The Programme

Day One | Day Two

Day one: 26th March 2007
08.30	Delegate registration and coffee
09.00	Welcome from the chairpersons and beginning of training seminar day one
Session one: understanding the added value produced by risk management
Defining the benefits of risk management in the context of: The overall strategic objectives of the company Integrating ERM into day-to-day decision-making Team objectives and project specific targets Individual employee efficiency and achievement Enhancing stakeholders’ value Clearly measuring the costs of ERM against the advantages to be gained
10.45	Informal networking break
Session two: making the case to senior management for a risk management process
Getting the CEO/CFO to support the process: clearly showing what a properly supported risk management function could achieve Communicating fear: explaining the dangers if proper risk processes are not implemented Communicating greed: explaining the savings of risk management to the company How can risk management provide competitive advantage within the market?
Session three: deciding how to start a risk management operation
Building on existing resources, tools and expertise within the company structure Preparing the groundwork for risk management Specifying the processes, units and risks to be handled Setting the correct goals for the operation Relating those goals to the overall company objectives Planning and setting up a risk management operation Personnel requirements in terms of number and expertise Division of responsibilities Overlapping with other teams and functions within the business
12.30	Lunch
14.00	Introduction to the afternoon from the chairpersons
Session four: setting a strategic level risk management policy
Creating a policy statement that will: Guide the activities of the team Convey the goals of the team to senior management Indicate to other departments how the risk management function is intended to benefit their work Turning ‘culture’-focused aims into a strategic, commercially focused mission Indicating the types of risk being tackled by the new function Connecting risk with organisation value drivers Leading the risk management strategy within the company
15.30	Informal networking break
Session five: the tactical level work plan and framework for implementation
Creating a detailed work plan Designing the day-to-day role of a risk management professional Measuring and assessing the success or otherwise of the team and its members Achieving quick wins and early successes within the business to enhance support and profile Prioritising the goals of the team and setting a road map for each stage
Session six: identifying and assessing risks
Risk mitigation planning and responses Methodologies for identifying risks within the business and their advantages and disadvantages Risk assessment process and reporting format Assigning responsibility for each risk and identifying the key stakeholders in each case Creating the key risks maps for an integrated approach
17.00	Closing summary and end of seminar day one
Go to start of Day One
Day two: 27th March 2007
08.30	Delegate registration and coffee
09.00	Welcome from the chairpersons and beginning of training seminar day two
Session seven: Mitigation Plans
	Profiles of mitigation plans Methodologies for creating mitigation plans Assessing mitigation plan efficiency and influence for reducing risk level
Session eight: incidents management as a value driver
Expose your incidents Creating an incidents database Drawing lessons from incidents and occurrences Taking action based on patterns and results Incident analysis: the engine for the ERM cycle
11.15	Informal networking break
Session nine: establishing the risk appetite in each scenario
Integrated risks Developing key risk indicators to guide responses Specifying the key thresholds Ensuring risk management processes stimulate safe innovation rather than stifling development Creating risk approaches specific to the organisational model you are faced with
Session ten: assessing reporting tools and equipment on the market
Off-the-shelf versus bespoke solutions for specific reporting requirements Making use of existing systems within the company to fulfil the tasks required by the risk team Evaluating vendor SLAs and setting a key requirements list to measure performance
13.00	Lunch
14.00	Introduction to the afternoon from the chairpersons
Session eleven: incorporating ERM into the mind set of each business unit and department
Making operational personnel aware of what risk management can do to aid them in their work Simplifying the demands and reducing the workload involved How to get overworked staff to audit their approaches and consider the strategic goals Turning risk management from a new process into a model of thought
15.30	Informal networking break
Session twelve: ongoing monitoring and reassessment of risks
Ensuring risk maps are updated and regular auditing is incorporated into business plans Balancing central governance and uniform enactment of risk responsibilities against individual responsibilities and customised responses The potential for automating risk management and ongoing reporting activities
Session thirteen: success? Proving the results of your risk management processes
Ensuring the key guidelines have been followed: checklists and key measures The golden rules of effective risk management Communicating successes across the company and claiming credit where it is due Evolving the risk management process step by step What does a mature risk management function look like?
17.00	Closing summary and champagne prize draw
17.10	End of training seminar