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 a selection of generally accepted and International ERM standards and models. The final part of this module involves group discussions on the applicability of the various standards and models in practical ERM implementation projects.

This module encompasses a detailed examination into RCSA options, 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 and exercise over a complete RCSA lifecycle and will be given the opportunity to practicing their new skills via a mini RCSA practical workshop.

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 interactive and contains over 20 case studies and case study discussions. Also included are case studies on Corporate Integrity vs Corporate Ethics programs.

The design of this module takes participants through the various ideas and concepts forming the basis of Corporate Governance principles today. Participants will learn the drivers and challenges in establishing best practice Governance frameworks and how to evaluate and establish effective Governance programmes and processes. The module also shows the critical linkages between effective Corporate Governance, Risk Management and Compliance (GRC), as well as how participants may utilise such a GRC framework for maximum advantage to their organisations.

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 while incorporating the various elements above.

Similar to financial and reputational risks, cybersecurity risk affects a company’s bottom line. To protect their finances, liability, reputation, and future growth, organisations must ensure that their companies have appropriate processes in place to manage cyber risk in the context of their business. This module has been designed to enable Risk and Management professionals to better assess the cyber resilience and exposures of their organisations and to design and implement effective cybersecurity mitigation and governance plans for their organisation. Participants will also be grounded in selecting, designing and implementing a practical Cyber Risk Maturity framework and be exposed to various cyber threat scenarios. With so much at stake for a business – financial loss, operational disruption, competitive disadvantage, legal liability, and harm to corporate reputation – the question for corporate directors and officers is not whether to become involved in cyber risk management, but how to appropriately implement and oversee their company’s initiatives.

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. Participants will also be guided in 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 performance measurement systems as strategic management systems.

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, measure, 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.

This module instructs participants on the basis behind Disaster Recovery Plans (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 receive practical instructions and guidance on how to build an effective BCP document and how to keep it current and relevant as the organisation evolves.

When implemented and utilized properly, ERM can become a driver for Commercial Sustainability as well as Organisational Agility and Resilience. This program coaches participants in how to achieve this via practical application of ERM fundamentals. The module reemphasises 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 schedules 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 incorporates a ½ day case study workshop where the participants will apply the tools introduced during the training to identify, record, prioritise and mitigate risks.