SPEAKERS

SAMPLE OF KEYNOTE SPEAKERS AND THEIR CASE STUDIES

Stephanie IREDALE

Head of Process, Risk and Control, COO Risk and Finance

CASE STUDY / DAY 1

Risk Management and Process Management – How These Can Work Better Together?

Organisations often look at non-financial risk and compliance risk management as something you have to do, on top of, and it is often seen as separate to the daily operations. Established companies with processes built to support financial risk and credit risk at the core, often struggle with embedding NFR and Compliance at the core of the operations. Challenger banks and many FinTechs solve this with new technologies and streamlined processes. This session looks at ways established companies can achieve results and gain the benefit from risk management.

  • How to overcome legacy issues in improving risk maturity?
  • How can strong process governance benefit risk management?
  • What needs to be in place to achieve success?
  • Discuss some case studies and learn from the experiences together
CASE STUDY / DAY 1

Emerging Risks Identified with Scenario Analysis

Mature risks are well understood. The COVID-19 implications revealed that more focus is needed to uncover emerging risks. This results in a change of reporting requirements to enhance the indicators that highlight risks not yet fully materialised, some examples will be presented here.

  • Scenario analysis approach extended to uncover emerging risks
  • Capital requirements for emerging risks allow early recognition of future risks

Dr. Anit DEB

Head of External Industry Coverage in Operational Risk

SUMMIT WILL HOST SPEAKERS FROM THE WORLD’S LEADING COMPANIES

Charles FORDE

Group Head of Operational Risk

CASE STUDY DAY 1

Future State of Operational Risk

Operational risk in financial services is evolving rapidly and its profile and visibility has significantly increased in the recent years, particularly at the level of Management Board and with the regulatory authorities. The importance of operational risk has also been further accelerated by the COVID-19 pandemic. This presentation will explore the key drivers for the evolution and the objectives that banks must focus on for the future.

• The risk landscape today
• Key components of operational risk from now to 2025+
• The price of transformation and the cost of not transforming
• What does it mean for operational risk in the future (data, IT, AI, automation & standardisation, industry utilities, smart analytics)
• Focus on transformation of the workforce

Dimitris BARTZILAS

Director – Operational Risk Capital

CASE STUDY DAY 1

Implementing a Bottom up Skill Matching Platform at LH Group – How to Empower Employees and Become More Efficient

The journey to transition to dynamic processes and e.g. risk assessments, reporting and proactive management of non-financial risks e.g. risk appetite, supported by data.

• Siloed systems & processes
• Data infrastructure
• Transition to dynamic & efficient processes (use case)

Dr. Anit DEB

Head of External Industry Coverage in Operational Risk

CASE STUDY DAY 2

Emerging Risks Identified with Scenario Analysis

Mature risks are well understood. The COVID-19 implications revealed that more focus is needed to uncover emerging risks. This results in a change of reporting requirements to enhance the indicators that highlight risks not yet fully materialised, some examples will be presented here.

• Scenario analysis approach extended to uncover emerging risks
• Capital requirements for emerging risks allow early recognition of future risks

Stephanie IREDALE

Head of Process, Risk and Control, COO Risk and Finance

CASE STUDY DAY 2

Risk Management and Process Management – How These Can Work Better Together?

Organisations often look at non-financial risk and compliance risk management as something you have to do, on top of, and it is often seen as separate to the daily operations. Established companies with processes built to support financial risk and credit risk at the core, often struggle with embedding NFR and Compliance at the core of the operations. Challenger banks and many FinTechs solve this with new technologies and streamlined processes. This session looks at ways established companies can achieve results and gain the benefit from risk management.

• How to overcome legacy issues in improving risk maturity?
• How can strong process governance benefit risk management?
• What needs to be in place to achieve success?
• Discuss some case studies and learn from the experiences together

Laurent DEMEULDER

Chief Risk Officer

CASE STUDY DAY 2

RiskOp Management – The Added Value of Captivet

Captives offer a solution for the financing of retained risks. After a brief review of the reinsurance mechanisms and concepts linked to captives, the benefits of the main insurance contacts used to mitigate risks (operational and financial) will be presented.

• Reinsurance contracts: Type of treaties
• Captive: Which benefits for the owner
• Financing retained risks: To reduce and stabilise the cost of insurance

Charles FORDE

Group Head of Operational Risk

CASE STUDY / DAY 2

Future State of Operational Risk

Operational risk in financial services is evolving rapidly and its profile and visibility has significantly increased in the recent years, particularly at the level of Management Board and with the regulatory authorities. The importance of operational risk has also been further accelerated by the COVID-19 pandemic. This presentation will explore the key drivers for the evolution and the objectives that banks must focus on for the future.

  • The risk landscape today
  • Key components of operational risk from now to 2025+
  • The price of transformation and the cost of not transforming
  • What does it mean for operational risk in the future (data, IT, AI, automation & standardisation, industry utilities, smart analytics)
  • Focus on transformation of the workforce
CASE STUDY / DAY 2

Implementing a Bottom up Skill Matching Platform at LH Group – How to Empower Employees and Become More Efficient

The journey to transition to dynamic processes and e.g. risk assessments, reporting and proactive management of non-financial risks e.g. risk appetite, supported by data.

  • Siloed systems & processes
  • Data infrastructure
  • Transition to dynamic & efficient processes (use case)

Dimitris BARTZILAS

Director – Operational Risk Capital

”Very good organisation and the quality of the presentations was excellent. Thank you!

Head of Internal Model Market and Counterparty Risk at Intesa Sanpaolo

Event programme

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