30 September - 02 October, 2019
Grosvenor House Hotel, Dubai, United Arab Emirates

Conference Day One: Monday, 30 September 2019

8:00 am - 8:45 am Registration, welcome refreshments and networking

8:45 am - 8:50 am IQPC welcome remarks

Horst Simon, Risk Culture Builder, Advisor, Former Director, Trainer at Dubai Centre for Risk & Innovation, British University in Dubai, Moody’s Analytics

Horst Simon

Risk Culture Builder, Advisor, Former Director, Trainer
Dubai Centre for Risk & Innovation, British University in Dubai, Moody’s Analytics

ERM IN THE GRASP OF DIGITALISATION
How are digital disruption, GDPR, Brexit and trade wars affecting enterprise risk management?
How is technology shaping the future of risk management? Is regulatory technology the solution to solve these problems?

Everybody knows that the human factor is a global problem when it comes to cyber security as human error in the business leads to a great threat with serious consequences. How to prevent those errors?

Key question – What are you missing?
  • Mitigating people`s risks – most important factor and the greatest chance of success
  • Assessing the human factor in cyber security to prevent errors and incidents
Horst Simon, Risk Culture Builder, Advisor, Former Director, Trainer at Dubai Centre for Risk & Innovation, British University in Dubai, Moody’s Analytics

Horst Simon

Risk Culture Builder, Advisor, Former Director, Trainer
Dubai Centre for Risk & Innovation, British University in Dubai, Moody’s Analytics

9:20 am - 9:50 am Trailblazer Panel: Technology disruption, risks associated and how to manage risks in the cloud?

The usage of blockchain to reduce risks, AI for risk management and accuracy improvement, RPA to change the workforce and cutting costs are some of the trends today. Digital disruption is for sure the most discussed matter in the last few years and as we know it is full of potential benefits for one`s business. However, it may create unexpected and unplanned risks. Risk professionals, who are fully aware of the advantages of these technologies and the downsides of it, will they be fully prepared to implement them successfully?

Key questions – How can new tech help risk management? Or can it? What are the risks of going digital? Or not going digital?
  • Using innovative technology to your advantage – From reducing risks and preventing hacking to improving risk management and accuracy;
  • Changing the workforce – How to cut costs, but keep your reputation?
  • Building an agile and dynamic technology risk organisation

Panellists:
Alexander Larsen, (BHRM, CFIRM) President at Baldwin Global Risk Services Ltd, UK

Alexander Larsen

(BHRM, CFIRM) President
Baldwin Global Risk Services Ltd, UK

Adeel Akhlaq, Senior Manager Risk and Control at du UAE

Adeel Akhlaq

Senior Manager Risk and Control
du UAE

Dimitris Kitsios, VP – Risk Management & Planning at DAMAC UAE

Dimitris Kitsios

VP – Risk Management & Planning
DAMAC UAE

9:50 am - 10:10 am Session reserved for RSA

Chris Patteson, Executive Director at RSA Risk Transformation Office

Chris Patteson

Executive Director
RSA Risk Transformation Office

10:10 am - 10:30 am Regulatory technology and its impact on regulatory compliance

Violations of compliance regulations results in legal punishment in addition to federal fines. Regulatory Technology (RegTech) not only helps organisations to drive business operations faster and to stay ahead of their obligations, but also to save money in regulatory compliance. This session will educate the audience on what is RegTech and how it can be used successfully.

Key question – How to leverage RegTech to increase compliance, audit and data protection?
  • Driving innovation in compliance and risk functions with regulatory technology
  • Transforming the audit and the power of this technology to reduce risks
Lori Baker, Vice President, Legal & Director of Data Protection at DIFC, UAE

Lori Baker

Vice President, Legal & Director of Data Protection
DIFC, UAE

10:30 am - 11:00 am Refreshments and networking break

IMPLEMENTING ROBUST & INTEGRATED FRAMEWORK
A robust ERM programme reveals a new way of thinking when it comes to risk management by replacing past concepts with new ways of how to approach risks.
According to Gartner, by 2021, more than 50% of large enterprises will use an IRM solution set to provide better decision making capabilities

Knowing the principles of effective enterprise risk management leads to adding value to the organisations. Respectively, creating a value – based ERM framework will lead to great success in your business. Hence, it is vital to fully understand the risk management role.

Key question – How do you prioritise the risk management function?
  • Contemplating CRO as more than just a job title
  • Turning risk into opportunity: Brexit, GDPR, trade wars – How can risk management teams take advantage of the changes?

Panellists:
Horst Simon, Risk Culture Builder, Advisor, Former Director, Trainer at Dubai Centre for Risk & Innovation, British University in Dubai, Moody’s Analytics

Horst Simon

Risk Culture Builder, Advisor, Former Director, Trainer
Dubai Centre for Risk & Innovation, British University in Dubai, Moody’s Analytics

Thameur Zghal, Chief Risk Officer at AXA Insurance Gulf UAE

Thameur Zghal

Chief Risk Officer
AXA Insurance Gulf UAE

Bernard Creed, Senior Vice President Finance at Dubai Duty Free UAE

Bernard Creed

Senior Vice President Finance
Dubai Duty Free UAE

11:30 am - 11:50 am Managing the complexity of emerging risks by an Integrated Risk Management (IRM) approach

Integrated risk and performance management can create a huge competitive advantage by solving challenging business problems and build sustainable stakeholder confidence. In addition, it can be used throughout the whole process from identifying and assessing to mitigating various types of risks in a cost-effective way.

Key question – Are you aware of the huge range of benefits and opportunities an integrated risk management can bring to your enterprise?
  • IRM as part of the success of your organisation
  • Minimising threats while maximising opportunities with the help of IRM practice
Adeel Akhlaq, Senior Manager Risk and Control at du UAE

Adeel Akhlaq

Senior Manager Risk and Control
du UAE

11:50 am - 12:10 pm Integrating ERM into decision making

The results of not integrating ERM into decision making leads to a lack of a consistent and robust approach for either mitigation-related decisions or general business decisions. Understanding the value-based approach to the ERM can resolve multiple challenges, which risk leaders are facing on a day to day basis.

Key question – What are you missing?
  • Implementing a risk-informed approach
  • Adding value to the decision making process
Sergey Konov, Ethics & Compliance Director at GSK, Middle East and Africa

Sergey Konov

Ethics & Compliance Director
GSK, Middle East and Africa

12:10 pm - 12:30 pm Reputation risk management: Protecting your organisation’s most intangible asset

Reputation is no longer about social responsibility, service offerings, corporate communication, public relations and marketing. Its also a survival strategy in today’s volatile environment. One of the first and main steps to manage the reputational risk strategically for the organisation is to create a clear picture of its strengths and weaknesses.

Key question – Are you aware of how to lead your enterprise`s reputational management?
  • Developing internal reputation risk awareness
  • Ensuring successful identification and management of reputation risk by the organisation
Jacqueline Ratcliffe, Group Operational Risk & Resilience at UAE

Jacqueline Ratcliffe

Group Operational Risk & Resilience
UAE

12:30 pm - 1:30 pm Networking lunch break

HOW TO TAKE YOUR ERM PROGRAMME TO THE NEXT LEVEL?
Quantitative Risk Analysis permits cost-benefit analysis of risk response options and enables risk-based capital allocation to business activities with optimal risk-return.
Visualisation tools can provide smoother and more predictable risk management as well as avoid costly consequences

1:30 pm - 1:50 pm Role of ERM in Disruptive Era

Technologies are evolving and due to which organizations face varied nature of risks - Business models are changing at a pace faster than ever thought. Enterprise Risk Management  (ERM) processes should evolve and focus on the evolving risks arising from new businesses, disruptive technologies and other external factors, and include such factors in organization strategy building and decision making. Risk management should drive senior leadership and board audit committee to think about disruption and develop effective mitigation plans to address the varied nature of risks in this challenging environment. Further, integrating ERM into strategy setting processes will not only help organizations to be more prepared to face such disruptions but also identify new opportunities which are untapped.  
Darshan Mehta, Managing Director APAC & ME ERM Lead at Protiviti

Darshan Mehta

Managing Director APAC & ME ERM Lead
Protiviti

1:50 pm - 2:10 pm Evaluating risks through Quantitative Risk Analysis

After creating the risk management plan and identifying risks, it is important for each one of the risks to be analysed. This contributes to a better overall project risk analysis, better estimates and better business decisions.

Key question – How do you differentiate your high priority risks?
  • The difference between quantitative and qualitative risk analysis
  • Understanding the quantitative assessment benefits
Robert Papp, Chief Compliance Officer – Middle East North Africa at GE UAE

Robert Papp

Chief Compliance Officer – Middle East North Africa
GE UAE

2:10 pm - 2:30 pm Risk visualisation and its numerous cognitive and communicative advantages

Risk professionals are constantly searching for a more collaborative approach to manage and mitigate risks. Visualisation can help them by providing smoother, more predictable risk management, whilst avoid consequences which can lead to a reputational or financial loss.

Key question – How to use risk visualisation to assess and convey risks to improve the risk management process?
  • Visualisation as a tool to improve risk management
  • Data visualisation to improve business processes

2:30 pm - 2:50 pm The Relationship between risk appetite and key risk indicators (KRI’s) effective management

Key Risk Indicators (KRI`s) are vital predictors of unwanted events which can impact organisations in a negative way.
Understanding the power of the key risk indicators and how to define and develop them leads to an increase of the organisation`s risk appetite.

Key question – Do you know key indicators combined with risk appetite can contribute to make better decisions?
  • Creating a comprehensive risk appetite framework
  • Understanding and developing KRI
Alexander Larsen, (BHRM, CFIRM) President at Baldwin Global Risk Services Ltd, UK

Alexander Larsen

(BHRM, CFIRM) President
Baldwin Global Risk Services Ltd, UK

2:50 pm - 3:10 pm Understanding risk management in real estate

Risk management and administration is a critical part in the real estate industry. In case of a large incident and mismanaged risk management, this can lead to a struggle of the property to survive economically.

Key question – What are the methods used to manage risks in the real estate?
  • Risks in dealing with multiple geographical markets
  • Project execution risks and mitigation
  • Customer relationship and market reputation risks
Dimitris Kitsios, VP – Risk Management & Planning at DAMAC UAE

Dimitris Kitsios

VP – Risk Management & Planning
DAMAC UAE

3:10 pm - 3:30 pm The role of internal audit in risk management

Board directors and internal auditors agree that the two most important ways that internal auditing provides value to the organisation are in providing objective assurance that the risk management and internal control framework is operating effectively

Key question – What is the focus of internal audit in regard to either providing an independent assurance or facilitating the risk management process within the organisation?
  • Internal audit contributing to the value to the enterprise by combining the risk management and internal control framework
  • Internal auditing as a part of the improvement of the organisation’s governance, risk management, and control processes
Arif Zaman, Head of Internal Audit Department at Emaar Industries & Investments UAE

Arif Zaman

Head of Internal Audit Department
Emaar Industries & Investments UAE

3:30 pm - 4:00 pm Afternoon coffee break

4:00 pm - 4:20 pm Challenges faced in the implementation of Enterprise Risk Management in Academia

With Universities facing low enrollment numbers, loss of revenues, increased intellectual property infringements, copyright issues, reputational risks, it is more than critical that educational institutions give more importance to risk management and fraud prevention.
 
Key question - What are the obstacles in implementing an Enterprise Risk Management framework at academic institutions? What needs to be done in order for these obstacles to be removed?
 
1. Integrating Risk Management into the overall university strategic plan with Board of trustees oversight
2. Developing impactful training sessions for employees in order to raise awareness of risk and planning for uncertainty
3. Converting the risk register from an art piece into a dynamic action oriented document updated regularly.

Fauzan Qazi, Director of Risk Management at American University of Ras Al Khaimah

Fauzan Qazi

Director of Risk Management
American University of Ras Al Khaimah

MARKET VULNERABILITY DELIVERING UNEXPECTED ISSUES
Understanding why financial stability is vital to the economy. How can businesses survive in an unresting world?

4:20 pm - 4:40 pm The return of the economic and financial stability and its impact on ERM framework

Understanding the role of risk management in the growing instable economic environment plays an important role in success of an organisation.
Moreover, for businesses which are trading globally, understanding and evaluating the emerging economic risks is vital for creating a well developed strategy.

Key question – Are you confident in the ability of your organisation to understand and address future risks?
  • The big concern – How does economic instability affect the supply chain?
  • Examining the emerging economic risks in 2019

4:40 pm - 5:00 pm Lessons learnt from the last 10 years

It is very well-known that global economic and financial instability delivered huge losses and consequences to many organisation`s a decade ago due to the lack of awareness and preparedness to face those issues. What are the most important lessons learnt and how to be prepared if this appears again?

Key question – How do you avoid mistakes in the future?
  • How to prepare for deflation risk with ERM?
  • Creating a business plan containing key elements – From hiring changes and asset divestiture to cost-saving initiatives and communication planning
Mohammad Ali Cayongcat, Risk and Compliance Manager at IKEA Supply (Middle East) DWC UAE

Mohammad Ali Cayongcat

Risk and Compliance Manager
IKEA Supply (Middle East) DWC UAE

5:00 pm - 5:00 pm Chairman`s closing remarks and end of conference day one