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Enterprise risk management (ERM) in business includes the methods and processes used by organizations to manage risks and seize opportunities related to the achievement of their objectives. ERM provides a framework for risk management, which typically involves identifying particular events or circumstances relevant to the organization's objectives (risks and opportunities), assessing them in terms of likelihood and magnitude of impact, determining a response strategy, and monitoring progress. By identifying and proactively addressing risks and opportunities, business enterprises protect and create value for their stakeholders, including owners, employees, customers, regulators, and society overall.

Every organization, realizing opportunities, while reducing threats to an acceptable level by the implementation of adequate controls with constrained budgets is a major challenge. Every control framework requires the acceptance and use of Risk Management concepts, techniques and methodologies as a key to successfully achieve its final objectives. The ability to promptly and correctly identify, analyze and manage the risks enhances the quality of corporate governance. This training course is a hands-on training designed for managers, professionals, consultants, internal and external auditors that deal with the complexities of enterprise wide risk management function on a daily basis.

By the end of this course delegates will be able to:

• Demonstrate understanding of ‘Modern Control Systems’
• Enhance the understanding of Enterprise Risk Management (ERM)
• Broaden the risk assessment perspective to cover all significant internal and external business risks
• Comply with the requirements for corporate governance
• Get the big picture of ERM Framework
• Learn how to align risk appetite and strategy
• Enhance risk response decisions
• Reduce operational surprises and losses
• Identify and manage multiple and cross-organizational risks
• Provide integrated responses to multiple risks
• Gain more confidence in doing ERM in your company/job
• Improve the deployment of capital
• Discover how to design and implement an appropriate Enterprise Risk Management system i.e. policies, procedures, practices and accountability required to establish the right levels of Risk Management in compliance with current standards and other requirements for your organization

Enterprise Risk Managers, Chief Risk Officers, Directors of Risk Management, Risk Professionals, Risk Modeling Experts, Risk Managers, Risk Management Team Participants, Chartered Enterprise Risk Analyst and other Risk Professionals, Chief Financial Officers, Chief Operating Officers, Chief Actuaries, Senior Executives, Board Directors, Regulators and Rating Agency Analysts, Internal and External Auditors, Investment Professionals, Business Managers, Business Continuity Coordinators, Business Operations Managers, Disaster Recovery Professionals, Corporate Strategy Staff, Asset Liability Management Professionals, Anyone new to ERM within financial services

Enterprise Risk Management: An Introduction and Overview

· What is Enterprise Risk Management?

· Drivers of Enterprise Risk Management

· Future of ERM and Unresolved Issues

Brief History of Risk Management

· Introduction

· Risk Management in Antiquity

· After the Middle Ages

· The Past 100 Years

ERM and Its Role in Strategic Planning and Strategy Execution

· Rising Expectation for Strategic Risk Management

· Integrating Risk into Strategic Planning

· Creating a Strategic Risk Mindset and Culture

· Building a Strategic Risk Assessment Process

· The Role of the Board of Directors and Senior Management in Enterprise Risk Management

· Introduction

· Governance Expectations for Board Oversight of Risk Management

· Delegation of Risk Oversight to Board Committees

· Formalising Risk Management Process

· Senior Executive Leadership in Risk Management

The Role of the Internal Audit Function in ERM

· External Audit as an Independent Source of Key Risk Identification

· ERM Implementation Strategies

Becoming the Lamp Bearer: The Emerging Roles of the Chief Risk Officer

· The Origins of the CRO

· The CRO as Compliance Champion

· The CRO as Modelling Expert

· The CRO as Strategic Controller

· The CRO as Strategic Advisor

· Which CRO Role to Play?

Creating a Risk Aware Culture

· The Importance of Culture

· Elements of a Risk-Aware Culture

· How to Create a Risk-Aware Culture

· What does Risk management have to do?

ERM Frameworks

· Introduction to the ISO Risk Management Framework

· Elements of an ERM Framework

· Risk Management Process

· Mandate of Commitment to the ERM Framework

· Risk Management Policy (RMP)

· Integration of Risk Management and Resources for ERM

· Communication, Consultation, and Reporting

· Accountability

· Continuous Improvement

Identifying and Communicating Key Risk Indicators (KRIs)

· Introduction

· What is a Key Risk Indicator?

· Practical Applications

· Value of KRIs to Risk Management

· Design Principles

· Implementation Considerations

How to Create and Use Corporate Risk Tolerance

· Introduction

· What is Risk Tolerance?

· Why is Setting Risk Tolerance Important?

· What are the Factors to Consider in Setting Risk Tolerance?

· How Can Your Organisation Make Risk Tolerance

How to Plan and Run a Risk Management Workshop

· Introduction

· What is a Risk Workshop?

· Why Use Workshops?

· How to Conduct a Risk Workshop

· Preparation

· Execution

· Techniques for Planning and Facilitating Effective Risk Workshops

How to Prepare a Risk Profile

· Introduction

· Definition of and Uses of a Risk Corporate Profile

· Common Types of Corporate Risk Profile

· Advantages and Disadvantages of Information Gathering Methodologies

· How to prepare a “Top 10” Risk Profile

How to Allocate Resources Based on Risk

· Risk Policy and a Centre of Excellence for Risk Management

· The Consequence Domain

· Risk-Based Business Processes and Organisational Considerations

· Concepts, Methods and Models Enabling Risk Identification, Evaluation, Mitigation, Prioritization and Management

· Information Requirements and Challenges

· Measure of Effectiveness for Continuous Improvement

Quantitative Risk Assessment in ERM

· Introduction

· Risk Assessment: Four Alternative Approaches

· Aggregating Probabilities and Impacts

· Total Corporate Risk: An Illustration

· Incorporating Risk Quantification in the Business Planning Process Sensitivities and Scenarios

Types of Risk

· Market Risk Management and Common Elements with Credit Risk Management

· Credit Risk Management

· Operational Risk Management

· Risk Management: Techniques in Search of a Strategy

· Managing Financial Risk and its Interaction with Enterprise Risk

· Bank Capital Regulation and Enterprise Risk Management

· Legal Risk Post SOX and the Subprime Fiasco: Back to the Drawing Board

· Financial Reporting and Disclosure Risk Management

Handouts: Special Topics and Case Studies

· Rating Agencies Impact on Enterprise Risk Management

· Enterprise Risk Management: Current Initiatives and Issues

· Establishing ERM Systems in Emerging Countries

· The Rise and Evolution of the Chief Risk Officer: Enterprise Risk Management

Modern Quality Systems

· Quality: A Definition

· Clients’ Quality Consciousness

· The Law and Development of Quality Assurance

· Using quality as a tool

· Modern control systems

· Management Information System

· Computerized Information systems

· Information speed

· Information retrieval

· Management accounting system

· The Import- conversion –export process

· The import process

· The conversion process

· The export process

· Operational control system

· Service operation

· Process

· Loading

· Sequencing

· Detailed scheduling

· Inventory control

· Cost control

· Quality control

· Controlling utilisation of organisational resources

· Co-ordaining as a control mechanism

· Mutual adjustment

· Direct supervision

· Standardisation of work process

· Standardisation of input-skills, knowledge and attitudes

· Standardisation of output

· Organisational structure as a control function

· Communication dissemination

· Decision making involvement

· The ‘IN’ inventory

· The ‘OUT’ inventory

· The ‘JIT’ inventory system

· The KANBAN System

· Establishing quality objectives

· Stating precise objective

· Setting quality objectives in relation to other organisational objectives

· Relating objectives to specific actions

· Pinpointing expected results

· Specifying when goals are expected to be achieved

· Distinguishing between strategic, tactical and operational quality objectives

· Establishing a ‘quality-throughput accounting balance’

· Continuous Improvement Programme

· Just-In-Time (JIT) Compared With Material Requirements Planning (MRP)

· JIT Vs. MRP: Component & Material Sourcing Strategy

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USA OFFICE 642 E14 Street, 10009-13 Manhattan, New York (NY) USA info@petrogas-training.com

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COURSE CERTIFICATE

Certificate of Completion will be provided to the candidate(s) who successfully attend and complete the course. Training hours attendance percentage of 75% is required.

TRAINING HOURS

Standard course hours: 8:30 A.M. to 3:30 P.M. Informal discussions: 4:30 P.M. to 5:30 P.M.

TRAINING METHODOLOGY

We use a blend of interactive and hands-on methods, active participation, a variety of instructional techniques, dynamic presentations, individual and group exercises, in depth discussion, DVD’s, role-plays, case studies, examples. All of the information, competencies, knowledge and skills acquired within our training programs, are 100% transferrable to the participants’ workplace.

ASSESSMENT & EVALUATION

Pre-Test and Post-Test Assessment are applied on 5-day and 10-day programs. Also, post course evaluation and candidate’s evaluation are applied to add another level of quality measurement. Candidates’ feedback is highly appreciated to elevate the training service quality.

ORGANIZATIONAL IMPACT

A- Have staff trained in the latest training and development approaches

B- Support nationalization and talent management initiatives

C- Have properly trained and informed people who will be able to add value

PERSONAL IMPACT

A- Develop job related skills

B- Develop personal skills in subject matter

C- Have a record of your growth and learning results

D- Bring proof of your progress back to your organization

F- Become competent, effective and productive

G- Be more able to make sound decisions

H- Be more effective in day to day work by mastering job-related processes

I- Create and develop competency to perform job well

FREQUENT NOMINATIONS SCHEME

A- 10% discount after 05 candidates’ registration.

B- 15% discount after 10 candidates’ registration.    

C- 20% discount after 20 candidates’ registration.

D- 25% discount after 25 candidates’ registration.

E- 30% discount after 30 candidates’ registration

F- Higher discount rates will be offered based on work volume with different clients.  

SEVERAL NOMINATIONS ON THE SAME COURSE SCHEME

A- One extra free seat is offered on 4 candidates on the same course and dates.

B- Two extra free seats are offered on 6 candidates on the same course and dates.

C- Three extra free seats are offered on 8 candidates on the same course and dates.

D- Four extra free seats are offered on 10 candidates on the same course and dates.

E- Five extra free seats are offered on 12 candidates on the same course and dates.

REGISTRATION POLICY

Nominations to our public courses are to be processed by the client’s Training and/or HR departments. A refund will be issued back to the client in the event of course cancellation or seat unavailability. A confirmation will be issued to the relevant department official(s). 

CANCELLATION POLICY

If a confirmed registration is cancelled less than 5 working days prior to the course start date, a substitute participant may be nominated to attend the same course or a 20% cancellation charge is applied. In case of a no-show, a 100% fee will be charged.

PAYMENT POLICY

Payment is due upon receiving the course confirmation, invoice and/or proforma invoice. However; the fee due can be wire transferred to our bank account directly after course completion. Our bank details are illustrated on the confirmation, invoice and proforma invoice, as well. The above documents can be communicated electronically, i.e., in a soft copy or/and in hard copy based on customer’s request.

© 2017. Material published by PETROGAS shown here is copyrighted. © 2017. All rights reserved. Any unauthorized copying, distribution, use, dissemination, downloading, storing in any medium, transmission, reproduction or reliance in whole or any part of this course outline is prohibited and will constitute an infringement of copyright.

 

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