Enterprise Risk Management : Riding the Sustainability Dragon

In today’s business landscape, integrating sustainability and enterprise risk management (ERM) is paramount for resilience. This approach addresses current vulnerabilities and future sustainability challenges, enhancing operational efficiency and reputation. Join us at the IERP®’s ground-breaking 10th global conference where we will explore practical and comprehensive ERM solutions to address and navigate business challenges.


Date :

Aug 12, 2024
to Aug 15, 2024

Venue :

Mandarin Oriental Hotel, Kuala Lumpur

Pre-Conference Day :

Aug 12, 2024

Conference Day :

Aug 13, 2024
to Aug 14, 2024

Post-Conference Day :

Aug 15, 2024

Why must you attend this event?

In today’s business world, filled with unprecedented environmental challenges and economic uncertainties, the integration of sustainability and enterprise risk management (ERM) cannot be emphasized enough. Ultimately, sustainability entails the responsible vigilance of resource utilisation and the mitigation of its drawbacks on the environment and society. Meanwhile, ERM involves identifying, assessing, and mitigating potential threats to an organization’s objectives and identifying opportunities arising. The integration of these two disciplines allows organizations tocurate a more holistic approach to resilience, addressing both current vulnerabilities and future sustainability challenges.

By holistically identifying and addressing sustainability-related risks, organizations can strengthen their ability to respond effectively to disruptions. This minimises the likelihood of adverse impacts, and positions organizations to seize opportunities for innovation and growth. Moreover, embracing sustainability allows organizations to yield tangible risk management benefits. For instance, reducing carbon emissions and resource consumption not only mitigates environmental risks, but also enhances operational efficiency. Similarly, investing in socially responsible practices can enhance brand reputation, strengthen stakeholder relationships, and mitigate reputational risks – factors that are increasingly critical in an era of heightened transparency and accountability.

However, navigating the intersection of sustainability and risk management is not without its challenges. It requires organizations to adopt a long-term perspective and to embrace uncertainty, recognizing that the risks posed by climate change and other sustainability issues are dynamic and interconnected. This requires business professionals and risk practitioners to stay ahead of the risk management game. They must equip themselves with the knowledge and tools of effective ERM implementation. Such professionals know that ERM is a progressive journey that requires continuous vigilance, emphasizing the need for resilience and adaptability in the face of the unpredictable nature of risks.

Fortunately, a growing array of tools and frameworks are available to support organizations in this endeavour. Organisations can leverage artificial intelligence (AI), quantum computing, and various tools like scenario planning, resilience assessments, sustainability reporting standards, and ESG metrics to integrate sustainability into risk management.

Analogous to riding a dragon, the nature of the business world is dynamic and complex where many risks are interconnected; these include sustainability-related risks, cyberattacks, supply chain disruptions, and geopolitical conflicts. Accordingly, ERM adoption in organizations will not only enhance their resilience to environmental and social shocks but also contribute to a more sustainable world. By embracing this integrated approach, organizations can position themselves as leaders in a rapidly evolving landscape, where sustainability and resilience are the foundation of success in today’s complex and convoluted business environment. Join us at the IERP®’s ground-breaking 10th global conference where we will delve into the complexities of these issues, exploring practical and comprehensive ERM solutions to address and navigate these challenges.

Missing out on this conference is a risk you cannot afford!

Who should attend?

  • Chairman, President
  • Board Directors and Board Committees
  • Executive Directors, Managing Directors
  • Company Secretaries
  • Senior VPs, Executives VPs, VP
  • Legal Counsels, Advisors
  • Regulators
  • General Managers, Senior Managers,Managers, Senior Executives of:
    • Enterprise Risk Management
    • Risk Management
    • Strategic / Corporate Planning
    • ESG
    • Sustainability
    • Climate change
    • Compliance
    • Internal Audit
    • Internal Control
    • Corporate Strategy
    • Governance
    • Business Continuity
    • Information Technology
    • CyberSecurity
    • Human Resource
    • Innovation
    • Finance
    • Business Analyst
    • Etc

Expect to gain premier insight into:

  • Identifying the key drivers and enablers of performance, strategic success and long-term value creation
  • Providing tools to properly identify, understand and respond to Strategic Risks and ESG risks
  • Building a sustainable, agile and resilient organisation via effective ERM, ESG and GRC capabilities
  • Utilising effective ERM practices to craft and drive disruptive strategies and respond to disruptors
  • Managing emerging risks effectively and harnessing potential opportunities arising from these risk.
  • Establishing and sustaining effective ERM, ESG, GRC and other Oversight capabilities.
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Our Line-Up of Esteemed Speakers

Tanvinder Singh PWC

Tanvinder Singh

Director,Cyber Security


Khim Tan HR Allianz Bank

Khim Tan

Former CHRO / Senior HR Leader

Banks & MNCs

Jalallulail Othman, CIMB Islamic

Jalalullail Othman

Independent Non-Executive Director

CIMB Islamic

Datin Dr. Norrizan Razali Tech Capacity

Datin Dr. Norrizan Razali

Founder and Managing Director

Tech Capacity

Anij Janardhanan Dayforce

Anij Janardhanan

Senior Director, ERM


Wan Suhaimie Kenanga Investment Bank Bhd

Wan Suhaimie

Head of Economic Research, SVP

Kenanga Investment Bank Bhd

Lim Chee Gay TDCX

Lim Chee Gay

Group Chief Human Resources Officer, EVP Human Resources


Nidhi Agarwal Oliver Wyman

Nidhi Agarwal


Oliver Wyman

Abid Adam Axiata

Abid Adam

Chief Risk and Compliance Officer


Promod Dass RAM Holdings Berhad

Promod Dass

CEO of RAM Sustainability & Deputy Group CEO

RAM Holdings Berhad

Husin Jazri Taylor’s University

Professor Ts Dato’ Dr Husin Bin Jazri

Associate Professor School of Computer Science Faculty of Innovation & Technology

Taylor’s University

Firdaos Rosli AmBank Group

Firdaos Rosli

Chief Economist

AmBank Group

Dr. Tricia Yeoh IDEAS Malaysia

Dr. Tricia Yeoh


IDEAS Malaysia

David Nichols Stables Money

David Nichols

Cofounder and Chief Risk Officer (CRO)

Stables Money

Dato Siva Shanmugam Media Prima Berhad

Dato’ Siva Shanmugam

Member Board of Directors

Media Prima Berhad

Tunku Alina Alias Independent Director

YM Dr. Tunku Alina Alias

Independent Director

Multiple PLCs

Conference Agenda

Pre-Conference, 12thAugust, Monday

Masterclass : Establishing effective GRC (Governance, Risk and Compliance) practices to drive Strategy, Performance and Sustainability

by Ramesh Pillai, GMD Friday Concepts

Good governance, risk management and compliance (GRC) practices are essential to strengthen the resilience of businesses and trust in organisations. GRC is the integrated collection of capabilities that enable an organization to reliably achieve objectives, address uncertainty, and act with integrity. Over $1 trillion (USD) is destroyed every year because of unprincipled misconduct, mistakes, and miscalculations. Organizations, individuals, and the public count on GRC processes to lead the way and solve this trillion-dollar problem.

Organizations must address today’s challenging business climate. Even small businesses, non-profits, and government agencies are facing issues that only large companies had to face in the past. Many common factors that businesses face become the true drivers of GRC and its value throughout the business:

  • Stakeholders demand high performance along with high levels of transparency
  • Regulations and enforcement are ever-changing and unpredictable
  • The exponential growth of third-party relationships and risk is a management challenge
  • The costs of addressing risks and requirements are spinning out of control
  • The harsh (and scary) impact when threats and opportunities are not identified


A disorganized approach to GRC can slow down an organization and cost more — all while achieving less, missing requisite compliance requirements and misidentifying threats to your revenue or reputation and missing opportunities. Many organizations approach GRC by constructing overly complex and specialized programs in risk management, performance management, compliance, internal auditing and corporate social responsibility. The danger in this is creating too many disconnected silos that slow down communication, limit access to critical information and duplicate activities due to a lack of transparency and knowledge across the organization.

Too often, organizations believe that buying a single GRC system or forming a specialized department will help resolve all of their GRC-related concerns. However, a robust GRC strategy is about more than a specific tool or set of roles. The best GRC strategy may be invisible. The end goal is that your selected tools, technologies and processes become “baked into” the fabric of your organization – so that any GRC standards and practices become a natural part of doing business. GRC practices are built in view of corporate strategies rather than in isolation. When a company’s business strategies and GRC are well-integrated with one another, it reinforces confidence in the organisation in the marketplace and wider community.

Testimonials from past year's delegates

“It helps me to improve analysis of risk reports and assessment of risk management for board members.”

Board of Director, Agensi Kaunseling & Pengurusan Kredit

“The conference helps me to gain insights and broader view of ERM from various speakers from various industries.”

Chief Risk Officer, AmGeneral Insurance

“I am able to improve my understanding on cybersecurity risk, concern on emerging risk.”

Senior Manager, Risk & Compliance, Lembaga Tabung Haji

“I learn how to embrace the risk management methodology at work and understand that risk culture is not the starting, it is the end product of risk appetite, people, processes and etc”

Head Commercial Risk, Petronas Chemical Group

“Helps in understanding the risk register that other departments are facing and it may also help me to advise or foresee the unknown risk”

Senior Supervisor, Group Risk Management, Duopharma Biotech Berhad

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