Bank ERM - Guidance/Issues/Solutions

Why Should You Attend:

Banks that do not manage risks at the level of the enterprise, can suffer greater damage from a risk if it is not addressed at the entity-level. The presented standards and guidelines as well as the sharing of current issues and concerns in banks will help us understand and learn from past risk failures.

This webinar will discuss the practicality of the ERM principles and the implementation factors with each of them and will also identify and discuss those key players that are responsible for a successful bank ERM management structure. It will strengthen your respective roles in your institution for improvement in your approach towards ERM.

This course will highlight the issue of Enterprise Risk Management (“ERM”) for banks and financial institutions. The ERM structure is outlined in best practices and standards including the Committee of Sponsoring Organizations (COSO) and Bank of International Settlements (BIS). These standards are based on best industry practice, supervisory experience and cover three overarching themes: guidance, issues and solutions. It will also look at the summary of the value in ERM for financial institutions, the principles and the implementation factors to consider as well as the major elements of ERM. Also, it will identify responsibilities for a successful ERM system.

Areas Covered in the Webinar:

• Current Issues and Concerns for Banks
• Value of ERM versus (isolated or segregated) bank Risk Management
• Major Elements of ERM, Key Definitions
• Responsibilities & Risk Models in Banking environment:
• Goals defined by bank affecting ERM
• Risk Appetite, Risk Tolerance
• Who is responsible for ERM?
• Key Role in (successful) ERM
• Risk Models
• Risk Dashboards
• Qualitative impact on Quantitative Risk Rating
• Strategies to evaluate and assess a Bank ERM program

Who will Benefit:

This will be beneficial for the following personnel in Banks, Credit Unions, Financial Services Firms, Insurance Firms, and Investment Firms:

• Board members
• General (legal) counsel
• Financial officers
• Risk officers
• Internal and external auditors
• Operational risk managers
• Regulators who supervise or examine banks or financial institutions
• Educators
• Staff with roles and responsibilities in operational risk in risk management departments, businesses and central departments
• CFOs (Chief Financial Officers)
• COO (Chief Operating Officers)
• CRO (Chief Risk Officers)
• CIO (Chief Information Officers)
• CPAs (Certified Public Accountants)
• CBAs (Chartered Bank Auditors)
• CIAs (Certified Internal Auditors)
• CFEs (Certified Fraud Examiners)

Instructor Profile:

Carlos Hondal, is the founder and Principal of “CMH Advisors, LLC” headquartered in Miami, Florida, U.S. Mr. Hondal has more than 30 years of experience in Banking, Audit, Risk Management, and Fraud Investigations. He currently provides consulting services and litigation support assistance to domestic and international clients. He also worked as EVP, Chief risk officer at Ocean Bank and as an audit manager at Coopers& Lybrand (PwC).

Topic Background:

ERM is one of the essential elements within successful corporate governance programs. Exposure or risks to earnings, capital, liquidity, reserves (A/L/L) and fraud require banks to mitigate these risks as much as possible. ERM allows banks and financial institutions to minimize risks at an entity-level or at the level that incorporates all divisions or departments in a combined or consolidated basis. Risks can (and frequently do) affect various levels of an organization.

The Office of the Comptroller of the Currency (U.S) states in the “Comptroller’s Handbook” dated January 2010 (updated May, 2013 for Risk Definitions) the following (excerpt):
Because market conditions and company structures vary, no single risk management system works for all companies. The sophistication of risk management systems should be proportionate to the risks present and the size and complexity of an institution. As an organization grows more diverse and complex, the sophistication of its risk management must keep pace.” Additionally the handbook states:
“We will discuss these elements and also present the various levels of governance assessments that can be evaluated depending on the environment and board or management objective for their respective bank or financial service firm. Distinctions will be made between an overall governance assessment; an assessment of a component of the governance structure or a specific assessment of a risk element (e.g. capital or credit or liquidity, etc…).”

ERM is one of the important elements in a successful governance program for any bank or financial services firm. The perspective and active involvement from the board, senior management, officer and staff as well as the external stakeholders for these institutions are critical for this important element to integrate and mitigate the many simple and/or complex risks faced by banks.

Follow us :