Introduction Basel II has been criticised, unfairly, for failing to cope with the stresses of the credit crunch but in reality no amount of capital or regulation would have protected the banking system from its self- destructive tendency to invest in instruments that it is now clear, most of them did not fully understand. It was more a case of regulatory supervision failure – the implementation - rather than flaws in the rules themselves. Basel II remains in force and Basle III is a "work in progress" with the major changes phased in very gradually between now and 2019. Some changes have already been implemented, others are awaited. What is clear is that the move towards even closer supervision and separation of bank activities will continue and we can expect more emphasis on qualitative rather than quantitative controls with both liquidity and capital adequacy at the forefront. Hammond Tutu in conjunction with Strategic Executive Programs has organized a 3 days’ workshop on Basel ii, Basel iii and Risk Management for Banks & other Financial institutions on March 28th to March 30th, 2012, at Hilton, Nairobi. This three day workshop is designed to explain to delegates the role of Basel II and its successor, Basel III in the risk management function. It demonstrates how it adds value to an organization and it explains the key components of risk management. Your Presenter:- Mark Andrews During the 1980s Mark was appointed as one of the youngest Lloyds London City branch managers specialising in lending to employees of international bank clients and money market institutions. He was subsequently promoted to the Corporate Banking division as a senior corporate manager responsible for corporate governance and more complex treasury, banking, international trade and investment requirements of the bank's largest clients, included some of the largest global energy companies, hotel groups, and construction companies. From 1990-2001 Mark served as a Director of Granville Bank and was a main board director of Granville Holdings Plc, the parent company, a London City based merchant bank which itself specialised in high value clients, both corporate and private. His responsibilities included all the corporate governance requirements of the bank, complete control of the loan book, client management and acquisition, structured product development and control, international trade products and managing the groups wholly owned investment-banking subsidiary. For the past 9 years Mark has established and successfully developed his own private banking, corporate finance, investment management and financial consultancy and has lectured extensively in Africa, the Middle East and Europe. Since 2007 he has been working for several institutions and is a senior contributor at a leading banking and finance consultancy. Who should attend? All Personnel involved with the Risk & Compliance Function- Risk Managers, Internal Auditors, Compliance Officers, External Auditors, and all financial personnel involved with the risk and compliance function. Seminar Details Seminar Title - Basel 11, Basel 111 and Enterprise Risk Management for Banks and Other Financial Institutions Dates - March 28th to 30th, 2012 Target Group: ll Personnel involved with the Risk & Compliance Function- Risk Managers, Internal Auditors, Compliance Officers, External Auditors, and all financial personnel involved with the risk and compliance function. Location: Hilton, Nairobi NOTE- We are DIT Registered. Course Outline Day 1 Session 1: What is Basel II and what does it seek to achieve? 1. Basel II and the three pillars of regulation Pillar I – Capital and capital calculations ? Credit risk ? Market Risk ? Operational Risk Pillar 2 – Supervision Pillar 3 – Market Discipline 2. Liquidity and the interdependency of markets Market Liquidity Funding liquidity 3. Other Risks Concentration Volatility Reputational risks Session 2: Practical applications of Basel II 1. Capital Ratios and Risk Weightings 2. The costs and requirements of doing business 3. Operating vs. Regulatory Capital 4. Enterprise risk 5. Economic capital Session 3: Enterprise Risk Management 1. What is risk management? 2. What is ERM and its challenges 3. Types of risk 4. How do risks vary? 5. Risk registers and definitions 6. Risk appetite (personal and corporate) 7. Key measures of risk (including VAR) 8. The responsibilities of the risk management function 9. Regulatory and economic capital Insurance and risk management Session 4: The BIS 1. The role of the BIS 2. The BIS and risk management 3. The BIS sound practicespaper 4. Risk policies and procedures 5. Strategic risk 6. Reputational risk 7. Outsourcing and risk management 8. Stress testing 9. Reverse stress testing Day 2 Session 5: Market Risk 1. Banking book v Trading book 2. The different constituents of market risk

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Preamble As a Board member or as a Senior Manager, what are the Risks & Exposures facing your organization? What are the red flags? What are the key mitigating strategies that should be instituted? What exactly is your role? Understanding your organizations or department’s exposures and risks, and acquiring basic skills to mitigate these risk is not an option for any Director or Senior Manager. While the ultimate responsibility of ensuring that the organization has identified Risks & Exposures and instituted measures to mitigate such exposures rests with the board, senior managers must also acquire an understanding of these risks as a basis of ensuring that boards comply with this requirement. Establishing an effective risk management framework is an essential part of the Management and Board’s responsibilities. Key organizational players must have an understanding of these risks and establish mitigating strategies against them by firmly embedding sound internal controls and risk management practices within organizational processes. Hammond Tutu & Gunther Kenya Ltd will be conducting a two - day Seminar on Risk Management & Internal Controls for Senior Managers and Directors on November 24th & 25th, 2011,at Hilton, Nairobi. This two day overview is designed to take participants step by step through Enterprise Risk Management practices for your organizations. We will discuss the generally accepted ways of identifying Risks & Control lapses, and instituting mitigation strategies on these areas. Among key issues of discussion will be;- common internal control and compliance exposure areas, formalizing risk management framework , Management & Directors’ responsibilities in maintaining a effective risk management practice , fraud and risk in decision making. This is an important Seminar for any Director and for Senior Managers as it equips participants with practical knowledge and understanding of enterprise and process risk management. Seminar Details Date - Nov 24th & 25th, 2011 Venue - Hilton, Nairobi Fees- Kshs 42,500/= Plus VAT per Participant. Target Group- Board Members, Senior Managers & Heads of Departments, Auditors, Risk officers,Unit Supervisors and all other Managers Note - 1. Our programs are DIT Approved (Ref DIT/TRN/761), and participants can therefore claim refund from DIT 2. Participants are issued with a certificate of participation. ICPAK members earn 14 CPE Hours. Organizations sponsoring more than 3 participants get the 4th to attend free. The course will enable participants answer questions such as;- 1. What is enterprise and business process Risk Management concepts and frameworks 2. The role of Internal controls in risk management 3. How to Identify and Assess Organizational Risks 4. How to formalize and establish risk management Framework 5. How to plan and conduct detailed risk assessment and the management strategies 6. Detecting, Investigating and Preventing fraud using Risk Management Systems 7. What are the biases and risks in decision making 8. The Role of Board and Audit committee in risk management