In an increasingly uncertain financial, digital and geopolitical environment, corporate risk leaders are faced with an increasing pressure to improve their strategies to identify, assess and mitigate the most serious corporate risk threats.

• What are some of the new strategies and tools available to improve ways in which risk is identified, evaluated and mitigated?
• How to ensure that your organisation has an up-to-date ERM framework that is robust and agile enough to respond to future risks?
• Aligning corporate risk strategy with the overall organisational strategy

Atiq Ahmed Bajwa

Manager, Enterprise Risk Management
Marafiq

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As risk professionals, we can find ourselves preoccupied with a C-Suite reacting to a crisis and the ‘experienced experts’ facing a dogma in the solution space.

COVID-19 has proven the value of integrated risk management and an established risk and resilience model.

We will consider this alongside the shareholder value to a changing mindset.

• Leadership Model - people look to leaders in times of crisis
• Frameworks - value and danger
• Escalation Model - challenge engaging thematic risk in full dimension
• Trade-off - value in embracing different leadership skills for company success

Gregory Irgin

Global Risk Leader
Emirates Global Aluminium

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Over the past two decades, the concept and practice of risk management has grown and matured significantly. However, it has done so in very inconsistent ways, with different organisations and industries creating their strategies and defining them differently with different responsibilities, authority, role, tolerance levels and interrelationships for internal controls, risk management, enterprise risk management and strategic risk management.

The COVID-19 was a fine reminder of the importance of ERM to organisations. Due to the evolving nature of risks and growing impact of incidents, the CRO in a boardroom is more influential and responsible than ever. Investing in risk management tools and strategies is no more to just identify and mitigate risks but also to create incremental value and business opportunities, from both a financial perspective but more from a reputational and culture perspective.

Moreover, there has been little discussion of how these considerations are to be related to the overall performance, objectives and resource allocations of organisations.

This panel will discuss how the sound ERM strategy can link all of these topics and related concepts into a management framework effectively while delivering maximum stakeholder value for enterprises.

Atiq Ahmed Bajwa

Manager, Enterprise Risk Management
Marafiq

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Dr. Yousef Padganeh

Risk Leader and Member
PRMIA Education Committee

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Sergey Konov

Ethics & Compliance Officer, Middle East & Africa
GSK Consumer Healthcare

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Ahsan Ali

Chief Risk Officer
Habib Bank AG Zurich

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Ozge Gurgur

Senior Enterprise Risk Manager
Petrofac

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With the increased number of cyber threats and the advances in cross-organisational tech adoption, IT and risk management are colliding more than ever. Organisations and risk professionals are under the pressure to ensure this collision is not destructive but instead it creates a constructive and synergetic relationship that can foster organisational growth.

• How is the advance tech adoption and implementation impacting the risk management practices?
• Balancing the risk of AI, IOT, RPA, blockchain adoption with the opportunities these tech advancements bring for the organisation.
• Leveraging on technology to create smarter, agile and real time ERM frameworks to create flexibility and be in pace with the nature of change in the digital world

In the GCC, family businesses possess great power and market share across several industries, hence being influential to the happenings of the market. Family businesses in the region have to remain cautious to avoid reputational losses. Ensuring the right risk governance programme is in place is crucial for family businesses to thrive and grow in markets with global competition

Dr. Wael Eid

Chief Risk Officer
Sedco Holding

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With increasing uncertainties comes increasing pressure on risk, audit, compliance and strategy leaders within organisations to ensure preparedness for all opportunities and risks towards them. Risk governance has evolved with the ever-evolving nature of risks with more focus on culture, internal audit and mitigation techniques.

• New strategies, models and practices available to create efficient governance models
• The importance of risk and corporate culture
• Aligning corporate risk strategy with the overall organisational strategy
• Embedding culture into internal audit models to analyse and assess the influence of culture on risk resiliency

Arif Zaman

Head of Internal Audit Department
Emaar Industries & Investments

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Members:

Tanu Goel

Chief Internal Auditor
Emirates Development Bank

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Abhishek Nayak

Head - Risk Management
HDFC INTERNATIONAL LIFE AND RE COMPANY LIMITED

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The cyber world is perhaps the most evolving, risky, and unpredictable area for risk professionals today. For ransom, reputational damage, infrastructure damage or any other reasoning, organisations face cyber threats more than any other risks. Ensuring a resilient, robust and agile cyber landscape and governance system is in place is no more a luxury but a necessity.

• How to cyber proof new and upcoming technologies such as AI, cloud, RPA and more
• Identifying, monitoring and countering cyber risks in real-time
• The key components and processes in an effective response plan for a cyber-incidence
• Risk – IT convergence – working closely with each other to fight cyber risks

With ERM comes in a lot more importance to the IT infrastructure in an organisation. ERM frameworks and models require robust and efficient technologies in place to get the most out of them.

• Importance of ERM framework for automation
• Role of risk appetite & institutionalisation - CRO perspective
• Importance of risk analytics - a collaborative partner with business
• How to let the business own the risk
• Finally what automation means to CRO

Venkatesh Kallur

Chief Risk Officer
Alizz Islamic Bank

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As organisations go on a race to be the most digitally advanced, customer friendly and innovative, risk professionals are tasked to cover and assess all potential risks while onboarding new technologies.

• Creating a full proof risk roadmap for onboarding new technologies
• Developing response testing and measurement methods
• How to evaluate and assess all possible risks from the new technologies and creating incident plans for them

Waqas Haider

Director Control Management, Risk & Compliance
EITC (du telecom, Edara, Virgin Mobile) - UAE

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• Ensuring your team is informed about and trained on new technologies, their benefits and the risks associated with them
• Leveraging data effectively to remain proactive and facilitate informed, risk-based decisions
• Driving organisational objectives and business opportunities through a futuristic outlook amongst staff
• Improve safety, productivity, brand value and reputation through a competent and well informed personnel