The level of interest in enterprise risk management (ERM) has never been greater. The global financial crisis has brought on a new age of uncertainty. Organisations across all industries are re-examining their risk management practices to identify and address key weaknesses. Moreover, stakeholders are also increasing their expectations and requirements. Recent surveys indicate that risk management has replaced accounting issues as the top concern for corporate boards. Concurrently, regulators are implementing new requirements and the rating agencies are incorporating explicit ERM standards as part of their rating processes.

In recent years, ERM has evolved from an innovative concept to a global best-practice standard for risk management. Early adopters have reported dramatic improvements in shareholder value, governance processes, board and management reporting, early risk detection, and loss experience. While most risk professionals recognise the value of ERM, they face key obstacles such as lack of management buy-in, insufficient data, and failure to clearly demonstrate tangible benefits.

In this course, James Lam, who is noted as the first-ever chief risk officer (CRO) and early advocate of ERM, will discuss best practices in designing and implementing an ERM programme. Over the past 20 years, he has successfully completed over 50 ERM projects, both as a CRO and as a consultant. He will leverage his industry and consulting experiences to discuss implementation challenges and strategies, including case studies from different companies and industries.

Key Highlights:

  • Understand the key components of an ERM framework and programme
  • Build the business case and value proposition for ERM
  • Meet the risk oversight requirements of the board of directors
  • Establish effective ERM policy and risk appetite statement
  • Enhance risk assessment and analytics
  • Integrate ERM into strategic and business processes
  • Design effective decision-based risk dashboard reports pan

James Lam has had extensive experience in research and consulting in Asia. His research experience includes leading original industry research with CROs and regulators in China, Indonesia, Malaysia, Singapore, and Thailand to identify Asia-specific challenges and opportunities in ERM. He has also conducted consulting and executive training throughout Asia for organisations such as Bank of China (Beijing and Hong Kong), Dah Sing Bank (Hong Kong), OCBC (Singapore), and Bank Indonesia (Jakarta).