This course aims to help participants learn how to enhance the operational risk management and resilience capabilities of their organizations. In particular, we focus on how the recent COVID-19 disaster made plain the strategic weaknesses of most organizations insofar as withstanding and responding to surprises.
While the Covid pandemic was, by most accounts, unpredictable, the responses to it varied—often becoming the determining factor in whether an organization survived.
Operational Risk Management & Resilience Course addresses these concerns by making operational risk management a strategic, forward-looking undertaking that aims to constantly position and reposition the organization in light of changing internal and external challenges. This approach breeds resilience.
At the end of this course, the participants will know about:
Identification of emerging risks
Risk networks rather than risk registers
Key elements of counter-terrorism measures and physical security
Implementing ORM: the invisible framework
Must-know about cyber security and threats
How to differentiate and address human errors
How to use root cause analysis most effectively
Influencing behaviors for better control
All best practices in operational risk management for financial companies
Risk Reporting and Conduct reporting
Building a framework for risk culture change
Leading KRIs framework for identification and design
Scenario analysis and assessment
Heads of Operational Risk
Enterprise Risk Managers
Operational Risk Managers
Operations Managers
Internal Auditors
HR officers
Compliance officers
Consultants
Regulators
Course Outline
“Classic” notions and definitions
Modern understanding within COSO and ISO
Post-COVID demands on Operational Risk Management (ORM)
What we can learn from business continuity
Defining resilience
Roadmap for the course
Creating a post-COVID, ORM framework:
Investigating COSO ERM
Risk management must be practically related to performance and KPI management
Risk management involves new definitions, concepts and psychological notions
Risk management must be closely involved with strategy setting and execution
Risk management is not back-office and reactionary, but board-lead, head-office and forward-looking
Creating an infrastructure for analyzing and managing operational threats:
Defining operational events
Managing data:
Centralized management of data and loss events
Decentralized Management of data and loss events
Mixture systems
Database development
Distinguishing between Loss databases and Event databases
Capturing Direct Losses
Indirect losses
Timing issues
Key Risk Indicators (KRIs) and Business environment and internal control factors (BEICFs)
Technical issues (if time permits)
Loss data collection thresholds
Potential fixes to reporting bias
Technical Aspects: Building in Business Continuity
Borrowing techniques from Business Continuity Management
Identifying impacts resulting from disruptions and disaster scenarios
Specifying techniques to quantify impacts
Establishing “criticality” and critical functions
Assessing impacts over time
Recovery Time Objective (RTO) and Recovery Point Objective (RPO)
Maximum tolerable outage (MTO)
Identifying interdependencies
Develop routines, simple rules, and improvisations
Analyze which tools you need to get different work done (or different critical functions up and running)
Question assumptions behind routines
Practice doing more with less
Deepen knowledge of how work fits in with the whole strategy
Investing building expertise
Identify priorities
Learn to give up control
Creating the board-led, governance structure
Chief Risk Officer and ORM head
Risk champions and risk analysts
3 Lines and 4 Lines of Defence models
Defining roles for Board, Risk management, Management Team, Audit and Compliance
Qualitative and Structural Aspects: Risk Culture
Current risk culture must be re-examined
Defining “risk culture”
Importance in ORM
FSB Indicators of risk culture strength
Typical psychological factors in risk culture weakness: biases
Basel Checklist:
Risk culture
Operational Risk Management Framework
Board of directors: implementation of operational risk management
Board of directors: risk appetite
Senior management
Identification and assessment of operational risks
We all operate in an increasingly complex commercial and professional environment that requires us to negotiate on a daily basis not only with customers, clients, suppliers and contractor, but also with managers, fellow employees and colleagues within our own organisation.
‘Mastering Negotiation Skills’ is a five-day course designed to explain the negotiation process in detail and demonstrate how to use it effectively, giving delegates the negotiation skills and strategies they need to succeed in today’s challenging commercial environment.
The ability to negotiate effectively and manage conflict is one of the most valuable skill sets we can develop within our organization. Not only does developing these skills allow us to negotiate better deals by creating and then claiming value, but it also enables us to manage teams more expertly, interact more constructively with colleagues and manage conflict effectively.
This course provides both a comprehensive strategic analysis of the negotiation process as well as the essential tools for planning and managing every negotiation. Delegates will learn to negotiate excellent outcomes both externally with suppliers, contractors, and customers but also internally within your organization between colleagues, departments, and managers.
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This training course will provide professionals with the knowledge, skills, and attitudes required to manage and lead teams and organizations before, during, and after a crisis or emergency. All leaders are sooner or later confronted with the need to lead and manage their team or organization during a crisis or emergency. The leadership skills and competencies that are required in these demanding circumstances are much more challenging for the leader than normal everyday leadership. This course will also cover the basics of the COVID 19 Virus currently impacting the world. Most of our lives are a combination of work, family, and community involvement. A pandemic can affect all of these areas. Being informed and knowing what to do during a pandemic can help minimize the impact.
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