Professional Certi�cate in

November 10th, 2018 Venue: Mount Hope Campus

Start date:

Enterprise Risk Management

During economic downturns the complexity and velocity of risks increase, therefore organisations need to become more risk resilient, more agile and more risk responsive. They need to understand change before it hits them, adapt quickly and ensure the institution does not tip over in the process. Leaders therefore, must ensure their employees become more risk educated.

Enterprise Risk Management (ERM) is a structured, proven process for proactively identifying and evaluating how events and forces of change impact an organisation and its strategy and for developing measures for dealing with the risks that constantly threaten the achievement of an organisation’s objectives and allows for the identi�cation of opportunities. Organisations cannot wait to respond, they must �nd a way to be more anticipatory. Respond means the risk has eventuated-‐ we need to prevent not respond. ERM will aid in this regard.

ERM is a process that can serve many purposes; as a tool for risk management, strategic planning and identi�cation of emerging opportunities and potential competitive advantages.

Given the current economic environment, which will, according to the experts, persist for the foreseeable future, It has become a national imperative for businesses to either implement or enhance their Enterprise Risk Management framework. As the economy forces organisations to change strategies or implement new initiatives, new risks will emerge and existing risks will change. Enterprise Risk Management should be employed not only to identify what can go wrong but also what needs to go right (i.e. new opportunities).

This Professional Certi�cate in Enterprise Risk Management is designed for today’s fast paced and increasingly complex operating and regulatory environment. This programme will provide modern techniques in Risk Management that will enhance existing skill sets and/or allow for new entrants in the �eld to progress faster. The ALJGSB in partnership with the TTRMI is the only institute locally and regionally to offer a Professional Certi�cate in Enterprise Risk Management with facilitators possessing local expertise and or global experience in disciplines that fall under the rubric of Enterprise Risk Management.

Overview

Enterprise Risk ManagementProfessional Certi�cate in

1. Implementing an ERM Framework (9hrs) November 10th (9am-4pm) & November 16th(5.30 pm-8.30 pm) 2. Risk Culture, Governance & Leadership (6hrs) November 17th (9 am-4pm) 3. Risk Communication & Policy Making (6hrs) November 24th (9am-4pm) 4. Risk Assessment Analysis & Evaluation (6hrs) December 8th (9am-4pm) 5. Financial Risk Management (6hrs) January 5th (9am-4pm) 6. ERM & the Global Business Environment (9hrs) January 11 th (5.30 pm- 8.30pm) & January 12th(9am- 4 pm) 7. Integrating ERM with Strategy (7hrs) January 18th (5.30pm-8.30pm) & January 19th (9am-12noon) 8. Business Continuity Management (9hrs) January 25th (5.30pm-8.30pm) & January 26th (9am-4 pm) 9. Crises resilience and future risk (6hrs) February 2nd (9am-4 pm) 10. Procurement Supply Chain Risk Management (6hrs) February 9th (9am-4pm) 11. Managing Technology Risk as part of ERM (9hrs) February 15th (5.30pm-8.30pm) & February 16th (9am-4pm) 12. Legal, Regulatory & Compliance Risk (9hrs) March 22nd (5.30pm-9pm) & March 23rd (9am-4pm)

Enterprise Risk Management SHEDULEProfessional Certi�cate in

Enterprise Risk ManagementProfessional Certi�cate in

• Determine how to develop and implement Enterprise Risk Management framework

• Understand how to enhance the risk and governance culture of the organisation

• Improve leadership, enhance value and reduce waste

• Learn how to implement an Enterprise Risk Management framework

• Ability to conduct risk assessments and identify risk interconnectedness

• Manage technology Risks as part of ERM e.g. Cyber Security

• Communication of risk to advance effective policy development

• Using ERM to enhance internal controls

• Acquire the latest practical skills for managing operational, strategic and �nancial risk

• Understand the value and bene�ts of Enterprise Risk Management

• Discuss the importance of Business Continuity Planning and Crisis Management

• Integrating ERM with strategy

Learning Objectives

Course Details

Developing and implementing a Framework for Enterprise Risk Management• What is Enterprise Risk Management and how is it introduced into the business

• How to implement an Enterprise Risk Management framework

• ERM for private and public sector institutions: no one cap �ts all

• What is the value of ERM?(case study analyses)

• Developing the ERM framework

• Frameworks and standards employed in ERM (E.G. COSO and ISO)

• Risk classi�cation

Enterprise Risk ManagementProfessional Certi�cate in

Financial Risk Management• Determining Risk tolerance and Risk appetite: are they relevant?

• The main sources of �nancial risk and lessons learned

• The reasons for assessing and measuring risks

• The bene�ts of measuring risks

• Risk measuring techniques (e.g. Monte Carlo, decision trees)

• Financial risk standards and their applicability

Legal, Regulatory and Compliance risk• Regulatory Compliance: e.g. AML/CFT, Procurement Act, FACTA, IR

• The legal and regulatory drivers of Enterprise Risk Management

• Importance of ERM in international credit ratings

• Importance and value of legislation in supporting an effective risk management program

(e.g. role of Parliament, Central Bank, OSH act, FIU)

Risk assessment, analysis and evaluation• Conducting risk assessments

• Techniques used to identify risk (Self Assessments, Audits, Incident analysis )

• Root cause analysis (Tap-‐root) as part of risk identi�cation

• Risk treatment response options

• Risk Assessments vs Hazard Assessments

• Scenario planning as an aid in risk identi�cation

• Establishment of action plans

• Determine the effectiveness of controls to mitigate risks identi�ed.

Risk culture, Governance and Leadership• How to build an effective risk management culture

• Risk management performance, competencies, training and leadership

• Combatting normalised behaviour; Biases, work ethic, leadership

• Corporate governance models

• Improving the transparency and credibility of those implementing ERM

Enterprise Risk ManagementProfessional Certi�cate in

ERM and the global business environment • Organisational vision and values aligned to ERM

• Sector speci�c and geographical issues : e.g. Energy, Crime, Finance

• Risk management business success and failures

• Management Reporting: an aid in managing risk

• ERM as a competitive advantage (locally/globally)

• Identifying Emerging risk and the impact on the (future) economy

• ERM and the General Data Protection (GDPR) EU law on data protection

Integrating ERM with Strategy

• The role of ERM in strategic planning

• How to integrate ERM and Strategy

• Addressing issues in integration

• Leading from in front: role of leadership in integration

• What is strategic risk management

• Developing a risk-‐based strategic plan

• Risk Based Process Re-‐engineering: an added value

• Enhance strategic planning: increasing the likelihood of achieving objectives

Crises, Resilience and Future risk• Crisis management vs Risk Management

• Differences between vulnerability, susceptibility and resilience

• Nature and consequence of crises

• Developing a crises management plan

• Learning lessons from the past (to determine future impact)

• Adopting HSSE as part of an ERM framework

Business Continuity Management (BCM)• The drivers of Business Continuity planning

• How to develop a BCM plan

• Why have a BCM and lessons learned

• Incident identi�cation, response and reporting

• BCM versus Disaster recovery preparedness

Enterprise Risk ManagementProfessional Certi�cate in

Risk communication and Policy Making• Why is effective Risk Communication needed?

• De�ning Risk Communication Stakeholder Groups

• Communication Approaches to ERM

• Evaluating risk communication programmes

• Embedding a Culture of Risk In Policy Making

• Understanding the Policy Process to In�uence Change

• Giving policy makers a more detailed contextual understanding of how risks and risk

governance impact the public in everyday life

• Delivering an understanding of how risk management decisions will impact lifestyles

• Creating a venue where uncertainties can be addressed and questions answered

Managing technology risk as part of ERM

• What is cybersecurity/cyber risk?

• Conducting IT assessments

• The future of IT risk: AI, IoT

• Implementing controls to mitigate technology risk

• The role of an IT audit

• Convergence of ERM and IT

Procurement/Supply Chain Risk Management• What is procurement risk management

• The procurement and disposal of property act

• Convergence of risk management and Compliance in procurement activities

• Supply chain risk mitigation

• The human factor cost in procurement/supply chain risk

• Identifying and assessing third (3rd) party risk

• Conducting procurement risk assessments

Who should attendExecutives, Directors, private sector business owners, �nance professionals, employees in the energy sector, risk managers, compliance of�cers, HSSE of�cers, protective services personnel and consultants

Duration of programme12 week programme (90 contact hours)

Enterprise Risk ManagementProfessional Certi�cate in

AssessmentThe Enterprise Risk Management certi�cateis assessed by:

• Continuous assessment: 40%• Project Assignment: To conduct an audit of your company’s current ERM Framework & provide recommendations for improvements - 60%

Programme costThe cost of the programme is TTD$14,500.

(Early Registration Price + Payment Plan available)Refreshments, training material, manuals & text books

Contact:Tel: 299-0218 (ext. 367)

Email: openenrolment@lokjackgsb.edu.tt

Registration Details:Start Date: November 10th, 2018Venue: Mt Hope Campus

“The practical examples bridging the gap from theory”

“The exposure to the latest practices in ERM from experienced subject matter experts”

Participants were asked to state which areas of the programme they felt were most bene�cial to them and would bring the greatest value to them upon completion. Responses included:

Participant