24th Sep 2013 | 10:00 to 12:00

 

agenda





Day 1 - SEP 23rd 2013 | Morning Session

09:00-09:10 Welcome & Introduction To The Conference. Opening Remarks From The Chairman & Co-Chair
09:10-09:30 Governance of organizations and financial institutions – the why, where and how much.
  • Balancing hard law, corporate governance, banking ethics etc

Prof. Dr. Jur. Linda Nielsen, University of Copenhagen
09:30-09:40 The Copenhagen Compliance® Framework for a GRC and a Financial Regulation Program
  • The Governance Dimension of ERM
    • Regulating the Accountability and Transparency agenda
    • Corporate GRC strategy to win long-term value(s)
    • Addressing heightened levels of shareholder activism
    • Environmental and business sustainability concerns
  • The Compliance Cliff
  • The Grey Eminences of GRC
  • The Critical Compliance Complexity
  • Early Sightings of Black Swans

Kersi F. Porbunderwalla, Secretary General, Copenhagen Compliance
09:40-10:00 Combining Enterprise Governance, Risk Management and Compliance and Enterprise Risk Management

How a governance, risk and compliance framework supports an integrated view of the enterprise risks, how the risks are managed within governance of the organisation and assure compliance.
  • The process from setting goals, identify and manage the risks to allow optimal decision making
  • Assuring quality internal and compliance reporting
  • Transparency endorse a strong risk culture
  • To achieve the Enterprise view of Risks

Ann-Charlotte Kjellberg, Head of Risk Intelligence, SAS Institute, Adj. Professor, Kungliga Tekniska högskolan
10:00-10:15 Gathering Accurate Data To Address The Operational And Systemic Risks, Complexity Of Transactions, The Global Nature Of The Markets And The Risks They Represent.

Anni Harazuk, CPA, Member of Strategy and Audit Advisory Committee, UNOPS
10:15-10:30 Coffee Break
10:30-10:55 Why do many projects go wrong? What goes wrong? What are the components that bring them on the right track?

  • Often project managers think they are providing project risk management, when in fact they are not? How can it be fixed?
  • Major capital projects are risky. Surveys have showed that budget and cost overruns on average break 25% and that the worst projects have budget and cost overruns at 200%.

Bjørn Rothaus, Managing Director - Taktika
10:55-11:20 Generating value(s) and acting as a responsible corporate citizen – Is it a contradiction or complimentary?
  • Value drivers in Compliance – key learning from the crises
  • The road ahead – sustainable business models for all industries

Gareth Garvey, Chief Consultant, Copenhagen Charter
11:20-11:45 The practical issues affecting the corporate world in connection with the implementation of the UK Bribery Act and the FCPA

Joseph Simons, , Senior Legal Council Maersk Group
11:45-12:00 Panel Discussion.
How To Handle The Threat Of 'Control Overload' By Scrutinizing The Key Controls, Systems And Tests. Pruning Controls Before They Multiply Beyond Your Ability To Survive. Keeping Internal Controls Under Control Is The Key

Ann-Charlotte Kjellberg, Joseph Simons, Stanley Smith, Judith Canning, Gareth Garvey

Day 1 - sep 23rd 2013 | Afternoon Session

13:00-13:05 Introduction To The Afternoon Session. Remarks From The Conference Chairman And Co-Chair
13:05-13:25 Business Continuity Management (BCM) Is Your Responsibility! A Service Provider’s Perspective
  • BCM in the organization, and its relation to GRC
  • Important Business Continuity considerations when outsourcing IT functions
  • IT Continuity / Disaster Recovery and the IT Service Provider contract

Stanley Smith, MBA, Independent Business and Technology Professional
13:35-14:10 Case: How can global companies avoid disagreeable dealings with Chinese Authorities?
  • Global companies can potentially find themselves in hot water when China’s Ministry of Public Security allege that they have committed corruption or bribery. A recent case involves GSK for using $3 billion illegally to promote its drugs
  • Global companies are eager to benefit from China’s rise, particularly when the economy is slow in the West. Setting up research centers and deploying an army of salesmen are perfect conditions for corruption and bribery.
  • China’s government is now keen to battle corruption. Global companies have to enforce a game change to avoid major reputation issues and avoid that the mess becomes messier like the GSK case. Luka Lu, LLM from Capital Law explains how.

Luka Lu, AsiaLaw Leading Lawyer
14:10-14:40 The evolution of Corporate Governance

Prof. Steen Thomsen. PhD, Copenhagen Business School
14:40-15:00 Coffee Break
15:00-15:30 The European Commission's will modernise the corporate governance and company law with a modern legal framework for more engaged shareholder and sustainable companies'.
  • What are the possible outcomes, arising from the implementation of the Action Plan, for corporate governance practitioners and the business community in general?
  • How to react to, and manage, the evolving Corporate Governance and Business landscape thus making better informed decisions in the near and long-term.

Jens Røder, CPA Secretary General Nordic CPA Association
15:30-16:00 Growing Globalisation, International trade and especially the free trade agreements between the emerging markets will promote trade and hopefully make it easier to operate in the new markets. What are the Governance, Risk Management and Compliance implications?

Anne Ehrenreich, Chief Advisor, Ministry of Foreign Affairs
16:00-16:30 Using Technology To Simplify, Integrate And Create Business Security And Value. How Can IT Capture And Control The Enterprise Wide GRC Perspectives And Compliance Events At Your Business Platform
  • By 2015, >40% of the most successful CIOs will use cloud sourcing to cut costs and generate new revenue in order to outperform competitors

Hans Henrik Berthing, CPA, Partner Verifica
16:30-16:45 Round Table/Panel Discussion;
The Cloud Is Here To Stay, How To Integrate Cloud Computing To Data Security Programs.

Stanley Smith, Stephan Engberg, Hans Henrik Berthing.
16:45-17:00 Wrap-up of todays conference sessions.
This presentation summarises all speakers' presentations and judges it for positive correlations regarding GRC and IT security behavior, action and reaction as seen by a corporate psycologist.
  • The strategies of practical optimism that can be applied by the board and management to improve results.
  • How can GRC officers and management clarify and align the goals, values and strategies to shrink the obstacles for alignment

Arthur Buchman, Corporate, Psycologist and Leadership Consultant




Day 2 - sep 24th 2013 | Morning Session

09:00-09:05 Welcome & Introduction. Review From Yesterday's Sessions, Opening On Risk Management
09:05-09:30 The Governance And Compliance Role; The Board Of Directors, Executives, Managers, GRC Officers In-House Counsel

Jakob Stengel, Managing Partner, Case Rose.
09:30-10:00 Facing the challenges in RISK IT and Operations
  • Increased regulation – increase in terms of depth of regulation around each topic and in the range of topics regulated – In addition there is overlap both in a regional sense and in the interaction between Risk and Finance regulation
  • Areas such as Stress Testing will drive requirements for new "Factory type" approaches
  • The need to clear up legacy systems, the existence of which makes handling the wider scope of regulation more difficult
  • The need for faster, event driven style access to risk information

Ann-Charlotte Kjellberg, Regional Head of Risk Management, SAS Institute, Adj. Professor, Kungliga Tekniska högskolan
10:00 Onwards Parallel session on CSR Begins
10:00-10:15 Coffee Break
10:15-10:45 Complying with EMIR - Pitfalls and possibilities on the practical level
  • What shortcuts exist to comply with mandatory reporting?
  • Can mandatory clearing be seen as an advantage?
  • Can any benefits be derived from the risk mitigation techniques?

Christian Thygesen, Managing Partner, Capital Market Partners A/S
10:45-11:15 Cyber security is more than an IT-challenge, it is a business imperative.
  • Why cyber threats have become business risks Today
  • What is the exposure and business impact when operating within an interconnected global ecosystem?
  • How to evaluate the information assets that are the “crown jewels”.
    • How to determine which ones need enhanced protection?

The CEO and board are responsible for ensuring the company designs and implement an effective cyber security program. Business leaders need to appreciate the evolving, targeted threats to their business model and the deep motivations and capabilities of their adversaries.

Christian Kjær, Director, IT Risk Assurance , PwC
11:15-11:30 How to improve governance: 3 practical client cases
  • Improve governance around executive managements use of Management Cockpit and KPIs
  • Improve governance of global business process management
  • Improve governance of staff management in international expansion

Søren Leopold, Managing Partner, CFO Consulting
11:30-12:00 Is Nobody Calling Your Whistleblower Hotline? How The Oversight Authorities See The Businesses Manage Their Whistleblower Programs

Mariano A. Davies, Co-Chair, Copenhagen Compliance Board of Director
12:00-12:45 Round Table/Panel Discussion.
The success of the global Compliance program depends on the central role played by the oversight authorities. The European Financial Services industry needs the knowledge and guidelines for creating a modern legal framework for a revised regulatory financial compliance, and implementing a more engaged shareholders' and sustainable corporate governance.

Christian Thygesen, Prof. Linda Nielsen, Prof. Ann-Charlotte Kjellberg, Christian Kjær, Jacob Stengel

Day 2 - sep 24th 2013 | AFTERNOON SESSION

13:45-13:50 Welcome & Introduction. Opening On The Technology And IT Sessions
13:50-14:20 Managing 3rd party relationships undertaking & activities during Global expansion & changing business models
  • How to operate on a level playing field, in relation to Compliance & Business Ethics.
  • Close scrutiny & due diligence on the background and activities of 3rd party improves the relationships and efficiencies.
  • Business processes relating to onboarding and management of 3rd party is developed & implemented.
  • Is there a track record of what works and how its controlled.
  • We will explain some examples of what background checks comprise and the types of results you could expect.
We will also touch on what the results can be used for an how to introduce the framework for business benefits.

Judith Canning, Senior Manager, PwC
14:20-14:40 What a GRC system should manage?
An implementation of a GRC framework is so much more than implementing a GRC system, but a GRC framework is complex, multidimensional, involving a lot of people, roles and working processes and the requirements on a supporting technology are extensive and complex. What can you expect a system to be able to manage and what are the effects if not?

Eva Setzer-Fromell, Eva Setzer-Fromell Risk Expert (GRC,OpRisk, AML, and Fraud) SAS Institute
14:40-14:55 Corporate Sustainability (CSR) – Why it matters in a GRC context
  • Sustainability as branding or necessity?
  • How to make CSR value creating

Helle Sofie Kaspersen, Birgitte Mogensen
14:55-15:10 Coffee Break
15:10-15:30 The Governance and Risk Management components of Audit
  • How to form a close alliance between the auditor and CEO/CFO/Board.

Lady Olga Maitland, Chairman, Copenhagen Compliance
15:30-16:00 Effective GRC influencing – how to get the business on 'board' Anti Money Laundering (AML) continues to be a significant responsibility & compliance issue for senior management and for the corporate world. Focus on:
  • What are the components of Good Governance, Transparency, Zero Tolerance and Communication
  • What are the business’s processes, policies and procedures, audit and training programs
  • How to monitoring, review and test the design and effectiveness of the AML program.

Jolanta Gaizutiene, LLM. Senior Bribery, Fraud and Corruption Officer, Copenhagen Charter
16:00-16:20 Simulating a Crisis thru Scenario Planning
  • When a crisis occurs, it is too late to develop a consensus-driven plan that can minimize further damage.
  • Is it possible to simulate a customized crisis that provide recommendations and walk through the situation as if a crisis did occur?
  • A Simulating a Crisis series of brainstorming sessions, could catalogued several GRC risks for additional security and compliance

Mathew Spaniol, Trends and Scenario Group
16:20-16:45 Open Round up Session.
How To develop a relationship based culture of Governance, Risk And Compliance and IT Security Management in the current complex business environment (instead of a transactional or control based environment)


    *Conference Program is subject to changes. The Conference Language is English