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      2018

Training Programme

SIDC CPE Points HRDF Approved Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec
ERM FULL CERTIFICATION
ERM Full certification Accelerated Program 12-16 Feb 19-23 Feb 28 May – 22 June 2 – 6 July 13 Aug – 7 Sep 17 - 21 Sep    

Pretoria, South Africa,
Face To Face & Online Session

                       
                       

London, Face To Face & Online Session

                       
                       

Singapore Face To Face & Online Session

                       
                       
PART 1  
Provides an analysis of the various definitions of Risk and the evolution of Risk Management over time. The module then proceeds to study the history, rationale, development, benefits and disadvantages of the COSO ERM model, the ANZ standard and ISO 31000:2009. The final part of this module involves group discussions on the applicability of the various standards and models in practical ERM implementation projects.
      5           3      
This module encompasses a detailed examination into Risk Control Self Assessments (RCSAs) including their purpose and design, tools and methodologies, and their fit into an ERM framework. Participants will be taken through a detailed case study and exercise over a complete RCSA lifecycle and will be given the opportunity of practicing their new skills via a mini RCSA practical workshop.
 

    6           4      
A strong ERM professional must be able to identify potential issues in relation to recognising and responding to ethical dilemmas. They must also possess a strong understanding of the linkage between good corporate ethics and good business. This module establishes that via in depth studies into various ethical approaches, taking into account the impact of ethical practices on performance measurement and strategic issues. The program is very interactive and contains over 20 case studies and case study discussions. Also included are case studies on Corporate Integrity vs Corporate Ethics programs.
      7           5      
There are many existing definitions of Corporate Governance (“CG”) and best practice guidelines vary from one international region to another. This program is designed to provide participants with a solid fundamental understanding of the origins, principles, development and current status of CG and CG standards. As a developing ERM practitioner, this program will help you gain the necessary skills and knowledge to utilise and move CG from value preservation activities towards value enhancement activities, principles, processes and concepts in relation to Governance and ERM. Participants will be instructed in how the concepts and basics of CG developed, as well as the roles of the various bodies and organisations key in its evolution, application and enforcement. The program includes instruction in effective CG drivers and how to establish, assess, improve and monitor effective CG programs in your organisation. The course offers participants an overview of CG, its relevance to GRC concepts and how to achieve results through effective implementation of all of the above.
      8           6      
PART 2  
This module explains and practically illustrates the relationship between ERM, market, credit and operational risks as well as their main drivers. It also teaches participants how to design a holistic ERM approach to managing risk incorporating the various elements above.
        2           1    
The objectives of this module centers around how to design processes to manage project risk to ensure a winning project team that’s focused on what they need to accomplish and the tools at their disposal. Participants will also learn how to formulate project plans and processes, including risk considerations, to stay within budget as well as how to establish a robust plan with deadlines and track their progress at every stage.
        3           2    
This module has been designed to ground the participants in the range and characteristics of the quantitative and qualitative investment risk management issues. Course content includes the application of investment risk management in a practical context, pragmatic evaluation and analysis of risks to enable balanced risk reporting and decision making, and forward planning in anticipation of future investments risks and preparing for mitigation measures. Participants will also be guided through practical Investment Planning and Investment Management processes and policies as well as effective Portfolio Management processes. The program also guides participants in establishing effective Investment Risk Management processes and reporting.
        4           3    
Enterprise Risk Management and Corporate Performance are inextricably linked. This module explains the linkage as well as how to measure the performance of tangible as well as intangible assets. The module also shows how to evaluate performance measures, aligning it to strategy and ERM, and how to develop practical performance measurement metrics. The module also shows participants how to strike an appropriate balance between balancing daily business demands with long term strategic goals and how to leverage on, and utilise, performance measurement systems as strategic management systems.
        5           4    
PART 3  
One of the most powerful attributes of Enterprise Risk Management is its potential as a strategic management tool. This program coaches participants on how to establish a framework to identify and manage the various sources of strategic risk in their businesses. This is then reinforced by studies on how strategic decisions impact overall risks and the possible consequences of managing or failing to manage strategic risk in a business.
          7           12  
This module instructs participants on the basis behind Disaster Recovery Plan (DRP), Business Continuity Planning (BCP) and Business Continuity Management (BCM) as well as their inter-relationships. Participants will also study some of the key features of current international standards regarding BCM as well as how to build an effective BCP document and how to keep it current and relevant as the organisation evolves.
          8           13  
When implemented and utilised properly, ERM can become a driver for Commercial Sustainability as well as Organisational Agility and Resilience. This program coaches participants in how to achieve all of this. The module explains and re-emphasises the fundamentals of ERM, corporate governance, internal controls and their interdependence. Participants will also be taught how to set up ERM monitoring systems to track progress and to maintain schedule as well as how to apply strategic risk management concepts to enhance decision making processes and value to the business. The module also explains and identifies effective internal controls as a risk mitigation tool and discusses how to establish effective risk mitigation strategies. Participants will also learn how to achieve results through the effective use of the ERM framework and risk management tools. This 2 day module incorporate a 1/2 day case study workshop where the participants will apply the tools introduced during the training to identify, record, prioritize and mitigate risks.
          9-10           14-15  
ERM - islamic
The Application Of Shariah In Finance introduces delegates to the design of effective procedures on available policies issued by regulators to ensure better coordination, check and balance among departments involving in financial finance. The final part of this module involves group discussions on the differentiations and illustrations of Shariah Concepts with the related risk applicable.
                         
The Islamic Financial Markets and Products illustrates the correlation between Shariah Concepts and businesses. In the end of the course, delegates are able to distinguish various Shariah compliant products associated to various risk in relations to Islamic banking operational activities and Islamic money markets & structured products.
                         
The Islamic Risk and Financial Management touches base on Islamic Financial Institution primarily on Capital Adequacy Ratio and Liquidity Management. This module explains the current industrial issues on Enterprise Risk Management from an Islamic perspective with emphasis on applications and implementation in both, Islamic and non-Islamic organizations.
                         
QUALIFIED RISK DIRECTOR (QRD)
                19 – 22       15-18 Oct    
Singapore              

         
Bali                            
TRACK 1                            
In these difficult times, many corporate directors wonder if they and their boards are doing all they should to fulfill their fiduciary duty with respect to risk oversight. While most boards have taken on the challenge of upgrading their risk oversight capabilities, there is significant diversity across companies in their approach to this challenge. In addition, their sense of urgency toward adopting best practices also varies greatly from case to case. This program offering highlights a set of concrete emerging best practices for boards in this important area of responsibility.
            19          
Board Directors are often confused about the segregation of work and duties between the Board Audit Committee (BAC) and the Board Risk Management Committee (BRMC). This confusion is often exacerbated by the lack of understanding of the concepts of the 1st, 2nd, and 3rd lines of defence. It is critical that Board members understand the forces giving rise to the increasing best practice process relating to the establishment and functioning of the BRMC. This program guides the participants through the factors contributing to effective BRMC empowerment as well as effective terms of reference/BRMC charter. The programs also examines common BRMC pitfalls and potential overlaps between the BAC and BRMC and suggests practical solutions.
                  13      
The role of the board of directors in enterprise-wide risk oversight has become increasingly challenging as expectations for board engagement are at all-time highs. Risk is a pervasive part of everyday business and organisational strategy. But, the complexity of business transactions, technological advances, globalisation, speed of product cycles, and the overall pace of change have increased the volume and complexities of risks facing organisations over the last decade. With the benefit of hindsight, the global financial crises, swooning economies and the aftermath thereof, boards are becoming more aware of their responsibilities and challenges in overseeing the management of increasingly complex and interconnected risks that have the potential to devastate organisations overnight. At the same time, boards and other market participants are receiving increased scrutiny by investors and regulators regarding their role in managing risks. Boards are being asked – and many are asking themselves – whether they actually understand the nature and scope of Enterprise Risk Management, how they could have done a better job in overseeing the management of their organisation’s risk exposures, and how properly implemented objective centric (not taxonomy) ERM processes and board oversight can prevent or minimise the impact of the various financial and other crisis on their organisation? This QRDTM program guides Board Directors through the maze of considerations above against the backdrop of ISO 31000 – the only International Standard on Risk Management.
                13      
In today’s world, Board Directors are confronted with an ever increasing array of risks facing all businesses, including natural (meteorological, geological, or biological), human (accidental or intentional), and technological (power, telecommunications, hardware, software, and cyber security). The impact of these hazards can be catastrophic - whether directly affecting the organisation, or indirectly interrupting their supply chain, vendors, or business partners. Even small interruptions can cause damage to a company’s financials and reputation, which means that organisations, with appropriate Board oversight, need a way to prevent potential downtime before it occurs. To ensure resiliency, or business continuity, Boards need to ensure that there are appropriate ongoing practices to manage risk and to be prepared for quick and effective response, recovery, and resumption of normal operations. As such, Board Risk Management Committees must ensure the effective incorporation of business continuity disciplines into their core management practices. In addition to safeguarding business interests, organisations have a responsibility to protect the life and safety of their people. ISO 22301 has many benefits, including more efficient resource use, improved risk management, and increased customer satisfaction. ISO 22301 specifies requirements to plan, establish, implement, operate, monitor, review, maintain and continually improve a documented management system to prepare for, respond to and recover from disruptive events when they arise. An effective Board should be aware of all relevant pertinent challenges and implementation issues in relation to BCM and ISO 22301.
                27      
What would you do if your company was suddenly swept up in a media firestorm? Boom goes your great reputation. You never know when a product will fail, an accident will happen, or an employee will do something spectacularly dumb. And when the crisis hits, the bad news will spread faster than you can say “Tweet.” Everyone with a desktop or smart phone has access to throngs of people who can fan flames for a very long time. Even though it probably isn’t in your job description as a Board Director, knowing how to play your role and, where necessary, lead in a crisis is a crucial part of a Director’s responsibility. This programs takes Directors through the fundamental concepts and shows how the principles covered during the program will guide Boards in not just surviving the onslaught of any crisis, but emerging after the crisis with a stronger business and wiser team.
                27      
Recent significant risk events, including catastrophic weather events, cybercrime, macroeconomic issues, and supply chain interruptions, have resulted in an increased focus on risk and risk management by boards of directors. One of the board’s key oversight roles is to understand the organisation’s strategic risks and the relationship between risk and strategy. This Qualified Risk Director (QRD) program describes the factors that are driving the need for strategic risk management, outlines a strategic risk assessment process, and offers recommendations for integrating risk management in strategy execution and measurement.
              2        
An organisation’s risk management capabilities, along with the board’s risk governance processes, may be assessed according to their “maturity”—that is, where they reside on a curve that progresses toward Risk Smart and Risk Intelligent cultures. From ad hoc practices to formal and embedded processes, and various stages in between, there is no definitive threshold that all organisations should achieve. But there is a level of maturity that is right for each organisation, and it depends on how capable that organisation needs to be in order to manage its risk profile. Regular assessments can help organisations determine their current maturity level, the level they aspire to reach, and whether the board is getting the amount of information it needs to fulfil its role. The key to effective assessments? Asking thoughtful questions to establish the current state and then assessing the risk governance process to help management identify, prioritise, and implement improvements. A simple maturity model, with sound Board understanding and effective Board oversight, can help organisations gauge where they are today, as well as set plans for the future.
                  11    
Cyber attacks and data leakage are daily threats to organisations globally, reminding us that we are all potential targets of this type of threat. Attorneys are discussing the potential risk of individual liability for corporate directors who do not take appropriate responsibility for oversight of cybersecurity. Investors and regulators are increasingly challenging boards to step up their oversight of cybersecurity and calling for greater transparency around major breaches and the impact they have on the business. This has galvanised corporate boards who have woken up to the call that they must address cybersecurity issues on their front lines, as it is not just an Information Technology (IT) issue. In fact, cyber risks are an enterprise-wide risk management issue. Given this environment, it is not surprising that cyber risk is now near the top of Board, Board Risk Management and Board Audit committee agendas. This program guides Directors on how to ask the right questions, what the key considerations are, how they can be more effective in managing cybersecurity risk, as well as how to close the loop in their information flow - to allow for continuous synchronization and integration as the board wants to remain agile and responsive to the evolving and changing cyber threat landscape.
                  11    
                             
TRACK 2               13-16 in Singapore            
Civil charges against independent directors alleging negligence in the face of fraud serve as a sharp reminder for boards that ignorance of fraud risks and red flags is no excuse for inaction. The liability directors can face in a fraud case by doing nothing should serve a s a wake-up call that turning a blind eye to warning signs and red flags is not acceptable. While the ramifications can be serious, this new climate also brings to the forefront the positive impact of effective board governance in safeguarding organisations from fraud. However, an engaged and dedicated board can have a measurable, positive impact on an organisation by requiring, supporting, and overseeing a fraud risk management program. This programs shows directors how they may effectively discharge their responsibilities, while helping to secure a financially and ethically sound future for their organisation by requiring, implementing, and overseeing a proactive fraud risk management plan.
              16        
Expectations for board oversight of management’s risk appetite and tolerance are rapidly evolving, and most boards face significant challenges in meeting those new expectations. Many current approaches to risk oversight often fail to link risks to strategic business objectives. This program provides guidance on how boards can take action to implement a board-driven approach that links retained risk information to strategic and foundation business objectives and increase the certainty of achieving them.
              16        
The attitudes and actions of those viewed as leaders within a company (“tone at the top”) help to define corporate culture and are critical to implementing a successful enterprise risk management program. This part of the Qualified Risk Director (QRD) program explores the challenges and benefits of creating a risk-aware corporate culture and provides suggestions and best practices on how the Board can facilitate the establishment of such a culture.
            19          
The Board Audit Committee (BAC) has seen its role evolve over time and its role increase in relation to effective Governance. Understanding this evolution as well as the development of new international best practices resulting in the advent of modern empowered Board Audit Committees is critical in appreciating the challenges facing BAC members today. These developments make it more critical that the BAC has effective and relevant terms of reference and charters. To increase their effectiveness, the BAC should properly and effectively plan and co-ordinate their activities with Board Risk Management Committee to minimise duplication and hence improve effectiveness and efficiency. This part of the QRDTM program guides Directors through the maze and plethora of issues mentioned above as well as the effective composition of the BAC and how the BAC members can effectively discharge their oversight responsibilities.
                22      
Audit committees play a critical role in overseeing internal control. Although their primary focus may be on internal control over financial reporting, now more than ever audit committees are taking the lead in overseeing controls pertaining to compliance and operational matters. Expectations of the audit committee’s role have expanded due to enhanced company and external auditor reporting requirements, along with an increased focus on compliance by regulators. The updated version of the COSO Framework, issued in May 2013, emphasises the role of the board—and thereby the audit committee, depending on the governance structure—in creating an effective control environment and having a robust risk assessment process, including identifying and addressing fraud risks. Further, the updated framework provides additional structure by defining 17 principles of internal control. The framework’s enhanced structure increases the level of rigor required to evaluate the design and effectiveness of internal controls. This program shows how the implementation of the updated framework provides a good opportunity to take a fresh look at internal control and create value for the organisation, regardless of how mature a company’s system of internal control may be. Improvements in the effectiveness of internal control can lead to more efficient operations, greater compliance rates, and more effective internal and external financial reporting.
                  22    
The terminology of Governance, Risk and Compliance, or GRC, has been bandied around as the latest buzz phrase as a result of various standards. These words, however, are not new. Enterprise risk has been around for many years and so has regulatory or financial compliance. Only recently have organisations started to combine these words together in order to provide for better risk management and corporate governance. After all, it is the risk reports and compliance reports which are reviewed by the board of directors. In order for transparency, accountability and integrity to occur, companies should look at adopting one or more of the enablers such as adopting a culture of business integrity and ethical values, looking at GRC as a single entity as opposed to separate activities, and utilising technology to enable efficiencies and effectiveness Historically, organisations have treated their risk and compliance initiatives as independent silos that span distributed business operations - be it in a single location, national or around the globe. With the increased focus on corporate governance and enterprise risk management, Boards should be instrumental in refocusing their organisations to start looking towards enabling technologies to drive sustainability, efficiency and consistency in managing governance, enterprise risk and compliance management in an effective manner. It is no secret that organisations with effective Board oversight ensuring efficient governance, compliance and risk systems ten to score highly in terms of business performance and business sustainability. They are generally characterised by their capability to invest to create value rather than to scrimp to save expense. This program discusses why Boards should ensure GRC is treated as a single entity as opposed to separate ones. It also highlights how technology can be leveraged to maintain, monitor and report in real time the state of compliance for an organisation.
                    8  
As a result of the various global financial crisis, regulators, ratingsagencies, and investors have heightened expectations for board oversight of risk. This Qualified Risk Director (QRD) program analyses the handicaps created by current risk oversight and assurance approaches and tools, highlights six goals for boards in executing their risk oversight duties, and provides practical advice for directors on how to achieve them.
              2        
The terminology of Governance, Risk and Compliance, or GRC, has been bandied around as the latest buzz phrase as a result of various standards. These words, however, are not new. Enterprise risk has been around for many years and so has regulatory or financial compliance. Only recently have organisations started to combine these words together in order to provide for better risk management and corporate governance. After all, it is the risk reports and compliance reports which are reviewed by the board of directors. In order for transparency, accountability and integrity to occur, companies should look at adopting one or more of the enablers such as adopting a culture of business integrity and ethical values, looking at GRC as a single entity as opposed to separate activities, and utilising technology to enable efficiencies and effectiveness Historically, organisations have treated their risk and compliance initiatives as independent silos that span distributed business operations - be it in a single location, national or around the globe. With the increased focus on corporate governance and enterprise risk management, Boards should be instrumental in refocusing their organisations to start looking towards enabling technologies to drive sustainability, efficiency and consistency in managing governance, enterprise risk and compliance management in an effective manner. It is no secret that organisations with effective Board oversight ensuring efficient governance, compliance and risk systems tend to score highly in terms of business performance and business sustainability. They are generally characterised by their capability to invest to create value rather than to scrimp to save expense. This program discusses why Boards should ensure GRC is treated as a single entity as opposed to separate ones. It also highlights how technology can be leveraged to maintain, monitor and report in real time the state of compliance for an organisation.
                    8  
QUALIFIED RISK AUDITOR (QRA)
In these difficult times, many corporate directors wonder if they and their boards are doing all they should to fulfill their fiduciary duty with respect to risk oversight. While most boards have taken on the challenge of upgrading their risk oversight capabilities, there is significant diversity across companies in their approach to this challenge. In addition, their sense of urgency toward adopting best practices also varies greatly from case to case. This program offering highlights a set of concrete emerging best practices for boards in this important area of responsibility.
            25         26  
The linkages between Risk and Internal Controls are critical when considering and evaluating the effectiveness of Operational Risk Management issues, mitigations and processes – and is a critical component of the Auditors assurance responsibilities. This module encompasses a detailed examination into internal control concepts and issues relevant to the risk management process. Studies here include an examination into the contents and intent of the COSO’s 2013 revised Internal Control framework. Participants will be immersed in various evaluation options including that of Risk Control Self Assessments (RCSA). The program includes an in-depth study into the various RCSA approaches and options available – the approaches and methodologies including their purpose and design, tools, and their fit into an ERM framework. Contents of the program includes a detailed case study and exercise over a complete RCSA lifecycle and participants will be given the opportunity of practicing their new skills via a mini RCSA case study workshop.
            26         27  
In order to be able to provide effective value added assurance services, successful Assurance professionals must possess a sound practical grounding in the theories and practices of ERM – and its linkages to other relevant and associated disciplines and standards (e.g. BCM). When implemented and utilised properly, ERM can become a driver for Commercial Sustainability as well as Organisational Agility and Resilience. This program coaches assurance professionals in how to achieve all of this utilising the IERP®’s practitioners based approaches. The module explains and re-emphasises the fundamentals of ERM, and shows how it can be utilised to drive strategy, performance, and the linkages to corporate governance and internal controls. Participants will also be taught how to apply strategic risk management concepts to enhance decision making processes and to add value to the business. The program includes practical exercises and guidance in implementing and utilising the objective centric (as opposed to Taxonomy) approach to ERM in line with International best practice. The program provides many discussion points and exercises, including case studies where the participants will apply the tools introduced during the training to identify, record, prioritise and mitigate risks. Participants will also be taught how to set up ERM monitoring systems to track progress and to maintain schedule as well as how to apply strategic risk management concepts to enhance decision making processes and value to the business. The module also explains and identifies effective internal controls as a risk mitigation tool and discusses how to establish effective risk mitigation strategies. This program coaches assurance professionals in how to achieve all of this via practical application of ERM fundamentals and how to achieve results through the effective use of the ERM framework and risk management tools.
            27-28         28-29  
Enterprise Risk Technician
This program is designed to provide participants with a solid fundamental understanding of the origins, development and current status of Risk Management practices and Risk Management standards. If you are embarking on a career in Risk Management or wish to establish a solid foundation in Risk Management, this program will help you gain the necessary skills and knowledge. The course offers you an overview of the various Risk Management standards including COSO ERM and ISO 31000 and covers all aspects of Risk from a definitional perspective through the benefits and disadvantages of the various models and approaches. The final part of this module involves group discussions on the applicability of the various standards and models in practical ERM implementation projects.
    22                      
The design of this program provides participants with a firm grounding in the purpose and aims of fraud risk management, as well as how to go about establishing and running such a framework in your organisation. You will be schooled in effective fraud risk management frameworks, processes, policies and procedures from an ERM perspective. The program also provides relevant guidance in establishing appropriate fraud risk management reporting and oversight and how to deal with red flags.
    23                      
This module provides you with a firm fundamental grounding in Operational Risk Management as we enter the second decade of the 21st century. If you are in the Enterprise Risk Management team or are involved in Operational Risk Management (ORM), this program will provide you the necessary skills and knowledge. The course offers you practical exposure and insights and you will be exposed to both the traditional and emerging thinking about ORM. The course covers all aspects of ORM including Risk Appetites, Risk Tolerance, Reporting and ORM decision making.
    24                      
Anyone involved in ERM or embarking on a career in ERM must have a sound practical grounding in the theories and practices of ERM and its linkages to other relevant and associated disciplines and standards (e.g. BCM). When implemented and utilised properly, ERM can become a driver for Commercial Sustainability as well as Organisational Agility and Resilience. This program coaches participants in how to achieve all of this. The module explains and re-emphasises the fundamentals of ERM, and shows how it can be utilised to drive strategy, performance, and the linkages to corporate governance and internal controls. Participants will also be taught how to apply strategic risk management concepts to enhance decision making processes and to add value to the business.
    25                      
Enterprise Risk Advisor

Internal Controls are an important element in any Operational Risk Management process and framework – and accordingly constitutes an important element when conducting any evaluation over the fitness of purpose of an Operational Risk Management process or program. This module encompasses a detailed examination into various options available to Risk Practitioners for evaluating internal controls in relation to the management of Risk. Participants will be guided through various evaluation tools, including Risk Control Self Assessments (“RCSA”) options. The studies entail understanding and applying the various approaches and methodologies including their purpose and design, tools, and their fit into an ERM framework. Participants will be taken through a detailed case study, workshop and exercise over a complete RCSA lifecycle. The module also includes exercises where participants will be given the opportunity to practice the tools and concepts covered in the program.

                  6        

There are many existing definitions of Corporate Governance (“CG”) and best practice guidelines vary from one international region to another. This program is designed to provide participants with a solid fundamental understanding of the origins, principles, development and current status of CG and CG standards. As a developing ERM practitioner, this program will help you gain the necessary skills and knowledge to utilise and move CG from value preservation activities towards value enhancement activities, principles, processes and concepts in relation to ERM. Participants will be instructed in how the concepts and basics of CG developed, as well as the roles of the various bodies and organisations key in its evolution, application and enforcement. The program includes instruction in effective CG drivers and how to establish, assess, improve and monitor effective CG programs in your organisation. The course provides participants with an overview of CG, its relevance to GRC concepts and how to achieve results through effective implementation of all of the above.

                  7        

The objectives of this module centers around how to design processes to manage project risk to ensure a winning project team that’s focused on what they need to accomplish and the tools at their disposal. Participants will also learn how to formulate project plans and processes, including risk considerations. The module contains guidance on tools and techniques on how to stay within budget as well as how to establish a robust plan with deadlines and track their progress at every stage.

                  8   12    

Competent Risk Managers should possess a sound grasp of the various components and types of risk as well as their interrelationships and relationship to ERM. This module explains and practically illustrates the relationship between ERM, market, credit and operational risks as well as their main drivers. It also teaches participants how to design a holistic ERM approach to managing risk incorporating the various elements above.

                  9        
Business Continuity Leader

Business continuity management (BCM) has evolved since the 1970s in response to the technical and operational risks that threaten an organization's recovery from hazards and interruptions. Business Continuity Management is refers to the activities required to keep your organization running during a period of displacement or interruption to normal operations. This module helps you to understand the evolution of BCM and why it is crucial not only to the survival of businesses during the period of crisis but also the protection of reputation and profitability with proper preparedness in place. BCMS specifies the requirements to plan, establish, implement, operate, monitor, review, maintain and continually improve a documented management system to protect against, reduce the likelihood of occurrence, prepare for, respond to, and recover from disruptive incidents when they arise.

                16         4

Business impact analysis (BIA) predicts the consequences of disruption of a business function and process and gathers information needed to develop recovery strategies. In BIA, you will learn to identify and evaluate the impact of disasters on business and provide the basis for investment in recovery strategies as well as investment in prevention and mitigation strategies. Potential loss scenarios will be identified during risk assessment. Operations may also be interrupted by a failure of a supplier of goods or services or delayed deliveries. Risk assessment is not about creating huge amounts of paperwork , but rather about identifying sensible measures to control the risks in your organization. It is not just about taking steps to protect your organization’s reputation and its employees, but your risk assessment will help you decide whether you have covered all you need to.

                17       5

Running a successful organization requires an understanding of how to serve customers, regardless of market conditions. Business continuity plans help organizations stay running during natural disasters, economic downturns and bad publicity. While some business owners like to believe that they can quickly come up with a "Plan B" to work through a crisis, the world's best corporate leaders spend time making plans for events they hope will never happen. This modules takes you through the stages of building to maintaining the BCM plan. When business is disrupted, it can cost money. Lost revenues equate to reduced profits. Insurance does not cover all costs and cannot replace customers that defect to the competition. A business continuity plan to continue business is therefore essential.

                18       6
Business Continuity Manager

For some organizations, conducting regular disaster preparedness exercises comes with the territory. For many organizations, however, the potential dangers are not as obvious and safety exercises are relegated to the mandatory annual fire drill. This approach may be setting your organization and your people up for real trouble. Preparing before an emergency plays a vital role in ensuring your employees and visitors know where to go and how to keep themselves safe when an emergency occurs. The purpose of periodic awareness training is to develop essential competencies, new techniques and methods that are so essential in facing possible business continuity issues. This module helps you to prepare and train for emergencies and the hazards to be aware of when an emergency occurs.

                23         12

When an unexpected event leading to major unrest amongst the employees in your organization occurs, how do you deal with it? When an event threatens the integrity of business operations, you have a crisis on your hands. An accident on the production floor, a natural disaster can undermine the viability of even a prosperous, thriving business. A crisis communications plan is an important component of any disaster plan. It can act as a guide to help you quickly contain the crisis and recover from its impact. Whether it’s a weather disaster or a bad product review, your reaction should be immediate, focused and emphatic. This module helps you to understand the situation of sudden disturbance and taking control of the situation. It guides you on how to put together a proper plan, the agencies you need to work with in these situations and how you should communicate to the general public.

                24         13

How effective is your plan? Are your response plans up-to-date to tackle any opportunity of threats. A BCM audit is a formalized method for evaluating how business continuity processes are being managed. The goal of an audit is to determine whether the plan is effective and in line with the company’s objectives. Ensuring your organization can recover from any disaster is a basic business requirement. Continuous improvement is a cyclical process and the improvement process helps to look at better ways of doing things and we need to look at new and innovative ways to improve our Business Continuity system. Continuous improvement is the vehicle that will help us to identify tangible improvements. The improvements could lead to enhanced business performance through cost reduction, productivity and process efficiency.

                25         14
Enterprise Risk Professional
Enterprise Governance       5     E     14       E
Crisis Communication And Management       6     X     15       X
Fraud Risk Management       26-27     A             A
Operational Risk Management         12   M     27-28   9   M
Implementing ISO 31000 Effectively         13             10    
ERM Lab           9-10           24-25    
CONFERENCES
As organisations adapt to the aftershocks of the Global Financial Crisis, Corporate Boards, Management teams and Risk professionals have discovered the criticality of the Enterprise Risk Management (ERM) function in ensuring the Commercial Sustainability of their Organisations. The global financial meltdown revealed that the Agility and Resilience of various Organisations are significantly affected when events do not unfold as planned or anticipated. The effects of such events are greatly magnified by collapses in risk management structures - just when they are needed. The Global Crises also evidenced some of the contributing factors of these breakdowns as being siloed, fragmented processes as well as the lack of senior board support. To be fully prepared, an organisation needs to have a risk mechanism that identifies all Operational and Strategic risks and achieves an appropriate balance in its ERM process and framework between Risk and Opportunity in order to not only protect the Oranisation from the consequences of unexpected events but to also enable it to exploit any resultant oppurtunities. Through real-world case studies, this three-day comprehensive conference programme provides the tools and expertise needed to embed Enterprise Risk Management into strategy choices and execution as well as excellent networking oppurtunities with ERM thought leaders. This event will examine cutting edge highlights of a strategic holistic ERM approach that drives change and sustainability whilst enhancing business performance.
                         

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