capacity to implement common and consistent measures in order to restart operations after a cyber - attack ; page 3 sur 3 ( iii ) test dedicated crisis communication tools. 3 ) monitoring the degree of cyber security and the progress of cyber resilience programmes. irrespective of the nature of our organisation ( a central bank, a commercial bank, an insurance company, a fmi ), we have to not only deal with a large number of cyber security issues, but also to coordinate a large number of stakeholders ( boards, senior executives, chief information officers, chief risk officers, chief information security officers, etc., ). therefore it is of utmost importance, but at the same time difficult to obtain an overview of cyber security. all levels of management ( technical, operational and executive ) need to have appropriate information to monitor cyber resilience and cyber risks. above all, monitoring cyber security at the executive level ( “ tone at the top ” ) may prove to be challenging. of course, there is a broad range of different metrics and it is necessary to select a limited number of them. for instance, if i had to mention three of them, i would choose : ( i ) overseeing the development of awareness and training within the organisation ; ( ii ) monitoring patch management in order to make sure that identified flaws are corrected in due time ; ( iii ) and, last but not least, capturing the effectiveness of the identification and authentication processes. in a nutshell, key indicators help to improve the governance of the it security system. * * to conclude, i believe that it is necessary to better structure the international governance of cyber security in the financial sector : it is clear that the different regulatory and supervisory authorities are aware of “ cyber risks ”. this is becoming apparent through the numerous initiatives at various levels ( domestic, european, and international ). while this is welcome, it is both delicate but necessary to strengthen international cooperation in order to ensure that there are neither loopholes nor overlaps and that there is convergence towards proposals and solutions that can easily be shared with others.

muhammad bin ibrahim : financial sector talent enrichment programme – syllabus enhancement keynote address by mr muhammad bin ibrahim, deputy governor of the central bank of malaysia, at the launch of the “ financial sector talent enrichment programme ( fstep ) – syllabus enhancement ”, kuala lumpur, 20 july 2010. * * * i am delighted to be here this morning to officiate the launching of the financial sector talent enrichment programme – syllabus enhancement which will be implemented for the next 5 batches until batch 10. today marks a milestone for fstep as the programme has delivered more than 680 graduates to the industry and is now poised to deliver another 500 graduates under an enhanced syllabus. the development of human capital in the financial services industry is core in promoting a well - functioning and stable financial sector. human capital development is critical in nation building as a whole. at bank negara malaysia, for many years, we have embarked on strategies to strengthen human capital development in the financial services sector. various institutional platforms were established such as inceif, the international centre for education in islamic finance ; iclif, the international centre for leadership in finance ; aif, the asian institute of finance ; and of course, fstep, which is entrusted with equipping talents with the right skills and knowledge for their smooth transition into the financial services industry in malaysia. it is such initiatives that would put the necessary foundation to promote malaysia as a centre of learning for financial services this region. attracting, retaining and nurturing talent of our brightest mind would form the basis for our country ’ s transition to being a high income growth economy. it is also the groundwork that we need to built and strengthen so that our financial services remain competitive and innovative. with the support from the industry players, fstep can serve as a bridge that connects the needs of the financial services industry with the talents produced by institutions of higher learning. but the industry must be forward looking in its approach. fsteps was designed and intended to develop the best graduates that we can recruit. properly trained and exposed, they could form the pool of future leaders and senior management for the financial services industry. fstep was not envisaged to produce technicians and mechanics. neither was fstep created to duplicate the training programs of financial institution. fsteps comprehensive one - year programme while emphasizing the important facets of technical knowledge also exposed trainees to personal development and on the job internship. fstep was