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

Conference Day Two: Tuesday, 01 October 2019

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

8:45 am - 9:00 am Chairman’s welcome and opening remarks

GAINING ALIGNMENT ACROSS THE ENTERPRISE THROUGH AN EFFECTIVE RISK HIERARCHY

9:00 am - 9:20 am How do you effectively conceptualize and implement an organizational risk hierarchy?

- Using a tiered approach
- Reporting structure
- Expectations and Impacts
Laura Jones, Head of IT Risk, IT Governance and IT Compliance at Floor & Décor

Laura Jones

Head of IT Risk, IT Governance and IT Compliance
Floor & Décor

SUCCESSFUL PLAN FOR THE NEW REGULATIONS IN INSURANCE & BANKING
How to transition from compliance to value creation? What is the journey to create an effective enterprise risk management in the insurance and banking sector?

9:20 am - 9:40 am Creating value in ERM for insurance companies

The financial crisis of 2008-2009 was one of the examples where a great amount of value in ERM was added in the insurance industry.
Today, ERM acts as a value creator in the insurance industry.

Key question – How to transform the role of the risk function to advance business strategy?
  • Better decision making through advanced analytics
  • Achieving excellence in the ERM framework in insurance
  • Improving overall risk culture
Zhanar Tukeyeva, Head of Risk at Oman Insurance Company UAE

Zhanar Tukeyeva

Head of Risk
Oman Insurance Company UAE

9:40 am - 10:00 am Fighting financial crime, money laundering and bribery with real-time identity verification

Each financial institution has to be aware and have a full view of the financial crime and money laundering risks and know how to combat them. One of the many ways to do this include integrated risk and compliance on top of real-time identity verification, which is far better than the electronic version.

Key question – Do you know how to monitor your clients and identifying who presents a risk?
  • Real-time identity verification – more secure and far safer than the usual electronic identity verification
  • Anti-money laundering (AML) rules to improve detection and reporting of suspicious activity
Anthony Ehimare, Vice President - Risk Management at HSBC, USA

Anthony Ehimare

Vice President - Risk Management
HSBC, USA

10:00 am - 10:20 am A single view of risk, driving business performance and stakeholder value

ERM, GRC and IRM all reference in some way risk management being linked to business performance. But how do you do this and how does the market perceive value from their investment in companies performing risk management? What is the highest value that risk management can deliver? How can boards understand this and bring the entirety of their risk management exposure down to three numbers?
Mark Brown, VP – Market Development and Global Services at Sword GRC

Mark Brown

VP – Market Development and Global Services
Sword GRC

MANAGING RISKS IN PROCESS INDUSTRIES
Due to many activities in the process industries involve the usage of hazardous chemicals, these create great hazards in the workplace, such as fire, explosions and toxic release.
Therefore, the consequences of these incidents are harmful to people and the environment as well as putting the business as risk.

10:20 am - 10:50 am Refreshments and networking break

10:50 am - 11:10 am Knowing how to manage the operational risks in your organisation

More sufficient management of the operational risks can encourage more informed risk taking, greater brand recognition, improved product performance and deliver constant financial results.

Key question – How can you identify all hazards that may occur and the impact they can have?
  • Evaluating and identifying weaknesses and potential failures
  • Plan of action – implementing operational risk management strategy

Daniel Sheard

Group VP – Enterprise Risk Management
ADNOC (reserved)

Many times operational failures have led to great disasters. One of the keys to a successful reduction of operational failures is to periodically assess the threat skyline from all anticipated risks. Having in place an effective workflow management can reduce the operational risks to a significant level.

Key question – How does operational risk affect key operations of your enterprise in executing your strategy?
  • Mismanaging non-financial risks leading to direct losses, including litigation, fines, or even indirect damage of reputation
  • Major operational risk failures and the lessons learnt
  • How do you improve the management of operational risk?

Panellist:
Robert Papp, Chief Compliance Officer – Middle East North Africa at GE UAE

Robert Papp

Chief Compliance Officer – Middle East North Africa
GE UAE

Kush Srivastav, Group BCM Executive at ENOC UAE

Kush Srivastav

Group BCM Executive
ENOC UAE

Neyaz Ahmad, Senior Director - Business Continuity at Etihad Etisalat Co. - Mobily KSA

Neyaz Ahmad

Senior Director - Business Continuity
Etihad Etisalat Co. - Mobily KSA

Anthony Ehimare, Vice President - Risk Management at HSBC, USA

Anthony Ehimare

Vice President - Risk Management
HSBC, USA

MASTERING RISK APPETITE TO IMPROVE ERM FUNCTION
Developing a comprehensive risk appetite framework is essential for an enterprise in order to improve ERM capabilities in multiple ways. In other words, a risk appetite is the amount of risk an organisation is ready to accept in the pursuit of value, business objectives and final aims.

11:50 am - 12:10 pm Understanding, developing and communicating risk appetite to create a risk culture

One of the main challenges which organisations are facing nowadays is developing the risk appetite and knowing how to enforce and implement it correctly. In addition, one of the first steps to establishing the importance of risk culture in the organisation is by having discussions between the board and the management about it, involving senior and middle management and making sure everybody understands it, while the management is the driver of the change.

Key question – How do you develop a risk appetite framework to align to your enterprise mission and goals?
  • Establishing a risk appetite scale to articulate the amount of risk your organisation is willing to take to achieve its goals
  • Settling a risk appetite statement to create risk intelligent decisions
Thameur Zghal, Chief Risk Officer at AXA Insurance Gulf UAE

Thameur Zghal

Chief Risk Officer
AXA Insurance Gulf UAE

12:10 pm - 12:30 pm Connecting with the leadership to strengthen the link between risk appetite and ERM strategy

Most business decisions start from the leadership and only when the risk appetite is defined and understood from across all departments in the organisation, can a successful ERM strategy be executed.

Key question – With risks and challenges continued evolvement, do you have the right strategy to pursue your company`s objectives?
  • Shaping a long-term strategy and aligning it with the company`s culture
  • Protecting and enhancing enterprise reputation by predicting risks, including culture, cyber and third-party risks

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

Interactive Discussion Groups (IDGs)
The following session will feature a series of interactive discussion groups set in a roundtable format. During this session each group leader will introduce a concept/case study to the participants followed by an interactive discussion and live feedback.

Why participate?
IDGs are an excellent opportunity to get straight to the point and ask the questions that you want to know the answers to.
The group format also facilitates an excellent opportunity for networking between industry professionals.

IDG: A

1:30 pm - 2:30 pm Digital disruption
Cyber security risks are becoming an often discussion amongst CROs. Also, the use of innovative technologies in different areas, for example Artificial Intelligence for enhancing medical diagnosis or being used as a development for more sophisticated cyber-attacks compromising national security.
Alexander Larsen, (BHRM, CFIRM) President at Baldwin Global Risk Services Ltd, UK

Alexander Larsen

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

IDG: B

1:30 pm - 2:30 pm Geopolitical volatility
Geopolitical issues reached its peak this year together with growing social concerns. On top of that, the decline of international governance may result in global responses needed to face global risks.
Thameur Zghal, Chief Risk Officer at AXA Insurance Gulf UAE

Thameur Zghal

Chief Risk Officer
AXA Insurance Gulf UAE

IDG: C

1:30 pm - 2:30 pm Economic and financial instability
Growing economic inequalities are one of the major causes of social conflict and instability in the enterprises.
Khalid Mustafa, Chief Internal Auditor at Red Sea Housing Services

Khalid Mustafa

Chief Internal Auditor
Red Sea Housing Services

BUSINESS CONTINUITY PLAN – MANAGING CRISIS & EMERGENCY RESPONSE
Having a business continuity plan in place is vital for enterprises in order to create a system of prevention and recovery to deal with potential threats it may face.
Creating an effective BCP will give you company the best chance to survive and recover after a disastrous event

2:30 pm - 2:50 pm Leveraging business continuity plan with optimal risk strategy

Business continuity analyses the ability to maintain business functions or how to resume them quickly in the event of major disruption.
Hence it is vital to have a Business Continuity Plan (BCM) in place in order to manage risks and create recovery strategies.

Key question – How do you keep the business running?
  • How to analyse risks that impact critical operations
  • Business Continuity Plan – Does it give you the peace of mind during emergency/outage?
  • Imperative factors for risk strategy and Business Continuity Planning.
  • Role of Management in gaining high level of resiliency and being “crisis ready”.
Kush Srivastav, Group BCM Executive at ENOC UAE

Kush Srivastav

Group BCM Executive
ENOC UAE

2:50 pm - 3:10 pm Combining ERM with business continuity management (BCM) to ensure faster recovery and learning from incidents to improve future responses

Some of the consequences of dividing ERM and BCM strategy and functions can be increased expenses, uncoordinated efforts to deal with the same risk issues, unnecessary competition for management attention and resources. Therefore, an integrated approach to ERM and BCM is the smartest and most effective decision to be made.

Key question – Why you should not separate ERM and BCM strategy from each other?
  • ERM and BCM collaboration for increasing risk management effectiveness – Challenges of integration; similarities; enlarged success
  • Minimising the impact from incidents to improve business resiliency
Neyaz Ahmad, Senior Director - Business Continuity at Etihad Etisalat Co. - Mobily KSA

Neyaz Ahmad

Senior Director - Business Continuity
Etihad Etisalat Co. - Mobily KSA

3:30 pm - 3:30 pm End of conference day two