Programme Overview
Boards are navigating a risk landscape that is fundamentally different from a decade ago. Global risk outlooks increasingly highlight short term threats such as misinformation, extreme weather, cyber attacks and conflict, alongside longer term climate and environmental risks. For boards, this means risk oversight can no longer sit in separate boxes. It must connect geopolitics, technology, climate, social stability and information integrity to strategy and performance.
In Malaysia, these expectations are embedded in governance requirements. The board remains ultimately responsible for risk management and internal controls, including setting appropriate policies, ensuring risk is part of organisational culture, and providing clear, transparent reporting on how risk and controls are governed and monitored.
Technology and cyber risk further raise the stakes. As businesses become more digital and supply chains more interconnected, directors face harder questions about resilience, third party exposure, concentration risk and crisis readiness. These issues now sit firmly at board level, not as operational matters to be delegated and forgotten.
This 4 hour in person programme is designed for Directors and Senior Directors who want to elevate risk oversight beyond templates and heatmaps. Through data informed briefings, real world risk narratives and a Board Lab format, participants will strengthen how they frame risk in strategy, surface uncertainty and downside, test escalation pathways, and create the conditions for candid challenge. Participants will leave with a sharper, more integrated philosophy for risk oversight and practical actions to apply in their next board discussions.
Who Should Attend
Sitting Directors and Senior Directors of PLCs, GLCs, financial institutions, private and family-owned companies.
Board Chairs, Committee Chairs and Lead/Senior Independent Directors who play a key role in shaping the board–management relationship.
Executive Directors and CEOs who also sit on boards and wish to sharpen the way they engage with their own boards and leadership teams.
Nominee and representative directors of GLICs, institutional investors or strategic shareholders who must balance multiple expectations in the board–management interface.
Learning outcome
By the end of this programme, participants will be able to:
Re-frame the board’s role in risk in light of current global risk signals and Malaysian governance expectations, distinguishing clearly between what belongs with the board and what belongs with management.
Read the evolving risk landscape through a board lens, connecting macro threats (conflict, climate, cyber, disinformation, societal polarisation) to strategic choices, capital deployment and organisational resilience.
Identify patterns of weak risk oversight and culture – such as optimistic bias, information asymmetry, over-reliance on a few voices, and symbolic risk reporting – and recognise them in their own boardrooms.
Shape higher-quality risk conversations at board level, using sharper framing and questioning (rather than technical tools) to surface uncertainty, test assumptions and drive more coherent, forward-looking risk oversight.
