BEGIN:VCALENDAR VERSION:2.0 PRODID:-//WUAB - ECPv6.18.2//NONSGML v1.0//EN CALSCALE:GREGORIAN METHOD:PUBLISH X-WR-CALNAME:WUAB X-ORIGINAL-URL:https://wuab.org X-WR-CALDESC:Events for WUAB REFRESH-INTERVAL;VALUE=DURATION:PT1H X-Robots-Tag:noindex X-PUBLISHED-TTL:PT1H BEGIN:VTIMEZONE TZID:UTC BEGIN:STANDARD TZOFFSETFROM:+0000 TZOFFSETTO:+0000 TZNAME:UTC DTSTART:20200101T000000 END:STANDARD END:VTIMEZONE BEGIN:VEVENT DTSTART;TZID=UTC:20210415T070000 DTEND;TZID=UTC:20210415T100000 DTSTAMP:20210401T121338Z CREATED:20210401T121338Z LAST-MODIFIED:20210401T121338Z UID:4122-1618470000-1618480800@wuab.org SUMMARY:The First Banking Executive Online Conference 2021 DESCRIPTION:  \n11:00 – 11:30 (KSA Time)10:00 – 10:30 (Egypt)11:00 – 11:30 (Lebanon)11:00 – 11:30 (Jordan)12:00 – 12:30 (UAE) \n  \n\n\n\n \n\n\n\n\n\n\n\nA.    The State of the World Economy\n\n\n\nA stronger starting point for the 2021–22 forecast. \n\n\n\nMultiple vaccine approvals and the launch of vaccination in some countries in December have raised hopes of an eventual end to the pandemic. \n\n\n\nThree questions. These developments raise three interrelated questions for the global outlook. \n\n\n\nHow will restrictions needed to curb transmission affect activity in the near term before vaccines begin delivering effective society-wide protection?How will vaccine-rollout expectations and policy support affect activity?How will financial conditions and commodity prices evolve?Fiscal policy support set to boost economic activity.Supportive financial conditions. Major central banks are assumed to maintain their current policy rate settings throughout the forecast horizon to the end of 2022.Rising commodity prices.\n\n\n\nRisks of the Outlook \n\n\n\nAlthough new restrictions following the surge in infections suggest growth could be weaker than projected in early 2021\, other factors pull the distribution of risks in the opposite direction. \n\n\n\nOn the upside\, further favorable news on vaccine manufacture (including on those under development in emerging market economies)\, distribution\, and effectiveness of therapies could increase expectations of a faster end to the pandemic than assumed in the baseline\, boosting confidence among firms and households.On the downside\, growth could turn out weaker than in the baseline if the virus surge (including from new variants) proves difficult to contain\, infections and deaths mount rapidly before vaccines are widely available\, and voluntary distancing or lockdowns prove stronger than anticipated. Slower-than-anticipated progress on medical interventions could dampen hopes of a relatively quick exit from the pandemic and weaken confidence.\n\n\n\nB.    Digital Transformation\n\n\n\nDigital transformation is the integration of digital technology into all areas of a business\, fundamentally changing how we operate and deliver value to customers. It’s also a cultural change that requires organizations to continually challenge the status quo\, experiment\, and get comfortable with failure. \n\n\n\nThe four domains in Digital Transformation. \n\n\n\nTechnology From the Internet of Things\, to blockchain\, to data lakes\, to artificial intelligence\, the raw potential of emerging technologies is staggering. And while many of these are becoming easier to use\, understanding how any particular technology contributes to transformational opportunity\, adapting that technology to the specific needs of the business\, and integrating it with existing systems is extremely complex.Data The unfortunate reality is that at many companies today most data is not up to basic standards\, and the rigors of transformation require much better data quality and analytics. Transformation almost certainly involves understanding new types of unstructured data (e.g.\, a driver-supplied picture of damage to a car)\, massive quantities of data external to your company\, leveraging proprietary data\, and integrating everything together\, all while shedding enormous quantities of data that have never been (and never will be) used.Process Transformation requires an end-to-end mindset\, a rethinking of ways to meet customer needs\, seamless connection of work activities\, and the ability to manage across silos going forward.Organizational Change Capability In this domain we include leadership\, teamwork\, courage\, emotional intelligence\, and other elements of change management.\n\n\n\nPulling It All Together So far\, we’ve discussed the technology\, data\, process\, and organizational change capability domains as if they existed in isolation\, which of course they don’t. Rather\, they are part of a larger whole. Technology is the engine of digital transformation\, data is the fuel\, process is the guidance system\, and organizational change capability is the landing gear. You need them all\, and they must function well together. Finally\, work on technology\, data\, and process must proceed in an appropriate sequence. It is generally accepted that there is no sense automating a process that doesn’t work\, so in many cases\, process improvement or reengineering must come first. \n\n\n\nFive Key Lessons: \n\n\n\nFigure out your business strategy before you invest in anything. Leaders who aim to enhance organizational performance through the use of digital technologies often have a specific tool in mind. “Our organization needs a machine learning strategy\,” perhaps. But digital transformation should be guided by the broader business strategy.Leverage insiders. Organizations that seek transformations (digital and otherwise) frequently bring in an army of outside consultants who tend to apply one-size-fits-all solutions in the name of “best practices.” Rely instead on insiders — staff who have intimate knowledge about what works and what doesn’t in their daily operations.Design customer experience from the outside in. If the goal of DT is to improve customer satisfaction and intimacy\, then any effort must be preceded by a diagnostic phase with in-depth input from customers.Recognize employees’ fear of being replaced. When employees perceive that digital transformation could threaten their jobs\, they may consciously or unconsciously resist the changes. If the digital transformation then turns out to be ineffective\, management will eventually abandon the effort and their jobs will be saved (or so the thinking goes). It is critical for leaders to recognize those fears and to emphasize that the digital transformation process is an opportunity for employees to upgrade their expertise to suit the marketplace of the future.Bring Silicon Valley start-up culture inside. Silicon Valley start-ups are known for their agile decision making\, rapid prototyping and flat structures. The process of digital transformation is inherently uncertain: changes need to be made provisionally and then adjusted; decisions need to be made quickly; and groups from all over the organization need to get involved.\n\n\n\nC.    Laws and Regulations\n\n\n\n\nRegulation is rising on the risk radar\nRegulating Financial Risks\nRegulating Non-Financial Risks\nAML Regulations\nFinancial Reporting\nLaws and Regulations and the cost of Compliance\nLaws and Regulations in the Digital Age\nLaws and Regulations and the Competitive Environment\nLaws and Regulations and the cost of operations.\n\n\n\n\nSpeakers:\n\n\n\nH.E. Dr. Joseph Torbey\, Chairman\, World Union of Arab Bankers\, and Chairman of the Executive Committee\, Union of Arab Banks \nMr. Wissam H. Fattouh\, Secretary General\, Union of Arab Banks and World Union of Arab Bankers \nH.E. Mr. El Sayed Mohamed Marzouk El Kosayer\, Minister\, Ministry of Agriculture and Land Reclamation in Egypt \nH.E. Mrs Kholoud El-Saqqaf\, Chairman\, Social Security Investment Fund \nDr. Leila Dagher\, Associate Professor of Economics and the Director of the Institute of Financial Economics\, American University of Beirut (AUB) \nDr. Mohammad Fheili\, Risk Strategist and Capacity Building Expert \nMr. Chahdan E. Jebeyli\, Group Chief Legal & Compliance Officer\, Bank Audi Group \nDr. Mohamad Hussein Mansour\, Consultant at the World Bank Group\, Lecturer at AUB and LAU \n\n\n\n\nDownload Brochure and Agenda\n\n\n\n\n[rtec-registration-form event=4122] \n\n\n \n \n \n \n \n \n\n \n Location: Sheraton Cairo Hotel – Egypt \n\n \n \n \n\n \n Date: November 25 -26\, 2026 \n\n \n \n \n\n \n Time: 9:00 AM till 3:00 PM \n\n \n \n \n \n \n \n \n \n \n\n \n \n\n\nOverview \n\n\nThe Committee of Sponsoring Organizations (COSO) is a joint initiative of five private sector organizations dedicated to providing thought leadership through the development of frameworks and guidance on enterprise risk management\, internal control\, and fraud deterrence. \nInternal audit is being asked to\nsee further\, respond faster and speak with greater authority. Assurance remains fundamental.\nBut in a banking environment increasingly shaped by artificial intelligence\,\ndigital dependencies\, sophisticated fraud\, cyber risk\, regulatory expectations\nand external volatility\, assurance alone is no longer enough. Boards and senior\nmanagement increasingly need internal audit to identify where vulnerabilities\nare developing\, assess whether resilience is real or assumed\, and provide an\nindependent perspective on risks whose speed and complexity are challenging\ntraditional approaches to oversight. This places the Chief Audit\nExecutive at the centre of a significant shift. The question is no longer\nsimply whether internal audit is fulfilling its mandate. It is whether that\nmandate\, its capabilities and its relationship with the boardroom are keeping\npace with the environment in which financial institutions now operate. Against this backdrop\, The\nInternal Audit Forum 2026\, held under the theme “Beyond Assurance: The Next\nAudit Agenda for AI\, Digital Risk\, Resilience and the Future of the CAE\,” will\nbring together senior leaders and professionals from internal audit\, risk\,\ngovernance\, technology and regulatory functions to examine the priorities that\nare reshaping the audit agenda across banks and financial institutions. Over two days\, the Forum will\naddress some of the most consequential questions facing the profession. What\nshould boards expect from their CAEs today? Is internal audit providing\nsufficient foresight? How should audit approach AI when it is simultaneously\ntransforming the bank and the audit function itself? Where does operational\nresilience become most vulnerable across cyber\, cloud and third-party\necosystems? How should institutions respond to deepfakes\, digital fraud\,\ninsider threats and AI-enabled attacks? And as digital identity and eKYC\ncontinue to reshape banking\, how must assurance evolve with them? The agenda extends beyond technology.\nIt will examine governance and ethics\, remuneration risk\, financial resilience\nin volatile conditions\, environmental and social risk within the credit\nlifecycle\, external dependencies beyond traditional outsourcing\, and the impact\nof wider risk developments on the audit universe. It will also look ahead to\nthe decisions CAEs must make as they prepare their 2027 audit plans and build\nthe teams\, skills and judgement that the audit function of 2030 will demand. The Forum is designed not merely\nto examine individual risks\, but to connect them. AI\, cyber risk\, governance\,\nresilience\, third parties\, regulation and talent increasingly intersect\,\nrequiring audit leaders to look beyond traditional boundaries and assess the\ninstitution as a whole. For CAEs and the professionals\nworking alongside them\, the strategic challenge is clear: to preserve the\nindependence and rigour that define internal audit while ensuring that the\nfunction remains relevant to the risks\, technologies and decisions shaping the\nfuture of banking. \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n The Internal Audit Forum 2026\nprovides the senior-level platform for that conversation. Topics of Discussion: 1. The CAE in the Boardroom \n\n·        \nThe CAE Agenda 2026: What\nShould Boards Expect from Internal Audit Now? \n\n·        \nThe Audit Committee–CAE\nCompact: Is Internal Audit Providing Enough Foresight? \n\n2. AI & the New Audit\nFrontier \n\n·        \nAI in the Bank\, AI in\nAudit: Governing Both Sides of the Equation \n\n3. Trust\, Ethics &\nRegulatory Governance \n\n·        \nGovernance\, Ethics &\nRegulatory Alignment \n\n4. Digital Identity & the Future\nof KYC \n\n·        \nKYC\, eKYC and Digital\nIdentity: Auditing Egypt’s Next Digital Banking Frontier \n\n5. Digital Resilience Under\nPressure \n\n·        \nCyber\, Cloud and Third\nParties: Where Does Operational Resilience Really Break? \n\n·        \nFraud: Deepfakes\, Digital\nFraud\, Insider Threat and AI-Enabled Attacks \n\n·        \nCAE + CIO + CISO: Who\nReally Owns Digital Assurance? \n\n6. When Compensation Becomes\nRisk \n\n·        \nWhen Pay Becomes a Risk\nIssue: What Internal Audit Should Test in Remuneration Governance \n\n7. Auditing Resilience in\nVolatile Times \n\n·        \nAuditing Financial\nResilience in a Volatile Environment \n\n8. The Profession in Focus \n\n·        \nIIA Egypt Updates Session \n\n9. Sustainability Through the\nCredit Lens \n\n·        \nAuditing Environmental\n& Social Risk in the Credit Lifecycle \n\n10. 2027 CAE Playbook \n\n·        \nGlobal Internal Audit\nStandards – One Year On: What Has Actually Changed? \n\n·        \nGeopolitics Meets Banking\nRisk: What Changes in the Audit Universe? \n\n·        \nFive Decisions Every CAE\nShould Take into the 2027 Audit Plan \n\n11. Beyond the Bank’s Four\nWalls \n\n·        \nBeyond Outsourcing: How\nInternal Audit Should Assure the Bank’s External Dependency Ecosystem \n\n12. Building the Audit\nFunction of 2030 \n\n·        \nBuilding the Audit Team\nBanks Will Need by 2030 \n\n \n \n \n \n \n \n \n\n \n \n Download Brochure \n \n \n\n \n \n \n\n \n Download Agenda \n \n\n \n \n \n\n \n \n Download Reg. Form URL:https://wuab.org/event/the-first-banking-executive-online-conference-2021/ CATEGORIES:Conferences & Forums ATTACH;FMTTYPE=: END:VEVENT BEGIN:VEVENT DTSTART;TZID=UTC:20210426T100000 DTEND;TZID=UTC:20210427T120000 DTSTAMP:20230831T082746Z CREATED:20210416T122457Z LAST-MODIFIED:20230831T082746Z UID:4213-1619431200-1619524800@wuab.org SUMMARY:Bank's Initiatives Towards Commercial Clients Facing Covid-19 DESCRIPTION:Overview:\n\n\n\nCoronavirus (COVID-19) is already having a profound effect on people’s lives and the economy. Corporateand commercial banks have a central role to play in supporting the global economy during the crisis\, and infacilitating a rapid and sustained recovery afterwards. On top of normal commercial lending\, banks will play akey role in implementing many of the government’s policies to support SMEs and corporates. \n\n\n\nA “business as usual” approach based on largely manual processes\, expert judgement and existingunderwriting criteria will not work. It cannot cope operationally and it cannot be relied on to consistently deliverthe best decisions. \n\n\n\nThe webinar will tackle the overall effect of COVID-19 on the Arab economies in general and the Arab BankingSector in specific. An overview of the international initiatives of the IMF & World Bank towards the ArabCountries in addition to the initiatives of the Central Banks in the Arab Countries in facing the pandemic. \n\n\n\nTopics to be discuss:\n\n\n\nDAY 1 – OVERALL EFFECT OF COVID ON ARAB WORLD & INTERNATIONAL INITIATIVES   \n\n\n\n\nOVERALL EFFECT OF COVID-19 ON MENA REGION\n\nOil Prices\nGDP\nTrade\n\n\nINTERNATIONAL INITIATIVES\nIMF FINANCING\n\nLending Facilities\nDEBT SERVICE RELIEF (Catastrophe Containment & Relief Trust CCRT)\n\n\nWorld Bank\n\nFast Track Covid-19 Facility\nWB Projects\n\n\n\n\n\n\nDAY 2 – Initiatives of Central Banks in the  Arab World to face COVID-19 \n\n\n\n\nKSA\nQatar\nUAE\nEgypt\nLebanon\nJordan\n\n\n\n\nSpeaker: Mr. CHARLES GEORGES A. HADDAD\, Assistant CEO at BLOM BANK S.A.L \n\n\n\n[rtec-registration-form event=4213] \n\n\n\n\nDownload Circular\n\n\n\nDownload Brochure\n\n\n\nDownload Registration Form\n\n\n\n\n\nDownload Presentation\n\n\n\n \n \n \n \n \n \n\n \n Location: Sheraton Cairo Hotel – Egypt \n\n \n \n \n\n \n Date: November 25 -26\, 2026 \n\n \n \n \n\n \n Time: 9:00 AM till 3:00 PM \n\n \n \n \n \n \n \n \n \n \n\n \n \n\n\nOverview \n\n\nThe Committee of Sponsoring Organizations (COSO) is a joint initiative of five private sector organizations dedicated to providing thought leadership through the development of frameworks and guidance on enterprise risk management\, internal control\, and fraud deterrence. \nInternal audit is being asked to\nsee further\, respond faster and speak with greater authority. Assurance remains fundamental.\nBut in a banking environment increasingly shaped by artificial intelligence\,\ndigital dependencies\, sophisticated fraud\, cyber risk\, regulatory expectations\nand external volatility\, assurance alone is no longer enough. Boards and senior\nmanagement increasingly need internal audit to identify where vulnerabilities\nare developing\, assess whether resilience is real or assumed\, and provide an\nindependent perspective on risks whose speed and complexity are challenging\ntraditional approaches to oversight. This places the Chief Audit\nExecutive at the centre of a significant shift. The question is no longer\nsimply whether internal audit is fulfilling its mandate. It is whether that\nmandate\, its capabilities and its relationship with the boardroom are keeping\npace with the environment in which financial institutions now operate. Against this backdrop\, The\nInternal Audit Forum 2026\, held under the theme “Beyond Assurance: The Next\nAudit Agenda for AI\, Digital Risk\, Resilience and the Future of the CAE\,” will\nbring together senior leaders and professionals from internal audit\, risk\,\ngovernance\, technology and regulatory functions to examine the priorities that\nare reshaping the audit agenda across banks and financial institutions. Over two days\, the Forum will\naddress some of the most consequential questions facing the profession. What\nshould boards expect from their CAEs today? Is internal audit providing\nsufficient foresight? How should audit approach AI when it is simultaneously\ntransforming the bank and the audit function itself? Where does operational\nresilience become most vulnerable across cyber\, cloud and third-party\necosystems? How should institutions respond to deepfakes\, digital fraud\,\ninsider threats and AI-enabled attacks? And as digital identity and eKYC\ncontinue to reshape banking\, how must assurance evolve with them? The agenda extends beyond technology.\nIt will examine governance and ethics\, remuneration risk\, financial resilience\nin volatile conditions\, environmental and social risk within the credit\nlifecycle\, external dependencies beyond traditional outsourcing\, and the impact\nof wider risk developments on the audit universe. It will also look ahead to\nthe decisions CAEs must make as they prepare their 2027 audit plans and build\nthe teams\, skills and judgement that the audit function of 2030 will demand. The Forum is designed not merely\nto examine individual risks\, but to connect them. AI\, cyber risk\, governance\,\nresilience\, third parties\, regulation and talent increasingly intersect\,\nrequiring audit leaders to look beyond traditional boundaries and assess the\ninstitution as a whole. For CAEs and the professionals\nworking alongside them\, the strategic challenge is clear: to preserve the\nindependence and rigour that define internal audit while ensuring that the\nfunction remains relevant to the risks\, technologies and decisions shaping the\nfuture of banking. \n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n The Internal Audit Forum 2026\nprovides the senior-level platform for that conversation. Topics of Discussion: 1. The CAE in the Boardroom \n\n·        \nThe CAE Agenda 2026: What\nShould Boards Expect from Internal Audit Now? \n\n·        \nThe Audit Committee–CAE\nCompact: Is Internal Audit Providing Enough Foresight? \n\n2. AI & the New Audit\nFrontier \n\n·        \nAI in the Bank\, AI in\nAudit: Governing Both Sides of the Equation \n\n3. Trust\, Ethics &\nRegulatory Governance \n\n·        \nGovernance\, Ethics &\nRegulatory Alignment \n\n4. Digital Identity & the Future\nof KYC \n\n·        \nKYC\, eKYC and Digital\nIdentity: Auditing Egypt’s Next Digital Banking Frontier \n\n5. Digital Resilience Under\nPressure \n\n·        \nCyber\, Cloud and Third\nParties: Where Does Operational Resilience Really Break? \n\n·        \nFraud: Deepfakes\, Digital\nFraud\, Insider Threat and AI-Enabled Attacks \n\n·        \nCAE + CIO + CISO: Who\nReally Owns Digital Assurance? \n\n6. When Compensation Becomes\nRisk \n\n·        \nWhen Pay Becomes a Risk\nIssue: What Internal Audit Should Test in Remuneration Governance \n\n7. Auditing Resilience in\nVolatile Times \n\n·        \nAuditing Financial\nResilience in a Volatile Environment \n\n8. The Profession in Focus \n\n·        \nIIA Egypt Updates Session \n\n9. Sustainability Through the\nCredit Lens \n\n·        \nAuditing Environmental\n& Social Risk in the Credit Lifecycle \n\n10. 2027 CAE Playbook \n\n·        \nGlobal Internal Audit\nStandards – One Year On: What Has Actually Changed? \n\n·        \nGeopolitics Meets Banking\nRisk: What Changes in the Audit Universe? \n\n·        \nFive Decisions Every CAE\nShould Take into the 2027 Audit Plan \n\n11. Beyond the Bank’s Four\nWalls \n\n·        \nBeyond Outsourcing: How\nInternal Audit Should Assure the Bank’s External Dependency Ecosystem \n\n12. Building the Audit\nFunction of 2030 \n\n·        \nBuilding the Audit Team\nBanks Will Need by 2030 \n\n \n \n \n \n \n \n \n\n \n \n Download Brochure \n \n \n\n \n \n \n\n \n Download Agenda \n \n\n \n \n \n\n \n \n Download Reg. Form URL:https://wuab.org/event/banks-initiatives-towards-commercial-clients-facing-covid-19/ CATEGORIES:Conferences & Forums ATTACH;FMTTYPE=image/jpeg:https://wuab.org/wp-content/uploads/2021/04/Banks-Initiative-Webinar-brochure_Page_1.jpg END:VEVENT END:VCALENDAR