During economic downturns, and as countries globally continue to experience significant difficulties due to Covid-19, the complexity and velocity of risks continues to increase. It is therefore incumbent for organizations, its leaders and employees to become more risk intelligent, resilient, agile and more risk responsive. They need to understand change before it hits them, adapt at speed and ensure the institution does not tip over in the process. Leaders, additionally, must also ensure their employees become more risk educated.
Give your career a rocket boost! Differentiate yourself in a competitive landscape, opening doors to leadership roles and strategic responsibilities. The International Certificate will position you as a sought-after expert in high-stakes risk management.
On successful completion of the course, participants will be able to:
Course Duration
28th August- 8th Novemberber 2023 (12 Weeks)
Registration
Open
Time
Monday, Tuesday, Wednesday
5:00 p.m. – 8:00 p.m. AST
Modality
Online
Certificate Awarded
Professional Development Certificate of Competence
Cost
Payment plans are available. Contact us for more information.
Contact Us Today
1 (246) 424 – 7731
chsb@cavehill.uwi.edu
♦ How to implement an Enterprise Risk Management framework
♦ ERM for private and public sector institutions: no one cap fits all
♦ What is the value of ERM? (case study analyses)
♦ Developing the ERM framework
♦ Agility, resilience building through ERM
♦ Frameworks and standards employed in ERM (E.G. COSO and ISO)
♦ Risk classification
♦ How to build an effective risk management culture
♦ Risk management performance, competencies, training and leadership
♦ Effective leadership through a crisis
♦ Combatting normalized behaviour; Biases, work ethic, leadership
♦ Corporate governance models
♦ Reputation risk management:
♦ The impact of behaviour and attitude in identifying risk
♦ Improving the transparency and credibility of those implementing ERM
♦ Dealing with conflicting interests and cultures of the various interested and affected parties
♦ Why is Risk Communication so critical?
♦ The role of the C-Suite, and Board in ERM implementation.
♦ Defining Risk Communication Stakeholder Groups
♦ Risk Communication during a crises
♦ Evaluating the outcomes of Risk management policies
♦ Embedding a Culture of Risk in Policy Making
♦ Understanding the Policy Process to Influence 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 can impact the organization.
♦ Creating a venue where uncertainties can be addressed, and questions answered
♦ Determining Risk tolerance and Risk appetite: are they relevant?
♦ The main sources of financial risk: lessons learned
♦ The reasons for assessing and measuring risks
♦ The benefits of measuring risks
♦ Risk measuring techniques (e.g. Monte Carlo, decision trees)
♦ Financial risk standards: e.g. Basel, Sox
♦ Using data analytics to aid in decision making
♦ 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
♦ Organizational vision and values aligned to ERM
♦ Sector specific and geographical issues: e.g. Energy, Crime, Finance
♦ ERM successes and failures at global institutions: what can be learned and applied locally?
♦ Horizon scanning: an aid to identifying and managing local risk exposures
♦ Management Reporting: an aid in managing risk
♦ ERM as a competitive advantage (locally/globally)
♦ Identifying Emerging risk and the impact on the (future) economy
♦ 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
♦ 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
♦ Regulatory Compliance: e.g. AML/CFT, FACTA, IR
♦ The legal and regulatory drivers of Enterprise Risk Management
♦ Importance of ERM in international credit ratings (Moody’s, Fitch, S&P)
♦ Importance and value of international and local legislation in supporting an effective risk management program (e.g. role of Parliament, Central Bank’s, OSH act, FIU, )
♦ Intellectual Property, Data Protection and Privacy Risks
♦ What is supply chain and Vendor risk management?
♦ Identifying and mitigating supply chain risk
♦ Operationalizing risk mitigation techniques to treat with international supply chain disruptions
♦ The human factor cost in supply chain and vendor risk
♦ Identifying and assessing third (3rd) party risk
♦ Conducting supply and third party risk assessments
The drivers of Business Continuity planning
How to develop a business continuity management plan
Why have a BCM: lessons learned
Incident identification, response and reporting
BCM versus Disaster recovery/preparedness
Preparing for the next major disruption
♦ Conducting risk assessments
♦ Techniques used to identify risk (Risk and Control Self Assessments, Audits, Incident analysis)
♦ Root cause analysis and scenario planning as part of risk identification
♦ Risk treatment response options
♦ Risk Assessments vs Hazard Assessments
♦ Establishment of action plans
♦ Determine the effectiveness of controls to mitigate risks identified.
♦ Outlining the difference between risk (dependent on scenarios) and hazard (found within a specific area);
♦ The sustainable leadership skills needed to implement climate risk management and facilitate ESG integration in your organization, creating long-term value for shareholders and society.
♦ An understanding of how to design and implement an ESG Risk Management Framework.
♦ The ability to formulate effective Risk Indicators to measure the impact of the organization’s ESG performance and align them with sustainability goals.
♦ A practical action plan to build organizational resilience into your organization.
♦ Understanding people’s tolerance for and approach to risk
♦ Analyze risks and how different people respond to them.
♦ Risk personality assessments
♦ The role of Anthropology and Psychology in ERM
♦ Integrating pandemic risk into business continuity and disaster preparedness plans
♦ Future proofing your home and office borders
♦ The role of Bio-security in managing emerging risk to institutions
♦ Conducting Impact analysis of biosecurity risk
♦ The International Certificate in Enterprise Risk Management certificate is assessed by continuous assessment and final project management.
Ready to take your risk management skills to a global level? Uncover new horizons in business strategy and ensure your organization’s success with our prestigious International Certificate in Enterprise Risk Management.
Unlock a World of Possibilities: Master the art of identifying, assessing, and mitigating risks across borders. Acquire insights into international regulations, cultural dynamics, and emerging trends, empowering you to steer your company through uncertain times with confidence.
Global Recognition, Local Impact: Join a league of exceptional professionals recognized worldwide for their proficiency in enterprise risk management. Gain the tools to make informed decisions that resonate locally while aligning seamlessly with global best practices. What are you waiting for? Register Today!
Give your career a rocket boost! Differentiate yourself in a competitive landscape, opening doors to leadership roles and strategic responsibilities. The International Certificate will position you as a sought-after expert in high-stakes risk management.