- How to protect against the increasing threat of cyber-attacks?
- The importance of strategic relationship among the 3 lines of defence
- Recent events shaping operational risk
- Development and modernisation of operational risk tools
- Integration between the operational risk, reputational risk, conduct risk and others
- Benefits vs. drawbacks of regulations for operational risk management
- Emerging risks – How to identify and mitigate them?
- The measurement of risk appetite for operational risk
15th Annual Banking Operational Risk Management Summit
10 - 11 February 2021 | Online
PAST SPEAKERS
SEE THE PREVIOUS SPEAKERS & CASE STUDIES
Charles FORDE
Group Head of Operational Risk
Dimitris BARTZILAS
Director – Operational Risk Capital
Dr. Anit DEB
Head of External Industry Coverage in Operational Risk
Stephanie IREDALE
Head of Process, Risk and Control, COO Risk and Finance
Laurent DEMEULDER
Chief Risk Officer
CONFERENCE TOPICS 2021
LOOK AT THE TOPICS THAT WERE DISCUSSED
Designed for
Members of board, C-level, Senior/Global Vice Presidents, Directors, Heads of departments from banking industry involved in:
- Operational Risk
- OpRisk Management
- Risk Measurement
- Risk Measurement
- Risk Compliance
- Risk Control
- Risk Appetite
- Risk Reporting
- Operational Risk Methodology
- Operational Risk Internal Audit
- Security
- Financial Crime
- Cyber Crime
- IT Risk
- Cyber Risk
- Cyber Security
- Conduct Risk
- Operational Risk and Compliance
- Fraud
- Anti-Fraud
- Financial Risk
- Reputation Risk
- Threat
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
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
SPONSORS
”It was an excellent opportunity to network with other companies and pick up the best bits from them and see how they can be applied to us
SVP for Digital Products at Credit Suisse
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