Risk Management vs Compliance – Risk Management Case Studies

Duration 60 Mins
Level Basic & Intermediate & Advanced
Webinar ID IQW19H0880

  • Understanding the roles and responsibility of the Risk Management function
  • Understanding the roles and responsibility of the Compliance function
  • Identifying how the Risk Management and Compliance function differ
  • Identifying how the Risk Management and Compliance function complement each other
  • Utilizing actual case studies to reflect on various risk events experienced by a company, the consequences the company experienced from each risk event, the causes that brought about the risk event and the preventives that were lacking that gave rise to the respect to each risk event.
  • To further utilize these actual case studies to reconfirm the importance of having properly mandated Risk Management and Compliance functions with qualified staffing that can help avoid risk events and their potentially serious consequences.

Overview of the webinar

All too often, people are confused or misunderstand as to what is Risk Management and what is Compliance. Most companies have both a Risk Management function and a Compliance function. For these functions to be effectively chartered in a company, it is important for executive and senior management of the company to fully understand the roles and responsibilities of each function and how the two functions differ and how they complement each other.

This presentation will support the construction of an operating framework for each function that will provide the functions with the guidance required to carry out their respective duties as well as to supplement each other in certain areas of oversight. To support the understanding of each function, the first segment of the presentation addresses the roles and responsibilities of each function and define how they differ. The second segment of the presentation will then examine nine cases of risk episodes that companies/operating entities actually experienced. Each of these cases will demonstrate the Risk Management and Compliance as well as general management deficiencies that contributed to the risk event experienced. It should be noted that these case studies, in addition, will provide a very interesting insight into the importance of risk management in general.

Who should attend?

This webinar will provide valuable assistance to executive/senior management as well as all personnel with responsibility for Risk Management and Compliance oversight responsibilities of a company’s business activities and its functional units:

  • Investment Managers
  • Other Corporations
  • Auditing Functions
  • Regulators with Regulatory Oversight of Banks with respect to their Safeness and Soundness 
  • Educational Programs at the University Level
  • Members of the Board of Directors 
  • Executive and Senior corporate managers
  • Business Managers
  • Treasurers
  • Investment Managers
  • Risk Managers
  • Compliance Managers
  • Auditors
  • University Risk Management Educators
  • Regulator Staff

Why should you attend?

To fully understand Risk Management and Compliance Management in terms of their roles and responsibilities and how the two functions differ in their mandates. To then serve as a blueprint for the construction of operating directives for each function within each business. Risk Management and Compliance functions are critical to the management oversight of a company’s business activities and functional units. It is the Risk Management and Compliance functions in each of a company’s business and functional units that drive a company’s overall Risk Management and Compliance oversight practices. There are risk elements and legal and regulatory requirements as well as policies that are unique to each business and functional unit.

Therefore, the Risk Management and Compliance functions of each business and the functional unit must perform their responsibilities in the context of both the business or functional organizations in which they reside as well as in the context of the company tor operating entity in general. It is key that their Risk Management and Compliance functions are well versed in the undertakings of the business or functional unit in which they reside, their roles and responsibilities, the risks that can exist and the regulations and internal policies that must be adhered to. The operating practices of each Risk Management and Compliance function must, therefore, be designed to effectively oversee the activities of each business and function unit. It is important that qualified persons are positioned in each function and have the necessary training to carry out their oversight responsibilities.

Another important component of the Risk Management and Compliance functions are management reporting, both at the business level and at the corporate level. The purpose of Risk Management and Compliance reporting is to keep management informed that a business or functional unit is operating in a safe and sound manner, to advise management of the presence of any risk conditions that may exist and any corrective actions being undertaking.

Faculty - Mr.Robert Geary

Robert Geary is the founder of Greenwich Risk Management Advisory Services, LLC, and serves as the principal consultant on many of the firm’s consultancy mandates. He has been a banking and finance industry professional for 41 years and has spent 34 years with JP Morgan Chase & Co in various roles pertaining to senior treasury, financial market, asset management and risk management.
Earlier in his career, Mr. Geary managed Chase Manhattan Bank’s Euro and other offshore funding activities and was the bank’s first Asia/Pacific area treasury and financial markets executive located in Hong Kong. There for five years, he had overall functional management responsibility for the treasury, currency trading/sales activities and securities portfolios of Chase’s branches in nine countries in the region that included the major centers of Japan, Hong Kong and Singapore.
He has served on the board of directors of Chase Manhattan Overseas Banking Corporation as well as on numerous senior committees that included Chase’s Portfolio and Investment Strategy Committee, Tax Committee, International Asset/Liability Management Committee, Chase Investment Policy Committee, and Capital Markets & FX Risk Management Committee. Prior to joining Chase, he held positions at Chemical Bank, Chrysler Financial Corporation and National Bank of North America. Mr. Geary holds a BA degree in economics from Pace University and did graduate studies in finance at New York University Graduate School of Business. He is also currently a member of the Executive Advisory Board of St. John’s University Department of Accounting and Taxation.

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