Risk Appetite Statement: From Regulation to Practice<\/b><\/h4>\n<\/div><\/div><\/div><\/div><\/div><\/div>\nFacilitator: Kattia Ram\u00edrez<\/strong><\/h4>\n<\/div><\/div><\/div><\/div><\/div><\/div>\nCEO of QF Nexus – Economist and leader in integrated risk management with nearly 25 years of experience.<\/i><\/p>\n
![\"\"](\"https:\/\/i0.wp.com\/gestionderiesgo.org\/wp-content\/uploads\/2025\/12\/Screenshot-2025-12-23-at-7.35.08-AM.png?resize=211%2C300&ssl=1\")
<\/p>\n
She has been a CRO, CEO and consultant in the financial sector, supporting high-impact organizations in strategic decisions, risk appetite frameworks, predictive models and digital\/fintech transformation<\/span>h.<\/span><\/p>\nShe combines critical, analytical and holistic thinking with a clear conviction: well-used data generates better results. She promotes excellence and continuous improvement as a living learning process; her philosophy is \u201cplanting seeds and caring for them\u201d.<\/span><\/p>\nShe has led high-performing teams through clear objectives, effective communication and transparent accountability, cultivating trust as the basis of sustainable relationships and results.<\/span><\/p>\nOn a personal note: she is a wife and mother of three curious and enthusiastic children; she strives to instill in them curiosity, openness and experiences over material things.<\/span><\/p>\n\nAreas of expertise: integrated risk management; digital transformation and fintech solutions; innovation and process optimization; team leadership; advanced analytics and predictive models.<\/span><\/p>\nObjective<\/b><\/p>\n<\/div>\n\n\nStrengthen the conceptual, regulatory and practical understanding of the Risk Appetite Framework and Statement (RAF\/RAS) required by the Superintendency of Banks of the DR, aligning them with international best practices, so that participants have the inputs to design or update their institution\u2019s RAS.<\/span><\/p>\nWho Is It For?<\/strong><\/h4>\n\n- Staff from areas involved in the RAS process<\/li>\n
- Members of Risk Committees<\/li>\n
- Staff from risk management areas Staff from internal audit<\/li>\n<\/ul>\n
Workshop Scope Day 1<\/strong><\/h4>\nOpening and Introduction<\/strong><\/em><\/h1>\n8:00 am – 8:30 am<\/span><\/strong><\/p>\n\n\n\n\nObjective:<\/strong> Align expectations, explain the purpose of the workshop and connect the SB-DR Instructions with the day\u2019s agenda.<\/p>\nActivities:<\/b><\/p>\n\n- Welcome and introduction of participants.<\/li>\n
- Context: why the SB-DR issues the Circular Letter and the Risk Appetite Instructions.<\/li>\n
- Workshop objectives and expected results.<\/li>\n
- Methodology: participatory approach, group work, \u201cfrom paper to practice\u201d approach.<\/li>\n<\/ul>\n
Expected result:<\/b><\/p>\n
Commitment and clarity on the purpose of the workshop.<\/span><\/p>\n\n\n\n\nFrom Basel to the DR: why talk about risk appetite?<\/i><\/b><\/h1>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n\n8:30 am – 9:30 am<\/span><\/strong><\/p>\nObjective: <\/strong>Connect the instructions of the Superintendency of the DR with international trends in risk management and corporate governance, and align key concepts.<\/p>\nTopics:<\/b><\/p>\n\n\n\n\n\n- International evolution of the Risk Appetite Framework (RAF).<\/li>\n
- Approach of the Dominican regulator: circular letter, instructions and annexes.<\/li>\n
- Relationship between RAF\/RAS, integrated risk management and strategic planning.<\/li>\n
- Core concepts: material risk, appetite, tolerance, capacity, risk profile.<\/span><\/li>\n
- Why the RAF\/RAS is a priority for the Board, Senior Management and the supervisor.<\/li>\n
- Activity: \u201cMaturity radar\u201d<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
Expected result:<\/b><\/p>\n
Participants understand the international and local context of the RAF\/RAS, recognize the key concepts and place their institution at a preliminary maturity level against the regulator\u2019s requirements.<\/p>\n
\n\n\n\n\n\n\n\nFrom paper to practice: Anatomy of the Risk Appetite Framework<\/i><\/strong><\/h1>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n\n9:30 am – 10:30 am<\/span><\/strong><\/p>\nObjective: <\/strong>Understand what the RAF is, which components it must include according to the instructions and what the minimum steps are for building it.<\/p>\nTopics:<\/b><\/p>\n\n\n\n\n\n- Definition of the RAF and its relationship with policies, limits and indicators.<\/li>\n
- Minimum content of the RAF.<\/li>\n
- Linking RAF \u2013 strategy \u2013 capital \u2013 liquidity \u2013 recovery plans.<\/li>\n
- Sequence for building the RAF: diagnosis, design, validation, approval.<\/li>\n
- Common mistakes when implementing a RAF in financial institutions.<\/li>\n
- Activity: \u201cRAF checklist\u201d<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
Expected result:<\/b><\/p>\n
Participants identify the elements a robust RAF must contain and visualize the steps their institution must follow.<\/p>\n
\n\n\n\n\n\nThe RAS as a strategic compass: more than a requirement<\/i><\/strong><\/h1>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n\n10:30 am – 12:00 am<\/span><\/strong><\/p>\nObjective: <\/strong>Recognize the strategic role of the RAS and its key concepts, and validate understanding of the content covered so far.<\/p>\nTopics:<\/b><\/p>\n\n\n\n\n\n\n\n\n\n- RAS as an instrument for aligning strategy and risks.<\/li>\n
- Essential components of the RAS.<\/li>\n
- Relationship of the RAS with business plans.<\/li>\n
- Role of the Board and Senior Management in approving and monitoring the RAS.<\/li>\n
- Questions the supervisor may ask about a \u201cpaper\u201d RAS vs. a \u201cliving\u201d RAS.<\/li>\n
- Activity: \u201cKahoot\/concept quiz\u201d<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
Expected result:<\/b><\/p>\n
Participants consolidate the strategic concepts of the RAS and verify their understanding.<\/p>\n
Workshop Scope Day 2<\/strong><\/h4>\n\n\n\n\n\n\nIdentifying Material Risks<\/i><\/strong><\/h1>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n\n8:00 am – 9:30 am<\/span><\/strong><\/p>\nObjective: <\/strong>Define what material risks are, understand the regulator\u2019s expectations and practice identifying them in concrete cases.<\/p>\nTopics:<\/b><\/p>\n\n- Definition of material risk according to the instructions.<\/li>\n
- List of risk types to consider (credit, liquidity, market, operational, technology, cyber, reputational, etc.).<\/li>\n
- Criteria for determining the materiality of a risk for the RAS.<\/li>\n
- Regulator\u2019s expectations on risk coverage in the RAF\/RAS.<\/li>\n
- Consequences of omitting or underestimating material risks.<\/li>\n
- Activity: Group case study<\/li>\n<\/ul>\n
Expected result:<\/b><\/p>\n
Participants are able to distinguish material risks for different business models and translate this identification into direct inputs for the RAS.<\/p>\n
\n\n\n\n\n\nWho are we and who do we want to be? Current and target risk profile<\/i><\/strong><\/h1>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n\n9:30 am – 10:45 am<\/span><\/strong><\/p>\nObjective: <\/strong>Understand what the current and target risk profile is, how they are defined and what the role of the Board and Senior Management is.<\/p>\nTopics:<\/b><\/p>\n\n\n\n\n\n- Definition of current risk profile vs. target profile.<\/li>\n
- Typical profile categories (conservative, moderate, aggressive).<\/li>\n
- Tools to identify the current profile.<\/li>\n
- How to translate strategy into a target risk profile by type of risk.<\/li>\n
- Role of the Board and Senior Management in discussing and approving profiles.<\/li>\n
- Activity: Role play<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
Expected result:<\/b><\/p>\n
Participants understand how to derive target risk profiles and experience the role of the Board\/Senior Management in setting the institution\u2019s risk direction.<\/p>\n
\n\n\n\n\n\nFrom material risks to key indicators: first steps<\/i><\/strong><\/h1>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n\n10:45 am – 12:00 pm<\/span><\/strong><\/p>\nObjective: <\/strong>Introduce the approach to translating material risks into key indicators, highlighting the role of the first line of defense.<\/p>\nTopics:<\/b><\/p>\n\n- Concept of key risk indicator (KRI) and its relationship with the RAS.<\/li>\n
- Difference between first- and second-level indicators.<\/li>\n
- How to start from material risks to identify possible indicators.<\/li>\n
- Practical constraints: availability and quality of internal data.<\/li>\n
- Role of the first line in proposing and managing indicators.<\/li>\n
- Activity: \u201cIndicator brainstorm\u201d.<\/li>\n<\/ul>\n
Expected result:<\/b><\/p>\n
Participants recognize the logic of moving from risks to indicators and visualize the contribution of business and support areas in defining KRIs.<\/p>\n
Workshop Scope Day 3<\/strong><\/h4>\n\n\n\n\n\n\nFrom material risks to key indicators: first steps<\/i><\/strong><\/h1>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n\n8:00 am – 10:00 am<\/span><\/strong><\/p>\nObjective: <\/strong>Go deeper into how to turn indicators into limits using historical analysis, projections and stress tests.<\/p>\nActivities:<\/b><\/p>\n\n- From KRI to limit: appetite, tolerance and capacity bands.<\/li>\n
- Use of historical analysis to calibrate thresholds.<\/li>\n
- Forward-looking: business scenarios and growth plans.<\/li>\n
- Integration with stress tests: adverse and severe scenarios.<\/li>\n
- How to document the logic of limits for the supervisor and the Board. Activity: Group case<\/li>\n<\/ul>\n
Expected result:<\/b><\/p>\n
Participants master the relationship between historical data, projections and stress tests and can sketch limits consistent with their institution\u2019s reality.<\/p>\n
\n\n\n\n\n\n
Facilitator: Kattia Ram\u00edrez<\/strong><\/h4>\n<\/div><\/div><\/div><\/div><\/div><\/div>\nCEO of QF Nexus – Economist and leader in integrated risk management with nearly 25 years of experience.<\/i><\/p>\n
<\/p>\n
She has been a CRO, CEO and consultant in the financial sector, supporting high-impact organizations in strategic decisions, risk appetite frameworks, predictive models and digital\/fintech transformation<\/span>h.<\/span><\/p>\nShe combines critical, analytical and holistic thinking with a clear conviction: well-used data generates better results. She promotes excellence and continuous improvement as a living learning process; her philosophy is \u201cplanting seeds and caring for them\u201d.<\/span><\/p>\nShe has led high-performing teams through clear objectives, effective communication and transparent accountability, cultivating trust as the basis of sustainable relationships and results.<\/span><\/p>\nOn a personal note: she is a wife and mother of three curious and enthusiastic children; she strives to instill in them curiosity, openness and experiences over material things.<\/span><\/p>\n\nAreas of expertise: integrated risk management; digital transformation and fintech solutions; innovation and process optimization; team leadership; advanced analytics and predictive models.<\/span><\/p>\nObjective<\/b><\/p>\n<\/div>\n\n\nStrengthen the conceptual, regulatory and practical understanding of the Risk Appetite Framework and Statement (RAF\/RAS) required by the Superintendency of Banks of the DR, aligning them with international best practices, so that participants have the inputs to design or update their institution\u2019s RAS.<\/span><\/p>\nWho Is It For?<\/strong><\/h4>\n\n- Staff from areas involved in the RAS process<\/li>\n
- Members of Risk Committees<\/li>\n
- Staff from risk management areas Staff from internal audit<\/li>\n<\/ul>\n
Workshop Scope Day 1<\/strong><\/h4>\nOpening and Introduction<\/strong><\/em><\/h1>\n8:00 am – 8:30 am<\/span><\/strong><\/p>\n\n\n\n\nObjective:<\/strong> Align expectations, explain the purpose of the workshop and connect the SB-DR Instructions with the day\u2019s agenda.<\/p>\nActivities:<\/b><\/p>\n\n- Welcome and introduction of participants.<\/li>\n
- Context: why the SB-DR issues the Circular Letter and the Risk Appetite Instructions.<\/li>\n
- Workshop objectives and expected results.<\/li>\n
- Methodology: participatory approach, group work, \u201cfrom paper to practice\u201d approach.<\/li>\n<\/ul>\n
Expected result:<\/b><\/p>\n
Commitment and clarity on the purpose of the workshop.<\/span><\/p>\n\n\n\n\nFrom Basel to the DR: why talk about risk appetite?<\/i><\/b><\/h1>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n\n8:30 am – 9:30 am<\/span><\/strong><\/p>\nObjective: <\/strong>Connect the instructions of the Superintendency of the DR with international trends in risk management and corporate governance, and align key concepts.<\/p>\nTopics:<\/b><\/p>\n\n\n\n\n\n- International evolution of the Risk Appetite Framework (RAF).<\/li>\n
- Approach of the Dominican regulator: circular letter, instructions and annexes.<\/li>\n
- Relationship between RAF\/RAS, integrated risk management and strategic planning.<\/li>\n
- Core concepts: material risk, appetite, tolerance, capacity, risk profile.<\/span><\/li>\n
- Why the RAF\/RAS is a priority for the Board, Senior Management and the supervisor.<\/li>\n
- Activity: \u201cMaturity radar\u201d<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
Expected result:<\/b><\/p>\n
Participants understand the international and local context of the RAF\/RAS, recognize the key concepts and place their institution at a preliminary maturity level against the regulator\u2019s requirements.<\/p>\n
\n\n\n\n\n\n\n\nFrom paper to practice: Anatomy of the Risk Appetite Framework<\/i><\/strong><\/h1>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n\n9:30 am – 10:30 am<\/span><\/strong><\/p>\nObjective: <\/strong>Understand what the RAF is, which components it must include according to the instructions and what the minimum steps are for building it.<\/p>\nTopics:<\/b><\/p>\n\n\n\n\n\n- Definition of the RAF and its relationship with policies, limits and indicators.<\/li>\n
- Minimum content of the RAF.<\/li>\n
- Linking RAF \u2013 strategy \u2013 capital \u2013 liquidity \u2013 recovery plans.<\/li>\n
- Sequence for building the RAF: diagnosis, design, validation, approval.<\/li>\n
- Common mistakes when implementing a RAF in financial institutions.<\/li>\n
- Activity: \u201cRAF checklist\u201d<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
Expected result:<\/b><\/p>\n
Participants identify the elements a robust RAF must contain and visualize the steps their institution must follow.<\/p>\n
\n\n\n\n\n\nThe RAS as a strategic compass: more than a requirement<\/i><\/strong><\/h1>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n\n10:30 am – 12:00 am<\/span><\/strong><\/p>\nObjective: <\/strong>Recognize the strategic role of the RAS and its key concepts, and validate understanding of the content covered so far.<\/p>\nTopics:<\/b><\/p>\n\n\n\n\n\n\n\n\n\n- RAS as an instrument for aligning strategy and risks.<\/li>\n
- Essential components of the RAS.<\/li>\n
- Relationship of the RAS with business plans.<\/li>\n
- Role of the Board and Senior Management in approving and monitoring the RAS.<\/li>\n
- Questions the supervisor may ask about a \u201cpaper\u201d RAS vs. a \u201cliving\u201d RAS.<\/li>\n
- Activity: \u201cKahoot\/concept quiz\u201d<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
Expected result:<\/b><\/p>\n
Participants consolidate the strategic concepts of the RAS and verify their understanding.<\/p>\n
Workshop Scope Day 2<\/strong><\/h4>\n\n\n\n\n\n\nIdentifying Material Risks<\/i><\/strong><\/h1>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n\n8:00 am – 9:30 am<\/span><\/strong><\/p>\nObjective: <\/strong>Define what material risks are, understand the regulator\u2019s expectations and practice identifying them in concrete cases.<\/p>\nTopics:<\/b><\/p>\n\n- Definition of material risk according to the instructions.<\/li>\n
- List of risk types to consider (credit, liquidity, market, operational, technology, cyber, reputational, etc.).<\/li>\n
- Criteria for determining the materiality of a risk for the RAS.<\/li>\n
- Regulator\u2019s expectations on risk coverage in the RAF\/RAS.<\/li>\n
- Consequences of omitting or underestimating material risks.<\/li>\n
- Activity: Group case study<\/li>\n<\/ul>\n
Expected result:<\/b><\/p>\n
Participants are able to distinguish material risks for different business models and translate this identification into direct inputs for the RAS.<\/p>\n
\n\n\n\n\n\nWho are we and who do we want to be? Current and target risk profile<\/i><\/strong><\/h1>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n\n9:30 am – 10:45 am<\/span><\/strong><\/p>\nObjective: <\/strong>Understand what the current and target risk profile is, how they are defined and what the role of the Board and Senior Management is.<\/p>\nTopics:<\/b><\/p>\n\n\n\n\n\n- Definition of current risk profile vs. target profile.<\/li>\n
- Typical profile categories (conservative, moderate, aggressive).<\/li>\n
- Tools to identify the current profile.<\/li>\n
- How to translate strategy into a target risk profile by type of risk.<\/li>\n
- Role of the Board and Senior Management in discussing and approving profiles.<\/li>\n
- Activity: Role play<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
Expected result:<\/b><\/p>\n
Participants understand how to derive target risk profiles and experience the role of the Board\/Senior Management in setting the institution\u2019s risk direction.<\/p>\n
\n\n\n\n\n\nFrom material risks to key indicators: first steps<\/i><\/strong><\/h1>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n\n10:45 am – 12:00 pm<\/span><\/strong><\/p>\nObjective: <\/strong>Introduce the approach to translating material risks into key indicators, highlighting the role of the first line of defense.<\/p>\nTopics:<\/b><\/p>\n\n- Concept of key risk indicator (KRI) and its relationship with the RAS.<\/li>\n
- Difference between first- and second-level indicators.<\/li>\n
- How to start from material risks to identify possible indicators.<\/li>\n
- Practical constraints: availability and quality of internal data.<\/li>\n
- Role of the first line in proposing and managing indicators.<\/li>\n
- Activity: \u201cIndicator brainstorm\u201d.<\/li>\n<\/ul>\n
Expected result:<\/b><\/p>\n
Participants recognize the logic of moving from risks to indicators and visualize the contribution of business and support areas in defining KRIs.<\/p>\n
Workshop Scope Day 3<\/strong><\/h4>\n\n\n\n\n\n\nFrom material risks to key indicators: first steps<\/i><\/strong><\/h1>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n\n8:00 am – 10:00 am<\/span><\/strong><\/p>\nObjective: <\/strong>Go deeper into how to turn indicators into limits using historical analysis, projections and stress tests.<\/p>\nActivities:<\/b><\/p>\n\n- From KRI to limit: appetite, tolerance and capacity bands.<\/li>\n
- Use of historical analysis to calibrate thresholds.<\/li>\n
- Forward-looking: business scenarios and growth plans.<\/li>\n
- Integration with stress tests: adverse and severe scenarios.<\/li>\n
- How to document the logic of limits for the supervisor and the Board. Activity: Group case<\/li>\n<\/ul>\n
Expected result:<\/b><\/p>\n
Participants master the relationship between historical data, projections and stress tests and can sketch limits consistent with their institution\u2019s reality.<\/p>\n
\n\n\n\n\n\n
CEO of QF Nexus – Economist and leader in integrated risk management with nearly 25 years of experience.<\/i><\/p>\n
<\/p>\n
She has been a CRO, CEO and consultant in the financial sector, supporting high-impact organizations in strategic decisions, risk appetite frameworks, predictive models and digital\/fintech transformation<\/span>h.<\/span><\/p>\n She combines critical, analytical and holistic thinking with a clear conviction: well-used data generates better results. She promotes excellence and continuous improvement as a living learning process; her philosophy is \u201cplanting seeds and caring for them\u201d.<\/span><\/p>\n She has led high-performing teams through clear objectives, effective communication and transparent accountability, cultivating trust as the basis of sustainable relationships and results.<\/span><\/p>\n On a personal note: she is a wife and mother of three curious and enthusiastic children; she strives to instill in them curiosity, openness and experiences over material things.<\/span><\/p>\n Areas of expertise: integrated risk management; digital transformation and fintech solutions; innovation and process optimization; team leadership; advanced analytics and predictive models.<\/span><\/p>\n Objective<\/b><\/p>\n<\/div>\n Strengthen the conceptual, regulatory and practical understanding of the Risk Appetite Framework and Statement (RAF\/RAS) required by the Superintendency of Banks of the DR, aligning them with international best practices, so that participants have the inputs to design or update their institution\u2019s RAS.<\/span><\/p>\n 8:00 am – 8:30 am<\/span><\/strong><\/p>\n Objective:<\/strong> Align expectations, explain the purpose of the workshop and connect the SB-DR Instructions with the day\u2019s agenda.<\/p>\n Activities:<\/b><\/p>\n Expected result:<\/b><\/p>\n Commitment and clarity on the purpose of the workshop.<\/span><\/p>\n 8:30 am – 9:30 am<\/span><\/strong><\/p>\n Objective: <\/strong>Connect the instructions of the Superintendency of the DR with international trends in risk management and corporate governance, and align key concepts.<\/p>\n Topics:<\/b><\/p>\n Expected result:<\/b><\/p>\n Participants understand the international and local context of the RAF\/RAS, recognize the key concepts and place their institution at a preliminary maturity level against the regulator\u2019s requirements.<\/p>\n 9:30 am – 10:30 am<\/span><\/strong><\/p>\n Objective: <\/strong>Understand what the RAF is, which components it must include according to the instructions and what the minimum steps are for building it.<\/p>\n Topics:<\/b><\/p>\n Expected result:<\/b><\/p>\n Participants identify the elements a robust RAF must contain and visualize the steps their institution must follow.<\/p>\n 10:30 am – 12:00 am<\/span><\/strong><\/p>\n Objective: <\/strong>Recognize the strategic role of the RAS and its key concepts, and validate understanding of the content covered so far.<\/p>\n Topics:<\/b><\/p>\n Expected result:<\/b><\/p>\n Participants consolidate the strategic concepts of the RAS and verify their understanding.<\/p>\n 8:00 am – 9:30 am<\/span><\/strong><\/p>\n Objective: <\/strong>Define what material risks are, understand the regulator\u2019s expectations and practice identifying them in concrete cases.<\/p>\n Topics:<\/b><\/p>\n Expected result:<\/b><\/p>\n Participants are able to distinguish material risks for different business models and translate this identification into direct inputs for the RAS.<\/p>\n 9:30 am – 10:45 am<\/span><\/strong><\/p>\n Objective: <\/strong>Understand what the current and target risk profile is, how they are defined and what the role of the Board and Senior Management is.<\/p>\n Topics:<\/b><\/p>\n Expected result:<\/b><\/p>\n Participants understand how to derive target risk profiles and experience the role of the Board\/Senior Management in setting the institution\u2019s risk direction.<\/p>\n 10:45 am – 12:00 pm<\/span><\/strong><\/p>\n Objective: <\/strong>Introduce the approach to translating material risks into key indicators, highlighting the role of the first line of defense.<\/p>\n Topics:<\/b><\/p>\n Expected result:<\/b><\/p>\n Participants recognize the logic of moving from risks to indicators and visualize the contribution of business and support areas in defining KRIs.<\/p>\n 8:00 am – 10:00 am<\/span><\/strong><\/p>\n Objective: <\/strong>Go deeper into how to turn indicators into limits using historical analysis, projections and stress tests.<\/p>\n Activities:<\/b><\/p>\n Expected result:<\/b><\/p>\n Participants master the relationship between historical data, projections and stress tests and can sketch limits consistent with their institution\u2019s reality.<\/p>\nWho Is It For?<\/strong><\/h4>\n
\n
Workshop Scope Day 1<\/strong><\/h4>\n
Opening and Introduction<\/strong><\/em><\/h1>\n
\n
From Basel to the DR: why talk about risk appetite?<\/i><\/b><\/h1>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
\n
From paper to practice: Anatomy of the Risk Appetite Framework<\/i><\/strong><\/h1>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
\n
The RAS as a strategic compass: more than a requirement<\/i><\/strong><\/h1>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
\n
Workshop Scope Day 2<\/strong><\/h4>\n
Identifying Material Risks<\/i><\/strong><\/h1>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
\n
Who are we and who do we want to be? Current and target risk profile<\/i><\/strong><\/h1>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
\n
From material risks to key indicators: first steps<\/i><\/strong><\/h1>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
\n
Workshop Scope Day 3<\/strong><\/h4>\n
From material risks to key indicators: first steps<\/i><\/strong><\/h1>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
\n