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Operational Risk Management & Resilience
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This course aims to help participants learn how to enhance the operational risk management and resilience capabilities of their organisations. In particular, we focus on how the recent COVID-19 disaster made plain the strategic weaknesses of most organisations insofar as withstanding and responding to surprises. While the pandemic was, by most accounts, unpredictable, the responses to it varied—often becoming the determining factor in whether an organisation survived. This course addresses these concerns by making operational risk management a strategic, forward-looking undertaking that aims to constantly position and reposition the organisation in light changing internal and external challenges. This approach breeds resilience.
After the course, participants will know about:- Identification of emerging risks
- Risk networks rather than risk registers
- Key elements of counter-terrorism measures and physical security
- Implementing ORM: the invisible framework
- Must-know about cyber security and threats
- How to differentiate and address human errors
- How to use root cause analysis most effectively
- Influencing behaviours for better control
- All best practices in operational risk management for financial companies
- Risk Reporting and Conduct reporting
- Building a framework for risk culture change
- Leading KRIs framework for identification and design
- Scenario analysis and assessment
Who Should Attend- Heads of Operational Risk
- Enterprise Risk Managers
- Operational Risk Managers
- Operations Managers
- Internal Auditors
- HR officers
- Compliance officers
- Consultants
- Regulators
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Day One
Overview:
Defining Modern Operational Risk- “Classic” notions and definitions
- Modern understanding within COSO and ISO
- Post-COVID demands on Operational Risk Management (ORM)
- Surveys and feedback
- What we can learn from business continuity
- Defining resilience
- Roadmap for the course
Session Break
Creating a post-COVID, ORM framework:- Investigating COSO ERM
- Key areas of emphasis:
- Risk management is not back-office and reactionary, but board-lead, head-office and forward-looking
- Risk management must be closely involved with strategy setting and execution
- Risk management involves new definitions, concepts and psychological notions
- Risk management must be practically related to performance and KPI management
An ORM framework shaped by COSO- Scope must be defined by board and executive concerns
- Review of surveys on concerns:
- Growth
- Responsiveness to threats and resilience
- Handling emerging risks
- Enhancing competitiveness
Session Break: Lunch
How such an ORM framework would work:- Dynamic notions of risk and performance introduced
- Using the COSO ERM Process Steps for ORM
- Establishing the strategic context
- Cascading strategic performance
- Identification of key risks and key risk indicators (KRIs)
- Quantifying KRIs and Key Risks
- Integrating and understanding impacts
- Direct and Indirect operational events
- Behavioural and environmental indicators and factors: Stress Testing
- Ranking and developing a strategy for managing operational risks
- Remedies
- Monitoring Risks
Session Break: Day’s EndDay Two
Technical Aspects: Data- Creating an infrastructure for analyzing and managing operational threats:
- Defining operational events
- Managing data:
- Centralized management of data and loss events
- Decentralized Management of data and loss events
- Mixture systems
- Database development
- Distinguishing between Loss databases and Event databases
- Capturing Direct Losses
- Indirect losses
- Timing issues
- Key Risk Indicators (KRIs) and Business environment and internal control factors (BEICFs)
- Technical issues (if time permits)
- Loss data collection thresholds
- Potential fixes to reporting bias
Session Break
Technical Aspects: Building in Business Continuity- Borrowing techniques from Business Continuity Management
- Identifying impacts resulting from disruptions and disaster scenarios
- Specifying techniques to quantify impacts
- Establishing “criticality” and critical functions
- Assessing impacts over time
- Recovery Time Objective (RTO) and Recovery Point Objective (RPO)
- Maximum tolerable outage (MTO)
- Identifying interdependencies
Session Break: Lunch
Technical Aspects: Creating Resilience- Develop routines, simple rules and improvisations
- Analyze which tools you need to get different work done (or different critical functions up and running)
- Question assumptions behind routines
- Practice doing more with less
- Deepen knowledge of how work fits in with whole strategy
- Investing building expertise
- Identify priorities
- Learn to give up control
Session Break: Day’s EndDay Three
Qualitative and Structural Aspects: Governance- Creating the board-led, governance structure
- Chief Risk Officer and ORM head
- Risk champions and risk analysts
- 3 Lines and 4 Lines of Defence models
- Defining roles for Board, Risk management, Management Team, Audit and Compliance
Session Break
Qualitative and Structural Aspects: Risk Culture- Current risk culture must be re-examined
- Defining “risk culture”
- Importance in ORM
- FSB Indicators of risk culture strength
- Typical psychological factors in risk culture weakness: biases
Session Break: Lunch
Putting everything together
Basel Checklist:- Risk culture
- Operational Risk Management Framework
- Board of directors: implementation of operational risk management
- Board of directors: risk appetite
- Senior management
- Identification and assessment of operational risks
- Change management
- Monitoring and reporting
- Control and mitigation
- ICT
- Business continuity
- Disclosure
Session Break: End of DayDay Four
Case Studies: Day Four is spent reviewing numerous readings and case studies assigned during Days 1 – 3, with answers discussed.
Concluding remarks and review -
Our Tailored Learning Offering
Do you have five or more people interested in attending this course? Do you want to tailor it to meet your company’s exact requirements? If you’d like to do either of these, we can bring this course to your company’s office. You could even save up to 50% on the cost of sending delegates to a public course and dramatically increase your ROI.
If you want to run this course at a location convenient to you or if you want a completely customised learning solution, we can help.
We produce learning solutions that are completely unique to your business. We’ll guide you through the whole process, from the initial consultancy to evaluating the success of the full learning experience. Our learning specialists ensure you get the maximum return on your training investment.
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We have a combined experience of over 60 years providing learning solutions to the world’s major organisations and are privileged to have contributed to their success. We view our clients as partners and focus on understanding the needs of each organisation we work with to tailor learning solutions to specific requirements.
We are proud of our record of customer satisfaction. Here is why you should choose us to help you achieve your goals and accelerate your career:
- Quality – our clients consistently rate our performance ‘excellent’ or ‘outstanding’. Our average overall score awarded to us by our clients is nine out of ten.
- Track record – 10/10 of the world’s largest banks have chosen us as there training provider and we have delivered training across the largest banks and have trained over 25,000 professionals.
- Knowledge – our 100+ strong team of industry specialist trainers are world leading financial leaders and commentators, ensuring our knowledge base is second to none.
- Reliability – if we promise it, we deliver it. We have delivered over 25,000 events both in person and online, using simultaneous translation to delegates from over 99 countries.
- Recognition – we are accredited by the British Accreditation Council and the CPD Certification Service. In an independent review by Feefo we scored 4.2/5 on service and 4.7/5 on Coursecheck
Instructor
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Maurice Ewing
Biography
Maurice holds a PhD, is an experienced executive, Chief Risk Officer (CRO), board member and consultant. He is the founder and CEO of Conquer Risk, a consulting firm that conducts investment due diligence of corporates and banks, specialising in emerging and frontier markets. Until recently, the instructor held the group CRO role for one of Africa's largest banks for which he developed the entire enterprise risk management (ERM) and risk oversight functions, sitting on the board and managing over 400 people within 10 departments, spanning 5 countries. He is a sought after speaker on risk oversight, strategy and corporate governance but has also trained numerous management teams in predictive analytics, market intelligence acquisition and internal model development for Basel II & Basel III purposes. He previously taught Executive-MBAs on the full-time finance faculty of the Kellogg-HKUST business program and, before that, worked as a regulator for both the New York Federal Reserve and the Board of Governors. A former dissertation advisee of Ben Bernanke, the US Federal Reserve Chairman, the instructor holds a PhD and MA in economics from Princeton University and a BA in Economics and Mathematics from Northwestern University. He was recently selected out of over 50,000 candidates to the prestigious board of the Professional Risk Manager's International Association as a Subject Matter Expert on ERM. He is also a certified Financial Risk Manager (FRM) with the Global Association of Risk Professionals.
