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As the Energy Industry becomes a more attractive option to investors, SMi's second annual Energy Risk Management conference will examine the latest methodologies and strategies employed by the world's leading Energy Organisations to control commercial and financial risk.

SMi's Energy Risk Management Conference will give you the opportunity to gain a clear understanding of risk management in the energy industry. With an ever changing market place there is a constant introduction and alteration of legal and regulatory frameworks. Implementing a coherent and adaptable risk management strategy has become an essential aspect to all parts of your business activities. This is a chance for you to hear how other leading organisations are mitigating their risk exposure along the value chain.

By attending you will:

LEARN from the leading industry experts that define today’s top Oil and Gas Risk strategies
LISTEN to real life experiences and in-depth practical case studies from the most influential players shaping the energy risk financial industry
GAIN valuable insight in effective market strategies, financial tools and alternative investments
DISCOVER why risk management plays such an important role in this volatile market and how you can develop your companies risk portfolio
BENEFIT from unparalleled networking opportunities and information gathering in a close-knit forum of leading industry professionals
At this event you can hear from:
  • Petter Kapstad, Senior Vice President, Corporate Risk Management, Statoil
  • Theodor Schrei, Corporate Risk Manager, OMV
  • Tibor Papp, Group Risk Manager, MOL Group
  • Luciane Bonatto, Group Risk Coordinator, Petrobras
  • Alistair Smith, Chief Risk Officer, British Energy
  • Colin Hough, Manager, Techical Risk Management, Technip
  • Paul Domjan, Senior Consultant, John Howell & Company

Conference programme

8:30 Registration & Coffee

9:00 Chairman's Opening Remarks

Bader  Alshumaimri

Bader Alshumaimri, Manager Corporation Risk Management, Kuwait Petroleum Corporation K P C

9:10 EWRM: THE FUTURE OF RISK MANAGEMENT

Petter  Kapstad

Petter Kapstad , Senior Vice President, Corporate Risk Management, Statoil

  • What is EWRM?
  • Why EWRM? 
  • What’s in it for the executive management
  • Integrating operational and financial risk
  • EWRM as an important part of strategic planning
  • 9:50 EWRM – INTERCONNECTING STRATEGY, FINANCE AND RISK MANAGEMENT

    Theodor  Schrei

    Theodor Schrei, Corporate Risk Manager, OMV

  • To know and to govern risk
  • The gap between operative risk management and risk embedding strategy
  • Operative risk evaluation constituting an appropriate risk basis
  • Adequate risk evaluation of strategy
  • Bridging the apparent gap: creating the foundation for risk adjusted strategic decisions and capital allocation
  • Example: growth strategy driven cash-flow hedging
  • 10:30 Morning Coffee

    11:00 ENERGY RISK MANAGEMENT AT MOL GROUP

    Tibor Papp

    Tibor Papp , Group Risk Manager, MOL Group

  • Introduction of MOL Group and the evolution of risk management
  • ERM methodology and the risk management process
  • Setting risk limits an optimising risk strategy
  • Linking ERM with key decision-making process (capital allocation, KPI-s, strategic planning)
  • 11:40 ENERGY RISK MANAGEMENT AND CONTROL

    Luciane Bonatto

    Luciane Bonatto, Risk Management Coordinator, Petrobras

  • Risk identification
  • Risk evaluation: the quantitative and qualitative approach
  • Responding to identification of risks
  • A scoring approach for risk analysis
  • 12:20 Networking Lunch

    13:50 IMPLEMENTING AN ENERGY RISK MANAGEMENT FRAMEWORK

    Alistair Smith

    Alistair Smith, Chief Risk Officer, British Energy Plc

  • Creating an appetite for change
  • The internal environment for risk management
  • The risk management process
  • Integrating risk management into key processes
  • Developing a risk aware culture
  • 14:30 MARKET PRACTICES AT BP

    Olivier  Herbelot

    Olivier Herbelot, Risk Manager, BP

  • The use of VAR as a market risk measure
  • Illiquid markets
  • Real optionality and its chanllenges for market risk
  • 15:10 Afternoon Tea

    15:40 BENCHMARKING AND RISK MANAGEMENT

  • Setting benchmarks: natural risk profiles and cost-benefit analysis of hedging
  • Applying benchmarking to portfolio optimisation
  • Application to financial management
  • The future of risk management at Repsol
  • Juan Manuel  Martín Prieto

    Juan Manuel Martín Prieto, Corporate Risk Manager , Repsol YPF

    16:20 RISK MANAGEMENT OF ELECTRICITY ASSETS

    Christopher Hoeck

    Christopher Hoeck, Senior Market Analyst, Vattenfall Trading Services

  • Challenges of the power market
  • Power plants as real options
  • Quantifying the risks
  • Risk measurement and hedging
  • 17:00 Chairman’s Closing Remarks and Close of Day One

    8:30 Registration & Coffee

    9:00 Chairman's Opening Remarks

    9:10 OIL MARKETS: EVOLUTION OR PARDIGM SHIFT

    Frederic Baule

    Frederic Baule, General Manager, TOTSA Total Oil Trading SA

  • 1995-2007: major changes in price behaviour
  • Changes in market fundamentals?
  • New trading patterns
  • What’s next – time for some guess work?
  • 9:50 ENERGY RISK MANAGEMENT: WHAT DOES THE INDUSTRY HAVE TO FOCUS ON?

    Stanislas de Calonne

    Stanislas de Calonne, Head of Credit Risk, Gaselys

  • Issues raised by continued price volatility, regulatory developments and global competitiveness
  • Managing volatility introduced by global deregulation of the energy industry
  • Encompassing political risk into you risk management strategy
  • The need to cover for the discipline to cover events that normal strategies miss out
  • The next big thing?
  • 10:30 Morning Coffee

    11:00 OPERATIONAL RISK IN ENERGY TRADING

    Jeffrey Butrico

    Jeffrey Butrico, Chief Risk Officer, Essent Energy Trading

  • Internal Risk – people, processes and systems
  • External Risks – legal, regulatory and environmental risks
  • Physical Operational Risk – production, delivery, storage, logistic risks
  • 11:40 BEST PRACTICE RISK MANAGEMENT APPROACH IN AN ENERGY TRADING FIRM

    Uwe Schluz

    Uwe Schluz, Chief Risk Officer, RWE Trading

  • What are the key objectives?
  • Key elements of the risk management process
  • Implications for the organisational setup
  • How much can be learned from the financial industry?
  • 12:20 Networking Lunch

    13:50 APPROACHES TO COMMODITY RISK MANAGEMENT

    Krzysztof Wolyniec

    Krzysztof Wolyniec, Managing Director, Front Office Strategy and Risk Management , Sempra Commodities

  • Nature of commodity risk management
  • Risk management approaches
  • Risk measurements of traded risks (price, volatility, correlation)
  • Risk measurements of non-traded risks (volume correlation, physical)
  • Conclusion
  • 14:30 INNOVATION, TECHNOLOGY AND PROJECT EXECUTION RISK

    Colin Hough

    Colin Hough, Manager, Technical Risk Management, Technip

  • Delivery of reliable facilities on time and on budget in a high technological risk environment
  • Addressing the “I don’t know what I don’t know” risks
  • Developing and introducing innovative (=risk reduction) technology
  • Unique technological solutions vs. “commoditisation” of supply
  • Oil company/contractor engagement, R&D funding, and risk & reward
  • 15:10 Afternoon Tea

    15:40 MANAGING POLITICAL RISK IN THE DEVELOPED AND DEVELOPING WORLDS

    Paul  Domjan

    Paul Domjan, Director , JH&CO

  • Typologies of political risk: security risk, contractual risk and regulatory risk
  • Building strong partnerships with government: understanding goals and capabilities
  • How to manage a government’s decision to invest on uneconomic grounds
  • Strategic and tactical approaches: mitigating the impact of policy changes and instability, and influencing outcomes through direct and indirect strategies
  • 16:20 MITIGATING POLITICAL RISKS IN EMERGING MARKETS

  • An overview of the providers of political risk insurance: public and private
  • A summary of the insurable political risk events for energy projects
  • Underwriter risk appetite, pricing and capacity
  • James Cunnighmam

    James Cunnighmam, Senior Vice President, Head of Political Risk, Marsh

    Mark Esdaile

    Mark Esdaile, Assistant Vice President, Political Risks, Marsh

    17:00 Chairman’s Closing Remarks and Close of Day One

    +

    Workshops

    Qualitative Risk Management
    Workshop

    Qualitative Risk Management

    The Hatton, at etc. venues
    22nd June 2007
    London, United Kingdom

    The Hatton, at etc. venues

    51/53 Hatton Garden
    London EC1N 8HN
    United Kingdom

    The Hatton, at etc. venues

    HOTEL BOOKING FORM

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    WHAT IS CPD?

    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.

    CPD AND PROFESSIONAL INSTITUTES

    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.

    TYPICAL CPD SCHEMES AND RECORDING OF CPD (CPD points and hours)

    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SMI Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.

    GLOBAL CPD

    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

    CPD Certificates

    We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@smi-online.co.uk

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