By the end of this course, participants will:

• Understand the basics of risk management
• Be able to implement a new Risk Management initiative
• Be able to improve and integrate existing Risk Management processes
   

• How it has transformed from a low level insurance function to a main board requirement
• Regulatory requirement for Risk Management – Turnbull and its derivatives
• Going beyond compliance – using Risk Management to add value and improve corporate performance
• Public sector case study: the board considering the risks to the organisation’s core goals

• The "Triple layer" thinking that is vital, but rarely used
• The information sources and lateral thinking tools that can be used to identify tomorrow’s threats rather than yesterday’s
• Using the 80/20 rule - tools to filter the threat list down to the ones that really matter
• Private sector case study: A high level risk identification workshop in a European financial institution

• Aligning the RM culture with the corporate culture
• Embedding the process
• Gaining commitment
• Options for risk financing and risk transfer
• Setting roles, responsibilities and reporting lines

• Using and choosing the right KPI’s – you get what you measure……..
• The balanced scorecard approach
• Case study: a simple "traffic light" system compared to commercial RM software – is complex always better?

• Early warning systems
• Minimising the impact on reputation
• Using losses as a goldmine of information

• Business continuity planning
• Crisis management planning

• How people react in a traumatic crisis – lessons from 9/11 and other crises
• Case study: a crisis simulation in the food & drink sector
• Dynamic crisis management – a process that can be used even when there is no crisis management plan
• Protecting corporate reputation

• Getting early warning when all or part of the strategy needs revision
• Maintaining the momentum and commitment