New Insights And Practical Techniques For Measuring, Managing And Embedding Strategic, Credit, Market, Liquidity And Operational Risks. Providing regional practitioners with critical updates on the latest risk management landscape, up-to-date coverage of regional and international regulations,
as well as strategic insight and practical techniques to help improve risk design, management and implementation capabilities in financial institutions.
http://risk2014.iirme.com/en/Site-Root/
Governance in Enterprise Risk Management
Presented by Michael Lawrence
Monday 10th October 2016
APM North West branch and Risk SIG conference
Alderley Park, Macclesfield
The document provides information about an upcoming executive education short course on applied economics. It will be a 2-day workshop taught by Dr. Yeah Kim Leng, Dean of the School of Business at Malaysia University of Science and Technology. The workshop will provide senior executives and analysts with practical tools for economic analysis and help them better understand and monitor economic trends and issues. Participants will learn key economic concepts and indicators, practice data analysis, and build their own economics dashboard to enhance business planning. The interactive course uses presentations, case studies, and exercises to illustrate principles of economic analysis.
This document provides an overview of KBC Group, a Belgian multinational banking and insurance group. It discusses KBC's risk culture and risk appetite, highlighting that risk appetite involves taking risks in a controlled way that is aligned with the vision, mission, and strategy of the company and supported by a strong risk culture. It also notes that defining and cascading risk appetite properly requires linking it to strategy, making it measurable, and communicating it throughout the organization.
This document summarizes the key findings of a survey conducted by Harvard Business Review Analytic Services on leadership in risk management at European companies. The main points are:
1) Responsibility for risk management is increasingly concentrated at the top levels, with either the CRO, CEO/CFO, or board having direct responsibility at many companies.
2) Companies are emphasizing strong board engagement and regular communication with the C-suite on risk exposures. However, communication between the C-suite and CRO needs improvement at some companies.
3) While risk management is aligning with company strategies, companies are making less progress integrating it into strategic projects like mergers. Adopting risk-based incentives is also slow
Regulators and boards have increased their focus on risk culture in light of conduct failures in the financial industry. They expect banks and insurers to foster appropriate risk cultures through actions such as setting the right tone from senior management and boards, strengthening accountability, and aligning incentives and HR policies with risk appetite. Assessing and improving risk culture is an ongoing challenge that requires defining a framework, conducting assessments of current culture, prioritizing initiatives to change behaviors where needed, and continuously monitoring culture over time.
What are the key components of holistic risk management? This report, sponsored by SAP, investigates the organisational measures companies must take to address the totality of the risks they face. Read more>> http://bit.ly/1LsYvUx
Risk Reimagined! Series- The Importance of People and Culture to Effective Ri...Resolver Inc.
Copyright notice: The following slides are intended for professional use within an organization for discussion purposes only. Any other uses or modifications are strictly prohibited.
Any organization is an assembly of people: people who take risk as they manage and direct the enterprise; people who decide how much risk is acceptable or even desirable; and provide oversight of the management of risk across the extended enterprise.
Organizational culture has been the topic of study for many years.
• “Culture is how organizations ‘do things’.” — Robbie Katanga
• “Organizational culture is the sum of values and rituals which serve as ‘glue’ to integrate the members of the organization.” — Richard Perrin
Richard Anderson and Norman Marks share their views on this complex subject. They cover:
• What is the difference between the “risk” culture and the “organizational” culture? How can it be analysed?
• Who takes risk, and who should be responsible for deciding how much risk to take?
• Is there such a thing as a single risk level?
• Why do so many of us take different views of exactly the same risks? How does an organization decide which view is “right”?
• Is one person’s risk another’s opportunity?
• What about when the actions of one impact the success of another?
This document discusses building stronger risk management cultures. It defines risk culture as an organization's risk appetite, tolerance and management practices as demonstrated by employees. A strong risk culture is important to avoid organizational failures. Key elements of a strong risk culture include tone from the top, accountability, effective challenge, and linking compensation to responsible risk-taking. Practical steps to building risk culture involve assessing the current culture, defining a desired culture, and implementing changes through communication and management support.
Governance in Enterprise Risk Management
Presented by Michael Lawrence
Monday 10th October 2016
APM North West branch and Risk SIG conference
Alderley Park, Macclesfield
The document provides information about an upcoming executive education short course on applied economics. It will be a 2-day workshop taught by Dr. Yeah Kim Leng, Dean of the School of Business at Malaysia University of Science and Technology. The workshop will provide senior executives and analysts with practical tools for economic analysis and help them better understand and monitor economic trends and issues. Participants will learn key economic concepts and indicators, practice data analysis, and build their own economics dashboard to enhance business planning. The interactive course uses presentations, case studies, and exercises to illustrate principles of economic analysis.
This document provides an overview of KBC Group, a Belgian multinational banking and insurance group. It discusses KBC's risk culture and risk appetite, highlighting that risk appetite involves taking risks in a controlled way that is aligned with the vision, mission, and strategy of the company and supported by a strong risk culture. It also notes that defining and cascading risk appetite properly requires linking it to strategy, making it measurable, and communicating it throughout the organization.
This document summarizes the key findings of a survey conducted by Harvard Business Review Analytic Services on leadership in risk management at European companies. The main points are:
1) Responsibility for risk management is increasingly concentrated at the top levels, with either the CRO, CEO/CFO, or board having direct responsibility at many companies.
2) Companies are emphasizing strong board engagement and regular communication with the C-suite on risk exposures. However, communication between the C-suite and CRO needs improvement at some companies.
3) While risk management is aligning with company strategies, companies are making less progress integrating it into strategic projects like mergers. Adopting risk-based incentives is also slow
Regulators and boards have increased their focus on risk culture in light of conduct failures in the financial industry. They expect banks and insurers to foster appropriate risk cultures through actions such as setting the right tone from senior management and boards, strengthening accountability, and aligning incentives and HR policies with risk appetite. Assessing and improving risk culture is an ongoing challenge that requires defining a framework, conducting assessments of current culture, prioritizing initiatives to change behaviors where needed, and continuously monitoring culture over time.
What are the key components of holistic risk management? This report, sponsored by SAP, investigates the organisational measures companies must take to address the totality of the risks they face. Read more>> http://bit.ly/1LsYvUx
Risk Reimagined! Series- The Importance of People and Culture to Effective Ri...Resolver Inc.
Copyright notice: The following slides are intended for professional use within an organization for discussion purposes only. Any other uses or modifications are strictly prohibited.
Any organization is an assembly of people: people who take risk as they manage and direct the enterprise; people who decide how much risk is acceptable or even desirable; and provide oversight of the management of risk across the extended enterprise.
Organizational culture has been the topic of study for many years.
• “Culture is how organizations ‘do things’.” — Robbie Katanga
• “Organizational culture is the sum of values and rituals which serve as ‘glue’ to integrate the members of the organization.” — Richard Perrin
Richard Anderson and Norman Marks share their views on this complex subject. They cover:
• What is the difference between the “risk” culture and the “organizational” culture? How can it be analysed?
• Who takes risk, and who should be responsible for deciding how much risk to take?
• Is there such a thing as a single risk level?
• Why do so many of us take different views of exactly the same risks? How does an organization decide which view is “right”?
• Is one person’s risk another’s opportunity?
• What about when the actions of one impact the success of another?
This document discusses building stronger risk management cultures. It defines risk culture as an organization's risk appetite, tolerance and management practices as demonstrated by employees. A strong risk culture is important to avoid organizational failures. Key elements of a strong risk culture include tone from the top, accountability, effective challenge, and linking compensation to responsible risk-taking. Practical steps to building risk culture involve assessing the current culture, defining a desired culture, and implementing changes through communication and management support.
This document summarizes a presentation on leading risk culture change by Linda Conrad of Zurich, Paul Walker of St. John's University, and Johan Willaert of Agfa Corporate Center. It discusses establishing leadership support for enterprise risk management (ERM), defining the scope of risk initiatives, mapping strategic risks, conducting risk assessments, setting action plans, and periodically reviewing risk management processes. The presentation emphasizes aligning ERM with business strategy, quantifying risks, gaining senior management buy-in, and communicating with stakeholders to develop a proactive risk culture.
2014.03.20 BDM Transport Insurance Seminar presentationFERMA
FERMA represents risk management professionals across Europe. It aims to promote effective risk management practices and support its members. Julia Graham, FERMA's president, discusses how risk management is evolving from a compliance-based practice focused only on threats towards a more strategic discipline that creates value by addressing opportunities and the overall risk portfolio. She emphasizes that risk management must be integrated into the business and led from the top, and that risk managers will need to develop strong business skills to take on more leadership roles in the future. Effective risk management is key to allowing organizations to pursue their goals energetically while driving resilience.
Living and working in a riskier world discusses the evolution of risk management from a standalone activity focused only on threats to a strategic business discipline that supports organizational objectives. It argues risk management must shift from rules-based compliance to principles-based resilience by considering opportunities in addition to threats, taking a holistic view of risks, and integrating risk management into the business rather than treating it as a separate cost. As the world becomes more complex and interconnected, reputation and non-insurable risks are rising concerns, requiring risk professionals to broaden their skills and focus on culture, behavior, and building resilience across organizations.
FERMA presentation at the IIA Belgium ConferenceFERMA
This document discusses coordination of assurance functions from the perspective of FERMA, an organization representing risk and insurance managers. It highlights the different risks faced by corporations and FERMA members according to various surveys. These include economic, regulatory, and environmental risks. The document also discusses resilience and how organizations can adapt to risks through early risk detection, diversification, relationships, crisis response, and experience. Finally, it examines standards for risk management like ISO 31000 and COSO, as well as relationships between risk, audit, and other assurance functions within organizations.
The presentation is from Mr. Mark Victor , Director, Deloitte Consulting, South Africa, from the just concluded African Round Table & Conference on Corporate Sustainability and Responsibility (AR-CSR™), which held in Tinapa Business Resort, Calabar, Cross River State between 20 to 21 June, 2013. Organised by ThistlePraxis Consulting Limited
This presentation reviews a recent emerging risks survey, including results and how they might be used. The presenter also discusses how an emerging risk strategy is being developed at an existing firm.
This document provides an agenda for the 6th Annual Risk Americas Convention on May 23-24, 2017 in New York City. The convention will feature keynote sessions and panels on topics related to risk management, regulation, and emerging issues. It will include streams on stress testing, model risk, liquidity risk, enterprise risk management, operational risk, and a new stream on the future of risk management. There will be over 80 speakers from the risk management field and 70 interactive sessions. Sponsorship opportunities and pre-conference masterclasses are also described.
The document discusses the growing partnership between risk management and business continuity management. It provides an overview of risk management concepts and frameworks, outlines the evolution from traditional to more strategic risk management approaches, and examines how risk management and business continuity management have common and overlapping stakeholders and both aim to identify and manage significant events and ensure organizational resilience through coordinated activities.
Dragonfly LLC is a risk management and strategy consulting firm founded in 2000 in New York by Lieng-Seng WEE and Judy LEE. WEE and LEE have over 20 years of experience each in risk management, having helped pioneer the field in the 1980s at Bankers Trust in New York. Dragonfly provides strategic risk assessment, enterprise risk management, and investment analysis services to clients across various industries. WEE and LEE lead all client engagements, bringing their expertise to help organizations develop risk management capabilities and strategic decision-making.
This webinar demonstrates strategies to build effective risk mitigation and how to apply risk mitigation strategies in organizations. Mitigation is the effort to reduce loss of life and property by lessening the impact of disasters. In order for mitigation to be effective, we need to take action now—before the next disaster—to reduce human and financial consequences later by analyzing risk, reducing risk, and insuring against risk. Effective mitigation requires that we all understand local risks, address the hard choices, and invest in long-term community well-being.
Main points covered:
• Practical Use of ISO 31000
• How to Build Effective Risk Mitigation Strategies
• Applying Risk Mitigation Strategies in Your Organization
Presenter:
This webinar was presented by Henry Ee. He is the Managing Director at BCP ASIA, Regional Director for Asia at BCI, and has more than 20 years of experience in Business Continuity, IT-Disaster Recovery & Crisis Management.
Link of the recorded session published on YouTube: https://youtu.be/jIN0Yv4y0ZI
The document summarizes an upcoming conference hosted by CSI World Headquarters in Kuala Lumpur, Malaysia from May 26-27, 2009. The conference will focus on investigation, fraud, and systemic risk management, and will provide tools and techniques for professionals from audit, IT, and fraud examination. It will feature keynote speakers and multiple tracks catering to different experience levels. Attendees will learn the latest strategies for risk assessment, fraud prevention, and more from leading international practitioners.
The document discusses organizing a 1-day course on understanding and developing a fraud risk management program for organizations. The course aims to help participants understand the business case for managing fraud risk, develop a COSO-consistent fraud risk management program, and evaluate existing fraud risk management programs. The course will cover topics like defining fraud risk, roles and responsibilities in fraud risk management, coordinating governance, risk management and compliance to prevent fraud, assessing fraud risk, and monitoring fraud risk management. It will be jointly organized and feature two trainers with experience in fraud examination, digital forensics certification, and financial crime consulting.
Marina Bourelly-Liautaud has over 20 years of experience in regulatory risk management, strategic planning, and corporate governance at large financial institutions. She currently works as a Special Examiner at the Federal Reserve Bank of New York ensuring compliance at systemically important financial institutions. Her background includes roles in risk management, policy development, and project management at Citigroup, UBS, and Bank of Boston.
Implementation of Enterprise Risk Management with ISO 31000 Risk Management S...PECB
The webinar covers:
• The start of any Enterprise Risk Management Program
• The approach to developing a framework that will assist organizations to integrate RM into their enterprise-wide risk management systems
• The relationship between the foundations of the risk management framework and their objectives
Presenter:
This webinar was presented by M. Youssef K, an executive consultant & trainer with several qualifications. He is an accomplished expert with over 10 years’ experience in the field of risk management, project and program management, PRINCE 2, Agile, EVM, business process analysis and design, as well as operational and organizational excellence.
Link of the recorded session published on YouTube: https://youtu.be/9fO-JqENL0I
IRM Professional Development Forum Brochure 2012murray3675
The document advertises the IRM Professional Development Forum 2012 conference on risk management. The conference will be held from April 23-25, 2012 in Manchester, UK. It will feature speakers on topics related to risk management, seminar streams on various risk topics, and networking opportunities. Attendees can earn up to 40 IRM CPD points and the conference is aimed at risk managers and other risk professionals.
The document advertises the 2009 CSI World Headquarters Annual Investigation, Fraud, and Systemic Risk Management Conference taking place from May 26-27 in Kuala Lumpur, Malaysia. The conference chair, Tommy Seah, invites attendees to learn about integrating CSI into auditing and understanding organizational risks. The conference will provide tools and techniques for understanding systemic risk challenges and feature speakers on topics like fraud, risk assessment, and cybercrime. Attendees can become a Certified Systems Investigator to gain critical knowledge in financial analysis, data security, and data analytics.
This document discusses risk culture and its importance. It provides examples of major risk events from 1989 to 2012 and defines risk as "the effect of uncertainty on objectives." It then discusses what risk management is and isn't. The rest of the document focuses on defining risk culture, how culture affects risk management, characteristics of a positive risk culture, the board's role in risk culture, and how to change an organization's culture.
Marco Polo Group is a financial services group focused on cross-border trading and investment banking between developed and emerging markets. It operates Marco Polo Network, a leading electronic trading platform, and Marco Polo Securities, a FINRA-registered broker-dealer. Marco Polo Partners provides M&A advisory and capital raising services to companies entering emerging markets using Marco Polo Network's extensive institutional relationships and local knowledge across 8 offices worldwide. The senior banking team brings over 100 years of combined global investment banking experience from firms like Lehman Brothers and Merrill Lynch.
A good risk appetite implementation process leverages existing practices, represents the aggregate view of risk across all lines of business and risk categories, and creates a dynamic structure that allows for internal and external changes in risk. Learn more about the 10 aspects of a robust and evolving risk appetite framework in this excerpt from the Credit Risk Management Audio Conference Series.
This document provides information about the "Elevating Risk Management From Business Process To Value Creator" conference to be held March 3-6, 2014 in Dubai, UAE. It includes details about early bird discounts for booking before December 12, 2013, as well as an agenda with sessions on quantifying risk, integrating risk management best practices, examining regional risk landscapes, and more. Featured speakers will provide case studies and insights on implementing effective risk management frameworks at organizations like ENOC, Ma'aden, and Network Rail. Attendees from risk management, internal audit, project management and other functions can gain strategies to help drive value through risk management.
This document summarizes a presentation on leading risk culture change by Linda Conrad of Zurich, Paul Walker of St. John's University, and Johan Willaert of Agfa Corporate Center. It discusses establishing leadership support for enterprise risk management (ERM), defining the scope of risk initiatives, mapping strategic risks, conducting risk assessments, setting action plans, and periodically reviewing risk management processes. The presentation emphasizes aligning ERM with business strategy, quantifying risks, gaining senior management buy-in, and communicating with stakeholders to develop a proactive risk culture.
2014.03.20 BDM Transport Insurance Seminar presentationFERMA
FERMA represents risk management professionals across Europe. It aims to promote effective risk management practices and support its members. Julia Graham, FERMA's president, discusses how risk management is evolving from a compliance-based practice focused only on threats towards a more strategic discipline that creates value by addressing opportunities and the overall risk portfolio. She emphasizes that risk management must be integrated into the business and led from the top, and that risk managers will need to develop strong business skills to take on more leadership roles in the future. Effective risk management is key to allowing organizations to pursue their goals energetically while driving resilience.
Living and working in a riskier world discusses the evolution of risk management from a standalone activity focused only on threats to a strategic business discipline that supports organizational objectives. It argues risk management must shift from rules-based compliance to principles-based resilience by considering opportunities in addition to threats, taking a holistic view of risks, and integrating risk management into the business rather than treating it as a separate cost. As the world becomes more complex and interconnected, reputation and non-insurable risks are rising concerns, requiring risk professionals to broaden their skills and focus on culture, behavior, and building resilience across organizations.
FERMA presentation at the IIA Belgium ConferenceFERMA
This document discusses coordination of assurance functions from the perspective of FERMA, an organization representing risk and insurance managers. It highlights the different risks faced by corporations and FERMA members according to various surveys. These include economic, regulatory, and environmental risks. The document also discusses resilience and how organizations can adapt to risks through early risk detection, diversification, relationships, crisis response, and experience. Finally, it examines standards for risk management like ISO 31000 and COSO, as well as relationships between risk, audit, and other assurance functions within organizations.
The presentation is from Mr. Mark Victor , Director, Deloitte Consulting, South Africa, from the just concluded African Round Table & Conference on Corporate Sustainability and Responsibility (AR-CSR™), which held in Tinapa Business Resort, Calabar, Cross River State between 20 to 21 June, 2013. Organised by ThistlePraxis Consulting Limited
This presentation reviews a recent emerging risks survey, including results and how they might be used. The presenter also discusses how an emerging risk strategy is being developed at an existing firm.
This document provides an agenda for the 6th Annual Risk Americas Convention on May 23-24, 2017 in New York City. The convention will feature keynote sessions and panels on topics related to risk management, regulation, and emerging issues. It will include streams on stress testing, model risk, liquidity risk, enterprise risk management, operational risk, and a new stream on the future of risk management. There will be over 80 speakers from the risk management field and 70 interactive sessions. Sponsorship opportunities and pre-conference masterclasses are also described.
The document discusses the growing partnership between risk management and business continuity management. It provides an overview of risk management concepts and frameworks, outlines the evolution from traditional to more strategic risk management approaches, and examines how risk management and business continuity management have common and overlapping stakeholders and both aim to identify and manage significant events and ensure organizational resilience through coordinated activities.
Dragonfly LLC is a risk management and strategy consulting firm founded in 2000 in New York by Lieng-Seng WEE and Judy LEE. WEE and LEE have over 20 years of experience each in risk management, having helped pioneer the field in the 1980s at Bankers Trust in New York. Dragonfly provides strategic risk assessment, enterprise risk management, and investment analysis services to clients across various industries. WEE and LEE lead all client engagements, bringing their expertise to help organizations develop risk management capabilities and strategic decision-making.
This webinar demonstrates strategies to build effective risk mitigation and how to apply risk mitigation strategies in organizations. Mitigation is the effort to reduce loss of life and property by lessening the impact of disasters. In order for mitigation to be effective, we need to take action now—before the next disaster—to reduce human and financial consequences later by analyzing risk, reducing risk, and insuring against risk. Effective mitigation requires that we all understand local risks, address the hard choices, and invest in long-term community well-being.
Main points covered:
• Practical Use of ISO 31000
• How to Build Effective Risk Mitigation Strategies
• Applying Risk Mitigation Strategies in Your Organization
Presenter:
This webinar was presented by Henry Ee. He is the Managing Director at BCP ASIA, Regional Director for Asia at BCI, and has more than 20 years of experience in Business Continuity, IT-Disaster Recovery & Crisis Management.
Link of the recorded session published on YouTube: https://youtu.be/jIN0Yv4y0ZI
The document summarizes an upcoming conference hosted by CSI World Headquarters in Kuala Lumpur, Malaysia from May 26-27, 2009. The conference will focus on investigation, fraud, and systemic risk management, and will provide tools and techniques for professionals from audit, IT, and fraud examination. It will feature keynote speakers and multiple tracks catering to different experience levels. Attendees will learn the latest strategies for risk assessment, fraud prevention, and more from leading international practitioners.
The document discusses organizing a 1-day course on understanding and developing a fraud risk management program for organizations. The course aims to help participants understand the business case for managing fraud risk, develop a COSO-consistent fraud risk management program, and evaluate existing fraud risk management programs. The course will cover topics like defining fraud risk, roles and responsibilities in fraud risk management, coordinating governance, risk management and compliance to prevent fraud, assessing fraud risk, and monitoring fraud risk management. It will be jointly organized and feature two trainers with experience in fraud examination, digital forensics certification, and financial crime consulting.
Marina Bourelly-Liautaud has over 20 years of experience in regulatory risk management, strategic planning, and corporate governance at large financial institutions. She currently works as a Special Examiner at the Federal Reserve Bank of New York ensuring compliance at systemically important financial institutions. Her background includes roles in risk management, policy development, and project management at Citigroup, UBS, and Bank of Boston.
Implementation of Enterprise Risk Management with ISO 31000 Risk Management S...PECB
The webinar covers:
• The start of any Enterprise Risk Management Program
• The approach to developing a framework that will assist organizations to integrate RM into their enterprise-wide risk management systems
• The relationship between the foundations of the risk management framework and their objectives
Presenter:
This webinar was presented by M. Youssef K, an executive consultant & trainer with several qualifications. He is an accomplished expert with over 10 years’ experience in the field of risk management, project and program management, PRINCE 2, Agile, EVM, business process analysis and design, as well as operational and organizational excellence.
Link of the recorded session published on YouTube: https://youtu.be/9fO-JqENL0I
IRM Professional Development Forum Brochure 2012murray3675
The document advertises the IRM Professional Development Forum 2012 conference on risk management. The conference will be held from April 23-25, 2012 in Manchester, UK. It will feature speakers on topics related to risk management, seminar streams on various risk topics, and networking opportunities. Attendees can earn up to 40 IRM CPD points and the conference is aimed at risk managers and other risk professionals.
The document advertises the 2009 CSI World Headquarters Annual Investigation, Fraud, and Systemic Risk Management Conference taking place from May 26-27 in Kuala Lumpur, Malaysia. The conference chair, Tommy Seah, invites attendees to learn about integrating CSI into auditing and understanding organizational risks. The conference will provide tools and techniques for understanding systemic risk challenges and feature speakers on topics like fraud, risk assessment, and cybercrime. Attendees can become a Certified Systems Investigator to gain critical knowledge in financial analysis, data security, and data analytics.
This document discusses risk culture and its importance. It provides examples of major risk events from 1989 to 2012 and defines risk as "the effect of uncertainty on objectives." It then discusses what risk management is and isn't. The rest of the document focuses on defining risk culture, how culture affects risk management, characteristics of a positive risk culture, the board's role in risk culture, and how to change an organization's culture.
Marco Polo Group is a financial services group focused on cross-border trading and investment banking between developed and emerging markets. It operates Marco Polo Network, a leading electronic trading platform, and Marco Polo Securities, a FINRA-registered broker-dealer. Marco Polo Partners provides M&A advisory and capital raising services to companies entering emerging markets using Marco Polo Network's extensive institutional relationships and local knowledge across 8 offices worldwide. The senior banking team brings over 100 years of combined global investment banking experience from firms like Lehman Brothers and Merrill Lynch.
A good risk appetite implementation process leverages existing practices, represents the aggregate view of risk across all lines of business and risk categories, and creates a dynamic structure that allows for internal and external changes in risk. Learn more about the 10 aspects of a robust and evolving risk appetite framework in this excerpt from the Credit Risk Management Audio Conference Series.
This document provides information about the "Elevating Risk Management From Business Process To Value Creator" conference to be held March 3-6, 2014 in Dubai, UAE. It includes details about early bird discounts for booking before December 12, 2013, as well as an agenda with sessions on quantifying risk, integrating risk management best practices, examining regional risk landscapes, and more. Featured speakers will provide case studies and insights on implementing effective risk management frameworks at organizations like ENOC, Ma'aden, and Network Rail. Attendees from risk management, internal audit, project management and other functions can gain strategies to help drive value through risk management.
Five Lines of Assurance A New ERM and IA ParadigmTim Leech
The document discusses a new paradigm called "Five Lines of Assurance" for internal audit and enterprise risk management. It was created to help organizations meet escalating expectations from regulators, credit agencies, institutional investors, and others regarding risk oversight and governance. The Five Lines of Assurance model focuses on an "Objectives Register" that prioritizes key strategic objectives and potential risks. It aims to integrate risk management and assurance functions, engage boards and management, and provide optimized assurance on whether residual risks are within the organization's risk appetite. The model is presented as helping organizations demonstrate effective risk oversight, integrate risk with strategic planning, and meet emerging governance standards.
Five lines of assurance a new paradigm in internal audit & ermDr. Zar Rdj
• Boards are provided with a tangible vehicle to demonstrate they are actively overseeing the company’s “risk appetite framework” (“RAF”)
• The process is designed to fully integrate with strategic planning, new product/service initiatives, and M&A activities.
• The process provides a clear response to emerging expectations like the UK Governance Code, Canadian Securities Administrators, SEC, FSB, credit agencies, institutional investors and TSB.
• The main role of internal audit is to report on the effectiveness of the risk management processes and the consolidated report on residual risk status the board receives from the CEO or his/her designate and to help the company build and maintain robust risk management processes
• Boards are provided with a tangible vehicle to demonstrate they are actively overseeing the company’s “risk appetite framework” (“RAF”)
• The process is designed to fully integrate with strategic planning, new product/service initiatives, and M&A activities.
• The process provides a clear response to emerging expectations like the UK Governance Code, Canadian Securities Administrators, SEC, FSB, credit agencies, institutional investors and TSB.
• The main role of internal audit is to report on the effectiveness of the risk management processes and the consolidated report on residual risk status the board receives from the CEO or his/her designate and to help the company build and maintain robust risk management processes.
This document provides an agenda for the 3rd Annual Operational Risk Management Forum taking place on October 10-11, 2011 in Dubai. The forum will cover topics related to operational risk management including enterprise-wide vision and commitment, organizational frameworks and responsibilities, risk monitoring and management, business continuity, and risks related to outsourcing. It lists a distinguished advisory panel and speaker panel of operational risk experts from banks and other financial institutions in the region. The agenda outlines presentations and panel discussions on each day covering issues such as fostering an operational risk culture, advanced risk management approaches, using loss data, and challenges in implementing risk management frameworks.
Yvonne I Pytlik Journal Of Securities Law, Regulation & Compliance April ...ypytlik
April 2010 - Journal of Securities Law, Regulation & Compliance Volume 3 Number 2
Compliance risk: A critical business risk
for asset managers
ABSTRACT
2010 presents a historical moment to define the
path forward to the ‘future of enterprise risk
management and mitigation strategies’ of
increasing compliance risk for asset managers.1–4
The recent financial crises and cases of material
compliance violations, Ponzi schemes, fraudulent
activities, misappropriation of investors’ assets
and collapse of major financial firms have had
significant, harmful impact on investors and
shareholders. Serious compliance violations, such
as insider trading, have proven to be self-destructive
to asset managers. No one is immune to
these trends. ‘Enterprise Risk Management —
2010 and Beyond Forward Looking Approach
by Asset Managers’ is a series of papers dedicated
to regulatory developments and industry best practices in the enterprise risk management
with a focus on ‘compliance risk: a critical business
risk for asset managers’.
This document provides information about the MENA Mortgage Summit taking place from October 27-29, 2014 in Dubai, UAE. The summit will feature panels, workshops, and presentations from regional and international mortgage leaders on topics like regulations, risk management, differentiation, Islamic mortgages, credit information, market forecasting, and structuring. Attendees will gain tools and tactics for differentiating mortgage products and structuring Islamic mortgages. Interactive learning opportunities include panels, workshops, roundtable discussions, and networking events. The goal is for mortgage professionals to develop robust management frameworks through cutting-edge discussions and knowledge sharing.
This document summarizes an upcoming event on Operational Risk Management in Finance that will take place on January 23rd-24th, 2008 in Miami, Florida. The event will bring together senior executives from major financial institutions to discuss challenges in operational risk, benchmark innovative ideas, and share how to successfully measure, manage, and reduce operational risk. Over the two-day event, there will be keynote presentations, panels, and sessions on topics like regulatory compliance, building an operational risk culture, integrating risk measurement and management, and operational risk technology. Industry leaders from organizations like CitiGroup, JP Morgan Chase, Fidelity Investments, and Northern Trust will speak at the event.
Achievement in Enterprise Risk Management - CIBTalha Karim
Commercial International Bank of Egypt (CIB) has won the Achievement in Enterprise Risk Management Award 2015 for implementing strategic ERM initiatives to address risk management holistically. CIB embedded a strong risk culture through staff training programs and maintained high regulatory and internal ratios. It also established a comprehensive business continuity framework aligned with global standards to withstand disruptions.
The document announces the 3rd Annual New Generation Operational Risk conference to be held in London on March 14-15, 2017. It will bring together operational risk professionals from major banks and regulatory agencies to discuss key topics such as regulatory agenda, conduct risk, lines of defense, enterprise risk management, reputation risk, scenario analysis, risk appetite, vendor risk, and emerging risks. The conference will feature keynote addresses from the PRA and FCA as well as panels discussions with over 20 senior operational risk professionals from Credit Suisse, Santander UK, RBS, HSBC, MUFG Securities, UBS, Wells Fargo, and the Bank of England.
Risk management is a vital process for Islamic banks that consists of several interconnected phases. It includes establishing a risk management framework based on ISO 31000:2009, identifying risks through analysis of products and activities, measuring risks using a composite risk index, developing a risk matrix to plot risks by severity and impact, reviewing risks and monitoring actual risk levels. Effective risk management also requires infrastructure like documentation of policies, an organizational structure with risk management committees, use of information technology systems and databases, and selecting appropriate risk measurement models. The goal is to properly manage both generic financial risks and unique risks to Islamic banks like Sharia non-compliance, displaced commercial, and equity investment risks.
This document provides a final project report on credit risk management in banks. The report contains 12 chapters that discuss topics such as the importance of credit risk assessment, credit risk modeling, data collection, and model validation. The report finds that banks need sophisticated systems to quantify and manage credit risk across business lines. It evaluates traditional credit risk measurement approaches like expert systems and discusses the need for banks to have strong management information systems and analytical techniques to measure credit risk. The report aims to provide an accurate and comprehensive framework for estimating credit risk to help banks quantify capital needs to support risk-taking activities.
The GARP Buy Side Risk Managers Forum published Risk Principles for Asset Managers, a statement of best-practices guidelines prepared by senior risk management executives of leading investment firms. The Risk Principles document is updated and enhanced from a previous version published in 2008.
This document provides information about an upcoming conference on credit risk management to be held on March 22-23, 2016 in Sydney. The conference will address key challenges in complying with emerging regulations while remaining competitive in credit lending. It will focus on tools and techniques for minimizing risk and strengthening credit portfolios, including stress testing, data management, and understanding customers to ensure responsible lending. Expert panels will discuss developing effective risk appetites, forecasting housing market trends, and maintaining relationships with regulators. The conference aims to help credit risk professionals tackle regulatory changes and operate successfully in a competitive lending environment.
This document discusses risk management in Islamic finance, specifically for Takaful (Islamic insurance) operations. It identifies five main types of risk for Takaful operators: underwriting risks, operational risks, credit risks, liquidity risks, and market risks. For each risk, it provides examples of how the risk can occur in a Takaful context. It then outlines several ways Takaful operators can manage each of these risks, such as establishing standard underwriting procedures, recruiting skilled IT professionals, implementing liquidity ratios, and exploring Shariah-compliant hedging instruments. The document emphasizes that effective risk management is important for Takaful operators to provide protection in accordance with Islamic principles.
This document summarizes Ian Gilmour's presentation on risk management from a regional perspective. Some key points include:
- Regulations on risk management need to strike a balance between regulation and the social objectives of AMF member states.
- Implementation of regulations faces constraints including young populations, high public sector employment, and dependence on oil and gas exports in many countries.
- Basel guidelines are generally followed but regional realities require some adaptations around issues like capital levels, liquidity standards, and governance requirements.
- Effective implementation will require addressing issues like incentives, skills, and infrastructure to support new standards.
- Overall, adherence to international standards can enhance the reputation of banking systems across the Arab world.
The document provides an overview of the current economic and regulatory environment for financial institutions. It notes that while the US and UK economies grew in 2014, the Eurozone, Japan, and some emerging markets like China saw weaker growth. Regulatory reforms continue to sweep the industry globally, with requirements becoming more stringent in areas like capital adequacy, liquidity, risk management, and conduct. Complying with multiple and sometimes conflicting regulations across jurisdictions poses ongoing challenges for large financial institutions.
This document discusses risk management at Rolls-Royce. It defines risk and risk management, and explains why risk management is important through examples of past issues Rolls-Royce has faced. It describes Rolls-Royce's risk management framework, process, and techniques used, including bow tie analysis and risk matrices. It emphasizes the importance of planning, governance, assessment, treatment, review and culture to effective risk management.
Operational risk, or the risk of loss resulting from inadequate or failed internal processes, people, or systems, is one of the most important and crucial areas that banks and financial services firms (Firms) face today. In this modern era of cyber attacks, rogue traders, and technology failures, establishing robust and cutting-edge operational risk best practices is imperative for Firms operating around the world. This requires a systematic approach to the control of all operational risks and the establishment of an effective Enterprise Risk Management (ERM) culture.
This superior and unique operational risk training course will provide Firms with training across a wide breadth of areas pertinent to operational risk management governance. Attendees will be trained in a wide range of areas such as developing new and cutting edge internal risk control functions, developing operational efficiencies, mitigation of enterprise-wide operational risk, support and control functions, and modern risk measurement and management techniques. The highly flexible and modular nature of the training course allows Firms to customise it according to their own specific internal needs. From a high level perspective the training course will set out key steps in developing an operational risk framework, defining the scope of business, developing a risk policy, documenting an Enterprise Risk Document, and the Three Lines of Defence.
Webinar: Measuring And Monetizing Strategic Innovation Ali Zeeshan
To view recording, watch the video at end of the slide or visit https://youtu.be/AlBVmA3u37g
Measuring innovation can be difficult. Some assume that innovation is more of an art form. Or they realize that “innovation” is a word that means different things to different people, and so assume that it cannot be measured. This is unfortunate, because managing both innovation and measurement are critical to the successful execution of strategy and monetizing (or deriving tangible benefits from) your innovation efforts.
The webinar will provide valuable insights about these timely topics of performance management:
Webinar Topics
• The steps your organization can take to define what innovation means for your strategy
• The steps needed to design and implement a set of measures that will help you implement your strategy and achieve results
• Keys to monetizing innovation
• The critical factors for successfully introducing and managing strategic innovation
• How to develop and maintain a culture of innovation and entrepreneurship
Your Brain And Learning Needs Assessment WebinarAli Zeeshan
To view recording visit https://youtu.be/1WigWps5Nc0 or watch the video at end of the slide
Are you using brain science to leverage corporate learning practices and facilitate an effective learning transfer?
Does a Learning Needs Assessment have any connection to Neuroscience?
Attend this webinar to find out the connect between Cognitive Neuroscience and Learning Needs Assessment to enable effective learning transfer in your organisation.
To view recording: https://youtu.be/GP7rtDLAYEg or watch the video at end of the slide
The Balanced Scorecard Institute and partner Informa Middle East invite you to participate in our upcoming complimentary webinar, ‘KPI Best Practices’, which will discuss the relationship between strategy execution and KPIs.
Developing meaningful KPIs to measure strategy execution is both an art and a science, involving a deep understanding of what to measure, how to measure, how to analyze performance information, how to report and clearly inform others regarding desired results and performance, and how to use the information to make better decisions.
This webinar introduces one of the main topics at our upcoming Saudi KPI for Business Strategy & Transformation workshop.
Join the Balanced Scorecard Institute's Howard Rohm, Co-Founder and President, and Suzy Nisbet, Senior Associate and Consultant, as they discuss developing strategic, operational, project, and organizational capacity KPIs, aligning KPIs to strategy, measuring intangible goals, streamlining measurement and reporting processes, and creating derivative KPIs for employees at all organizational levels.
Sharing best KPI practices from their worldwide client experience, this 40-minute webinar (followed by a 20-minute Q&A session) will provide the knowledge and insight to better understand the relationship between strategy and KPI's.
Webinar participants will learn how to:
• Improve managers' and employees' perception of the value and importance of measuring performance
• Lift the skill level of managers and employees in selecting meaningful measures and using those measures to make better informed decisions
• Use KPIs to build individual and collective accountability for results
With the Strategy Execution and Innovation Forum rapidly approaching, Howard Rohm, Co-Founder and President, and Joe DeCarlo, Vice President, International, of the Balanced Scorecard Institute, discussed on a live webinar how to improve strategy execution with innovation, and how to improve the strategic innovation process. Topics included Strategy Execution, Alignment, and Planning, Managing Innovation, Creating an Innovation Strategy for your Organization and more.
To view recording: https://youtu.be/nLzaK9yRgxE or watch the video at end of the slide
Featured Event:
Strategy Execution and Innovation Forum
Conference: 8 - 9 May 2017
Masterclasses: 7 & 10 May 2017
The Address Dubai Marina, Dubai, UAE | #strategyleaders
http://www.strategyexecutionuae.com/
Time Management: Productivity and Time StealersAli Zeeshan
This webinar discusses time management and productivity. It will cover what time management means, the concept and limits of time, and why stopping time waste is important. The presentation will provide context on time management and finding a balance between priorities like business, health, family and personal growth. It will also discuss common time-wasting culprits and how to use time more effectively through strategies like consolidating tasks, tackling tough jobs first, and reducing unnecessary meetings. The webinar aims to help attendees better manage their limited time.
Exponential partnered with Informa Middle East, an exhibition and event organizer, to drive registrations for various business exhibitions in Dubai. Exponential used their DMP and conversion pixels to build custom audiences and prospecting and remarketing strategies. This approach focused on users most likely to register in real-time. In total, the strategies generated 1419 quality registrations across exhibitions, with an overall display conversion rate of 11.25%. The lowest cost per acquisition was $9.26. Exponential exceeded registration goals by over 29% compared to other partners. Based on performance, the budget increased by 150% year-over-year over three rounds of incremental funding.
Exponential partnered with Informa Middle East, an exhibition and event organizer, to drive registrations for various business exhibitions in Dubai. Exponential used their DMP and conversion pixels to build custom audiences and prospecting and remarketing strategies. This approach focused on users most likely to register in real-time. In total, the strategies generated 1419 quality registrations across exhibitions, with an overall display conversion rate of 11.25%. The lowest cost per acquisition was $9.26. Exponential exceeded registration goals by over 29% compared to other partners. Based on performance, the budget increased by 150% year-over-year over three rounds of incremental funding.
An always-on content strategy combined with precision targeting on LinkedIn has helped Informa Middle East and North Africa achieve rapid growth in their training and events business. By targeting relevant specialists with content and messages, Informa sees click-through rates over 12% and lead conversion rates over 11%. Informa's use of targeted sponsored content and InMail on LinkedIn generates high-quality specialist leads that sales representatives can easily convert into customers.
An always-on content strategy combined with precision targeting on LinkedIn has helped Informa Middle East and North Africa achieve rapid growth in their training and events business. By targeting relevant specialists with content and sponsored messages, Informa sees click-through rates over 12% and lead conversion rates over 11%. Informa's ability to target exact audiences through LinkedIn enables them to generate specialist leads that easily convert into sales.
Webinar: Stakeholder Management Engaging The Organisation For ResultsAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/6Ey2Vkd1A-c or watch the video at end of the slide
The Objectives Of This Webinar Are To Explain:
• How to engage stakeholders and manage their expectations
• Key relationship management skills and techniques
• How to build a comprehensive relationship map to establish widespread commitment
• How to employ powerful conflict management techniques
• How to achieve win/win situations by the appropriate use of influence
• How to apply multiple communication techniques
• How to use the influence model effectively
• How to address the key relationship and communications skills needed to manage expectations in projects and succeed in conflict situations
About the Presenter:
Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company. He started his career as a Systems Engineer with IBM, after reading estate management and building construction at the London School of Building. His functional management and consulting experience with major corporations such as Alcatel, BP, Cadbury Schweppes, Cartier, Caterpillar, Cisco, Ericsson, GE, Hewlett-Packard, IMS International, Motorola, Organon, Overseas Containers Limited, Pechiney, Renault Automobile, Siemens to name a few, has spanned more than 40 years in engineering, production and manufacturing, distribution, transportation and marketing services sectors.
Claude is a PMP® and professional speaker, instructor and lecturer in topics ranging from general organisational, programme and project management to sales and marketing, leadership and motivation. Claude is the author of the book ‘Project Management - Concepts Methods, and Techniques’.
Developing Contracts That Fit Your Needs: The Commercial FrameworkAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/M3Spo18Jo30 or watch the video at end of the slide
Many businessmen and women see contracts as legal documents, but a healthier approach is to see them as business documents which must be written the right way if they are to be legally enforceable. For many of us, therefore, leaving the contracts to the lawyers means that we miss an opportunity to have a contract which can be used as a working document which prevents problems with suppliers and customers. This webinar explains an approach which can be used to ensure that contracts prevent problems from occurring, or fully prescribe your rights and remedies should things go wrong.
About the Presenter:
Eric Evans has held Director level positions in the automotive, retail, fast moving consumer goods and healthcare sectors. He is the author of three books on procurement and negotiation, and a speaker on MBA programmes across Europe and the Gulf region.
As a management consultant, he has delivered improvement programmes in demand management and inventory management, and has coached organisations as they implement collaborative replenishment and customer-led approaches to demand management.
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/2KexP_irteE or watch the video at end of the slide
The webinar covers the major business benefits management principles, practices and techniques that enable organisations to optimise the return from their investments in programmes and projects.
The Objectives Of This Webinar Are To Explain How To:
1. Relate the business case to business benefits
2. Differentiate between business KPIs vs Project KPIs
3. Establish a benefits management chart
4. Plan and prepare for organisational readiness
5. Plan to perform project transition and handover
6. Measure the realisation of business benefits
Business Benefits Realisation is about ensuring that programmes and projects deliver the forecasted benefits identified in a business case or project charter document. Obtaining an acceptable return on investment is critical, but many organisations struggle to demonstrate that their programmes and projects deliver the required business benefits.
Often there is confusion over what benefits are required, who should track them and how and what the effective measures should be. The explicit role of a project manager is to deliver the project to ensure the scope, schedule and budget components are satisfied. However the intrapreneurial and business-minded project manager is the one who is acutely aware of the business aspect of programmes and projects and truly understands the rationale driving their organisation’s investment strategy. This project manager provides true value.
About the Presenter:
Claude Maley is Managing Director of Mit Consultants, a consultancy and education practice servicing international clients in change management, and Chairman of a business solutions company.
Claude is a PMP® and professional speaker, instructor and lecturer in topics ranging from general organisational, programme and project management to sales and marketing, leadership and motivation. Claude is the author of the book ‘Project Management - Concepts Methods
Webinar: It Is Good To Be First To Market - True or FalseAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/btV138SXqHo or watch the video at end of the slide
Listening to many people, you would think that being first to market always guarantees success, but is that true?
The webinar presenter, James Graham, will take you through the evidence for and against this concept and show a simple assessment framework that you can use as part of your toolset when developing strategy.
At the end of the webinar, you will be able to look at the context, variables and constraints for each situation, making your own choice of whether you wish to take a ‘bleeding edge’, ‘leading edge’ or ‘trailing edge’ position.
James is a consultant who specialises in the formulation and execution of strategy and he has worked in the region for over 10 years, assisting private and public sector organisations.
During the webinar, James will cover the specific points below and also answer questions that arise.
• Background and context – what is ‘first mover advantage?’
• Case study – when first mover advantage was successful
• Case study – when being first was a failure
• Conclusion on case studies
• A framework to assess what position to take
• Q&A
About the Presenter:
James Graham specialises in strategy formulation and strategic execution, with the experience of working in over 30 countries across Africa, The Americas, Asia, Europe and the Middle East.
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
Webinar: Private Higher Education in MENA - Lesson and Considerations for Ope...Ali Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/is6aoOdaqTg or watch the video at end of the slide
Major opportunities exist for operators and investors interested in expanding Higher Education institutions in the Middle East. Having the right information, data and analysis is vital to successful
development.
Parthenon Managing Director, Amit Garga, and Vice President, Danish Faruqui will conduct an extensive market overview of higher education in the UAE, Saudi Arabia, and Qatar. The presentation will cover how
regions are growing and what types of universities are growing. They will also cover how growth varies by location, course offerings, and between expats and local students. They will also explore what the
drivers of growth in the region are and how they are expected to change in the coming years.
In particular, they will discuss how regulations and events like Expo 2020 have the potential to effect changes in growth in higher education and how to benefit from these changes. Danish and Amit can answer
questions on student preference and the qualities that are most preferred in an institution and opportunities for increasing international student enrolments. The presentation will be extremely data-driven
and built from Parthenon-EY’s recent market research and analysis across the region. The presentation will also contextualize how operators and investors can best apply these lessons to improve their
institutions or to decide how and where to invest.
About your Presenters:
Amit Garga, Partner, International Education Practice @ The Parthenon Group As a Partner with Parthenon’s Education Practice, Mr. Garga has worked closely with the leadership of various companies on market-opportunity assessment and sizing, growth forecasting, pricing strategy, competitor analysis and market share evaluation.
Danish Faruqui, Senior Principal, International Education Practice, The Parthenon Group Mr. Faruqui is a Senior Principal with The Parthenon Group's Education Practice. He has led cases across geographies on topics such as market potential, growth and market-entry strategy and investment decisions.
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/qaG2u3I8H5w or watch the video at end of the slide
On this webinar, you will learn a simple, but powerful framework to analyse market changes and plan appropriate responses.
The webinar presenter, James Graham, is a consultant who specialises in the formulation and execution of strategy and he has worked in the region for over 10 years, assisting private and public sector organisations.
James will cover the specific points below, and also answer questions that arise, at the end of the webinar.
• Background and context – the risk of ‘knee jerk’ reactions and incorrect responses?
• Observing market events
• Collating groups of related events
• Interpreting what is happening
• Deciding how to respond
• Identifying provisional responses
• Assessing the best fit response
• Progressive elaboration of the chosen response
• Implementing the chosen response
• Q&A
About the Presenter:
James Graham specialises in strategy formulation and strategic execution, with the experience of working in over 30 countries across Africa, The Americas, Asia, Europe and the Middle East.
This document is an introduction to a webinar about achieving organizational goals through project management. It provides an agenda for the webinar, introduces the presenter Claude Maley, and outlines the presentation contents which will explore managing relationships, managing in a multi-project environment, leading and managing project managers, and the role of a leader of project managers in the project life cycle. It also provides examples of how a leader of project managers' role may vary across different project phases from initiation to close out.
Webinar: Aligning the Employee to the Strategy of the OrganisationAli Zeeshan
To view recording: http://youtu.be/dvW7WYfcMIA or watch the video at end of the slide
For other Informa Webinars: http://www.informa-mea.com/webinars
Top management and the CEO decide on the goals and strategy of the organisation, but it is the staff who actually implement that strategy.
Most organisations struggle with the "cascade" of strategy from corporate level (Tier 1) to Unit / Department (Tier 2) and ultimately to the individual employee (Tier 3). If the employees are not aligned to the strategy, it is unlikely that the strategy will be successfully implemented.
To work effectively usually requires the close co-operation between the corporate strategy office and HR - because it is the HR Performance Management System that generally provides the process mechanism to align personal objectives/actions to the departmental (and ultimately, the organisational) strategy. That Strategy Office - HR interface is not always a strong relationship.
About the Presenter:
Alan Fell is a highly experienced specialist in corporate performance management having spent more than 30 years involved in a wide range of performance management disciplines – both in policy formulation and practical application roles, and more recently, as a consultant and trainer.
Alan’s experiences cover an extensive range of management disciplines from strategic planning and execution, through the Balanced Scorecard, to a range of financial management subjects, especially cost management. Alan brings a highly pragmatic style and approach to the whole subject of making strategy happen: the challenges of successful strategy execution.
For the past 14 years Alan has operated as an independent management consultant and trainer. He is a highly experienced conference and seminar leader, having facilitated well over 200 events across UK, Europe, Middle East, Far East, South Africa and USA. He is a very regular visitor to the Gulf, and has frequently presented at conferences and seminars with Informa, in addition to consulting with a wide number of Gulf and Middle East organisations.
This document provides an overview of a webinar on project portfolio management. It introduces the presenter and lists objectives of exploring how project portfolio management can help organizations align projects to strategic goals and achieve business benefits. It also discusses various aspects of project portfolio management such as defining the project portfolio scope, establishing selection criteria for projects, and managing a project portfolio through its lifecycle.
Internal financial control - how ready are you - WebinarAli Zeeshan
Prof. Arif Ahmed gave a webinar on internal financial controls. He began by introducing himself and his experience in finance and risk management. He then discussed the key aspects of internal controls based on the COSO 2013 framework, including control environment, risk assessment, control activities, information and communication, and monitoring. Specifically, he covered enhanced risk assessments, fraud risk assessments, controls in IT environments, and factors that determine quality of information. He emphasized that internal controls must be customized to each organization and address objectives across different levels. Monitoring involves ongoing and separate evaluations to identify control deficiencies.
The Impact of Generative AI and 4th Industrial RevolutionPaolo Maresca
This infographic explores the transformative power of Generative AI, a key driver of the 4th Industrial Revolution. Discover how Generative AI is revolutionizing industries, accelerating innovation, and shaping the future of work.
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
Dr. Alyce Su Cover Story - China's Investment Leadermsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
New Visa Rules for Tourists and Students in Thailand | Amit Kakkar Easy VisaAmit Kakkar
Discover essential details about Thailand's recent visa policy changes, tailored for tourists and students. Amit Kakkar Easy Visa provides a comprehensive overview of new requirements, application processes, and tips to ensure a smooth transition for all travelers.
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
Importance: NIM serves as a critical measure of a financial institution's profitability and operational efficiency. It reflects how effectively the institution is utilizing its interest-earning assets to generate income while managing interest costs.
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Discover the Future of Dogecoin with Our Comprehensive Guidance36 Crypto
Learn in-depth about Dogecoin's trajectory and stay informed with 36crypto's essential and up-to-date information about the crypto space.
Our presentation delves into Dogecoin's potential future, exploring whether it's destined to skyrocket to the moon or face a downward spiral. In addition, it highlights invaluable insights. Don't miss out on this opportunity to enhance your crypto understanding!
https://36crypto.com/the-future-of-dogecoin-how-high-can-this-cryptocurrency-reach/
Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Tdasx: In-Depth Analysis of Cryptocurrency Giveaway Scams and Security Strate...
Risk 2014
1. RISK 2014
Retail And Investment Banks
Limited places for regulators to attend for FREE!
See booking page for details
7 - 9 April 2014
The Address Hotel, Dubai Mall, Dubai, UAE
Investment Businesses
Insurance Companies
NEW
SPEAKERS
New Insights And Practical Techniques For Measuring, Managing And Embedding Strategic, Credit, Market, Liquidity And Operational Risks
35+ CROs AND RISK LEADERS INCLUDING
Prashant Govil
Financial Sector Specialist
Central Bank of Bahrain
Bahrain
A MUST
Jason Shohet
VP Global Compliance & Risk
Management
Citigroup
USA
Marc Bonnassieux
Chief Risk Officer
Qatar First Bank
Qatar
ATTEND FOR ANY SERIOUS
Dr Ali Al Amari
Alexander Denev
Co-author of “Portfolio
Senior Director: Supervision and
Authorisation Division
Management Under Stress”and
Senior Team Lead, Risk Models
Qatar Financial
RBS, UK
Centre Regulatory Authority, Qatar
RISK PRACTITIONER
❱ The largest gathering of international and regional CROs and risk leaders in the region
❱ Up to the minute supervisory updates to international requirements including Basel III, Solvency II
and FATCA
❱ Invaluable networking opportunities with the region’s most influential risk leaders
❱ International thought leadership on risk frameworks, operational risk, ERM and stress testing
❱ Regulatory views on the impact of domestic regulatory changes to liquidity, insurance deposits,
real estate, securities trading and credit risk
❱ Leading assessments of how to gain management buy-in and frank debates on risk ownership
Platinum Sponsors
Exhibitor
F E A T u r in g
Prasad Ramani
Head of Middle Office
Majid Al Futtaim Trust
UAE
IN DEPTH PRACTICAL
STREAMS
Credit Risk Management: Balancing Exposures, SMEs, Basel III
and Liquidity Coverage Ratios, Capital Adequacy, Stress Testing and
Capital Allocation
Executing Operational Risk Management: Scenario Analysis,
CRSA, KRIs, AML and IT security
Implementing Market Risk: Developing Frameworks, Overcoming
Modeling Challenges and Risk Breaches
Practical Tools For ERM: Creating ERM Frameworks, COSO II
versus ISO 31000 and Implementing ERM
Media Partners
Organised By
www.iirme.com/risk2014
2. Providing regional practitioners with critical updates on the latest risk management landscape, up-to-date coverage of regional and international regulations,
as well as strategic insight and practical techniques to help improve risk design, management and implementation capabilities in financial institutions.
Featuring International Keynotes
Jason Shohet
VP Global Compliance &
Risk Management
Citigroup
USA
Vinay Aggarwal
Country Chief Risk Officer and
Country Chief Credit Officer
Standard Chartered
UAE
h at',O R
W Fs
IN I T
Prasant Sarkar
Chief Risk Officer
National Bank of
Fujairah
UAE
Sovereign Wealth Funds, Asset
Managers and Private Equity Firms?
Investment and Retail Banks?
❱ Ensure compliance with an in-depth understanding
of regional Government priorities on international and
domestic regulations including Basel III and FATCA
❱ Break down internal silos to create and implement a
robust risk framework
❱ Learn leading stress testing and credit portfolio
management techniques and understand the impact of
operational risk exposures
Insurance and Reinsurance Companies?
❱ Prepare for Solvency II and regional regulatory
changes and integrate a robust risk framework
❱ Learn proven strategies on developing and
integrating a robust risk framework and moving
away from silos from leading international and regional
investment house
❱ Drive counterparty risk effectiveness through the latest
qualitative and quantitative risk measurement
techniques
❱ Understand tried and tested practices for
implementing ERM
❱ Maximise market risk effectiveness with qualitative and
quantitative risk measurement
❱ Discover the impact of operational risk exposures
on your business and adopt an effective management
framework
❱ Improve business decision making by using
scenario analysis and understand how to better
manage risk across your entire portfolio and
multiple asset classes
❱ Drive internal efficiencies by understanding the impact of
operational risk exposures and adopting effective
management frameworks
❱ Maximise investment returns across portfolios with
the latest qualitative and quantitative risk
measurement approaches
WHO ATTENDED RISK LAST YEAR?
GEOGRAPHICAL BREAKDOWN
UAE
GCC
Rest of MENA
Europe
www.iirme.com/risk2014
WHO WILL YOU MEET?
12%
Regulators &
Central Banks
45%
Retail &
Investment Banks
30%
Institutional Investors, SWFs,
Asset & Fund Managers
13%
Insurers &
Reinsurers
Presentin
Alexander Denev
Co-author of “Portfolio
Management Under
Stress”and Senior Team
Lead, Risk Models, RBS, UK
❱ Improve business decision making by using
scenario analysis and understand how to better
manage risk across your entire portfolio and
multiple asset classes
g
Wednesday
TWO practical hands-on
Post Conference Masterclasses 9 April 2014
Masterclass A
Integrated Approach
To Stress Testing
Examining leading practices for developing and applying
stress testing to achieve strategic objectives in the region
Masterclass B
Operational Risk
An integrated approach to and practical strategies for
measuring, managing, modeling and embedding operational
risk to drive informed decision making
+971 4 335 2437
+971 4 335 2438
register@iirme.com
3. Conference Day One
Monday 7 April 2014
08:30 Registration and morning refreshments
CRO ROUNDTABLE
09:00 Chairman’s opening remarks
INTERNATIONAL KEYNOTE
09:10 The Global Risk Makeover: Cutting edge insight on the role of risk management in transforming
business decisions making
ŸŸ Risk realities: Examining the role of risk and compliance management in the financial community
ŸŸ Develop a structure to ensure common understanding of risk tolerance in KPIs and KRIs
ŸŸ Driving business performance through the convergence of risk programmes, PMOs and other
transformational programmes
Jason Shohet, VP Global Compliance & Risk Management, Citigroup, USA
REGULATORY ROUNDTABLE
09:40 Regulatory Update: Evaluating the impact of regional and international regulation on MENA’s
financial sector
ŸŸ Evaluating how global, regional and domestic regulations have changed over the last year and their
impact on bankers, insurers and investment houses with focus on the impact of these changes
to factors including liquidity, insurance deposits, consumer lending, real estate finance, securities
trading, GRE exposure and credit risk
ŸŸ How are regulators developing a framework to support long-term sustainable growth of the
financial sector?
ŸŸ Evaluating future policy developments in the region for Basel III, Solvency II and FATCA: What are
the timelines and requirements? Where will the focus lie? What impact will these changes have on
the region’s financial markets?
ŸŸ Regulatory and industry perspectives on international and regional regulatory compliance and its
impact to the financial sector
Featured Speakers Include
10:30 Designing And Integrating Risk Appetite: Getting maximum value for risk and gaining board level
buy-in by effectively developing risk appetite
ŸŸ The balancing act: Evaluating the organisation’s capacity for risk, taking into account organisational
culture, risk management capability, solvency, regulations, environment and stakeholders
expectations
ŸŸ Actively developing risk appetite: How can CROs engage with the board to develop risk
management as a tool for day-to-day business management by creating board level ownership,
understanding, monitoring along with management implementation?
ŸŸ Best practices for determining risk tolerance and creating risk appetite statements
ŸŸ Integrating risk appetite: Overcoming challenges of operationalising risk appetite across the
business and integrating it with corporate governance, reporting frameworks and organisational
culture
Featured Speakers Include
Marc Bonnassieux
Chief Risk Officer
Qatar First Bank
Qatar
11:10
Jamal Saleh
Deputy General Manager
Head of Risk Management
Commercial Bank of Dubai, UAE
Saleem Sheikh
Chief Risk Officer
Gulf Bank
Kuwait
Vinay Aggarwal
Country Chief Risk Officer and
Country Chief Credit Officer
Standard Chartered, UAE
Speed-Networking: Expand your business network and create a competitive edge
This exclusive opportunity is a quick and effective way to expand your business network, generate
key contacts and win new deals in this critical sector.
11:30 Morning refreshments and networking break
INTERNATIONAL KEYNOTE
Dr Ali Al Amari
Senior Director: Supervision and
Authorisation Division, Qatar Financial
Centre Regulatory Authority, Qatar
Prasanna Seshachellam
Director, Supervision
Dubai Financial Services Authority,
UAE
Prashant Govil
Financial Sector Specialist
Central Bank of Bahrain
Bahrain
MODERATOR
Mustafa Gümüş
Head of Investment Services Department
Capital Markets Board
Turkey
Dr. Amine Awad
Executive Board Member
Banking Control Commission
Lebanon
www.iirme.com/risk2014
12:00 Risk Framework: Assessing leading practices in developing a holistic and robust risk framework to
ensure long-term sustainability and viability of your organisation
ŸŸ Connecting the dots: Evaluating the need for creating a holistic company-wide risk management
framework and not just viewing risk in silos
ŸŸ Driving business performance through the convergence of risk programmes and increasing
business value by transforming the business model to be more risk adept
ŸŸ Embedding risk culture: Developing a risk culture in your organisation by engaging stakeholders to
share ownership and recognise shared responsibility
ŸŸ ‘Getting a strong rating’: Evaluating the critical elements for measuring and managing a robust risk
framework including structure, model, processes as well as uses
John Garrett
General Manager &
Group Chief Compliance Officer
National Bank of Abu Dhabi, UAE
+971 4 335 2437
+971 4 335 2438
register@iirme.com
4. MULTISTAKEHOLDER ROUNDTABLE
12:40 Basel III: Reviewing the progress of the Basel III framework as well as adoption and implications for
the regional banking sector
ŸŸ Understanding the differences between Basel II and Basel III and their impact on market, credit and
operational risk; trade finance; regulatory capital; leverage and liquidity; ICAAP and credit exposures
for Islamic and conventional banking
ŸŸ The impact of Basel III on a bank’s customers and counterparties: Implications of scarcer capital,
financial product exposures, bankruptcy laws and bank resolution legislation
ŸŸ Assessing the impact of Basel III on the central counterparties and their bank members within the
context of G20’s OTC reform
ŸŸ Understanding reform requirements and timelines from regional Central Banks as well as regulatory
and industry perspectives on international and regional regulatory compliance, its impact to
business and advice for meeting the requirements in a cost effective way?
Dr Ali Al Amari, Senior Director; Supervision and Authorisation Division, Qatar Financial Centre
Regulatory Authority, Qatar
Gerard Rizk, Group Chief Risk Officer, Blom Bank, Lebanon
13:20 Lunch and networking break
See www.iirme.com/risk2014
for full speaker biographies
In Depth Practical Streams On Cutting Edge Risk Management, Measurement And Modeling Techniques For Credit Risk And Operational Risk
Time
Stream 1: Credit risk
Stream 2: Operational Risk
14:20
Credit Risk Portfolio Management: Best-in-class methods for pricing risks, balancing exposures and
managing credit concentration
Assessing the concentration and exposures of credit portfolios in GCC countries and globally
Pricing and managing risks arising from illiquid exposures: real estate, infrastructure, natural
resources and trade finance
Balancing exposures and portfolio management
Evaluating the impact of the rise in the cost of capital on project and trade finance
Jan Rosenzweig, Quantitative Lead, Professional Services, Fincad, Ireland
Scenario Analysis: Practical examples for effectively deploying scenario analysis to drive informed
decision making
Evaluating the relative merits of operational risk measurement techniques including Loss Distribution
Approach, Scenario Analysis
Assessing methodologies for conducting scenario analysis and understandings the dangers of bad
assumptions or irrelevant scenarios in stress testing
Recommendations for setting exposures for primary and secondary events; incorporating ‘unknown’
events; determining top-down versus bottom-up approaches; using historical versus hypothetical
scenarios; and reverse stress testing
14:45
SMEs Risks And Rewards: Effective methods for developing business value for SMEs by managing risk
and boosting profit
Understanding the inherent challenges of financing SMEs in the Middle East: Lack of financial
information, increased sensitivity to external environment, higher risk and capital allocation
requirements
Evaluating how to assess SMEs, establish appropriate risks as well as balance risks and rewards in an
unstructured market
Exploring tried and tested risk management approaches and systems to scale up financing for SMEs
on a sustainable basis
Nigel Rusby, Global Principal Consultant, Experian Decision Analytics
Control Risk Self-Assessment: Developing and driving a robust CRSA methodology to create
transparency and minimise operational risk
Evaluating the relative merits of operational risk assessments including third party review, facilitated
assessments and self-assessments
Assessing best practices for implementing CRSA as well as understanding the benefits and
drawbacks of the methods employed including workshops, interviews and questionnaires
Recommendations for overcoming cultural issues and value perception as well as certain
administrative hurdles by automation
Syed Rehan Ashraf, Head of Credit & Risk Management, United Gulf Bank, Bahrain
15:15
Liquidity Coverage Ratio: Assessing the impact of Basel III implementation on the region’s conventional
and Sharia compliant banks
Understanding Basel III liquidity requirement, Central Bank guidelines and evaluating the key
challenges minimum liquidity standard in the GCC
Understanding the impact of the LCR to a bank’s business, funding strategy and product
characterization/developments and granular MIS
Discussing the Cost of maintaining HQLA (Liquidity-buffer) and challenges for banks to fine-tune
their existing FTP system to capture it appropriately.
Islamic versus conventional: Assessing how the lack of liquid instruments and markets coupled with
non-rated issues in the region will impact Islamic and conventional banks
Sanjay Kumar Thakur, Head of Treasury Product Control , Balance Sheet Risk and FTP, The Saudi
Investment Bank, KSA
Key Risk Indicators: Developing a structured approached for building predictive KRIs to facilitate
monitoring and control of risks
Best practice for analysing KRIs: Understanding key elements to create a structured approach
including identifying and improving metrics, assessing gaps, determining and validating triggers as
well as establishing a control plan
Assessing best practices to implement KRI including lack of data, setting thresholds and timelines as
well as reconciling loss that has not been reported
Recommendations for ensuring predictability of risk indicators
Shahab Syed, Senior Vice President, Head of Operational Risk, Abu Dhabi Commercial Bank, UAE
www.iirme.com/risk2014
+971 4 335 2437
+971 4 335 2438
register@iirme.com
5. 15:45
Afternoon refreshments and networking
16:15
Capital Adequacy: Demonstrating best practices for implementing ICAAP under Basel III
Developing a framework: Assessing the best approach and key success factors for establishing a
robust Internal Capital Adequacy Assessment Process (ICAAP)
Evaluating the impact of impairment on capital adequacy ratios including Common Equity Ratio, Tier 1
Capital Ratio, AT1, Tier 2 and Capital Adequacy Ratios (CARs)
Practical demonstration: Evaluating how banks are using regulatory capital and economic capital
framework for decision making
Presenting key tools for implementing ICAAP and stress testing
Mohammed Azem, Head of Risk Management, Jordan Kuwait Bank, Jordon
Key Risk Indicators: The 'YMCA' rule on creating KRIs to successfully predict risks
– Why spending resources on KRIs implementation: Your Company's future through a crystal ball
Y
- Modify your KRIs to support economic decision making: Moving from Lagging to Leading
M
Indicators
- Company Objectives should be your number one priority: Importance of the Key Performance
C
Indicators
- Agreement on Roles and Responsibilities with the business is essential; never work on siloes
A
Jaime Echeverri, Senior Director CEMEA, Enterprise Risk Management, VISA, UAE
16:40
Stress testing: Effectively managing risk by improving and implementing a robust stress testing
programme
Assessing how banks are currently building frameworks for stress testing
Unraveling common approaches, pitfalls and ways of improving your stress testing approach by
making informed tradeoffs between key goals, resources and approaches as well as understanding
their implications on scenario selection, modeling methodology and validation
Demonstrating best practices in stress testing methodology and embedding stress testing into risk
culture
Learning from experience: Recommendations for macro or internal parameters for stress testing and
how to leverage them for better decision making
Anti-Money Laundering: Demonstrating the success factors of effective compliance and enforcement
of AML to enhance capacity
Assessing recent developments in GCC AML and CFT systems as well as reputational and financial
risks of noncompliance
Creating a more stringent AML programme: Setting up an effective tracking system that satisfies
regulatory requirements, spans the enterprise, identifies suspicious behaviour and is easy to use
Laying out an effective process for responding to suspicious transactions, aligning ALM with asset
management risk, accurately projecting risks as well as integrating into systems and processes
Ramkumar Pavothil, Head, Operational Risk & Compliance Risk Management, National Bank of Fujairah,
UAE
17:10
Capital Allocation: Optimising capital allocation strategies by using economic-capital models to aid
business decision making
Optimising capital allocation using Risk Adjusted Return On Capital (RAROC)
Evaluating critical factors in modeling including how to set risk thresholds (asset classes, segments
and corporations); how to preserve P&L; and the implications to capital budgeting and performance
evaluation
Recommendations for overcoming challenges to economic capital models including embedding into
organisational culture, reconciling risk data as well as gathering sufficient data on loss distribution
Tarun Dara, Vice President, Economic Capital and Risk Analytics, Mubadala GE Capital, UAE
IT Security: Implementing security layers and fraud-repellent systems to protect your organisation
and clients
Evaluating how IT risks are evolving in the region for both financial institutions and their customers
Understanding how IT integration assists with risk management, fraud prevention and also provides
transparency and control
Dissecting fraud into component requirements for use of current and future technology applications
Automating forensics for due diligence, performance and suspicious activity detection
Yawar Gardezi, Group Head of Operational Risk, Al Rajhi Bank, KSA
17:35
Chairman's closing remarks and end of day one
TAILOR YOUR PROGRAMME
SPONSORSHIP OPPORTUNITIES
Personalise the Agenda to
your learning needs
Talk to Michael Moffat to tailor a package to
your precise needs and objectives.
Our concurrent streams allow you to select the
sessions most suited to you
www.iirme.com/risk2014
Call Michael on +971 (0)4 407 2716 or
email him at sponsorship@iirme.com
+971 4 335 2437
+971 4 335 2438
register@iirme.com
6. Conference Day TWO
Tuesday 8 April 2014
09:00 Chairman’s opening remarks
PAN AUDIENCE VOTING AND DISCUSSION
CRO ROUNDTABLE
09:10 Risk Autonomy: Assessing the evolving role, responsibilities and reporting lines of CROs in the
region
Following the financial crisis, there has been a fundamental transformation of the view that risk
management is mainly a compliance tool. Globally, CROs have raised their stature within the
organisation and have developed clearer lines of communication and reporting with the board of
directors, and are engaging in business and strategy setting.
ŸŸ Realities in the region: Evaluating how risk is currently getting reported to the board
ŸŸ Best structure to demonstrate independence: Understanding the structure; evaluating the channel
through which risk information reaches the board and the channel for board level responses as well
as; examining the right channels for emerging and existing risk
ŸŸ The CRO experience: Practical insight from CROs on how they have made the transition including
major changes, hurdles and impacts achieved as well as recommendations to you
Featured Speakers Include
Joseph Montalto
EVP Group Chief Risk Officer
Al Hilal Bank
UAE
Gerard Rizk
Group Chief Risk Officer
Blom Bank
Lebanon
Prasant Sarkar
Chief Risk Officer
National Bank of Fujairah
UAE
HEAD TO HEAD
10:00 Business Briefing On Risk: Understanding how business functions view risk and embedding a
coherent framework to address risk management
Business heads and risk personnel go ‘head to head’ outlining their perspectives on risk ownership
and successful risk management in the context of the Middle Eastern economic, regulatory and
competitive environment
ŸŸ Understanding business leaders perspectives on risk management, responsibility, ownership,
change management in correlation with resources
ŸŸ Examining risk personnel’s point of view: Vision and benchmarks for the successful implementation
of a risk management framework
ŸŸ Creating a mutually beneficial relationship by establishing effective strategies that provide clear
guidance on goals, expectations and responsibilities
ŸŸ Optimising the execution and integration of risk management in organisational culture for longterm business sustainability
Yasser Faisal Al Sharif, Board Member and CEO, Manafea Holding Company, KSA
Ahmed Emara, CEO & Managing Director, ReAya Holding, KSA
Lamees Al Baharna, VP: Risk Management, Mumtalakat, Bahrain
Chakib Aabouche, Executive Director, Waha Capital, UAE
Moderator: Jan Rosenzweig, Quantitative Lead, Professional Services, Fincad, Ireland
www.iirme.com/risk2014
10:50 Optimising The Risk Management Team: Focus on recruitment, retention and development of risk
personnel by identifying key talents, skill sets and capabilities in the region
In this session the audience will get the chance to vote on a set of questions regarding building
competency for risk personnel in the region. This will be followed by a moderated pan audience
discussion, where you can share challenges that you are face in developing talented teams in the
region as well as best practices on recruitment, retention and staff development
11:10
Morning refreshments and networking break
11:40 Middle Eastern Market Outlook: Assessing the impact of evolving global economic and geopolitical
landscapes on Middle Eastern financial markets
ŸŸ Update: To what extent are global trends including the European debt crisis, U.S. fiscal cliff and
economic slowdown in the emerging markets impacting the financial markets, inflation and the
formation of asset bubbles in the Middle East?
ŸŸ Regional update on FY 2013 liquidity, equity markets, credit markets and primary markets as well
as projections for FY 2014
ŸŸ How has the renewed regional geo-political uncertainty in MENA affected the flow of capital and
trade?
ŸŸ Assessing how demand from the US and geo political uncertainties in MENA are impacting key
sectors including real estate and construction, petro-chemical and telecoms
ŸŸ Evaluating which industry sectors and geographies are likely to outperform the market over the
next five years?
THOUGHT LEADERSHIP
12:20 The Risk In Risk Management: An ‘under the hood’ analysis of hidden risks and assumptions in the
quantitative approach
ŸŸ Measuring risk: Understanding the impact of randomness, ambiguity and the illusion of certainty
ŸŸ When models fail: Assessing the hidden risks in the quantitative approach
ŸŸ Misunderstanding and overconfidence: Evaluating the influence of behavioral biases while
interpreting risk metrics
ŸŸ Constant vigilance and skepticism: Discussing uses and limitations of quantitative techniques to
build informative models
Prasad Ramani, Head of Middle Office, Majid Al Futtaim Trust, UAE
13:00 Lunch and networking break
14:00 Global Sanctions: Assessing best practices for complying, implementing and monitoring sanctions
for regional banks
ŸŸ Fundamentals of sanctions programs that is imposed by United Nations, OFAC, European Union
ŸŸ Restrictions imposed under these Sanction program
ŸŸ Risk associated with violation of Sanctions program
ŸŸ Ways and methods to implement procedures/guidelines to abide by international sanctions
ŸŸ Deploying technological/tools to control and monitor sanction risks.
Khalid Shaikh, Head of Compliance & Bank MLRO, Mashreq Bank, UAE
+971 4 335 2437
+971 4 335 2438
register@iirme.com
7. Sharing Experiences For Implementing Market Risk Frameworks And Enterprise Risk Management
Stream 1: Market Risk
Stream 2: Enterprise Risk Management
14:40
Developing A Robust Framework: A practical guide to setting up a strong market risk framework in the
Middle East
A-Z: Developing a strong market risk framework that is adaptable to the Middle Eastern culture and
environment
Evaluating what is relevant for mandate in the Middle East
Key elements to consider while developing policies and procedures including business strategy, risk
appetite, size and complexity of activities as well as sophistication of market risk monitoring and
management systems
Assessing techniques to measure and define risks in portfolios to changes in interest rates, foreign
exchange rates, equity prices and credit spreads, as well as understanding their correlations and
implied volatilities
Dr. Rajesh Shah, Head of Market Risk, The Saudi Investment Bank, KSA
Beyond The Risk Register: Practical tools for creating and implementing a holistic ERM framework and
embedding a strong risk management culture throughout the organisation
Evaluating common challenges faced while implementing ERM in organisations including the tone at
the top, risk appetite in organisational culture, top-down versus bottom-up considerations as well as
resource and time constraints
Evaluating the eight critical components for moving away from silos and introducing an effective ERM
framework
Achieving an optimal value-added ERM framework for a sustainable and adaptable approach
Susan Daniel, Chief Risk and Compliance Officer, State General Reserve Fund, Oman
15:20
Market Risk Management: Overcoming modeling, data management and reporting challenges in VaR to
gain better market risk insight
Evaluating approaches to Value at Risk (VaR) including local versus full valuation, delta-normal,
historical as well as Monte Carlo simulation
Analysing the relative importance of risk factors in determining portfolio loss
Assessing the effect of both static and dynamic hedges and trade strategies, and determining
optimal portfolios by utilising back-testing and scenario-testing models
Exploring the effect of changing risk factors on the value of positions in the portfolio using stress
testing
Establishing and automating processes of accessing, cleansing and merging data
Ahmed Al Batal, Regional Director of Market Risk, EFG-Hermes, UAE
COSO II Versus ISO 31000: Understanding the differences in key principles, requirements and processes
between the two leading ERM frameworks
Evaluating requirements of ISO 31000 versus those of COSO II
Understanding the differences in focus: Performance based risk management versus risk
management principles based on own risk management plan
Critically assessing the shift from “an event” to “the effect risk and risk management has on an
organisation’s objectives”
Evaluating the implications of ISO 31000 putting emphasis on risk management as a strategic
discipline for making risk-adjusted decisions, rather than a compliance-based function of COSO II
16:00
16:40
PAN AUDIENCE VOTING AND DISCUSSION
CASE STUDY
Risk Breaches And Other Challenges: Tools for avoiding and managing market risk breaches
In this session you will get the chance to vote on a set of questions regarding risk breaches globally
and in the region. This will be followed by a moderated pan audience discussion, where you have the
opportunity to share the challenges and experiences with developing and implementing systems,
checks and procedures for potential risk breeches in your organisation
ERM In Practice: Best practices for implementing ERM and rising above traditional risk management
silos
Getting top level buy in by demonstrating sufficient ERM value and justifying implementation costs
Tips for balancing risk visibility and legal exposures
Establishing a formal risk management framework, common terminology, ownership and risk
reporting
Assessing the value and drawbacks of the different approaches and tools for enterprise risk
assessments including surveys, interviews and historical analysis
Recommendations for deciding on time horizons, scenarios as well as between qualitative and
quantitative metrics
Jason Shohet, VP Global Compliance & Risk Management, Citigroup, USA
Chairman’s closing remarks and end of Risk 2014
Due to unforeseen circumstances, the programme may change and IIR reserves the rights to alter the venue and/or speakers or topics.
“Great opportunity to meet as well as listen to
local and global experts in risk management.”
Xavier Verdeyen, Head of Risk Management,
National Commercial Bank, KSA
www.iirme.com/risk2014
“Good opportunity to discuss the
lastest trends in risk management.”
“This is one of the rare conferences really
focused on Risk Management.”
Dr Ryan Lemand Head of Risk Management
Securities and Commodities Authority, UAE
Amit Tyagi, Vice President,
National Bank of Abu Dhabi, UAE
+971 4 335 2437
+971 4 335 2438
register@iirme.com
8. Partnership Opportunities
Do your services or solutions support risk management and compliance for banking and non-banking financial
organisations? Risk 2014 is a unique opportunity and the largest gathering of Regulators, CROs, Supervisors, Academics
and Leading Risk Practitioners in the Middle East.
Establish yourself as a thought leader in the region by:
Chairing the summit
Increase your visibility through:
Tailored speed networking
Hosting closed door by-invitation-only meetings
Talk to Michael Moffat to tailor a package to
your precise needs and objectives.
Call Michael on +971 (0)4 407 2716 or
email him at sponsorship@iirme.com
Hosted daytime and evening receptions
Presenting during main program
Hosting panel sessions
Launch reports and relevant research
Leading in-depth workshops
Focused branding
Moderating think tanks and audience discussions
INTERACTIVE Opportunities
FACT!
35+
CROs and Heads
of Risk Management
discussing tomorrow’s strategies and
exchanging transformational expertise
on the future for finance and risk
HEAD TO HEAD DEBATE
Between Management And Risk
Personnel
GAIN MANAGEMENT BUY IN:
Understand what management in the region
thinks of risk ownership and management in
relation to their resources – NECESSITY?
NICE-TO-HAVE? WASTE OF TIME?
NEW INTERNATIONAL
INSIGHT
Invaluable practical insight
from keynote speakers on Risk
Appetite, ERM, Operational
Risk and Stress Testing
BRAND NEW speakers discussing
BRAND NEW INTERACTIVE OPPORTUNITIES
CRO Roundtables
Head To Head Debates
Regulatory Roundtables
Multi-Perspective Roundtables
Speed Networking
Pan-Audience Discussions
Content Streams
More time for Q&A
www.iirme.com/risk2014
Practical examples
for IMPLEMENTATION
Risk 2014 promises to deliver
great value through
learning and networking
opportunities
Portfolio Management
Stress Testing
Scenario Analysis
Liquidity
Lending To SMEs
ERM Implementation
Market Risk Management
Capital Adequacy
CRSA and KRIs
MORE REGULATORS!
NEW Speakers
strategic, credit, market,
liquidity and operational
risk management as well as
ERM
KEEP YOUR BUSINESS
CARDS READY!
To aid compliance and strategy
development
Basel III, Solvency II and FATCA
Impact of regional regulatory changes to
liquidity, insurance deposits, consumer
lending, real estate finance, securities
trading, GRE exposure and credit risk
More CROs Than 2013
Your chance to candidly interact with
influential risk leaders in TWO CRO
roundtables!
+971 4 335 2437
More On-Point
Insight
The most comprehensive programme ever
with NEW dedicated afternoon streams on
CREDIT RISK, OPERATIONAL RISK, MARKET
RISK AND ERM
Tailor your own programme with a choice of 17
extra streamed sessions!
+971 4 335 2438
register@iirme.com
www.iirme.com/risk2014
9. Platinum Sponsors
Experian is the leading global information services company, providing data and analytical tools to clients around the world. The Group helps businesses to manage
credit risk, prevent fraud, target marketing offers and automate decision making. Experian also helps individuals to check their credit report and credit score, and
protect against identity theft.
Experian plc is listed on the London Stock Exchange (EXPN) and is a constituent of the FTSE 100 index. Total revenue for the year ended 31 March 2013 was US
$4.7 billion. Experian employs approximately 17,000 people in 40 countries and has its corporate headquarters in Dublin, Ireland, with operational headquarters in
Nottingham, UK; California, US; and São Paulo, Brazil. Since 2010, Experian Dubai Office is delivering its services to its clients in the Middle East.
For more information, visit www.experian.ae
Founded in 1990, FINCAD serves institutional and corporate participants in the global financial markets. FINCAD's mission is to make better decisions possible by
making complex finance easy, affordable and widely available.
FINCAD has become the industry standard for financial analytics providing derivative analytics tools and services to tens of thousands of financial professionals in
more than 4,000 organisations located in over 80 countries around the globe.
We provide valuation, pricing, risk assessment, cash flow forecasting and regulatory compliance tools to banks, investment fund companies, professional service
firms, governments and others; helping them:
• Better manage financial risks,
• Increase investment returns,
• Reduce the cost of borrowing,
• Lower the cost of raw materials,
• Compete more effectively in multiple currencies.
For more information, visit our website www.fincad.com
TAILOR YOUR PROGRAMME
SPONSORSHIP OPPORTUNITIES
Personalise the Agenda to
your learning needs
Talk to Michael Moffat to tailor a package to
your precise needs and objectives.
Call Michael on +971 (0)4 407 2716 or
email him at sponsorship@iirme.com
Our concurrent streams allow you to select the
sessions most suited to you
www.iirme.com/risk2014
+971 4 335 2437
+971 4 335 2438
register@iirme.com
www.iirme.com/risk2014
10. POST CONFERENCE
TECHNICAL MASTERCLASSES
Wednesday
9 April 2014
Our post-conference technical masterclasses are run in small groups so that each participant gets one-to-one attention and has the
opportunity to raise questions and get an in-depth understanding of how to develop and implement complex risk frameworks in the
Middle East
Masterclass A
Seminar A runs from 08.30 – 12.30, with lunch served afterwards. Registration begins at 08.00
Integrated Approach To Stress Testing: Examining leading practices for developing and
applying stress testing to achieve strategic objectives in the region
Globally, evolving regulatory and market environments
have heightened attention on strengthening stresstesting strategies, systems and procedures. Stress
testing as a tool is becoming more and more valuable to
help financial institutions steer their businesses through
a highly volatile economic landscape.
This half day workshop is designed specifically to create
solutions for developing, implementing and integrating
stress testing at the group level of your organisation by:
Raising the consciouness about the difference
between stress testing and scenario analysis, VaR and
other measures for credit, market and liquidity risks
Developing enterprise-wide integrated framework
that aggregates stress scenarios across all asset
classes
Assessing available modeling approaches and
techniques
Evaluating models’ key parameters, data
requirements, granularity of input and output
parameters
Masterclass B
Suggesting potential solutions for difficulties in finding,
extracting and aggregating data, designing plausible
but realistic scenarios as well as keeping resources,
time and costs in check
Giving recommendations for setting scenarios across
countries and business units as well as calculating the
effect for each portfolio/business line, and increasing
the variety of scenarios to reflect potential risk across
risk types and geographies
Creating management reports based on stress testing
and incorporating into decisions on strategic areas
including risk management, capital allocation and
planning, risk appetite, business unit planning
Featuring real-life case studies involving stress testing
Alexander Denev, Co-author of “Portfolio
Management Under Stress”and Senior
Team Lead, Risk Models, RBS, UK
Seminar B runs from 13.30 – 17.30, Registration begins at 12.30
Operational Risk: An integrated approach to and practical strategies for measuring,
managing, modeling and embedding operational risk for drive informed decision making
Unlike other risks, the definition of operational risk given
by Basel II only represents a potential loss, making the
real benefits of its management difficult to demonstrate.
Additionally, staff and systems are considered to be
the causes of operational losses and are not seen to be
best placed to measure and manage this risk, resulting
in the lack of a universal methodology for managing
operational risk.
This workshop is designed to deliver real life solutions to
key challenges faced with operational risk by:
Identifying core concepts involved in the Three Pillar
Framework and Basel III for allocation of capital to
operations risk
Comparing and contrasting Basel III measurement
methodologies for operations risk including Basic
Indicator Approach, Standardised Approach and
Advanced Measurement Approach (AMA)
Evaluating the relative merits of operational risk
measurement techniques including Loss Distribution
Approach, Scenario Analysis, Risk Control Self
Assessment (CRSA), Key Risk Indicators (KRI) for
Operational Risk Management (ORM)
Working out and implementing a core theoretical
quantitative/qualitative mix of statistical and
business process management methods for
the management of operations risk in a financial
institution
Comparing and contrasting advantages and
challenges of Basel III implementation
Practical session: Framing solutions for real-life case
studies involving operations risk
Michael Sicsic, Group Operational Risk
Director, Aviva Plc, UK
See www.iirme.com/risk2014 for full workshop leaders biographies