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.
Strategic Planning Society Webinar- Integrating Strategy and Risk ManagementAndrew Smart
• The credit crunch and its subsequent fall-out has rewritten the rules on strategy execution and risk management.
• The balanced scorecard and risk management approaches have evolved as silo processes over approximately 20 years – an approach that integrates both is a natural evolution.
• To effectively streamline management and regulatory reporting, organisations need to adopt an integrated framework, which covers strategy execution, risk management & compliance.
IFAC Senior Technical Manager Vincent Tophoff presentation during the Institute of Chartered Accountants of Pakistan's CFO Conference 2013, CFO: Meeting Future Challenges! Mr. Tophoff discusses current trends and thinking in risk management and best practices.
C-Suite’s Guide to Enterprise Risk Management and Emerging RisksAronson LLC
Significant opportunities remain for organizations to continue to strengthen their approaches to identifying and assessing key risks. This program will provide an overview of Enterprise Risk Management (ERM) best practices and current emerging risks that should be on your radar for 2018.
Watch the complete webinar here: https://aronsonllc.com/c-suites-guide-to-enterprise-risk-management-and-emerging-risks/?sf_data=all&_sft_insight-type=on-demand-webinar
Strategic Risk Management as a CFO: Getting Risk Management RightProformative, Inc.
Video & Presentation: http://www.proformative.com/events/strategic-risk-management-cfo-getting-risk-management-right
Enterprise Risk Management should be simple. Unfortunately, companies are responding to regulators and business imperatives to improve their risk management practices, all the while aligning with business strategy and performance as well as capital allocation. Leading practitioners are seeking insight and value from risk management and are using risk management to focus audit and compliance activities. In fact independent research commissioned by SAP and others suggests many successful ERM initiatives still make little use of the increasingly sophisticated technology available. This session will summarize recent research by SAP and others on the state of ERM and will provide simple, practical strategies for how Finance can drive risk management practices that build success and add value.
Speakers:
Bob Tizio, GRC Officer-Americas, SAP America Inc.
Bruce McCuaig, Director, Solution Marketing for Governance Risk & Compliance, SAP
Presentation delivered at CFO Dimensions 2013 - http://www.cfodimensions.com
Track: Finance Technology | Session: 5
Strategic Planning Society Webinar- Integrating Strategy and Risk ManagementAndrew Smart
• The credit crunch and its subsequent fall-out has rewritten the rules on strategy execution and risk management.
• The balanced scorecard and risk management approaches have evolved as silo processes over approximately 20 years – an approach that integrates both is a natural evolution.
• To effectively streamline management and regulatory reporting, organisations need to adopt an integrated framework, which covers strategy execution, risk management & compliance.
IFAC Senior Technical Manager Vincent Tophoff presentation during the Institute of Chartered Accountants of Pakistan's CFO Conference 2013, CFO: Meeting Future Challenges! Mr. Tophoff discusses current trends and thinking in risk management and best practices.
C-Suite’s Guide to Enterprise Risk Management and Emerging RisksAronson LLC
Significant opportunities remain for organizations to continue to strengthen their approaches to identifying and assessing key risks. This program will provide an overview of Enterprise Risk Management (ERM) best practices and current emerging risks that should be on your radar for 2018.
Watch the complete webinar here: https://aronsonllc.com/c-suites-guide-to-enterprise-risk-management-and-emerging-risks/?sf_data=all&_sft_insight-type=on-demand-webinar
Strategic Risk Management as a CFO: Getting Risk Management RightProformative, Inc.
Video & Presentation: http://www.proformative.com/events/strategic-risk-management-cfo-getting-risk-management-right
Enterprise Risk Management should be simple. Unfortunately, companies are responding to regulators and business imperatives to improve their risk management practices, all the while aligning with business strategy and performance as well as capital allocation. Leading practitioners are seeking insight and value from risk management and are using risk management to focus audit and compliance activities. In fact independent research commissioned by SAP and others suggests many successful ERM initiatives still make little use of the increasingly sophisticated technology available. This session will summarize recent research by SAP and others on the state of ERM and will provide simple, practical strategies for how Finance can drive risk management practices that build success and add value.
Speakers:
Bob Tizio, GRC Officer-Americas, SAP America Inc.
Bruce McCuaig, Director, Solution Marketing for Governance Risk & Compliance, SAP
Presentation delivered at CFO Dimensions 2013 - http://www.cfodimensions.com
Track: Finance Technology | Session: 5
Enterprise Risk Management and SustainabilityJeff B
An overview of our endeavors at implementing ISO 31000 enterprise risk management and the importance of establishing good risk culture within the company.
Integrating Strategy and Risk ManagementAndrew Smart
"A Holistic Approach to Managing Risk amidst Global Uncertainty"
The RMA/Cass Business School
10–14 February 2013
Advanced Risk Management Programme
Organised by Andrew Smart & Nicholas Hawke
In today’s fast-moving, complex environment, risk executives must cultivate an understanding across all risks and businesses. Business problems are multifaceted, interrelated, and increasingly global. Executives must possess enhanced skills to identify and address a wide range of risks with an integrated approach and enterprise-wide perspective.
The RMA/Cass Advanced Risk Management Programme, led by the faculty at Cass, one of the UK’s top business schools, exposes participants to a rigorous, yet inspiring blend of theory, practice and cutting-edge research, instilling knowledge and skills applicable to the real world of global business. In addition to its focus on the known and quantifiable risks of credit, market, and operational, the programme concentrates on the unknowable and difficult to measure risks, including business, strategic, and reputation. Cass has excellent links to the City of London firms and institutions and is able to complement Cass faculty with guest faculty and senior level business practitioners, considered by their peers to be industry thought leaders
Areas of focus for The RMA/Cass Advanced Risk Management Programme include:
• Risk management as a strategic competitive strength
• An integrated approach to risk management
• Fostering a culture and climate that openly communicates risk
• A framework for rapidly responding to known risks and unraveling the complexities of the unknown
• A focus on risk informed by global perspectives.
Shaping Your Culture via Risk Appetite Andrew Smart
Andrew Smart will briefly explain risk appetite and how it can be linked into the overall strategy and risk management process of an organisation. He will then go on to clarify how Risk Appetite statements work alongside Vision statements; creating the right ‘tone from the top’, and how that can be cascaded through the organisation in the form of Risk Tolerances and KRI's. The webinar will conclude with a demonstration of how to enable and embed change, leveraging your SharePoint investment.
Please contact andrew.smart@stratexsystems.com for more details about the presentation or to have a talk about our software solutions.
How does Operational Risk Management fit into an organization's Strategic Planning? This presentation attempts to provide a functional and implementable response.
Governance Culture & Incentives- Fundamentals of Operational RiskAndrew Smart
Governance, Culture & Incentives. -Fundamentals of Operational Risk. This presentation provides some practical tools to answer three key questions and create alignment.
Resume for Sr. Program Manager
Seventeen years of experience helping organizations achieve business goals by practicing the art of listening and speaking, building relationships and creating accountability for action.
Extensive corporate experience leading projects, programs and initiatives focused on strategy development and deployment, quality management, software and hardware engineering, process design and improvement, and vendor-hosted technology solution selection and implementation.
Passions: Setting and achieving goals, learning, creating order out of chaos, leading and motivating people, mentoring and sharing knowledge, process design and improvement, relationship building, communication and change management.
Enterprise Risk Management and SustainabilityJeff B
An overview of our endeavors at implementing ISO 31000 enterprise risk management and the importance of establishing good risk culture within the company.
Integrating Strategy and Risk ManagementAndrew Smart
"A Holistic Approach to Managing Risk amidst Global Uncertainty"
The RMA/Cass Business School
10–14 February 2013
Advanced Risk Management Programme
Organised by Andrew Smart & Nicholas Hawke
In today’s fast-moving, complex environment, risk executives must cultivate an understanding across all risks and businesses. Business problems are multifaceted, interrelated, and increasingly global. Executives must possess enhanced skills to identify and address a wide range of risks with an integrated approach and enterprise-wide perspective.
The RMA/Cass Advanced Risk Management Programme, led by the faculty at Cass, one of the UK’s top business schools, exposes participants to a rigorous, yet inspiring blend of theory, practice and cutting-edge research, instilling knowledge and skills applicable to the real world of global business. In addition to its focus on the known and quantifiable risks of credit, market, and operational, the programme concentrates on the unknowable and difficult to measure risks, including business, strategic, and reputation. Cass has excellent links to the City of London firms and institutions and is able to complement Cass faculty with guest faculty and senior level business practitioners, considered by their peers to be industry thought leaders
Areas of focus for The RMA/Cass Advanced Risk Management Programme include:
• Risk management as a strategic competitive strength
• An integrated approach to risk management
• Fostering a culture and climate that openly communicates risk
• A framework for rapidly responding to known risks and unraveling the complexities of the unknown
• A focus on risk informed by global perspectives.
Shaping Your Culture via Risk Appetite Andrew Smart
Andrew Smart will briefly explain risk appetite and how it can be linked into the overall strategy and risk management process of an organisation. He will then go on to clarify how Risk Appetite statements work alongside Vision statements; creating the right ‘tone from the top’, and how that can be cascaded through the organisation in the form of Risk Tolerances and KRI's. The webinar will conclude with a demonstration of how to enable and embed change, leveraging your SharePoint investment.
Please contact andrew.smart@stratexsystems.com for more details about the presentation or to have a talk about our software solutions.
How does Operational Risk Management fit into an organization's Strategic Planning? This presentation attempts to provide a functional and implementable response.
Governance Culture & Incentives- Fundamentals of Operational RiskAndrew Smart
Governance, Culture & Incentives. -Fundamentals of Operational Risk. This presentation provides some practical tools to answer three key questions and create alignment.
Resume for Sr. Program Manager
Seventeen years of experience helping organizations achieve business goals by practicing the art of listening and speaking, building relationships and creating accountability for action.
Extensive corporate experience leading projects, programs and initiatives focused on strategy development and deployment, quality management, software and hardware engineering, process design and improvement, and vendor-hosted technology solution selection and implementation.
Passions: Setting and achieving goals, learning, creating order out of chaos, leading and motivating people, mentoring and sharing knowledge, process design and improvement, relationship building, communication and change management.
Presentatie 27 maart event loopbaanmobiliteitMartine Beyers
De organisatie van de toekomst is er één waar ruimte is om meer te zijn, meer te doen en waar gezocht wordt naar organisatie-overschrijdende samenwerking ter versterking van zowel medewerkers als organisaties.
MMEA (The Measurement, Monitoring and Environmental Efficiency Assessment) research program final seminar presentation by Product manager Heli Karaila, Valmet Ltd.)
Open data & crowdsourcing of environmental observations in MMEA CLIC Innovation Ltd
MMEA (The Measurement, Monitoring and Environmental Efficiency Assessment) research program final seminar presentation by Senior Researcher Jari Silander, SYKE
Breve guida su Google Adwords -1- realizzata da www.Tecnichedicomunicazione.it sulla pubblicità Pay Per Clic. In questa breve guida affronteremo come scrivere un annuncio efficace per Google Adwords
Una breve introduzione a Google AdWords, la piattaforma di Google per la pubblicità online: in questa introduzione approfondiremo il keyword advertsising, concentrandoci sui vantaggi strategici che la piattaforma offre.
Uno dei vantaggi che rende vincente il marketing online rispetto ai canali tradizionali, come la TV o la stampa, è l’estrema facilità con cui si possono misurare i costi e i risultati. Google AdWords è in assoluto una delle suite più complete per creare, gestire e misurare campagne pubblicitarie orientate al risultato.
Durante il corso verranno introdotte le diverse funzionalità di AdWords, concentrandoci sul keyword advertising, sulla scelta delle parole chiave e sulla creazione degli annunci di testo.
Argomenti:
– La struttura di AdWords
- Campagne
- Gruppi di annunci
- Annunci
- Parole chiave
– Query vs. Keywords
- Lavorare sulla coda lunga e sulla coda corta
-Cosa sono le parole “cannibali”
- Perché usare parole chiave che non ci servono
- Come focalizzarsi sul ROI
– Gli annunci
- Come imparare dalla concorrenza
- Come segmentare su AdWords
- Esserci o apparire?
- Quante keyword seguire?
A case presentation requiring wide debridement and a trephine defunctioning colostomy with operative finding photos. Includes how to diagnose and manage this potentially fatal condition.
7 Productivity Lifehacks - Be More Productive NowWeekdone.com
“Amateurs sit and wait for inspiration, the rest of us just get up and go to work,” wrote Stephan King.
And every time you achieve something, you get a sensation of satisfaction. This satisfaction is productivity that has come to life, fulfilled it's goal.
In Weekdone, we believe in high standards and hard goals. That's why we tried to find the best lifehacks to help us be more productive. Now, we're sharing them with you.
What is GRC – Governance, Risk and Compliance BOC Group
A simple guide to learn what Governance, Risk and Compliance (GRC) is all about, why it’s important and how you can use it to help drive enterprise objectives.
For more information visit: https://www.boc-group.com/governance-risk-and-compliance/
RISK-ACADEMY’s guide on risk appetite in non-financial companies. Free downloadAlexei Sidorenko, CRMP
Risk appetite refers to an individual or organization’s willingness to take on risks in pursuit of potential returns. It is an important consideration for businesses, as it can determine the types of investments and strategic decisions they make. A high risk appetite may lead to a focus on high-growth, speculative investments, while a low risk appetite may result in a preference for more conservative, steady returns. It is important for businesses to carefully assess and manage their risk appetite in order to make informed decisions and achieve their financial goals.
But before beginning the conversation about risk appetite, it is important to remember that most non financial organizations have already documented their appetites for different common decisions or business activities. Segregation of duties, financing and deal limits, vendor selection criteria, credit limits, treasury limits on banks, investment criteria, zero tolerance to fraud or safety risks – are all examples of how organizations set risk appetite.
What is risk appetite:
10% of the time risk appetite is imposed by laws and regulations, not set – Often risk appetite is imposed by government, regulators, markets, not set by management. Examples include zero-tolerances or limits on safety, bribery and corruption, AML, pollution, sanctions, privacy.
10% of the time risk appetite is the gentlemen’s agreement between Board and management – Boards have an important oversight role and help them set the direction and boundaries for management decision making. Those management decision making boundaries is risk appetite. Examples include deal approvals only by Board above a certain limit, limits on holding percentage of cash in certain pre-approved banks, market risk limits, credit risk limits, insurance thresholds, rules on credit limits for certain types of customers, limits on investments in different countries, etc.
80% of the time risk appetite is the risk reward trade-off for a specific decision – The key is making uncertainty around decisions presented to the Board transparent to allow decision makers choose the alternative which offers the most appropriate risk reward balance according to their individual appetites.
Download the full guide to read about documenting risk appetite, reviewing risk appetite, case studies and examples and addition video resources: Guide to risk appetite 2023
Governance risk compliance framework by Isorobot,
GRC Framework presentation.
Ensure Reduced Risk and Excellent Compliance with Better Governance
what is GRC?
Third-Party Risk Management: Implementing a StrategyNICSA
Two Part Series: Part I of II
Third-Party Risk Management: Implementing a Strategy
Sleep Better at Night: Learn techniques to manage risks associated with third-party relationships.
Discussion1Explaining the results of Efficient Frontier Analysis.docxmadlynplamondon
Discussion1
Explaining the results of Efficient Frontier Analysis to non-technical decision-makers
The implementation of Efficient Frontier Analysis in an organization helps the process of strategic risk management to encompass and advanced analytical technique. The outcomes derived from it can easily be acknowledged and utilised by the non-technical decision-makers of the organisation as well. With the private utilization of Efficient Frontier Analysis, the decision-maker can easily consider identifying Complex property and developing casualty risk profiles. It has been observed in the considered case study that the most convincing organizational decision-making practices to determine efficient risk management need extensive acknowledgement of the governance structure followed by the processes and the varieties of tools used in it. In addition to it, they are also subjected to be developed on the basis of the guidance and principles of ISO 31000 followed by the guidance of implementation empowered by Australian and New Zealand handbook HB 436 (Fraser, Simkins & Narvaez, 2014). The consideration of Efficient Frontier Analysis emphasizes the hierarchical roles within an internal audit function as well as the organization and risk management function.
The results of implementing Efficient Frontier Analysis depend in-depth assessment of the risk portfolio volatility followed by the pricing structure acknowledged through decision-making. Furthermore, the considered case study also explains that the implementation of Efficient Frontier Analysis also needs to analyze the insurance layering efficiency to determine the risk portfolio application in order to ensure the catastrophic loss potential within the decision-making practices of strategic risk management (Rezaeiani & Foroughi, 2018). Additionally, a business organization implementing it can also become capable of analyzing and resolving the control break down easily with the identification of risk origins, actors, causes and consequences precisely. With the help of proper strategic management, the non-technical decision-making practices can be functional through a risk appetite framework that influences risk control framework. both these further impact on the emergence of the dynamic risks followed by integrated enterprise risk profile and scenario and stress testing by enabling untapped opportunities.
Recommendations assuming the risk appetite
The notion of risk appetite is strongly aligned with risk tolerance to influence the scenario and stress testing abilities to develop an analytical framework. The fundamental purpose of this Framework is to drive multiple sets of discussions based on analytical information to help the decision-makers in determining the risk profile and lead the organization to constitute competitive opportunities. It has been observed that the risk appetite in association with the risk tolerance helps them in categorizing the risks and further reframe them as opportuniti ...
2016 - IQPC - Understanding and Assessing Corruption Risk
1895 GRCM
1. Incorporated in Hong Kong
22/F., Siu On Building, 243-245 Des Voeux Road West, Hong Kong
Global +1 718 865 8851 Asia +852 6854 0145 Australia +61 409 910 668
Email: info@iabfm.org Web: www.IABFM.org
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
2. Email: info@iabfm.org
Web: www.IABFM.org
Global +1 718 865 8851 Asia +852 6854 0145 Australia +61 409 910 668
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.
3. Email: info@iabfm.org
Web: www.IABFM.org
Global +1 718 865 8851 Asia +852 6854 0145 Australia +61 409 910 668
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.
4. Email: info@iabfm.org
Web: www.IABFM.org
Global +1 718 865 8851 Asia +852 6854 0145 Australia +61 409 910 668
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
5. Email: info@iabfm.org
Web: www.IABFM.org
Global +1 718 865 8851 Asia +852 6854 0145 Australia +61 409 910 668
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
6. Email: info@iabfm.org
Web: www.IABFM.org
Global +1 718 865 8851 Asia +852 6854 0145 Australia +61 409 910 668
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™
7. Email: info@iabfm.org
Web: www.IABFM.org
Global +1 718 865 8851 Asia +852 6854 0145 Australia +61 409 910 668
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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Global +1 718 865 8851 Asia +852 6854 0145 Australia +61 409 910 668
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GOVERNANCE, RISK & COMPLIANCE MANAGEMENTTM
Program Period: 21st - 25th November, 2016
Program Venue: Holiday Inn, Sandton, Johannesburg
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