Agenda

Day One: Tuesday, October 20, 2020

10:45 EDT ( 07:45 PDT )

60 min

Real-Life of Quantitative Convergent ERM to Solve Real Life Problems

Franco Oboni, President & Principal Consultant, Oboni Riskope Associates Inc.

  • A real life case history. Multi country, multi-operations, diversified products.
  • Why a convergent quantitative ERM was necessary.
  • How such an endeavor is setup
  • How it was successfully implemented, including interdependencies
  • How results are displayed and used to enhance decision-making

11:45 EDT ( 08:45 PDT )

60 min
Ashok Menen

Regulatory Update: OSC Enforcement During the Pandemic + The OSC Whistleblower Program

Ashok Menen, Enforcement, Investigation Counsel, Ontario Securities Commission

  • Enforcement in a COVID-19 Environment
    • Types of misconduct
    • Investigations and Proceedings during the pandemic
  • OSC Whistleblower Program
    • the Program’s key features including available protections;
    • findings from a desk review of registrants into the anti-reprisal provisions of the Securities Act (Ontario); and
    • practical considerations for market participants to keep in mind.

12:45 EDT ( 09:45 PDT )

45 min

Break

14:30 EDT ( 11:30 PDT )

60 min
Rex Alex

Operational Risk Management: Adding Value to the Business

Rex Alex, Assistant Vice President, Operational Risk, Canadian Western Bank

  • Changes in Operational Risk profile due to Coronavirus
  • Key tools used for effectively identifying, assessing and mitigating Operational Risk exposures
  • How Operational Risks relate to Credit and Market Risks
  • Positioning Operational Risk Management as a value enabling function
  • Examples when operational risk management controls fails

15:30 EDT ( 12:30 PDT )

45 min

Break

16:15 EDT ( 13:15 PDT )

60 min
Mumtaz Chaudhary Shaheen Chaudhary

The Risks of Ignoring People When Leading Rapid Change

Mumtaz Chaudhary, Executive Director & Co-Founder, Pragilis Solutions Inc.

Shaheen Chaudhary, Executive Director & Co-Founder, Pragilis Solutions Inc.

  • The key trends driving rapid change in the next decade (e.g. COVID-19)
  • Why chief risk officers must also be chief change officers
  • The top three organizational change risks (and how to overcome them)
  • The predictable human dynamics of change
  • A step-by-step framework for leading people through change

Day Two: Wednesday, October 21, 2020

10:45 EDT ( 07:45 PDT )

60 min
Saad Ali

Elements of a Robust Governance Framework

Saad Ali, Director, Governance, Controls & Operational Risk, CIBC

  • Critical elements of a Governance Framework
  • Regulatory requirements for Corporate Governance (including OSFI and SOX)
  • How business changes impact the risk assessments
  • Reviewing industry events for risk incidents and assessing impact on the business
  • Creating a Risk Profile for each Line of Business to identify areas requiring enhancements

11:45 EDT ( 08:45 PDT )

60 min
Andres Betancourt

Impact of COVID19 on AML Audit Testing

Andres Betancourt, Senior Audit Manager, Scotiabank

  • New Money Laundering and Terrorist financing risks (Counterfeiting and piracy: medications, PPE, fake charities & NPO’s, Wire fraud)
  • Testing AML controls and onboarding during COVID – Digital reviews
  • Mobility restrictions in jurisdictions, Onboarding risks, transaction monitoring, ongoing monitoring risks
  • Enhanced due diligence and scrutiny of all new individual/business accounts (Government subsidies for COVID19)

12:45 EDT ( 09:45 PDT )

45 min

Break

14:30 EDT ( 11:30 PDT )

60 min
Sarah Reppchen Richard Cartwright Michael Leung
Panel Discussion

COVID-19: Lessons Learned

Moderator: Andrew Richardson, Principal, Simplified Risk Management Inc.

Sarah Reppchen, Financial Services Leader, Western Canada, Risk Advisory, Deloitte

Richard Cartwright, Senior Program Management Consultant, MZP Solutions

Michael Leung, Founder & Management Consultant, Canadian Cybersecurity Inc.

  • Do you think the right operational risk management approach could reduce the probability or even prevent organizations from going bankrupt in economically distressed times? What are the lessons learned so far?
  • If you would have to name the top 3 most underestimated non-financial risks which materialized during COVID so far, what would these be?
  • One buzz-word often used to describe successful organizations weathering the COVID storm now and uncertainties in the future is “resilience”. The organizations that are resilient are more likely to survive than others – but what does this actually mean and how can other organizations adopt this approach of becoming a “resilient organization”?
  • How much can technology help in managing these challenging economic times from a risk perspective?
  • What did you observe in the industry as a “win theme” which helped some organizations managing the economic downturn triggered by COVID better than others?
  • How much can technology help in managing these challenging economic times from a risk perspective?
  • What did you observe in the industry as a “win theme” which helped some organizations managing the economic downturn triggered by COVID better than others?
  • What are some lessons learned or some observations that the pandemic has had on business continuity plans?
  • What are some lessons learned or some observations that the pandemic has had on cybersecurity?
  • Do you think that organization’s that have embraced “Digital Transformation” are doing better than others during the pandemic? Why or why not?
  • How has COVID-19 impacted how you do what you (operational risk management)? Same, better, worse?

15:30 EDT ( 12:30 PDT )

45 min

Break

16:15 EDT ( 13:15 PDT )

60 min
Eslam Eldakrory

Facing Uncertainty with Business Continuity Management: How Resilient Your Business Is?

Eslam Eldakrory, Director, Business Continuity and Risk Management, Home Trust Company

  • Understanding Business Continuity Planning
  • Why Is Business Continuity Planning Important?
  • How To Create A Successful Business Continuity Plan?
  • Responding To A Disruption Scenario
  • Importance Of Effective Communication During A Crisis Situation
  • Maintaining Your Business Continuity Plan
  • The Business Continuity Manager Role
  • Lessons Learned from COVID-19