Fee per participant: RM5,000/US$1,650
Please note that the Ringgit price is applicable to Malaysia-domiciled participants only. Discounts are available for group bookings. Please contact us for more details.
Enterprise Risk Management for Financial Institutions
SIDC CPE-approved: 10 CPE PointsDate: 10th & 11th June 2024
Venue: DoubleTree by Hilton Kuala Lumpur
Classroom Training
WHY THIS COURSE?
Effective risk management is a value-adding activity which impacts the achievement of organisational strategy and objectives, the stability of earnings and bottom-line performance. Risk also affects an organisation’s credit rating, share price and reputation. Therefore, enterprise risk management must be a key consideration for any business. In recent years, the business landscape has changed dramatically, largely due to fallouts from COVID-19 and the Russia/Ukraine conflict. Organisations globally have suffered severe effects from lockdowns, supply chain disruptions, systems and operational disruptions, energy crises, cyberattacks, market volatility, inflation and the ongoing economic instability. Many organisations have suffered significant losses from events such as fraud, misconduct, AML and sanction breaches, malware, ransomware, data leakages and extreme weather events, to name a few. Additionally, technology advances such as digitalisation, artificial intelligence, machine learning, robotics have also dramatically altered the risk landscape.
There is an urgent need for organisations to improve their approach to managing risk on an enterprise-wide basis to meet the demands of the dynamic and fast evolving business environment.
- Course Objectives
This comprehensive course will provide practical working knowledge of the latest risk management practices. During the program, attendees will learn how to:
- Develop an enterprise risk management framework that is integrated with organisational strategy and performance
- Implement a risk governance model for effective risk oversight
- Embed good risk culture in the organisation
- Develop risk appetite and tolerance statements and embed them into risk management processes
- Apply the risk management process to identify, analyse, evaluate, treat, monitor and report risks that could threaten the achievement of organisational objectives
If you are looking for an in-house training program or wish to send a group to an existing public program, kindly please contact Andrew Tebbutt at [email protected] or +603 2162 7802.
Learn More
Send me Details
For enquiries please contact:
Normariya Sariman
Account Manager, REDmoney Seminars
[email protected]
Direct Line: +603 2162 7800 ext 44
Ramesh Kalimuthu
Events Sales Director
[email protected]
Direct Line: +603 2162 7800 ext 65
Fax: +603 2162 7810
For sponsorship & speaking opportunities:
Andrew Tebbutt
Managing Director
[email protected]
Direct Line: +603 2162 7802
For marketing and media enquiries
Govina Selvanthran
Marketing Manager
[email protected]
Direct Line: +603 2162 7800 ext 22
Enterprise Risk Management for Financial Institutions
SIDC CPE-approved: 10 CPE PointsDate: 10th & 11th June 2024
Venue: DoubleTree by Hilton Kuala Lumpur
Classroom Training
Send me Details
WHY THIS COURSE?
Effective risk management is a value-adding activity which impacts the achievement of organisational strategy and objectives, the stability of earnings and bottom-line performance. Risk also affects an organisation’s credit rating, share price and reputation. Therefore, enterprise risk management must be a key consideration for any business. In recent years, the business landscape has changed dramatically, largely due to fallouts from COVID-19 and the Russia/Ukraine conflict. Organisations globally have suffered severe effects from lockdowns, supply chain disruptions, systems and operational disruptions, energy crises, cyberattacks, market volatility, inflation and the ongoing economic instability. Many organisations have suffered significant losses from events such as fraud, misconduct, AML and sanction breaches, malware, ransomware, data leakages and extreme weather events, to name a few. Additionally, technology advances such as digitalisation, artificial intelligence, machine learning, robotics have also dramatically altered the risk landscape.
There is an urgent need for organisations to improve their approach to managing risk on an enterprise-wide basis to meet the demands of the dynamic and fast evolving business environment.
- Course Objectives
This comprehensive course will provide practical working knowledge of the latest risk management practices. During the program, attendees will learn how to:
- Develop an enterprise risk management framework that is integrated with organisational strategy and performance
- Implement a risk governance model for effective risk oversight
- Embed good risk culture in the organisation
- Develop risk appetite and tolerance statements and embed them into risk management processes
- Apply the risk management process to identify, analyse, evaluate, treat, monitor and report risks that could threaten the achievement of organisational objectives
Fee per participant: RM5,000/US$1,650
Please note that the Ringgit price is applicable to Malaysia-domiciled participants only. Discounts are available for group bookings. Please contact us for more details.
If you are looking for an in-house training program or wish to send a group to an existing public program, kindly please contact Andrew Tebbutt at [email protected] or +603 2162 7802.
Learn More
AGENDA
Setting the Scene: Enterprise Risk Management
- Why do we need risk management and how should risk be managed?
- Regulatory insights: Basel accord - fundamental principles of operational risk management pertaining to business resiliency and continuity.
Risk Definition and Context
- Risk management from a risk-return perspective
- The three facets/dimensions of risk and pro-active risk management
- Traditional risk categories
- What Basel 3 brought to the table - fortifying resilience in big banks but …?
Emerging Trends in Enterprise Risk Management - Leading to Enterprise-wide Sustainability Risk Management?
- The backdrop: taking stock of risk
- To be sustainable requires a ‘mindset’ change transformation
- Fielding risks from all corners
- Brief overview – new age/emerging risks from the perspective of COVID-19, geopolitics, ESG, cyber threats and regulatory changes
- Pop quiz 1
- Optimal state of risk management: based on a sound and robust holistic ecosystem ERM framework enabled by an empowering GRC platform
- New age types and categories of risk
- Financial and non-financial risks
- Non-financial risk (NFR) management with generic risk management frameworks
- Key questions: addressing the pandemic and other risks
- Regulatory view (OCC) of emerging risks: cyber and environmental
- Successfully integrating sustainability into ERM
- Digital transformation in ESG risk monitoring
- Regulatory landscape and ESG compliance
- Stakeholder engagement strategies in ESG risk mitigation
Workshop 1: Foundational Considerations
- Threats and vulnerabilities
- Processes: assets, process, controls and baselines
- Risk culture including risk appetite setting
Pandemics: Impact Management with ERM
- The impact of COVID-19 on ERM
- The shift from traditional risks to the risks of ecosystem health crises (HS&E)
- Context: increased emphasis on business continuity and resilience including supply chain disruptions
- Adoption of digital tools for remote risk assessment and management and associated cybersecurity risks
- Regulatory changes to incorporate pandemic risks into ERM frameworks
- Key issues: technology, quarantine and social distancing (mental health), personal and cyber hygiene
- Managing the risks of remote working practices
- Key processes in an optimal pandemic risk management-based business continuity and contingency plan
- Strategic risk consideration from a company’s perspective
- Pop quiz 2
- Risk management and contingency planning
- Developing a business continuity and contingency plan in a pandemic environment
- COVID-19: pandemic planning phases and case studies
- Mitigating the impacts and building resilience through an ERM-GRC framework
- Effective business continuity strategies for critical business functions
- Preparedness for physical and cyber security threats
- Addressing cyber risk & threats
- Related and interdependent areas
Combating Evolving Cyber Threats through Effective ERM
- Advent of the digital workplace: technology in financial services and digital evolution in transforming the financial services landscape
- Reimagining the multi-generational digital workforce: increasing use of AI/machine learning, and robotics
- Evolving cyber landscape: a deluge of data
- Cyber threats and ERM: motivation and drivers
- An overview of increasing cyber threats faced by organizations, including outsourcing risks
- The cyber universe of attack surfaces and their evolving expansion
- Risk identification and common cyber threats : viruses, hacking and identity theft
- Other emerging cyber threats and risks: ransomware
- Cybersecurity considerations: identifying key assets & scenarios
- Overview of AI algorithms used in cybersecurity solutions
- Securing the cyber environment: the cyber threat landscape
- Reviewing an organisation's cybersecurity and data policies and procedures:
- Foundational aspect: data governance, hierarchy, breach, and loss data incidence management
- Cyber risk management framework and processes implementation and compliance
- Ten steps to improving cybersecurity, including training and education
- Understanding the causes of data leakage and losses: a data leakage taxonomy
- Continuous vulnerability and testing risk assessment
- Incident response and recovery planning
- A brief overview of AI applications in cyber attacks, AML and fraud detection, including the advent of LLMS and implications
Workshop 2: Group work and Discussion on Overlapping Systemic Risk Drivers
ERM Strategies for Geopolitical Uncertainties
- The geopolitical landscape and definition: what is geopolitics and geopolitical risk?
- Geopolitics in the context of climate change: the industrial revolutions and their impact
- Pop quiz 3
- Geopolitical shifts and ERM
Workshop 3: ERM and Geopolitical Risk
- How geopolitical shifts as a result of global events can significantly impact businesses and their risk landscapes.
- How changes in trade policies, diplomatic relations, and regulatory environments can introduce new risks that require attention in the ERM framework.
- Examples: Brexit's impact on European businesses; the Ukraine War and Israel-Hamas conflicts, and implications for the global energy supply network
- How companies need to adapt their ERM in response to these changes: incorporating new risk assessments and response strategies.
- Implications on commodity prices, supply chain and trade risks, political and regulatory uncertainties, travel safety and evacuation of personnel and staff
ESG Risks and ERM
- ESG risk factors in today's business landscape: harnessing the UN SDG principles
- The ESG risks which can affect an organization’s long-term sustainability and success
- ERM frameworks: incorporating ESG risks as critical factors in risk assessment, mitigation, monitoring, response planning and sustainability reporting
- How ESG risks can impact a company's reputation, financial performance, and regulatory compliance, making them essential considerations in ERM
- Pop Quiz 4
- Examples of ESG issues and risks
- Environmental risks:
- Climate change impact and regulation
- Natural resource depletion
- Pollution and waste management
- Social risks:
- Labor practices and human rights
- Supply chain labour conditions – LCA (Life Cycle Approach) perspectives
- Diversity, equity, and inclusion
- Governance risks:
- Corporate governance structure
- Board composition and independence
- Executive compensation and transparency
Workshop 4: Managing Sustainability Risk
- Advent of the circular economy and how financial institutions need to respond
- Climate risk management
- Sustainability risk and transmission channels to financial impacts
- Treatment of sustainability risk from a stakeholder perspective
- Materiality, regulations, and guidelines relating to sustainability risks
- Identifying and assessing material sustainability risks from an ESG perspective
- Building a comprehensive holistic ERM framework
- Recap: Basel 3 operational risk best practices
- Guidance from sustainability reporting frameworks: TCFD/ISSB
Key Sustainability Risk Modelling Concepts & Approaches
- Best practice sustainability risk modelling concepts and approaches
- Selection and use of data, metrics or other indicators for assessing sustainability risks
- Examples: impact metrics and milestone KPIs aligned to GRI or UNGC guidelines
Implementing Stakeholder-centric ERM Systems
- Stakeholder identification and analysis
- Engagement and communication strategies
- Incorporating stakeholder perspectives in risk assessment
- Customized reporting for different stakeholders
- Stakeholder training and awareness programs especially on emerging risks
- Feedback mechanisms and continuous improvement
- Third-party and supply chain stakeholder considerations
Best Practice Principles for Operational and Business Resilience
- Key elements of operational resilience
- Identifying critical business services
- Understanding impact tolerance and setting service recovery time objectives
- Business continuity management
- Third-party risk management
- Managing risk in a VUCA environment with scenario analysis and stress testing
Course Wrap-up
EXPERT COURSE DIRECTOR
Dr Guan Seng Khoo
Former Group Chief Risk Officer, RHB Capital
Dr Guan Seng Khoo has vast experience of global business development, strategy, banking, investment and academic research experience in the financial services and IT/cyber security industries. Guan Seng held the role of VP/head of enterprise risk management at AIMCo (Alberta Investment Management Corporation) and CAI.
While at AIMCo, he was responsible for the entire risk management function across the whole lifecycle of the investment process, including at the due diligence/pre-investment stage, the deal-by-deal level as well as the portfolio and divestment/exit stages, including managing relationships with partners, clients, and key stakeholders. He has led teams for assignments and projects in the middle east, Europe, Asia-Pacific, north and south America. Prior to AIMCo, Guan Seng was the head/senior director of portfolio and performance risk analytics at Temasek Holdings. Previous to this, Guan Seng headed the global risk analytics team at Standard Chartered Bank, performing all global risk model review and validation for Basel & BIPRU compliance, and liaising with financial regulators in Europe, Asia, Africa, and the middle east, including the FSA (UK), the FSS (Korea), CBRC, HKMA, BNM, Bank of Thailand and Monetary Authority of Singapore. Guan Seng pioneered the use of AI in investment management, when he designed and managed an AI-algorithmic hedge fund while at Man Investment Products. Previously, Guan Seng was head of innovation (strategy & business development) at the Singapore Exchange, and was group chief risk officer at RHB Capital, Malaysia. In 2001-02, he was based in Chicago and Denver at American Bourses Corp (spun off from the Man Group), providing investment and trading analytics to clients trading on the ECNs (electronic exchanges) in North America and the Asia-Pacific. Guan Seng started his career with NTU as an academic, performing research in semiconductor physics and materials sciences, publishing scientific papers, and teaching undergraduates, including on environmental science. He graduated with a bachelor’s degree in science and holds MSc and PhD degrees from the National University of Singapore on a PSC Government Scholarship. He was awarded the Jurong Shipyard Book for Best Student in Applied Physics.
Who Should Attend?
- The program is catered to a wide range of organisations, including financial institution, corporates, government departments and agencies, and regulators. In particular:
- C-suite executives and board members
- Business heads
- Heads of risk management, and risk officers
- Heads of compliance, and compliance officers
- Internal and external auditors
For enquiries please contact:
Normariya Sariman
Account Manager, REDmoney Seminars
[email protected]
Direct Line: +603 2162 7800 ext 44
Ramesh Kalimuthu
Events Sales Director
[email protected]
Direct Line: +603 2162 7800 ext 65
Fax: +603 2162 7810
For sponsorship & speaking opportunities:
Andrew Tebbutt
Managing Director
[email protected]
Direct Line: +603 2162 7802
For marketing and media enquiries
Govina Selvanthran
Marketing Manager
[email protected]
Direct Line: +603 2162 7800 ext 22