Programme - Day One

• The fundamentals of risk management
• Linking shareholder value and risk management
• Risk management “gone wrong”
• ORCA and other risk management frameworks
• Balancing the board’s “risk appetite” and “cost of controls”
• Animated risk management framework
• “What if analysis” covering credit ratings, WACC, risk management ...
• Building an initial risk inventory
• The CEO question: “Why do it?”

Jan Nigel Bladen, Chief Operating Officer, DUBAI FINANCIAL SERVICES AUTHORITY

• How are banks in the Middle East responding to the demands of Basel II?
• What are the most common challenges facing these banks?
• What is the right Basel II approach for Middle East banks?
• What is the role of regulators in the journey towards Basel II compliance?
• How will Basel II regulation affect banks’ transparency and risk management?

Marie Claire Koueik, Operational Risk Manager, BLC BANK
Michael Lesser, Managing Director, Supervision, QATAR FINANCIAL CENTRE REGULATORY AUTHORITY
Michael Zamorski, Managing Director, Supervision, DUBAI FINANCIAL SERVICES AUTHORITY
Nasser Barakat, Consultancy Director, ALDAR AUDIT BUREAU (MEMBER FIRM OF GRANT THORNTON INTERNATIONAL)
Youssef Nizam, Project Leader, Financial Markets Department, CENTRAL BANK OF LEBANON

• The evolution of operational risk management
• Basel II best practice: How have other institutions overcome the demands
  of Basel II compliance
• Developing effective IT systems to achieve a robust operational risk framework
• Importance of establishing an enterprise-wide approach to operational risk measurement
  and management

Hans-Peter Güllich, Co-Founder and Chief Executive Officer, RCS (SWITZERLAND AG)

• Further details to be confirmed

Peter Eggeling, Financial Sector Specialist,
CENTRAL BANK OF BAHRAIN

• Importance of ORSA
• Components of ORSA
• Implementation Methodology
• Roles & Responsibilities
• Ongoing Monitoring & Assessment

Rekha Aggarwal, Head of Operational Risk, DUBAI BANK

• Challenges of building an effective operational risk database with a limited budget
• Creating an operational risk culture so that operational risk incidents will be reported
• What kind of inputs need to be added to an operational risk database?
• Circulating operational risk reports from the database to senior management

Deepa Chandrasekhar, Head of Risk Management, RAKBANK

• Clarifying the scope of op risk: what data should loss databases be capturing?
• Improving data quality and data quantity through the utilisation of external data
• Challenges of developing data analysis and modelling techniques when there is little significant
  historical data

Youssef Nizam, Project Leader, CENTRAL BANK OF LEBANON

• What should op risk reports include?
• Internal financial data; Operational data; Compliance data
• Who should see operational risk reports?
• Reporting of aggregated information to head of risk, business lines and the board
• Using key risk indicators to create regular dashboards for gap analysis
  

Tat Thong Tan, Senior Vice President, BMB INVESTMENT BANK

• Know your risk profile: Determining risk appetite and risk tolerance
• Understanding the trade-off between risk appetite and cost of control
• Defining the scope of the operational risk framework
• Leveraging the value of current op risk infrastructure
• How to assess and reduce outsourcing and vendor risk
• Embedding operational risk frameworks: The use test

Elie Chahwan, Head of Operational Risk, BANQUE LIBANO-FRANCAISE
David Letts, Senior Vice-President, RIYAD BANK
Shahab Syed, VP & Head of Operational Risk, ARAB BANKING CORPORATION
Shane Panjvani, Head of Operational Risk, GULF INTERNATIONAL BANK