WiKEE +

JOIN ME ACROSS SIX CAPITALS IN ASEAN ANYTIME ON REQUEST

​

 

​

 

​

​

EFFECTIVE OPERATIONAL RISK MANAGEMENT

​

 

​

 

MANAGING RISKS IN CORPORATE TREASURY

​

 

​

 

MANAGING RISKS IN FINANCIAL INSTITUTIONS

​

 

​

 

ENTERPRISE RISK MANAGEMENT

​

 

​

 

EFFECTIVE LIQUIDITY RISK MANAGEMENT

​

​

What's In the Program?

(last update 2019)

​

EFFECTIVE OPERATIONAL RISK MANAGEMENT

​

This interactive workshop course is apt for participants working as and with operational risk management personnel in financial and non financial institutions and need to keep pace with developments in the risk discipline amidst growing  pressures of regulatory, governance and compliance issues as well as very intensifying digital disruptions to the traditional business models and operational processes .  It engages the participants in examining the challenges and issues  of operational risk management and drives forth the case for managing operational risks with a proper risk culture and framework is imperative to profitability and above all, survival of the enterprise

​

Overview

Operational Risks span across not just the financial spaces but also the non financial spaces.   This three-day interactive workshop initiates and fortifies business professionals,  from both financial and non financial institutions, in the practical issues and challenges in operational  risk management.   

Today's business entity comes face to face with disruptive forces such as exponential technology (ET),digitisation, cloud computing, big data, block chain technology, fintech and escalating cyber security concerns.   Peppered with  infamous  operational "accidents" (including the massive cyber hacks at Equifax, United Airlines' crisis mismanagement, beaching of the "London Whale", LieBor, SocGen Krievel ... ) and drawing from the evolving demands from regulatory changes  and industry best practices including Basel, ISO and COSO, this session provides a timely address to operational risk matters.

 

Intended to be edu-taining, it examines the operational risk management practice with less quan-toxication,  more qualitative rationalisation and applies a palatable lay and case-based approach to an otherwise heavily technical subject

Upon completion of this course, the participant will

(a) Have a proper understanding of different operational risk events especially cyber security, reputational and regulatory/compliance risks

(b) Appreciate the impact operational risks have on financial  and non financial institutions

(c) Develop a practical approach to measuring, assessing and managing operational risk

(d) Recognize the challenges posed in the process of managing operational risks, particularly in the face of heightening regulatory and industry demands including ISO, COSO, Basel, UCIT  and MiFid 

(e) Draw lessons from the various operational mishaps

 

Who should attend                                

 All individuals who want to improve their value-adding effectiveness to the operational risk management function

• CEOs, head of business units, advisors and business consultants

• Managers from financial institutions like banks, NBFIs, insurance, asset management companies

• Non-finance professionals from sales, marketing, human resources, operations, investor relations, production, legal departments etc to understand the operational risk management discipline

• Any other professional who is committed to the drive for better (and value add) operational risk management

​

Methodology                                                              

Non-theoretical methodology which includes interactive discussions, case studies, interactive games and assignments to understand the concepts and their applicability.

​

​

MANAGING RISKS IN CORPORATE TREASURY

 

This interactive workshop course is apt for participants working in and with corporate treasuries and need to keep pace with developments in treasury risk management and technological advancements as well as growing pressures of regulatory, governance and compliance issues.  It engages the participants in examining the challenges and issues  of risk management and governance and drives forth the case that managing risks holistically with a proper risk culture and framework is imperative to the survival of the treasury entity as much as the corporate institution

 

 

Overview

The  corporate treasury function  is no longer just dealing with the routine daily cash flows and working capital requirements of the entity.   Over and above these traditional roles, the corporate treasurer as a value agent is now involved in strategic planning and striking winning relationships with banks and other agents in sourcing and applying funds as well as a proactive business partner with the business units within the enterprise.  This enhanced and upgraded role of the corporate treasurer comes at a time when uncertainties predominate not just the financial marketplace but also the way in which business activities are being reshaped with exponential technological advances.  Intended to be edu-taining, the course offers a pragmatic understanding of corporate treasury risk management with less quan-toxication and more qualitative rationalization.

 

Upon completion of course, participants will be able to:

• take hold of increasingly new demands of the corporate treasury function in the wake of the Global Financial Crisis and technological advancements and attendant new risks (digitisation, blockchain, crypto currency evolution, cyber security concerns)

• Appreciate the challenges faced by the corporate treasury to provide a more strategic role to the other units in the organisation and in building rapport with banking and capital market partners

• Draw lessons from the financial crisis and other risk "mishaps" so to improve the risk management culture and discipline in the light of new regulatory, governance,compliance and technological pressures

• take a strategic role in addressing financial (interest rate, FX, equity and commodity) risks confronting the corporation

 

Who should attend                                

All individuals who want to improve their value-adding effectiveness to the corporate treasury's success and acquire mastery of sound risk management practices should attend this course

• CFOs, treasurers and Chief Accountants, head of business units, advisors and business consultants

• Corporate relationship managers from financial institutions including banks, insurance and asset management companies

• Non-finance professionals from sales, marketing, human resources, operations, investor relations, production, legal departments and technology professionals seeking an understanding of how corporate treasuries work

• Any other professional who is committed to the drive for better (and value add) corporate treasury risk management

 

Methodology                                                           

Non-theoretical methodology which includes interactive discussions, case studies, interactive games and assignments to understand the concepts and their applicability.

 

​

MANAGING RISKS IN FINANCIAL INSTITUTIONS

 

This interactive workshop course is apt for participants working in and with financial institutions which are trying to keep pace with developments in risk management, digital disruptions and technological advancement as well as the growing pressures of regulatory, governance and compliance issues. It engages the participants in examining the failures of risk management and governance and drives forth the case that managing risks holistically with a proper risk culture and framework is imperative to the survival of a bank or a financial institution.

 

Overview

Better (and safer) risk management in financial institutions has never been more demanding since the financial crisis began in 2007-08. Facing calamity after calamity, scandal after scandal, the banking industry has come under public and regulatory scrutiny over the fails in risk management. Intended to be edu-taining, the course offers a pragmatic understanding of bank risk management with less quan-toxication and more qualitative rationalization. Upon completion of course, participants will be able to:

• Have (re) examined the underlying key concepts in bank risk management and the fails in risk management, governance and regulations as evidenced over the last seven years

• Appreciate the challenges faced by banking industry in restoring trust and fixing its structural flaws so to be better prepared for future calamities

• Draw lessons from the financial crisis and earlier bank "mishaps" so to improve the risk management culture and discipline in the light of new regulatory, governance and compliance pressures imposed on the banking institution

 

Who should attend                                   

All individuals who want to improve their value-adding effectiveness to the financial institution's success and acquire mastery of sound risk management practices should attend this course

• CEOs, head of business units, advisors and business consultants

• Managers from financial institutions like banks, NBFCs, insurance, asset management companies

• Non-finance professionals from sales, marketing, human resources, operations, investor relations, production, IT and legal departments etc to understand the importance of risk management

• Any other professional who is committed to the drive for better (and safer) bank management

 

Methodology                                                             

 

Non-theoretical methodology which includes interactive discussions, case studies, interactive games and assignments to understand the concepts and their applicability.

 

​

 

ENTERPRISE RISK MANAGEMENT - AN INTEGRATED APPROACH TO MANAGING RISKS

​

This interactive workshop course is apt for participants already engaged in or in the process of exploring the institution of Enterprise Risk Management (ERM) in their organisation.   It helps them to keep abreast of developments in this integrated approach to  risk management for the business enterprise in the face of business complexities, changing technologies and growing regulatory, governance and compliance issues.  It engages the participants in examining the challenges and issues of risk management and drives forth the case that managing risks holistically and with an enterprise-wide perspective

 

Overview

While there is no universal definition of what ERM  is, a commonly googled source states its inclusion of "methods and processes used by organizations to manage risks and seize opportunities related to the achievement of their objectives" (Wikipedia)

Though ERM has been around since the later part of the last century, risk management continues to be practised very much on a silo basis.   The consequences have been clear - as seen by the various enterprise catastrophes which dotted the financial and nonfinancial spheres.  

 

Upon completion of course, participants will be able to:

• appreciate that risks faced by an enterprise come in various forms spanning financial, operational, strategic, reputational and regulatory spaces and the importance of successfully identifying, assessing, anticipating and and mitigating its critical risks and uncertainties

• implement successful strategies for enhancing the ERM function within the organisation by benchmarking with prevailing market practices

• explore the evolution of the ERM discipline over the last two decades and how its relevance has heightened given changing business and regulatory/governance dynamics

• examine and gain insights from other organisations' experiences in their ERM processes so to broaden knowledge and competently address questions of how to implement an effective enterprise-wide risk oversight in one's own organisation

• value-create for the enterprise with an integrated enterprise-wide approach to strategic business planning and risk oversight processes

 

Who should attend                                

All individuals who play a role in leading and implementing ERM efforts within an enterprise.   These include

• those serving on the board of directors

• senior executive roles such as CEOs, CFOs, controllers, chief audit executives

• other corporate executives leading and implementing the ERM machinery in the organisation

• technological and other corporate personnel supporting the ERM function

​

Methodology                                                           

Non-theoretical methodology which includes interactive discussions, case studies, interactive games and assignments to understand the concepts and their applicability.

​

​

EFFECTIVE LIQUIDITY RISK MANAGEMENT

​

This interactive workshop course is apt for participants already engaged in or in support of liquidity risk management, either within a given enterprise or from the outside.    It builds an invaluable case for addressing liquidity risk, something which was taken "for granted" especially in the financial marketplace for a long time until the arrival of the global financial crisis.  Taking into account increasing business complexities, the advancement of technologies in fund flow measurement/payment processes, this is a timely workshop to keep abreast of latest market happenings and risk management techniques in addressing liquidity risk

 

Overview

Liquidity Risk was taken as a non-event prior the crisis but since then, assumed front seat in the risk management space.  The  UK Turner Review (Mar 2009) sets the tone for the need to manage liquidity risk in the banking world.   The crisis also brings forth the importance of liquidity (both market and cash flow) for the non financial institution.    This one-day orientation workshop  initiates and fortifies the finance and audit professional, from both financial and non financial institutions, in the fundamental issues and challenges in liquidity risk management.   Set against the backdrop of the global financial crisis and continual liquidity  squeezes/traps and taking into account the evolving demands from Basel III and other regulatory challenges and industry best practices, the interactive session serves a timely catch-up on the subject that plagues every corporation and enables the participant to pick up useful know-hows in cash flow and market liquidity management.   Intended to be edu-taining, it addresses the liquidity risk management practice with less quan-toxication,  more qualitative rationalisation and uses a palatable lay and case-based approach to an otherwise heavily technical subject

 

Upon completion of course, participants will be able to:

• have a proper understanding of the different forms of liquidity risks

• appreciate the impact liquidity risks have on financial and non financial corporations

• develop sound principles in measuring and managing liquidity risk drawing guidance from, interalia, BIS, FSA and MAS

• recognise the challenges posed in the process of managing liquidity risks

• draw lessons from the Global Financial Crisis (GFC) including the Asset Backed Commercial Paper (ABCP) shutdown and the "buck-breaking" episode in the US funds world

 

Who should attend                                

All individuals who play a role in managing liquidity risk .   These include

• those serving on the board of directors

• senior executive roles such as CEOs, CFOs, controllers, treasury managers and chief audit executives

• other corporate executives and officers supporting the liquidity risk management machinery in the organisation

• technological and other external vendors supporting the liquidity risk management function

​

​

 

​

​