Day One | March 10
Here is the latest edition of the agenda. As we approach the event, we will be adding speakers and sessions to enhance your experience. To stay informed, please register your interest
8:00
Breakfast and Networking
8:50
Chair’s Opening Remarks and Live Audience Polling
8:50
Risk Outlook 2027: Has the Hierarchy of Risk Moved Again?
LIVE AUDIENCE POLLING
The full room is polled live to set priorities and shape the two-day agenda.
Risk Evolve opens with the room, not the stage. Delegates compare their current priorities with the Risk Outlook benchmark and establish the questions the programme must answer over the next two days.
Key topics
- How AI and emerging technology compare with geopolitical, cyber, financial and operational risks in the 2027 priority hierarchy
- Whether shared technology, cloud and data concentration remain underestimated across institutions
- Where confidence in existing risk frameworks is strongest and where it is breaking down
 |
Andreas Simou,Managing Director,CeFPro |
9:00
Risk in an Interconnected and Uncertain World
KEYNOTE ADDRESS
Traditional frameworks work best when risks can be measured and informed by history. Today’s interconnected risks and shared technologies require CROs to complement prediction with foresight, adaptability and resilience.
Key topics
- Why established risk taxonomies, historical data and linear assumptions can obscure connected and rapidly evolving risks
- How shared infrastructure, digital markets and interconnected ecosystems can turn a local disruption into wider financial or operational instability
- Recognising compounding effects and feedback loops that move between financial, operational, technological and external risks
 |
Olivier Vigneron,Chief Risk Officer,Barclays Bank PLC |
9:25
From Connected Risk to Coordinated Action: Ownership, Escalation and Board Decisions –
KEYNOTE PANEL DISCUSSION
A chaired discussion between several speakers, exploring a topic from multiple angles.
Recognising connected risk is only the first step. Institutions need clear ownership, joined-up information and effective escalation routes that translate emerging threats into coordinated action before risks crystallise.
Key topics
- Tracing emerging threats across products, customers, services, operations and the balance sheet to understand where a single risk could create wider financial, operational or strategic impact
- Establishing clear ownership, accountability and escalation routes when several risk types, business lines and control functions are affected by the same event
- Connecting financial and non-financial indicators into a clear decision narrative that helps senior management and the Board understand what is changing, why it matters and what action is required
- Determining when an emerging issue should be managed within existing risk frameworks and when it requires cross-functional coordination, executive attention or Board-level challenge
- Strengthening governance forums, reporting and management information so connected risks are identified early, assessed consistently and acted on at the right level of the organisation
 |
Valeriu Bajenaru,Global Head of Enterprise Risk Management & Deputy CRO,Standard Chartered Bank |
 |
Hasan Kazmi,Group Chief Risk Officer,OSB Group |
 |
Cecilia Gejke,Chief Risk Officer,MUFG |
 |
Neil Donnelly,Group Chief Compliance Officer,AIB |
10:10
NETWORKING BREAK
10:40
Geopolitical Shock to Operational Disruption to Financial Transmission
PANEL DISCUSSION
A chaired discussion between several speakers, exploring a topic from multiple angles.
Geopolitical risk becomes actionable only when institutions move beyond commentary on the latest conflict and trace how structural shifts — sanctions, trade fragmentation, shifting economic blocs — flow through dependencies, operations, counterparties, market indicators and the balance sheet.
Key topics
- Distinguishing short-lived geopolitical events from structural megatrends that should change risk assumptions and scenario design
- Mapping sanctions, trade fragmentation and infrastructure disruption into supplier, operational and customer impacts
- Tracing second-order effects through inflation, interest rates, creditworthiness, market values, liquidity and capital
 |
Vivien Foetz,, Chief Risk Officer,GIB |
 |
Carlos Martin,Executive Director,Revolut |
 |
Rajeev Bhatnagar,Group Chief Risk Officer, Mashreq |
 |
Adam Oyebanji,Managing Director, Head of Sanctions, BNY |
11:25
The Enterprise Investment Choice: Allocating Limited Resources Across Growth and Resilience
PANEL DISCUSSION
A chaired discussion between several speakers, exploring a topic from multiple angles.
Risk creates value when it helps the business make better choices about growth, customers, investment and resilience. With limited capital, budget and management capacity, this session examines how CROs compare competing priorities, challenge business proposals and provide the Board with a clear recommendation.
Key topics
- Identifying the financial, strategic and customer outcomes the institution must protect
- Comparing investment in growth, capital strength, liquidity, technology, controls and operational resilience
- Clarifying what the first line owns and how the second line should challenge competing investment proposals
 |
Stefano Chiralone,Chief Financial Officer,UniCredit |
 |
Eskander Kaabachi,Managing Director,HSBC |
12:10
LUNCH BREAK & NETWORKING
1:10
STREAM 1 – FINANCIAL RISK, BALANCE SHEET & STRATEGIC RESILIENCE
PARTNER PRESENTATION
1:10
STREAM 2 – TECHNOLOGY, AI AND OPERATIONAL RESILIENCE
PARTNER PRESENTATION
1:45
Higher for Longer: IRRBB, CSRBB, Credit, Liquidity and Capital Under Stress
PRESENTATION + MODERATED PANEL DISCUSSION
A speaker presents for c.15–20 minutes, then the Chair leads a moderated discussion or Q&A.
Higher rates and credit spreads do not remain isolated banking-book measures: they reshape asset values, customer affordability, credit quality, funding behaviour, liquidity and the capital available to support the business.
Key topics
- How IRRBB and CSRBB interact with credit deterioration, customer affordability and changing deposit or funding behaviour
- Identifying first- and second-order impacts on earnings, economic value, liquidity buffers and capital
- How institutions are actually solving for a constrained metric today — what changes when interest rate risk or liquidity moves toward an uncomfortable boundary
 |
Nitesh Patel, Head of IRRBB and Strategy,Standard Chartered Bank |
 |
Coskun Tarkocin,Director of Liquidity Optimisation,HSBC |
1:45
AI Risk Appetite: Knowing When to Control, Adopt or Accelerate
FISHBOWL PANEL
A small panel sits center stage with empty chairs the audience can step into to join live.
Risk functions are being asked to govern AI while also using it to improve speed, accuracy and cost. This session focuses on the practical boundary between responsible control and strategic delay. Run as a fishbowl: three panellists on stage, with two or three empty chairs delegates can take to contribute a counterargument before returning to their seats.
Key topics
- Where AI adoption is creating genuine risk-management value and where use cases remain unproven
- How to set risk appetite for experimentation, production deployment and autonomous decision-making
- Balancing framework design with the operational work of inventory, ownership, testing and monitoring
 |
Tin Lau,Chief Risk and Compliance Officer,Mirae Asset Management |
 |
Mehdi Guessous,Head of Operational Risk,Natixis |
 |
Nadeem Chaudhry,Head of AI Governance,Aviva (tbc) |
2:35
Credit Risk in a Fragmenting Economy: Detecting Deterioration Before It Reaches the Numbers
LIVE BENCHMARK PANEL
A panel discussion paired with real-time audience polling that benchmarks the room’s views live on screen.
Credit deterioration is increasingly preceded by geopolitical, supply-chain, cost, technology and conduct signals that do not begin inside the credit-risk function. This case examines how institutions are widening their early-warning view without creating noise.
Key topics
- How higher rates, refinancing pressure and credit-spread movements are changing obligor and portfolio behaviour
- Connecting sanctions, trade disruption, supplier dependence and operational weakness to creditworthiness
- Using non-traditional and forward-looking indicators without weakening data quality or governance
 |
Ying Poikonen,Head of Credit Portfolio & Modelling Group, SMBC |
 |
Aymeric Chauve,UK Head of Credit,Societe Generale |
 |
Imran Syed,Head of Stress Testing, Market & Counterparty Risk,UBS |
2:35
Agentic AI and the Control Environment: Data, Ownership and Humans at the Point of Action
AUDIENCE BREAKOUT DISCUSSION
Panel (20 min) → audience table breakout (10 min) → panel reconvenes to report back (20 min).
As AI moves from generating information to taking actions, institutions must define who owns the objective, which data and controls the agent relies on, where humans intervene and how unintended activity can be stopped and evidenced.
Key topics
- Distinguishing generative assistance, automated decisions and agentic action within risk and control frameworks
- Establishing inventories, use-case ownership, delegated authority, control boundaries and escalation routes
- Assessing whether data quality, lineage and architecture are sufficient for agents to act reliably
 |
Suman Datta,Head of Quantitively Research,Loyds Banking Group |
 |
Andrew Caines,Head of Risk and Quality,DNB |
2:35
RUNNING ALONGSIDE THE STREAMS
CLOSED-DOOR C-SUITE ROUNDTABLE
By invitation only. Topic and host to be confirmed.
3:25
BREAK AND NETWORKING
3:55
PARTNER PRESENTATION
3:55
PARTNER PRESENTATION
4:30
Liquidity Resilience Under Pressure: From Contingency Plans to Executable Action
PRESENTATION + MODERATED PANEL DISCUSSION
A speaker presents for c.15–20 minutes, then the Chair leads a moderated discussion or Q&A.
Liquidity plans can appear credible until multiple institutions reach for the same actions, markets move faster than governance and operational disruption restricts execution. This session tests whether plans are genuinely usable under stress.
Key topics
- Translating emerging supervisory expectations into practical liquidity-risk and contingency planning
- Testing the availability, speed and operational feasibility of contingent liquidity actions
- Connecting intraday liquidity, collateral, payments and customer behaviour during a fast-moving event
|
Svetlana Kardan,Head of Balance Sheet Management, Monzo |
 |
Sajid Iqbal,Head of Risk,Habib Bank Zurich |
 |
Paul Philips,Group Head of Funding and Liquidity Management,Barclays |
4:30
Modernising Without Adding Fragility: Legacy Systems, Shadow IT, Cloud, Data Architecture and Customer Impact
LIVE RESPONSE PANEL
A panel is challenged live with scenarios or audience questions and must respond in real time.
Modernisation can reduce legacy risk while creating hidden dependencies, shadow technology and new areas of concentration. This session examines how institutions can transform critical infrastructure without weakening resilience or control.
Key topics
- Identifying where legacy platforms create operational fragility and restrict transformation
- Finding shadow IT, business-built applications and undocumented dependencies before migration
- Managing hybrid and cloud environments where accountability is distributed across internal teams and external providers
 |
Natalie Miller,Head of Business Banking Transformation Compliance,Barclays |
|
Mihaela Breg,Head of Operational Risk and Business Transformation,Arab Bank Europe |
5:20
CLOSING REMARKS
5:30-6:30
NETWORKING DRINKS RECEPTION