authority
From the Mandate Record
Mandate № 01 · Africa
The training programme that became national regulation
What the team mastered, the regulator wrote into the rulebook.
Open the dossier →
The Capability Arc™
Fix it · Advisory
Risk Appetite & Enterprise Risk Governance
When the fraud appetite statement has to sit inside a coherent enterprise risk framework rather than beside it — limits, indicators and escalation the board can actually govern against.
Automate it · Smart IT
Risk Data, Controls & MI (BCBS 239)
The board fraud dashboard is only as good as the data beneath it — a single case database, integrated customer, channel and transaction views, and reporting a supervisor can trace to source.
Learning is one point on the Capability Arc. Many institutions pair this programme with the advisory engagement — and automate what the framework demands.
Teams from these institutions train with BIZENIUS
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One request — the full agenda, the faculty and the next cohort dates, sent personally by the admissions team.