• Best practices and pitfalls to avoid towards a risk aware organisation
• Top to down approach – How the management can set the tone in an organisation and how to get their buy in
• Internal reporting: Encouraging a speak-up culture and constructing a risk-reporting system

Dr. Sadar Abdul Rasheed

Head of Financial Risk Management
Al Ghurair

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Yahsat, the leading global satellite communications solutions provider from Abu Dhabi (a Mubadala company) has been revising its risk management approach. From a rather traditional approach to a more customised approached for a SME sized company.

Every approach comes with their own unique opportunities and challenges, strategies and process

• Learn how Yahsat started and implemented a sensible risk management approach
• Understand the change in their risk culture, risk ownership and accountability
• Outcomes of Yahsat’s ERM model so far and their benchmarking methods

Roy Knaven

VP - Internal Audit & ERM
Yahsat

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• Stakeholder and supplier engagement – how to communicate and bring other stakeholders involved
• Encouraging risk ownership and building risk accountabilities
• Benchmarking and assessing risk culture and the tools needed for the same

Dimitris Kitsios

Risk Leader
Risk Leader

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Waqas Haider

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

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Alexander Larsen

President
Baldwin Global Risk Services Ltd.

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Abhishek Nayak

Head - Risk Management
HDFC INTERNATIONAL LIFE AND RE COMPANY LIMITED

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People talk about having an organisational culture that recognises risks, and where risk management is embedded throughout the layers of the company.

But what does that actually mean?

A strong ‘Risk Culture’ has often been identified as a pre-requisite for improving risk management in resilient organisations. ‘Risk culture’ denotes: “The norms of behavior for individuals and groups within an organisation that determine the collective ability to identify, understand, openly discuss, and act on the organisation’s current and future risks”

It is a way of thinking and embedded within the organisation’s DNA through core values, patterns of behaviour, involvement, empowerment, transparency and tone at the top. Risk culture is a key component of integrated risk management focusing on the behavior of individuals with respect to risk. Embed & simplify risk management practices to be into normal business operations, planning and budgeting processes, and organizational culture. It is no longer an add-on or a management fad.

ESG initatives have never been more important for organisations. Research has shown a direct relation between both financial and reputational performances to that of organisations ESG practices. Investors, suppliers, external stakeholders and employees, all have started to pay close attention to organisation’s ESG practices as indicators of future performance and safety.

• Assessing the importance of ESG factors to organisations and stakeholders
• Creating a full proof ESG plan with clear cut objectives and goals
• Applying the COSO ERM Framework to ESG-related risks and communicating ESG efforts

Cyber attacks take place every day, for different purposes. As attacks grow in intensity, there has been a resurgence in SOCs because of their role indetecting and neutralising threats. According to a recent report by Gartner, by 2022, 50% of SOCs will integrate with threat intelligence and incident response tools, putting risk leaders in a better position to protect their valuable data.

• From threat prevention to threat detection and the role of SOCs
• Building or outsourcing SOCs to integrate intelligence, incident response and mitigation

Viji Mohan

Head - Information and Physical Security Governance
ADCB

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Executives and boards of directors have one of the most demanding jobs today. Each board committee face its own challenge, with the audit committee facing its own rising challenges. Corporate failures and scandals across countries and industries have raised concerns and debates on the audit and governance function, exposing serious governance and audit failures.

Audit committees, the board and the management all have a collective responsibility for the integrity and accuracy of an organisation’s reporting.

With the increased uncertainty in geopolitical, business and regulatory environments, audit committees today have their hands full.

• Widening audit committee responsibilities
• Understanding the effect of all kinds of risks that impact businesses and their reporting
• Ensuring internal audit is evolving with the evolving nature
• The ever increasing role of environmental, social and governance on reporting

Hesham ElGindy

Chief Audit Executive
SISCO Holding

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A classic topic of discussion is the ever evolving relationship within an organisation’s internal audit and risk management departments and practices.

• The basics between internal audit and risk management and risk assessment versus internal audit
• Three lines of defenses and its implications
• Link between risk-based internal auditing and overall ERM
• Aiding risk management through internal audits

Tanu Goel

Chief Internal Auditor
Emirates Development Bank

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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, how to define and develop them leads to the 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 key risk indicators (KRI)

Ozge Gurgur

Senior Enterprise Risk Manager
Petrofac

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As organisations continue to navigate rapidly changing business environments, regulatory requirements, technology disruptions, and more, the need for IA to be agile and help organisations respond to risks is ever-increasing. To provide the greatest value, IA must find opportunities to add value and make improvements in organisations’ controls, risk management and governance while aligning itself with the organisational strategies and goals.

Hashem Al-Asiri

Chief Audit Executive
King Fahad Medical City

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• Where did we come from?
• What worked and what not?
• Where are we going?

Horst Simon

Risk Culture Builder and Business Risk Officer
Capricorn Investment Group

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