Day
1
Understanding
Major Business Risks
Breaking
Down The Barriers
- Why senior
management often lack a full understanding of the risks
in their business.
- The
role and responsibilities of directors and line the
board with respect to risk management
- Definition
of business risk and its nuances
- Designing
strategies and systems to suit the organization.
- The
key link between corporate governance and risk
- Selling
the benefits to top management
- Defining
significance in relation to risk (in monetary and other
terms)
- Establishing
a strategic business risk programme - the steps
to success
Background
- Why
business risk management is receiving such publicity
- High
profile corporate failures and public embarrassments
Exercise
1 - The Major Risks In Your Organization
- The
corporate governance debate
- Explanation
of the AS/NZS 4360 standard – the internationally
recognised risk management standard + COSO + IRM standards
- Other
potential legislation and regulation
- The
issues involved
The
Wider Business Agenda
- The
need to understand the organisation’s strategic
objectives
- Developing
a programme to reflect these objectives
- Understanding
the organisation’s risk appetite
- Categories
of risk
- The
risk management framework
Exercise 2 - Analysing A Disaster
Establishing
An Embedded Risk Management Process
- Why
is risk such a hot topic?
- Surprises
and risk
- Why
financial risks are only the tip of the iceberg
- The
widening of the risk portfolio
- The
challenges- basel, governance, non-exec’s liabilities
etc
- The
need to link risk management with strategic planning
- New
and emerging risks- reputation, social, environmental
- Getting
your chief executives support
- Developing
a risk strategy for your organisation
- Establishing
the business case
- Selling
the benefits to management
- Risk
and competitive advantage
- Risk
workshops - the do's & don'ts
Exercise
3 - Risk Taking In Action
Day
Two
Practical
Identification And Evaluation
Risk
Identification And Evaluation
- Approaches
and techniques
- How
to establish a risk workshop process
- The
benefits of facilitation and the characteristics required
- The
use of diagnostic questions and thought-provokers
- The
pros and cons of using data capture technology
- How
to identify, sift and group the risks
- Measuring
the consequences and the likelihood of occurrence of
each risk
- The
use of risk matrices to prioritise the risks.
- Corporate
governance reporting requirements
Interactive
Risk Workshop - Part 1
Exercise
4 - An Actual Risk Workshop – With Your Own Risks
Enabling
you to appreciate all elements covered in a live situation
Assessment Of Risk Mitigation
Day
Three
Integrating
The Risk Management Process
Integrating
The Output From Risk Workshops Into The Business Planning
Process
-
Linking corporate risks with the strategic planning
process
- Linking
operational risks into service planning
- Risk
owners - how to determine such personnel and enforce
ownership
- Annual
statements by risk owners
- Developing
risk tracking
- Using
the risk register as a decision skeleton
- Quarterly
board reporting to review progress in addressing the
exposures
- Risk
management committee reporting
- Half
yearly evaluation of key risks to ensure new risks identified
and included
Exercise
6 - Team Exercise To Enable You To Appreciate The
Emerging Risks
The
Converging Roles Of The Assurance Providers Under
The Risk Umbrella
- The
increasing emphasis on governance, assurance and control
- How
should the various assurance providers rise to the risk
challenge?
- The
need to coordinate quality assurance, security, insurance
and the health and safety functions in relation to risk
management
- The
need to avoid duplication of effort
- How
to spot the gaps
- Linking
external auditors into the process
- The
need to coordinate risk reporting
Exercise
7 - How To Coordinate Assurance Across Your Organisation
People
And Process Risks
- Key
risk themes and how to deal with them
- Failure
to manage projects effectively
- Loss
of IT systems
- Failure
of partners or inability to establish effective partnering
- Loss
of key personnel
- Hacking/breach
of system security
- Failure
to innovate
- Poor
prioritisation of systems development
- Loss
of morale / stress
- Too
much data – insufficient information
- E-Commerce
– the key risks and steps to take to mitigate
them
- IT
security – how to evaluate effectiveness and
influence change
Day
Four
The
Most Difficult Risks To Manage
Reputation
risk
-
Definitions
- The
rise of reputation as a key risk
- The
increasing importance of a positive image – the
need to be admired
- Reputation
- the value measure of the 21st century
- Creating
value from intangible assets
- Where
does reputation come from?
- How
do you measure it?
- The
magnifying effect on reputation of business failures
- The
explosion of regulation and external assurance
Exercise
8 - How To Judge Reputation
- The
court of public opinion
- The
relationship between vision, values, behaviour and reputation
- The
link between organisational personality, identity and
image
- Moving
reputation out of the PR arena and into the boardroom
- Damage
by association - partnering and alliances
- Identifying
reputational risks
Exercise 9 Reputation Workshop
- Discussion
of Delegates experiences
- A checklist
for reviewing reputational risk will be provided to
all delegates
The checklist incorporates sections on:
- Financial
performance
- The
senior management role
- Quality
of service provision
- Treatment
of staff
- Social
responsibility
- Customer
service
- Information
and communication
Corporate
Social Responsibility and Ethics
- Corporate
Social Responsibility (CSR)
- Codes
of conduct
- Business
ethics training
- Inclusion
of ethics criteria in review of performance
- The
dangers of abusing leadership
- Social
responsibility as an agent for positive change and better
performance - the halo effect
Corporate
Governance
- The
increasing importance of Corporate Governance
- Hawkamah
research results
- Record
of accountability
- Protecting
the financial position
- Alliances,
partnerships and contracts
- Fulfillment
of promises
- External
evaluation
- Top
down management of reputation
- Media
management
- Business
continuity
- Crisis
management strategy
- Sharing
of values
- Treatment
of staff
- Attitudes
of staff
- Community
and other stakeholder requirements
- Environmentally
responsible sources / treatments
- Customer
service
- Management
of complaints
- Communication
– internally and externally
- Carrying
out a vulnerability audit
Exercise
10 - Corporate Governance
Day
Five
Reporting
And Cascading the process
Recording
The Risk Environment
Cascading
The Process
|
