Operational Risk Management & Resilience
Operational Risk Management & Resilience
Management & Leadership
www.lpcentre.com
Operational Risk Management & Resilience
INTRODUCTION This course aims to help participants learn how to enhance the operational risk management and resilience capabilities of their organizations. In particular, we focus on how the recent COVID-19 disaster made plain the strategic weaknesses of most organizations insofar as withstanding and responding to surprises. While the Covid pandemic was, by most accounts, unpredictable, the responses to it varied—often becoming the determining factor in whether an organization survived. Operational Risk Management & Resilience Course addresses these concerns by making operational risk management a strategic, forward-looking undertaking that aims to constantly position and reposition the organization in light of changing internal and external challenges. This approach breeds resilience.
OBJECTIVES At the end of the Operational Risk Management & Resilience Training 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
Operational Risk Management & Resilience
WHO SHOULD ATTEND ?
Operational Risk Management & Resilience Training course, is ideal for : Heads of Operational Risk Enterprise Risk Managers Operational Risk Managers Operations Managers Internal Auditors HR officers Compliance officers Consultants Regulators
COURSE OUTLINE
Day 1 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
Creating a post-COVID, ORM framework: Investigating COSO ERM Risk management must be practically related to performance and KPI management Risk management involves new definitions, concepts and psychological notions Risk management must be closely involved with strategy setting and execution Risk management is not back-office and reactionary, but board-lead, head-office and forward-looking
Operational Risk Management & Resilience
Day 2 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
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
Day 3 Technical Aspects: Creating Resilience
Develop routines, simple rules and improvisations
Operational Risk Management & Resilience
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
Day 4 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
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
Day 5 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
Operational Risk Management & Resilience
Change management Monitoring and reporting Control and mitigation ICT Business continuity Disclosure
IN-HOUSE TRAINING LPC Training is capable of conducting this training programme exclusively for your delegates. Please e-mail us on admin@lpcentre.com for further information and/or to receive a comprehensive proposal.
Operational Risk Management & Resilience
CONTACT INFO
LONDON DOCUMENTATION
Oxford Street Offices: London - Oxford St.
High-Quality material has been prepared by the LPC team for distribution
to delegates. In addition, a special note pad to facilitate note-taking will25 be N Row, London W1K 6DJ provided.
T: +44 (0) 20 80 900 464 E: admin@lpcentre.com
CERTIFICATES
Park Royal offices:
Accredited Certificate of completion will be issued to those who attend 47 & – 49 Park Royal Road successfully complete the programme.
London NW10 7LQ T: +44 (0) 20 80 900 464
SCHEDULE Our Course timings commence at 09:00 and conclude at 13:00.
REGISTRATION & PAYMENT
E: info@lpcentre.com
DUBAI Office 501 Clover Bay Tower, Business Bay
Please complete the registration form on the course page & return it toT: us+971 4 421 4616 indicating your preferred mode of payment. For Further Information, please get in touch with us.
KUALA LUMPUR CANCELLATION AND REFUND POLICY
No. 03-06-05, UOA Business Park,
Delegates have 14 days from the date of booking to cancel and receive a
Jalan Pengaturcara U1/51A,
full refund or transfer to another date free of charge. If less than 14 days’ notice is given then we will be unable to refund or cancel the booking unless on medical grounds.
Section U1, Kawasan Perindustrian Temasaya,
For more details about the Cancellation and Refund policy, please visit 40150 Shah Alam, Selangor www.lpcentre.com/terms-and-conditions/
T: +60 19-305 5694
TRAVEL AND TRANSPORT We are committed to picking up and dropping off the participants from the airport to the hotel and back.
www.lpcentre.com