Active ACADEMY 4. Risk Yönetimi Zirvesi 25 Şubat 2010 Perşembe günü İstanbul SwissOtel'de gerçekleştirilecek. Kriz sonrası risk yönetimi planlarının ele alınacağı Zirve'de, ekonomi ve finans sektörünün yanısıra, siyasi istikrar ve bölgesel açıdan da risk analizi yapılacak. Türkiye ekonomisi, küresel krize bağlı olarak 2009'un ilk çeyreğindeki rekor seviyedeki daralmadan sonra ılımlı bir toparlanma sürecine girdi. Bu süreçte Türkiye'nin risk haritasının çıkarılması, hem kriz öncesi risklerin minimize edilebilmesi hem de sürdürülebilir büyümenin sağlanması açısından önem arz ediyor. Özellikle de, Türkiye ekonomisi 2001 krizinden edindiği deneyim ve akabinde kazandığı risk yönetim kabiliyeti ile gelişmekte olan Avrupa ülkelerinden ayrışma sinyalleri içerirken, bu risk haritasının iyi analiz edilmesi oldukça önemli... İçinde bulunduğumuz dönemde, küresel önlem arayışı ile ekonomiler toparlanırken, G-20 kararları çerçevesinde yeni düzenlemeler tartışılıyor. Her ne kadar risk yönetimiyle dünyaya örnek teşkil edebilecek bir ülke olsa da, G-20'nin bir üyesi olarak Türkiye de önümüzdeki dönemlerde yeni düzenlemeler ile karşı karşıya kalacak. Bu aşamada Türkiye'de reel sektörün ve finans sektörünün risk ajandasını olası yeni düzenlemelere göre hazırlaması mevcut avantajlarını artıracaktır.

1. Risk Summit“Market trends: The evolving role of a CRO” Thierry Nicault Business User & Solution Sales EMEA, Cluster Emerging Istanbul, February 25, 2010

2. 87% of risks are not financial Head of Risk Management Legal & Compliance • Fraud • Product liability claims • Missed time line for legal changes • Embezzlement of parts • Safety of goods or products Material risk events encountered in the past three years (for enterprises over US$5 billion in revenue) Operational • Hurricane Katrina • Data center outage • Delivery risk • Blast furnace cold run • ERP application crash • Plant disaster causing production stoppage 8% 13% 32% 17% 17% 13% Strategic • Industry consolidation and globalization • Error-filled release of software upgrade • Change in core product demand • Cancellation of major customer contracts • Performance standards and service quality Environmental/Health • West Nile Virus • Safety crisis • Compliance with environmental standards • Food sanitary management problem • Climate change • Environment pollution Political/Geopolitical • Change of government – and minority governments • Grants and budget changes • Constant change of ministers • Federal Accountability Act • Terrorism Financial • Currency exchange rates • Interest issue and increasing reserves • Accuracy of realistic balance sheet reporting • Ability to manage cash • Non-transparent markets • Economic recession • Energy and commodity costs Source: IBM Global Business Services, The Global CFO Study 2008. Enterprise Risk ManagementBusiness Risks Cause Majority of Losses

3. Significant ImpactsAnd significant recovery periods Head of Risk Management Half of the companies require >1 yr toregain lost value, 22% never recover Nearly half of the Fortune 1000 lost >20% of stock value 50% 20% 22% 28% 6% 28% 22% 24% Recovery Period Value Loss <= 1 year 1 to 3 years > 3 years Not recovered 0-15% 15-20% 20-25% >25% Source: Deloitte, Disarming the Value Killers, 2005 Broad market corrections were removed from the study

4. Enterprise Risk ManagementNo Transparency, Suboptimal Decision-Making Am I on track toreach my goals? Another assessment to fill out? What is the statusof our top risks? What risks don’t weknow about? Will we meet analyst/ market expectations? What are our top 10 risks? Brainstormone-off response possibilities Ask for additional input Siloed risk thinking Send out MS Excel sheets Workshop afterworkshop Focus only onnegative risks Risk Managers Lines of Business Management and Executives Head of Risk Management

5. SAP BusinessObjects Risk Management Dashboard © SAP 2008 / Page 5

7. Automatically monitors risks and controls in heterogeneous IT landscapes

8. SAP has the “gravitational pull” for a global GRC ecosystem

9. SAP solutions for GRC leverage SAP’s leadership in regulated industriesSAP BusinessObjects Process Control Business process controls SAP BusinessObjects GRC SolutionsFinancials, Supply Chain, and Environmental GRC SoD is Segregation of Duties IDM is Identity Management

10. Aligned strategic decision-making across teams Optimize operational decisions inside and outside the company Strategy Unified Information Collaborative Decisions Business Network Optimization Decisions Insight SAP Provides a Fully Integrated Strategy-to-Execution Offering Enterprise PerformanceManagement Governance, Risk, and Compliance Business Intelligence Information Management StrategyManagement Business Planning RiskManagement Access Control Reporting Query, Reporting,and Analysis Data Integration Data QualityManagement Execution Dashboards andVisualization Search andNavigation Profitability andCost Management Consolidation Process Control Global Trade Services across multiple transaction systems AdvancedAnalytics Master DataManagement MetadataManagement Spend Analytics Environment, Health and Safety

11. Thierry NicaultBUSS EMEA, Cluster Emerging Mobile +33 680 114 833 thierry.nicault@sap.com Thank you! © SAP 2008 / Page 8