This document provides information about a 5-day training program on Governance, Risk, and Compliance Management (GRCM) offered by the International Academy of Business and Financial Management (IABFM). The training will help participants develop processes to identify, measure, monitor, control, and mitigate risks across their organizations. It will also cover setting up a GRC framework to effectively manage risks and align GRC with corporate strategy. The document outlines the course objectives, topics, instructor's background, and registration details.

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Certified by the International Academy of Business and Financial Management
A leading provider of training and educational programs worldwide
5 DAY MBA
GOVERNANCE,
RISK & COMPLIANCE
MANAGEMENT
GRCMTM

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By the end of this training program, each participant will be able to
* Assess organisational risk maturity level to aid formation of GRC Framework
* Identify, manage and mitigate GRC risks from unexpected and uncontrollable events
* Establish early warning GRC systems to monitor the unusual trading/investment patterns for effective
GRC management
* Set up a GRC framework for effective risk monitoring and control
* Align GRC management to corporate strategy for integrated strategic planning
Training methodology
* The program is wholly interactive and you will be fully involved through group discussion, exercises
and real-world case studies with implementable frameworks/tools..
Who should attend
* Past graduates from IABFM in CERM, CRA, CRS, CCP, CRBA
* Non-Executive Directors at Board of Directors level
* Board of Directors, CEO and Chairman of Board of Directors.
Course requirements
You should have at least FIVE (5) years of practical experience in risk management or financial control or
managerial experiences. You need to have a pre-requisite knowledge in accounting,
auditing, corporate finance, capital markets and some basic derivatives knowledge.
GRCMTM
Course Overview
Events in the post 2008 financial crisis era have clearly revealed the inadequacy of risk management in
many organisations. Organisations continue to be concerned about the risk environment, leading them to
reassess the effectiveness and adequacy of the internal controls in place to manage their risks.
This situation, together with a rise in complexity and regulation, is putting a strain on how organisations
govern themselves. Management is expected to enhance oversight and transparency while simultaneously
driving performance and profitability.
Boards of directors are also facing stakeholder demands for more accountability in their organisation’s
governance systems, as well as delivering ongoing success. In this context, resilience is the key to
organisational survival. Organisations need to achieve a robust balance of governance, risk management
and compliance.
Siloed approaches to managing GRC mean that the Board and management find it difficult to obtain a
holistic view of how their organisation is managing risk and have found it increasingly difficult to obtain
the right information for decision making.
In this 5-day program participants will learn how to develop and implement processes that identify,
measure,,monitor,control and mitigate risks across the enterprise, ranging from failures in governance,
risk management and compliance risks emanating from the strategy setting at BOD level, all the way
through the risks caused by external and non-controllable events. The workshop will also cover the
formation of a GRC framework that integrates risk management processes, compliance policies/regulation
as well as governance with effective strategy execution so that your company can continue to follow
highly innovative strategies, while simultaneously anticipating and mitigating the inherent risks.

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Course Outline
What is Governance, Risk and Compliance (GRC)?
»» Why GRC? What is it comprised of?
»» Recognise the inter-relationship of Governance to
Risk and to Compliance
»» High profile corporate failures due to mismanagement
of GRC and draw key lessons learnt
»» GRC Continuum
Risk appetite, Risk Capacity, Risk Culture and Capital
»» Risk vs Uncertainty, Known vs Unknowns
»» Scope of risk capacity and risk appetite of each
organisation
»» Strategic, financial and operational risk
»» Impact of GRC to Capital Adequacy
»» Instil GRC to form Risk Culture
Behavioural Finance and its impact on GRC
»» Top Management behaviour towards investment
decision making
»» The importance of behavioural finance and how it
works
»» What can we learn from “market history”?
»» Identifying patterns of irrationality of the financial
markets
»» Risk profiling – dealing with behavioural biases
»» Behavioural finance influencing top managements’
choices and decision making
The GRC Framework and BOD Oversight for
Effective Governance
»» Risk Oversight by BOD
»» Risk Oversight Perspective – Top Down, Bottom
Up and Middle Approaches
»» Roles and Responsibilities of BOD, CEO and Exco
»» Holistic GRC Framework
Aligning GRC to Strategic Planning
»» Identifying the organisation’s strategic objectives
»» Aligning GRC to Strategic Planning at corporate
level
»» Balance risk appetite with risk capacity at strategic
planning level
»» Categorise the various risks at strategic or BOD
level
»» Establishing an holistic GRC framework at
strategic/BOD level
Participants will apply behavioural
finance techniques to case
scenarios and understanding its
impact on top management’s
strategy selection and other
investment decision making.
Participantswill be able
to draw on concrete lessons
learnt resulting in the ability to balance impacts from
rationaland emotional behaviours of top management.
GRCMTM
Participants will study a classical
case study on how the GRC was
misaligned to corporate strategy
during the strategic planning
process. They will identify key
lessons learnt while drawing
references to current
global financial situation leading
to best practices being formed and adopted.

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Course Outline (Cont)
Establishing an Embedded GRC Process
»» Known vs Unknown, Risk vs Uncertainty impacting
the GRC Process
»» Why financial risks are only the tip of the iceberg
»» Challenges due to the recent global crisis, the
regulatory and compliance environment
»» Risks pertaining to Market, Credit, Liquidity,
Operational, Strategic, Reputational, Legal, Model,
Supplier, Resources and Compliance environment
»» Developing a GRC strategy for your organisation
»» Establishing the business case
»» Selling the benefits to management
»» The need for risk champions
»» Risk and competitive advantage
Risk identification and evaluation for GRC
Compliance
»» Approaches and techniques to Identify Risks
pertaining to Market, Credit, Liquidity, Operational,
Strategic, Reputational, Legal, Model, Supplier,
Resources and Compliance
»» Establish a GRC process
»» The use of diagnostic questions and thought provokers
»» The pros and cons of using data capture technology
»» How to identify, sift and group the GRC risks
Participants will be given a case
study and deploy the various
evaluation techniques to identify
the types of GRC risks in the given
case study. They will learn the
different approaches and challenges
involved in the process of risk
identification, and management.
Assessment of Risk Mitigation for GRC Compliance
»» Dealing with the risk exposures
»» Recording the risks – risk registers or risk maps
»» Risk registers – do’s and don’ts
»» Establishment of action plans
»» Allocation of risk owners
»» Ensure GRC risks are controlled and mitigated
effectively
»» How to assess risk mitigation effectiveness
»» The need for diligence, detailed scrutiny and
challenge
»» Risk mitigation and dealing with the exposures in
practice
A case study will be given to
participants to firstly identify the
types of GRC risks and discuss the
various possible risk mitigation
strategies. They will learn
the different approaches and
challenges involved in the process
of risk mitigation and control.
GRCMTM

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Course Outline (Cont)
Aligning Business Risks to Business Planning for GRC
Compliance
»» Align business risks to business planning at business
unit levels
»» Empower risk owners – how to determine such
personnel and enforce ownership
»» Developing risk tracking capability
»» Using the risk register as a decision mechanism
»» Establish risk management committee reporting
»» Evaluate key business risks every half yearly
Establishing Key Risk Areas and Key risk indicators
»» Learn how to build effective key risk areas (KRAs)
and key risk indicators (KRIs).
»» Align KRIs to KRAs
»» Ensure KRAs link to Corporate Objectives at
Strategic/BOD level
Participants will be given a case study
to identify the misalignment of business
planning to business risks resulting in
financial losses. They will also discuss
the various ways to mitigate GRC risks
and design proper communication channels as well as
effective risk control mechanism.
Governance in GRC Framework
»» Taking ownership of Risks by BOD, CEO and Exco
»» Responsibility to stakeholders by BOD and CEO
»» The increasing importance of corporate governance
»» Record of accountability
»» Protecting the financial position and capital
»» Putting in place business continuity and crisis
management strategy
»» Be responsible to environment sources / treatments
»» Handle customer service and management of
complaints to avoid reputational risks
»» Ensure effective communication – internally and
externally to stakeholders
People and Process Risks for GRC Compliance
»» Key GRC risk themes and how to deal with them
»» Failure to manage projects effectively
»» Loss of IT systems
»» Failure of partners or inability to establish effective
partnering
»» Loss of key personnel
»» Hacking/breach of system security
»» Manual process and failure to innovate/automate
»» Poor prioritisation of systems development
»» Loss of morale / stress
»» Too much data – insufficient information
»» E-Commerce risks
»» IT and Cyber security
»» Reputational and Legal issues
»» Failure to comply both internal and external policies/
regulation
»» People and system risks
Participants will be given a case study to
identify the causes of GRC risks whether
from people or process.They will draw
lessons learnt with possible risk mitigation
on people and process resulting in a viable
and implementable risk solution.
Cascading the GRC Process from Top Management/
BOD levels
»» Stakeholders’ interest in risk & measuring the benefits
»» Risk awareness for all staff
»» Evaluate risks within these relationships
»» Breaking down Key Risk indicators (KRI’s) at
corporate/business level into Key Performance
Indicators (KPIs) for individuals
»» How to identify and reduce excessive controls
»» Escalate key risks up the BOD level for their action
»» Co-ordinate the whole process
»» Managing stakeholder expectations
»» Managing and Instil Risk Culture for competitive
advantage
GRCMTM

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Course Outline (Cont)
GRCMTM
Managing the Governance Risk on Financial Crime
»» Anti bribery and corruption requirements
»» Managing the risk of money laundering
»» The role of the Money Laundering Reporting Officer
»» Counter terrorist financing and proliferation financing
»» International dimensions in AML and FATF
»» Managing the risk of market abuse
»» Market manipulation
»» Market misconduct and insider dealing
»» Managing the risk of fraud
»» Tax evasion and tax avoidance
Participants will be given a
case study requiring them to
establish the corporate KRIs
and subsequently breaking them
down into individual KPIs
for GRC compliance. They
will discuss and challenged
each other on its viability and
functionality leading to drawing lessons learnt.
A case study will be given
to participants requiring
them to identify situation
of potential financial crime,
understand causes to such
risks and subsequently
mitigate such risks for GRC
compliance. They will discuss
and challenged each other on its viability and
functionality leading to drawing lessons learnt.
Establishing GRC Systems in Emerging Markets
»» GRC and its benefits in emerging markets
»» Evolution of GRC in emerging markets
»» Rationale for effective GRC in emerging markets
»» Responsibility of the Board in GRC and extensions
to emerging markets
»» Risk, Reward, and Risk Appetite in emerging
markets
»» GRC Practice in emerging markets
The Rise and Evolution of Chief GRC Officer
»» Role and responsibility of governance, risk and
compliance function
»» Providing assurance
»» Importance of relationship management
»» Conduct of business governance, risk and
compliance
»» Instil prudential governance, risk and compliance
»» Best practice
Participants will be given a case
study from emerging countries
where they identify the external
and internal environmental
challenges in establishing GRC
framework and systems. This
will lead to an implementable
framework for participants to
take home for further deliberation and implementation.
GRCM™
Examination
* Only those who successfully complete the examination and participate effectively in the course case
studies will receive the Governance, Risk & Compliance management designation GRCM™

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Dr Christopher Goh has some 25 years of hard-won experience
in treasury and enterprise risk management – with a rare blend
of derivatives trading, wealth, treasury, risk management,
pricing and investment valuation.
Dr. Christopher is a professional with extensive experience
professionally in, risk management, treasury trading on
derivatives, exotic options, behavioural finance, and structuring
products using derivatives and in particular to enterprise
risk management where he spent some 15 years in this area,
where he was the pioneer in risk management, since 1992.
He held the title of chief risk officer for Asia Pacific having
established holistic enterprise risk management framework and
implementing enterprise risk management process for some 3
international banks in Asia Pacific.
Passionate in the financial market with excellent technical knowledge on broad range of financial
instruments especially exotic derivatives, established holistic enterprise risk management
capabilities, implemented enterprise risk management framework through practical experience
gained through various diverse economic cycles. He had worked for 6 different banks over a period
of some 25 years across 6 different cultures, business practices and management styles. This had
given him a very deep knowledge in handling clients and managed staff from diverse cultural
background.
Dr Christopher had conducted many in-house corporate seminars for the past 13 years training
international and central bankers from Asia region like Malaysia, Indonesia, Taiwan, China,
Singapore, South Korea, Thailand, Hong Kong, Vietnam, Myanmar, Philippines, and to as far as
London, Vienna, Jeddah, Kuwait, Johannesburg, Lagos (Nigeria), Accra (Ghana), Nairobi (Kenya)
and Dubai.
His seminars and consultancy works are mainly focused on Enterprise Risk Management,
Enterprise Balanced Scorecard, Setting KPIs with Enterprise Balanced Scorecard, Organisational
Development Audit/Assessment, Transforming Strategy into Business Results, Structured Products,
Wealth Management Solutions, Financial Derivatives, Asset Allocation and Portfolio Management,
Banking Operations, Advanced Credit Analysis, and Business Strategy for Banks and non-banks
enterprises.
Dr Christopher had, most recently, conducted 5 workshops on Enterprise Risk Management,
Enterprise Balanced Scorecard and as well as Transforming Strategy into Business Results in some
African countries like Johannesburg, Accra, Nairobi and Lagos for both financial institutions and
non-financial institutions including a government statutory board.
Dr Christopher is also an Adjunct Visiting Faculty to some foreign universities namely: Shanghai
JiaoTong University, Central University of Finance and Economics (Beijing), Harbin Institute
of Technology (Harbin), S.P. Jain (Singapore and Dubai campus) on a yearly basis on banking
certification courses and/or EMBA courses.
GRCMTM
Dr Christopher Goh
Your Expert Solution

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GOVERNANCE, RISK & COMPLIANCE MANAGEMENTTM
Program Period: 21st - 25th November, 2016
Program Venue: Holiday Inn, Sandton, Johannesburg
Program Price: US $2950.00 per delegate
Thank you for your interest in the program. To register, please provide the
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Accepted applications to attend the International Academy of Business and Financial
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