Session 1

Understanding Risk Management – Context and Application

• Creating a Robust Strategy – The foundation of your business
• Understanding the Difference between Strategic and Operational Risk
• Risk and Uncertainty: The Difference between the Two Terms
• Risk Aversion and Risk Tolerance – Project Selection and Prioritization
• Using Quantitative and Qualitative Techniques in Assessing Risk
• The Concept of the Risk Management Cycle and How This Works

Session 2

Setting the tone for collaborative risk management

Discussion: What senior executives and board members can do to promote greater risk function collaboration and develop a shared risk insight.

• Why, in many instances, are senior executives and board members not aligned on where the accountability for risks lie?
• What are companies doing today to make sure that risk accountability is crystal clear?
• Are board members and senior executives receiving a consolidated view of risk across the enterprise from risk function executives and is that trend changing?
• What are some specific actions boards and senior executives can take to drive greater risk function collaboration?
• How can the risk management program itself help drive better risk function collaboration?

Session 3

Identifying and Evaluating Risk

• The Principal Drivers of Risk in Contemporary Business
• Assessing Most Significant Categories of Risk for Business
• Global Processes, Guidelines and Standards in Risk Assessment
• The Relevance of ISO and the Professional Institutions
• Application of the Main Tools and Techniques in Managing Risk and Uncertainty
• Optimizing a Risk Management Process

Session 4

Understanding and Managing Specific Types of Risk (I)

• Strategic Risk – Deciding on the programme / project mix
• Incorporating Risk Analysis into Business Development Decisions
• Contingency Planning and Understanding Risk Exposure
• Operational Risk – Coping with variance and divergence from plan
• Managing Complexity in Contemporary Business Structures
• Managing Risk Associated with Alliances and Joint Ventures

Session 5

Understanding and Managing Specific Types of Risk (II)

• Financial Risk – Capital market dynamics, exchange rate exposure
• Risks Associated with Different Forms of Corporate Capital Structure
• Risks Associated with Management of Cash Flow / Credit
• Legal Risk – The Requirements of Corporate Governance
• Risks Associated with Intellectual Property Law
• Product Liability / Litigation / Reputational Risk

Session 6

Embedding Risk Management into the Corporate Culture

• Latest Developments in the Field of Risk Management
• A Structured Approach to Implementing Risk Management
• Designing / Developing a Risk Management Process for Your Own Organisation
• Implementing and Embedding a Risk Management Culture in Your Organisation

Session 7

The need for collaboration

• Understand the need for risk functions (risk management, compliance and internal audit) to collaborate to produce more comprehensive risk visibility and greater understanding of risk inter-relationships
• Set a collaborative tone -Why a collaborative tone is a first step
• Consider these steps to make sure a collaborative tone and appropriate governance of risk management are in place.
  • Expect and provide a consolidated view of risk.
  • Agree on collective risk priorities – The board, senior executives and risk executives must see eye to eye on risk priorities across the entire organization and risk landscape
  • Clearly define and communicate risk appetite.
  • Come to consensus on a common risk language and measurements.
  • Bring disparate technologies together through a common platform
  • Embed within the organization’s data strategy
  • The whole is greater than the sum of the parts
  • Risk functions have to be able to confidently take advantage of one another’s work so as to eliminate gaps in risk coverage and increase efficiency
  • Expect more from the team and equip team members accordingly