12-13 Sep, 2007 - Kuala Lumpur, MALAYSIA
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Day 1
Wednesday, 12 September 2007
1. UNDERSTANDING WHAT RISK MANAGEMENT IS ALL ABOUT
• Risk management is both art and science
• Why risk management exists?
• Risk management set up of old
• Risk management function and set up today
2. RISK MANAGEMENT FUNDAMENTALS
• The sine qua non for risk management
• The cornerstones, building blocks or pillars of risk management
• Risk management philosophy
• Risk management policy
• Risk management framework, guide, procedures, processes
3. MEASURING RISKS
• You cannot manage what you can’t measure
• Quantitative model and concept
• Qualitative approach
4. KNOWING THE CORNERSTONES, BUILDING BLOCKS OR PILLARS OF RISK MANAGEMENT
• Risk philosophy
• Risk policy
• Risk culture
• Risk framework
• People and human resources
• Implementation
• Review
5. EWRM SET-UP
• The set up of an organisation…mission/objective, operational scope, business environment
• Understanding the business & operational environment, and employee’s risk of failure in not fulfilling the work culture in an organization
• Consequences of non-adherence
• Profit is not the sole motive, the risk of failure in national social service/macro economic goals of organization.
6. RISK CONCERNS AND IMPACTS
• Meaning or significance of risk on its own
• Risk impact is the critical part
• What inherent risk is
• Manage your inherent risk
• What residual risk is
• Treat or address your residual risk
7. THE FOUR DOMAINS OF RISK
• The four risk groupings
• Credit risk management
• Market & treasury risk management
• IT/IS or systems risk management
• Operational risk management
• Other domains
8. KNOWING RISK MITIGANTS
• What risk mitigant is
• Are risk mitigant and control one and the same?
• Mitigant for credit risk
• Mitigant for operational risk
• Mitigant for market/treasury risk
• Mitigant for IT/IS or systems risk
• Mitigant for other risks like strategic, reputation, legal risks
9. TOOLS TO MANAGE RISKS
• Management controls as risk management tool
• Addressing financial losses
• Proactive risk management
• Reducing errors
• Minimizing people risk
10. RISK MANAGEMENT AND TODAY’S HYPE IN CORPORATE MANAGEMENT
• Directors role
• Expectation of senior management
• The welfare, resilience and continuity of organization
• Collapse of many MNCs prompted regulator’s harsh stand
• Corporate governance starts with people governance
• Bottom line is organizational chaos if risk not adequately managed
11. IS RISK MANAGEMENT NEW?
• Risk management function has been around since business era
• More hype today because of past corporate failures
• The way to conduct business today and tomorrow
12. PRACTICAL APPLICATIONS, PAST GLOBAL AND LOCAL EXAMPLES, WAR STORIES, LESSONS LEARNT, AND SHARING OF OFFICE EXPERIENCES
13. GROUP EXERCISES, QUIZZES, TESTING THE UNDERSTANDING OF SUBJECT MATTER
Day 2
Thursday, 13 September 2007
14. THE CONCEPT OF ENTERPRISE-WIDE RISK MANAGEMENT
• Involve all compartments organization-wide
• Not silo or departmental concept
• The role of every one in the organization
• Addressing all facets of risks that inter-linked
15. HOW DIFFICULT IS RISK MANAGEMENT?
• A function of management
• A process in any business and operational activities
• Ensuring quality and right product or service
• Doing things right (efficiency) as well as doing the ‘right thing’ (effectiveness)
16. YOUR TYPICAL RISK MANAGEMENT FRAMEWORK DOCUMENTATION
• Risk policy
• Risk awareness and identification
• Risk assessment or evaluation
• Risk measurement or quantification
• Risk treatment and control
• Risk monitoring and compliance
• Risk follow up and reporting
• Risk review and re-assessment of policy and framework
17. IF YOUR RISK MANAGEMENT STRUCTURE FAILED
• Inadequate or poor corporate governance
• Financial losses
• Non-financial losses
• Regulatory sanction
18. ISSUES IN CREDIT RISK MANAGEMENT
• Default or non-payment risk
• Timing difference risk
• Customer quality and bad assets
• Wiping of reserves with write-offs
• Customer risk in money laundering and terrorism financing
19. ISSUES IN MARKET/TREASURY RISK MANAGEMENT
• Liquidity risk
• Foreign exchange risk
• Interest rate risk
• Balancing asset and liability mix
• Maximizing assets and liabilities
• Customer risk in money laundering and terrorism financing
20. ISSUES IN OPERATIONAL RISK MANAGEMENT
• Financial and non financial losses
• Inadequate or failed internal controls and processes
• People risk
• Systems risk
• External event and business environment
• Business continuity (BCP)
• Terrorist threat and money laundering operations
• Crisis and disaster management, organizational resilience
• IT / IS risk issues as in #21 below
21. ISSUES IN IT/IS OR SYSTEMS RISK MANAGEMENT
• Disaster recovery (DRP)
• Systems failures and downtime
• Outdated and over-capacity system
• Extravagant and under-utilised system
• Hacking and external intrusion
• Virus and contamination of software
• Espionages and copyright infringements
• Operational risk issues of people, process, systems and external events or business environment as in #20 above
22. PRACTICAL AND INSPIRING QUOTES ON RISK MANAGEMENT
23. GROUP EXERCISES, QUIZES, TESTING UNDERSTANDING OF SUBJECT MATTER
24. PRACTICAL APPLICATIONS, PAST GLOBAL AND LOCAL EXAMPLES, WAR STORIES, LESSONS LEARNT, AND SHARING OF OFFICE EXPERIENCES
25. SHORT SNAPSHOTS OR CONTEMPORARY ESSAYS ON RISK MANAGEMENT
• In union with risk.
• Cornerstones for credible risk management.
• Usefulness of caps, triggers and thresholds as risk management tools.
• Instilling risk management culture as an element of an organisation’s corporate governance.
• Key risk issues and fundamentals.
• Conceptualising operational risk management tools and dashboard (risk matrices).
• Insights into operational risk and work culture in an organization.
• The hype of today’s risk management vis-à-vis corporate governance and business ethics.
Wednesday, 12 September 2007
1. UNDERSTANDING WHAT RISK MANAGEMENT IS ALL ABOUT
• Risk management is both art and science
• Why risk management exists?
• Risk management set up of old
• Risk management function and set up today
2. RISK MANAGEMENT FUNDAMENTALS
• The sine qua non for risk management
• The cornerstones, building blocks or pillars of risk management
• Risk management philosophy
• Risk management policy
• Risk management framework, guide, procedures, processes
3. MEASURING RISKS
• You cannot manage what you can’t measure
• Quantitative model and concept
• Qualitative approach
4. KNOWING THE CORNERSTONES, BUILDING BLOCKS OR PILLARS OF RISK MANAGEMENT
• Risk philosophy
• Risk policy
• Risk culture
• Risk framework
• People and human resources
• Implementation
• Review
5. EWRM SET-UP
• The set up of an organisation…mission/objective, operational scope, business environment
• Understanding the business & operational environment, and employee’s risk of failure in not fulfilling the work culture in an organization
• Consequences of non-adherence
• Profit is not the sole motive, the risk of failure in national social service/macro economic goals of organization.
6. RISK CONCERNS AND IMPACTS
• Meaning or significance of risk on its own
• Risk impact is the critical part
• What inherent risk is
• Manage your inherent risk
• What residual risk is
• Treat or address your residual risk
7. THE FOUR DOMAINS OF RISK
• The four risk groupings
• Credit risk management
• Market & treasury risk management
• IT/IS or systems risk management
• Operational risk management
• Other domains
8. KNOWING RISK MITIGANTS
• What risk mitigant is
• Are risk mitigant and control one and the same?
• Mitigant for credit risk
• Mitigant for operational risk
• Mitigant for market/treasury risk
• Mitigant for IT/IS or systems risk
• Mitigant for other risks like strategic, reputation, legal risks
9. TOOLS TO MANAGE RISKS
• Management controls as risk management tool
• Addressing financial losses
• Proactive risk management
• Reducing errors
• Minimizing people risk
10. RISK MANAGEMENT AND TODAY’S HYPE IN CORPORATE MANAGEMENT
• Directors role
• Expectation of senior management
• The welfare, resilience and continuity of organization
• Collapse of many MNCs prompted regulator’s harsh stand
• Corporate governance starts with people governance
• Bottom line is organizational chaos if risk not adequately managed
11. IS RISK MANAGEMENT NEW?
• Risk management function has been around since business era
• More hype today because of past corporate failures
• The way to conduct business today and tomorrow
12. PRACTICAL APPLICATIONS, PAST GLOBAL AND LOCAL EXAMPLES, WAR STORIES, LESSONS LEARNT, AND SHARING OF OFFICE EXPERIENCES
13. GROUP EXERCISES, QUIZZES, TESTING THE UNDERSTANDING OF SUBJECT MATTER
Day 2
Thursday, 13 September 2007
14. THE CONCEPT OF ENTERPRISE-WIDE RISK MANAGEMENT
• Involve all compartments organization-wide
• Not silo or departmental concept
• The role of every one in the organization
• Addressing all facets of risks that inter-linked
15. HOW DIFFICULT IS RISK MANAGEMENT?
• A function of management
• A process in any business and operational activities
• Ensuring quality and right product or service
• Doing things right (efficiency) as well as doing the ‘right thing’ (effectiveness)
16. YOUR TYPICAL RISK MANAGEMENT FRAMEWORK DOCUMENTATION
• Risk policy
• Risk awareness and identification
• Risk assessment or evaluation
• Risk measurement or quantification
• Risk treatment and control
• Risk monitoring and compliance
• Risk follow up and reporting
• Risk review and re-assessment of policy and framework
17. IF YOUR RISK MANAGEMENT STRUCTURE FAILED
• Inadequate or poor corporate governance
• Financial losses
• Non-financial losses
• Regulatory sanction
18. ISSUES IN CREDIT RISK MANAGEMENT
• Default or non-payment risk
• Timing difference risk
• Customer quality and bad assets
• Wiping of reserves with write-offs
• Customer risk in money laundering and terrorism financing
19. ISSUES IN MARKET/TREASURY RISK MANAGEMENT
• Liquidity risk
• Foreign exchange risk
• Interest rate risk
• Balancing asset and liability mix
• Maximizing assets and liabilities
• Customer risk in money laundering and terrorism financing
20. ISSUES IN OPERATIONAL RISK MANAGEMENT
• Financial and non financial losses
• Inadequate or failed internal controls and processes
• People risk
• Systems risk
• External event and business environment
• Business continuity (BCP)
• Terrorist threat and money laundering operations
• Crisis and disaster management, organizational resilience
• IT / IS risk issues as in #21 below
21. ISSUES IN IT/IS OR SYSTEMS RISK MANAGEMENT
• Disaster recovery (DRP)
• Systems failures and downtime
• Outdated and over-capacity system
• Extravagant and under-utilised system
• Hacking and external intrusion
• Virus and contamination of software
• Espionages and copyright infringements
• Operational risk issues of people, process, systems and external events or business environment as in #20 above
22. PRACTICAL AND INSPIRING QUOTES ON RISK MANAGEMENT
23. GROUP EXERCISES, QUIZES, TESTING UNDERSTANDING OF SUBJECT MATTER
24. PRACTICAL APPLICATIONS, PAST GLOBAL AND LOCAL EXAMPLES, WAR STORIES, LESSONS LEARNT, AND SHARING OF OFFICE EXPERIENCES
25. SHORT SNAPSHOTS OR CONTEMPORARY ESSAYS ON RISK MANAGEMENT
• In union with risk.
• Cornerstones for credible risk management.
• Usefulness of caps, triggers and thresholds as risk management tools.
• Instilling risk management culture as an element of an organisation’s corporate governance.
• Key risk issues and fundamentals.
• Conceptualising operational risk management tools and dashboard (risk matrices).
• Insights into operational risk and work culture in an organization.
• The hype of today’s risk management vis-à-vis corporate governance and business ethics.