INTRODUCTION TO CONDUCT RISK, ITS COMPONENTS, DRIVERS, IMPLEMENTATION STEPS & ASSOCIATED CHALLENGES

Morning Session – Day 1
08:30 – Registration and refreshments

• 1.1. Definition and Concept of Conduct Risk
• 1.2 What is Risk Culture and Introduction – Why is Conduct Risk in the Spotlight?
• 1.3. Why is Conduct Risk important in the current global context?
• 1.4. Team Exercise: How Conduct Risk fits into Risk Culture? Brainstorming Practical Workshop – Formulating Conduct Risk implementation actions – What should be done to manage Conduct Risk by your organisation?
• 1.5. Conduct Risk Components
• 1.6. Relationship Between Conduct and Culture
• 1.7. What drives Conduct Risk? Eight Key Conduct Risk Drivers – A Detailed look into the Drivers.

LUNCH BREAK

AFTERNOON SESSION

• 1.8 Team Exercise: Developing Conduct Risk Metrics to monitor Conduct Risk in your organisation
• 1.9. What is the role of the Board & Senior Management Regime in the management of Conduct Risk?
• 1.10. Main Steps in Conduct Risk Institutionalisation
• 1.11. Foundation Elements of a Strong Risk Culture
• 1.12. Q&A Session and Key Takeaways from Day 1

LUNCH BREAK

AFTERNOON SESSION

• 3.7. Talent management – Key Considerations in HR Management to drive better Conduct Risk Outcomes
• 3.8 Remuneration, Reward & Incentivisation – Significance of an effective reward structure to promote an effective risk culture for the management of conduct risk
• 3.9. Role of Whistleblowing in the enforcement of Conduct Risk Management.
• 3.10. Role of Performance Management and its linkage to Accountability in the Management of Conduct Risk
• 3.11. Role of Training and Development in Conduct Risk Management
• 3.12 Team Exercise: How can Human Resource Management assist in enforcing Conduct Risk?
• 3.13 Q&A & Key Takeaways from Day 3

AFTERNOON SESSION

• A) CASE STUDIES ON CONDUCT RISK: Key Misconduct Events and its Relationship to Conduct Risk
• B) Role of Key Risk Management Reporting for Management of Conduct Risk including a look at Artificial Intelligence in Management of Conduct Risk.

MORNING SESSION – DAY 4

• 4.1 The case of Wells Fargo
• 4.2 Team Exercise: Key Lessons from the WellsFargo Case. Actions that institutions could take to prevent situation arising
• 4.3 Australian Royal Commission Investigations into Misconduct
• 4.4 Team Exercise: What could have prevented the Australian financial services sector not being scrutinised by the Australian Royal Commission
• 4.5 LIBOR manipulation
• 4.6 PPI Misselling (UK)
• 4.7 Case Studies Q&A – What are the key lessons learnt from the case studies?

LUNCH BREAK

AFTERNOON SESSION – DAY 4

• 4.8 Types of Risk Reports for the management of Conduct Risk
• 4.9. Q&A: What should Risk Reports include in managing Conduct Risk
• 4.10 Key data elements that should form part of conduct risk reporting
• 4.11. Role of an integrated Enterprise Risk Reporting System for the Management of Conduct Risk
• 4.12 Role of Artificial Intelligence (AI) in improving risk reporting for management of Conduct Risk
• 4.13. Ownership of Risk Reporting
• 4.14 Q&A and Key Takeaways from Day 4

• 5.1. Controls and Effective Strategies for Mitigation and Management of Conduct Risk including role of fair treatment of customers
• 5.2 Exercise: To what extent can Internal Audit play a major role in enforcing Conduct Risk
• 5.3. Tools for Firms/Organisations mitigating Cultural Drivers of Misconduct
• 5.4 Best practices for managing Conduct Risk
• 5.5 Proactice vs reactive approaches in managing Conduct Risk
• 5.6. Role of the Board, CEO and CRO in managing Conduct Risk

AFTERNOON SESSION – DAY 5

• 5.7. Developing a strategic plan for the management of Conduct Risk
• 5.8. Dynamic vs Static approach to Conduct Risk
• 5.9. Incorporating effective Fraud Risk Management for the management of Conduct Risk
• 5.10. Role of KYC and AML in Good Conduct Risk Management
• 5.11 Management of conflict in the Management of Conduct Risk
• 5.12. Closing Remarks & Conclusion
• 5.13 Interactive Discussion and Q&A – Key takeaways from the Conduct Risk program