Workshops Directory List

Synopsis/ Introduction

Recent crises in the global financial system have once again highlighted the importance of good risk management and firms that have been seen to manage risk proactively have fared better than their competitors. Not only have corporate and industry regulators demanded that listed companies raise their game as regards risk management, rating agencies have announced that, in future, corporate ratings will be based on the quality of a firm's risk management 'culture'. But beyond mere compliance, superior risk management has become an imperative for boards and management seeking to build a sustainable business.

In a world of risks and constant changes, effective risk management has the potential to increase the reliability of operations, build resilience, and foster innovation/value creation—three keys to achieving sustained performance.

There is, however, no easy template for good risk management and boards and executives must develop the 'framework' that is most appropriate for their business model and then to put in place the governance and organisation structures needed to embed good risk management practices in all parts of their firm.

This course presents the latest thinking on risk management 'best practice' and how these models may be used to satisfy the most stringent of regulators' requirements. Difficult concepts, such as strategic risk, enterprise risk and risk appetite are described and lessons learned from recent failures of risk management are explained through relevant case studies. The course also uses practical exercises to help participants gain an understanding of how the tools and techniques described in the course may be used in practice in their own situations.

In summary, this workshop provides a framework in developing a dynamic vision of risk management called Enterprise-wide Risk Management (ERM). And provide a roadmap to Understand the reasons for the Emergence, the current Scope & Purpose of Enterprise-Wide Risk Management Principles, Methodologies and Tools. Definitions of risk; risk maturity model; role function and benefits of risk management; Corporate Governance; Stakeholders; the risk management models in use around the world and how to implement them successfully!

Learning Objectives / Key Benefits

After attending this session, you should be able to:

• Recognize and understand what are the real reasons for today’s development of Risk Management
• What is holistic risk management, Integrated Risk Management & Enterprise Risk Management?
• What are the benefits of risk management?
• What are the key drivers for adopting ERM and how it is currently being applied by organizations
• Identify the keys challenges organizations face in integrating ERM into their system and processes
• What are the positive and negative impacts of ERM on organizations?
• How to get leadership support and foster employee buy-in to allow cultural changes
• Understand risk in all its dimensions and what is risk all about!
• Learn about COSO and ISO 31000, the most popular methodologies and frameworks applicable to the management of risk in organizations?
• Learn why there has been such a strong development of regulatory frameworks applicable to the management of risk in organizations?
• Find out what are the key values necessary for the effective implementation of ERM
• Understand the risk management decision-making process applicable under the ERM Framework

Workshop Outline

1. Understanding the reasons for the emergence of ERM
2. Introduction to Risk & Risk Management & ERM
3. The ERM objectives: Corporate protection, resilience or performance
4. How is ERM related to Corporate Governance and Compliance
5. Organizational context, culture, roles and responsibilities for ERM
6. Introduction to the concepts and principles of risk and risk management
7. Overview of industry standards and legal frameworks for risk management
8. ERM Objectives and maturity to consider when implementing ERM
9. Risk management as a strategic managerial function in modern organizations
10. A steps by step overview of the risk management decision-making process and it challenges

WHO should attend?

This workshop is designed for Leaders and managers concerned with the challenge of making important decisions in a volatile business environment and need to understand how risk management can help deliver positive results for their organisations. Participants include Board of Directors, C-level Executives, Risk Managers/Directors, Insurance Managers, Brokers, Internal Auditors, Accountants, Safety, Health and Environment Professionals, Public Sector Officers and government officers, Change Managers and HR Managers, Legal Professionals and any decision-makers wanting to understand more on how to create value with Risk Management.

Program Faculty / Facilitators

Marc Ronez, Managing Director, The Asia Risk Management Institute Er Jwee Ping, Professor of Risk Management and Accounting, NUS

Testimonials

“This workshop help me understand the real value of ERM and provided me with the business case necessary to convince my management to really support our ERM implementation project”. Risk Manager, Hospitality group

Related Article(s)

Enterprise Risk Management: a Key Management Decision Tool for a Globalised and Volatile World
   By Marc Ronez, Managing Director, Asia Risk Management Institute

Synopsis/ Introduction

Modern Organisations are now confronted with increased volatility and complexity in today's global business environment. The interaction of many forces - social, cultural, political, financial, environmental, and legal - forms a landscape or topography of the organization, which defies easy definition. There are risks regardless of whatever path and activities are pursued. But the key question Is: "How can I gain that perspective that allows me to confidently make major decisions while maintaining proper balance between opportunity and risk?'

A company is a collection of resources and business processes for activities organised to create value for you and your customers. Regardless of Industry or sector, any risks that can affect the value creation should be identified and dealt with. The company that manages its risks more efficiently than its rivals has a distinct competitive advantage. One technique that has proven most effective in providing this desired perspective is the creation and utilization of a risk mapping and profiling model that really relates clearly organizational performance with risk management.

Such mapping start from a clear understanding of an organization’s business model, and involves identifying the key resources, and processes - activities, tasks, things done, or work performed - that occur within the corporation being described in a "map" or sequential format which provides directional value creation flow. It enables top management to view the corporation holistically and systematically and at the same time focus on the risk associated with the key sources of competitive advantage of your organization. This module workshop will introduce you to our Value and Risk mapping model, highlights the benefits, summarizes the method of identifying, analysis risks and developing risk maps, and describes several applications, some pretty unconventional, for risk mapping in an organisation.

Learning Objectives

After attending this session, you should be able to:

1. Establish a rigorous process with regards to consideration of risks and tradeoffs between risk and returns within your organization
2. Build better identification process of so that no key threats to your organizations are missed.
3. Make threats and opportunities more visible and measurable so that they can be managed effectively.
4. Help to understand how to ensure the right focus for your Risk Management effort in your organization.
5. Effectively allocate and using scarce resources to prioritized risk issues.
6. Improve trust and confidence in the organization from your stakeholders through continuous engagement process building the foundation for successful ERM implementation.

WHO should attend?

CEO’s, Directors, Departmental Heads, Senior Managers and executives in business, government and non-profit organizations with responsibility for managing risk to their business and operations. The course will be of particular interest to those responsible for:

• Governance, Risk & Ethics
• Risk Management
• Marketing, Advertising & Communications
• Corporate Communications & Branding
• Public Relations & Corporate Communications
• Investor & Stakeholder Relations
• Corporate Affairs
• Organizational Development
• Change Management

Program Faculty / Facilitators

Marc Ronez, Managing Director, The Asia Risk Management Institute Christopher J Brickhill, Consultant, Risk Management in Banking & Finance

Testimonials

“An eye-opener.. I have been to many Risk Assessment workshop and for the first time, I learn a systematic and practical methodology that really do the job.. ”. Corporate Strategy Manager, Manufacturing firm

Related Article(s)

“Value and Performance Assessment” by Marc Ronez

Synopsis/ Introduction

The recent financial crisis, illustrated the fact that even when they are risk management systems, they can fail in many ways. And one of possiblity the most unexpected ways relate to the communication about risk issues. Indeed, once all the relevant risks that your organization faces have been identify and properly assessed the job of a risk manager does not stop there. He must communicate that assessment to the decision-makers for them to make decisions based on a clear and comprehensive understanding of the risk/return balance associated with the decisions considered. The subprime crisis highlighted the issue that occur when the the risk management become aware of significant risk issues but for various reasons such as for example group think and competing agenda, they failed to communicate the the risk assessment effectively and it was not properly taken into accoun the senoir management decisions process leading catastrophic consequences for the organizations concerned.

Therefore in this workshop, We will prepare you for the tough questions that follow. In short, it helps you communicate in a way that calms, informs and reassures your audience.

This workshop provides the techniques and training in developing people who can master the art and science of communicating about risks with the various groups of internal and external stakeholders at all time in order to ensure that that they will be taken seriously helping proactively anticipate on risk issues and prevent crises or if a crisis is inevitable, to limit and overcome the damage it creates.

Learning Objectives / Key Benefits

• Understand how effective risk communication can help prevent risk becoming crisis
• Learn when and how to communicate about risk issues (Known risks and black swans)
• Conduct is a risk perception & communication vulnerability audit
• How to understand how your stakeholders will perceive your communication
• Recognize and respond to different types of communications risk situations as they develop
• Learn the seven steps to creation a risk communication strategy

WHO should attend?

This workshop is designed for CEOs, managing directors, senior management, corporate communication, risk managers and executives whose jobs involve taking a leadership communication role within the organization and are concerned with the challenge of making important and effective communications about risk issues and wish to prepare themselves for the challenge of posed by possible crisis. It will of course benefit tremendously people with responsibility for crisis or disaster management, including business continuity staff and emergency planners.

Program Faculty / Facilitators

Marc Ronez, Managing Director, The Asia Risk Management Institute

Testimonials

“This workshop help me understand the real value of ERM and provided me with the business case necessary to convince my management to really support our ERM implementation project”. Risk Manager, Hospitality group

Synopsis/ Introduction

In today's global and volatile risks are waiting to happen. It is the nature of life. And when they do, we should be prepared to minimise their adverse impacts and possibly leverage on the opportunities they create. These accidents could be a major fire, a change of regulation, a chemical spillage, the entry of a new competitor, an explosion or a fraud committed by a senior manager. Whether you are working for a commercial corporation or not-for-profit organisation, all entities have a business, legal and often moral responsibilities to deal with risks in an effective and appropriate manner.

Besides protecting physical assets and human lives, organisations are becoming more concerned about protecting intangible assets as well. Intangible assets include intellectual property, product brands and corporate reputation.

This workshop provides an understanding on the types of losses an organisation is exposed to. Participants will learn the Key Risk Controls to Protect Your Tangible and Intangible Assets. How and when to select and apply the right risk control measures? This Workshop will guide you through a wide range of risk management strategies/interventions, explains how they work, and suggests when they are most appropriate.

Learning Outcomes

After attending this session, you should be able to:

• Understanding your tangible and intangible assets
• Major causes of loss affecting property, people, reputation, etc
• Major categories of losses/opportunities ie. Strategic, operational, financial, etc
• Importance of understanding the concept of acceptable risk / risk tolerance.
• How to organize the systematic management of the triggers/factors that give rise to risk
• What are the techniques to prevent and/or reduce the impact of losses and when to use them effectively?
• Typical mistakes and selecting and implementing less effective control measures.
• How to increase performance by designing and implementing organizational solutions

Workshop Outline

1. Understand how our risk profile establishes risk treatment decision making
2. Understand how the risk appetite and risk tolerance position of the business “sets the tone” for risk retention/risk treatment decision-making
3. Develop risk treatment options for risk management
4. Implement risk treatment plans
5. Understanding & Optimizing Risk Control
6. Risk Factors Management
7. Loss Prediction and Risk Optimization
8. Keys Risk Prevention Techniques
9. Keys Risk Reduction Techniques

WHO should attend?

• CEO/Senior management
• Chief risk officer, Risk Manager
• Internal Audit
• CFO/Finance & Accounting
• General Counsel
• Contracts & Program Management
• Human Resources
• Operations/Production Management
• Logistics Management

Program Faculty / Facilitators

Marc Ronez, Managing Director, The Asia Risk Management Institute Bala Krishnan, Manaing Director, JLT Interactive

Synopsis/ Introduction

In today's global and volatile Risks are waiting to happen. It is the nature of life. And when they do, we should be prepared to minimize their adverse impacts and possibly leverage on the opportunities they create. These accidents could be a major fire, a change of regulation, a chemical spillage, the entry of a new competitor, an explosion or a fraud committed by a senior manager. Whether you are working for a commercial corporation or not-for-profit organization, all entities have a business, legal and often moral responsibilities to deal with risks in an effective and appropriate manner.

Besides protecting physical assets and human lives, organizations are becoming more concerned about protecting intangible assets as well. Intangible assets include intellectual property, product brands and corporate reputation.

This workshop provides an detailed understanding on the wide range and types of losses an organization is exposed to and the potential financial impacts of those losses. Participants will learn the Key Risk Financing Techniques to Protect Your Tangible and Intangible Assets. How and when to select and apply the right risk financing Techniques and how to analyze carefully the pros and cons associated with the financing techniques of transfer, retention and insurance.

This Workshop in summary will guide you through a wide range of risk financing strategies, explains how they work, and suggests when they are most appropriate in wide range of specific scenarios.

Learning Objectives

After attending this session, you should be able to:

• Analyse the risk profile to establish the risk treatment strategy
• Develop risk financing options for risk management
• Through Insurance
• Self-Insurance
• Captive Insurance
• Reinsurance
• ART & Capital Markets
• Non-Insurance Contractual Risk Transfer

WHO should attend?

• CEO/Senior management
• Chief risk officer, Risk Manager
• Internal Audit
• CFO/Finance & Accounting
• Insurance Broker
• Underwriters

Program Faculty / Facilitators

Marc Ronez, Managing Director, The Asia Risk Management Institute Paul Clarke, Managing Director, Echelon Consulting

Synopsis/ Introduction

Most managers and executives at all levels of the organization have to manage small crises on an ongoing basis. However, their skills are tested to the utmost when they are faced with major crises that have the potential to disrupt the organization's income sources, operating expenses, stock price, competitive position and ongoing business. Disasters may strike an organization when least expected. Events such as the explosion of BP platform, the accidents with Toyota cars, the terrorist attack on the World Trade Center in New York City, the Bali bombing and SARS/Bird flu outbreaks have alerted organizations to the adverse impact a disaster can have on their business.

Have you ever considered, given the above scenarios, how would your business be able to carry on with minimum disruption to your operations? What about your brand equity, shareholder value and market share? Would these be affected? How do you reduce your organization's vulnerability to product defects, terrorism, pandemic flu, computer virus assaults or your own employee's dishonesty?

The module emphasizes realistic problem solving and the importance of stakeholders’ management, crisis communication and hands-on experience in preventing or controlling crisis situations. Participants work on exercises based on actual business crisis events. This module will teach you how to recognize the threats that your organization faces develop and respond with the appropriate crisis management program.

As much as possible, the workshop will be tailored to the needs of the participants attending, and will create a forum for sharing experience and knowledge. Practical work on both real and imaginary scenarios will reinforce learning.

Through discussion of the nature of crises, examination of case studies and practical exercises, the workshop will highlight the importance of communication and some practical techniques for successful operational management of a major incident.

Learning Objectives

Participants will understand how to identify and deal with issues before they become crises, and will be able to recognise and tackle organisational cultures that incubate crises. They will have a template for improved crisis planning and reaction times, and will learn from the experience of others on the course. Participants will become familiar with the particular communication challenges that crisis situations present, and the techniques that will help them communicate effectively. They will become aware of the strengths of their communication response to incidents, and will have created an action plan to cover any areas of weakness. With the skills and knowledge developed through the session they will be able to take a more positive approach to dealing with major incidents.

Workshop Outline

• Setting the Stage - Understanding Crisis
• Issue or crisis: is there a choice?
• Identifying risk issues that might develop into problems
• Crisis incubation: Identify diagnostic and detection indicators
• What type of crisis?
• Crisis planning
• Avoiding the crisis culture
• What is a crisis and who is interested?
• Crisis planning – planning to communicate
• First voice – initial communication response
• Considered responses – what format and which people?
• Effective Crisis Communications
• Building Crisis Management Readiness

WHO should attend?

This course is designed for those who are likely to be involved in managing communications at the time of a major incident. This includes CEOs, managing directors, senior management, corporate communication, risk managers and executives whose jobs involve taking a leadership management role within the organization and are concerned with the challenge of making important and effective decisions and communications during a crisis and wish to prepare themselves for the challenge of posed by possible crisis. It will of course benefit tremendously people with responsibility for crisis or disaster management, including business continuity staff and emergency planners.

Program Faculty / Facilitators

Marc Ronez, Managing Director, The Asia Risk Management Institute Er Jwee Ping, Professor of Risk Management and Accounting, NUS

Synopsis/ Introduction

Most managers and executives at all levels of the organization have to manage small crises on an ongoing basis. However, their skills are tested to the utmost when they are faced with major crises that have the potential to disrupt the organization's income sources, operating expenses, stock price, competitive position and ongoing business. Disasters may strike an organization when least expected. Recent events such as the terrorist attack on the World Trade Center in New York City, the Bali bombing and SARS/Bird flu outbreaks have alerted organizations to the adverse impact a disaster can have on their business.

Have you ever considered, given the above scenarios, how would your business be able to carry on with minimum disruption to your operations? What about your brand equity, shareholder value and market share? Would these be affected? How do you reduce your organization's vulnerability to terrorism, pandemic flu, computer virus assaults or your own employee's dishonesty?

The module emphasizes realistic problem solving and the importance of stakeholders’ management, crisis communication and hands-on experience in preventing or controlling crisis situations. Participants work on exercises based on actual business crisis events. This module will teach you how to recognize the threats that your organization faces develop and respond with the appropriate crisis and business continuity management program.

Learning Objectives

After attending this session, you should be able to:

1. Understand what is a crisis and how it evolve dynamically from issue to disaster
2. Understand the cirtical importance of communicating effectively during a crisis
3. What is DRP, BCP, BCM, etc and how do they fit with Risk Management
4. How to perform a Risk Assessment and Business Impact Assessment (BIA) to identify vulnerabilities
5. How to Identify appropriate business continuity & recovery strategies for key data/information, people, infrastructure and processes
6. How to embed, test and maintain continuity arrangements (BCP/DRP) for your organization

WHO should attend?

This course is designed CEOs, managing directors, senior management, corporate communication, risk managers and executives whose jobs involve taking a leadership management role within the organization and are concerned with the challenge of making important and effective decisions during a crisis and wish to prepare themselves for the challenge of posed by possible crisis. It will of course benefit tremendously people with responsibility for crisis or disaster management, including business continuity staff and emergency planners.

Program Faculty / Facilitators

Marc Ronez, Managing Director, The Asia Risk Management Institute

Synopsis/ Introduction

Fraud, Terrorism, technological changes, increasing competion, CSR, business changes, etc. Do you know what is in the “pipeline” for your organisation? Even if you have a whole risk management system in place, will you really be able to really recognise, monitor and take actions on risks/threats and opportunities as and when they occur? Past corporate disasters demonstrate that organisations are often not good at monitoring risk issues. So when risks materialise; disasters may strike an organisation when least expected; and management will fall in to the trap of reactive fire-fighting.

Furthermore even if your Risk Management system is working well, managers should not be insensitive to the possibility that the risks may have changed and therefore their assessments may be in need of update. The Risk Management process of identification, assessment, analysis, and developing effective management interventions, is a continuous ongoing process of response to changes in the strategic and operational exposures. Leaders and Risk managers should learn to recognise any structural changes that could make their existing models and loss data less relevant or even obsolete.

This module will explore the two dynamic processes of strategic/operational response and continuous change learning that are critical for an effective risk control system and explain how they can be explicitly structured and monitored using a series of reports and Key Risk Indicators (KRIs) and distributed timely to the people who need them to make the right decisions.

Learning Objectives

After attending this session, you should be able to:

1. What are the critical components of an effective risk metric dashboard?
2. Monitoring and review: How to design and set the KRI/KPI
3. Understand the continuous changes in context and risks
4. What are some common pitfalls in risk reporting that your organisation should avoid?
5. How should risk information be communicated to the board?
6. Connecting Risk management with audit (assurance) and monitoring processes
7. How to Develop Risk Management performance measurement
8. How to recognise factors leading to crisis for timely intervention
9. And many more

Workshop Outline

1. What is Risk and Risk Management
2. Different types of Metrics/Indicators
3. Benefits & limitations of Metrics/Indicators
4. What can go wrong when using Metrics/Indicators?
5. How to establish a Key Metrics review model

WHO should attend?

• CEO/Senior management
• Chief risk officer, Risk Manager
• Internal Audit
• CFO/Finance & Accounting
• General Counsel
• Contracts & Program Management
• Human Resources
• Operations/Production Management
• Logistics Management

Program Faculty / Facilitators

Marc Ronez, Managing Director, The Asia Risk Management Institute

Synopsis/ Introduction

What is your business’s appetite for risk? Are its current risks a comfortable fit or is the business taking one risk too many?

This workshop will help you help you understand, define and communicate your business’s appetite for risk. By removing the need to rely on ‘gut feel’ we can help managers make sound decisions on the risks your business retains, those it reduces through strategic or operational change, and those it transfers.

Learning Objectives and Key Benefits

• Make better informed business decisions
• Focus on the risks that exceed the defined appetite for risk
• Develop a business culture with a high awareness of risk
• Strike a balance between daring and prudence.

Workshop Outline

1. What is Risk Appetite? Can you articulate your organization’s risk appetite?
2. Risk & Capital: How do we determine how much capital we need?
3. Risk appetite: What are our most profitable risks?
4. Does this accord with the stakeholders’ views of risk?
• Who are the stakeholders?
• How likely is it that we will issue, say a profit warning in the current economic cycle?
5. Is new business generation moving towards our desired risk profile or away from it? In other words are our risks “on strategy”?
6. Where are our risk concentrations today? Why are they critical to our strategy?
7. Capturing experts’ opinions of loss severities and frequencies
8. Calculating statistics for individual loss scenarios
9. And the total losses an organisation could sustain as a result
10. Setting the Risk Appetite and tolerance level

WHO should attend?

This workshop is intended specifically for participants who have significant corporate and risk management responsibilities. Typical titles include, but are not limited to:

• Board of Directors
• Chief executive officer, Chief operating officer
• Chief risk officer, Risk Manager
• General manager
• Senior public relations officer
• Divisional/Operational director or manager

Program Faculty / Facilitators

Marc Ronez, Managing Director, The Asia Risk Management Institute Christopher Brickhill, Consultant, Banking & Finance

Synopsis/ Introduction

Recent corporate collapses and the financial crisis have highlighted the weaknesses of existing internal controls and risk management systems and the need for a higher level of corporate governance to better align and protect the diverging interests of the various stakeholders in the corporate ‘game’. In particular, key questions must be addressed:

• How to be aware of the symptoms and risks of bad governance?
• How an effective risk management system should help the board to plan forward, and sleep better at night?
• How to learn to detect hidden risks and dangers?
• What can the board do to ensure executive management has considered the management of risks?

While Corporate Governance traditionally describes the ways in which rights and responsibilities are shared between the various corporate participants, especially the management and the shareholders, Modern Corporate Governance establishes clear structures regarding accountability, responsibility and transparency at the head of the company, and defines he role of boards and management as follows:

1. fulfilling the long-term strategic goal of the owners and
2. while taking into account the expectations of all the key stakeholders, and in particular:
• consider and care for the interests of employees, past, present and future
• work to maintain excellent relations with both customers and suppliers
• take account of the needs of the environment and the local community
3. maintaining proper compliance with all the applicable legal and regulatory requirements under
4. which the company is carrying out its activities.
5. a culture based on a foundation of sound business ethics

Creating a corporate culture and management control systems that integrate, business ethic, proper governance and effective compliance is an important part of the overall risk management strategy also know as GRC (Governance, Risk & Compliance). This workshop will guide you through a comprehensive road map on how to build better Corporate Goverance for your organization.

Learning Objectives: How you will Benefit

After attending this session, you should be able to:

1. Ethics: Define corporate governance for your organisation and develop a clearly ethical basis to your business operation and decisions
2. Strategic risk management: Develop an effective strategy process which align and incorporates stakeholder value
3. Organization: Design an organisation suitably structured to support good corporate governance and risk management
4. Reporting: Develop reporting systems structured to provide transparency and accountability
5. Compliance: Understand the implications of regulatory requirements such as Sarbanes Oxley for corporate accountability and ethical behaviour

Program outline: What you will cover

• History and Evolution of Corporate Goverance
• Stakeholders Theory in the Corporate Governance ‘game’
• Basic paradigm of Corporate Goverance: the Agency Dilemma
• Relationship between corporate governance, risk management and compliance (GRC)
• Regulatory requirements for corporate goverance (ex of Sarbannes Oxley
• Types of Corporate Governance Systems
• Factors influencing the type of Corporate Governance in Organizations
• Types of Board of Directors and Ownership structure
• Role and responsibilities of the Board of Directors and of the Management
• Goverance Expectations for board Oversight of Risk Management
• Coporate Goverance in in specific situations (M&A, Comglomerates, etc)

WHO should attend?

This workshop is intended specifically for participants who have significant corporate and risk management responsibilities. Typical titles include, but are not limited to:

• Board of Directors
• Chief executive officer, Chief operating officer
• Chief risk officer, Risk Manager
• General manager
• Senior public relations officer
• Divisional/Operational director or manager

Program Faculty / Facilitators

Marc Ronez, Managing Director, The Asia Risk Management Institute Er Jwee Ping, Professor of Risk Management and Accounting, NUS

Synopsis/ Introduction

Recent corporate collapses and crises have highlighted the weaknesses of existing internal controls and risk management systems triggering strong industry and Regulatory initiatives to raise the standard organisations need to reach in dealing with risk issues. In fact the number and scope of government regulations have increased so rapidly in almost all OECD countries that the term "Regulatory Inflation" was coined by the OECD in the early 1990s.

The concept of compliance means that organizations must follow the rules and regulations of business conduct in each and every country they have operations. There are so many regulatory requirements in global economy that ensuring compliance has become a real challenge for organizations all over the world. While many people view compliance as an unnecessary cost of doing business imposed by regulators, some enlightened managers have always seen compliance as an opportunity to instill sound business principles throughout the organization and to install risk management systems and procedures that meet and exceed industry standards and prescribed regulations.

The goal of this workshop is to provide Risk professionals and Compliance Officers and Managers with skills that can be immediately used upon return to the organisation. Your will understand the extent to which organisations and their public officers are exposed to the ever-increasing regulatory environment, how to identify the risk and compliance issues that have the most significance for you and how to integrate and leverage a compliance management programme within the ERM system of your organisation.

Learning Objectives: Key Benefits

After attending this session, you should be able to:

• Define the meaning of compliance for your organisation and be capable of developing an organisational response to its demands
• Know what drives your compliance exposure both at home and abroad; internally and externally
• Identify the risks and consequences of non-compliance on the license to operate of an organization
• Appreciate fully the relationship between corporate governance, risk management and compliance (GRC)
• Understand the respective role and responsibilities of the Board of Directors and of the Management in regulatory compliance
• Understand the limitations and risks of ‘NARROW’ Compliance
• Understand the implications of regulatory requirement such as Sarbanes Oxley for corporate accountability and ethical behaviour
• learn how to develop an effective corporate compliance programme tailored to your own organisation’s needs
• Ensure full integration within your ERM system to optimise the organisational structure for both compliance and proactive risk management.

Program outline: What you will cover

1. Types of compliance risks
2. Analyzing statutory liability exposures
3. Regulatory Compliance and Risk Management. Definitions, roles and responsibilities
4. Compliance risk management tools and activities
5. The role of the board of directors, the supervisors, the internal and external auditors
6. The new international landscape and the interaction among regulations
7. Compliance culture: Why it is important, and how to communicate the regulatory obligations
8. Policies, Workplace Ethics, Risk and Compliance
9. Integrating corporate governance and compliance into risk management
10. Designing an Implementing an enterprise wide Risk and Compliance Program
11. Ongoing compliance reviews and risk assessments for continuing compliance with laws and regulations

WHO should attend?

This workshop is intended specifically for participants who will see their activities directly affected by the regulatory environment in which they operate. Typical functions include, but are not limited to:

• CEO/Senior management
• Chief risk officer, Risk Manager
• Internal Audit
• CFO/Finance & Accounting
• General Counsel
• Contracts & Program Management
• Human Resources
• Operations/Production Management
• Logistics Management

Program Faculty / Facilitators

Marc Ronez, Managing Director, The Asia Risk Management Institute

Synopsis/ Introduction

Most Change Management efforts will fail! The introduction of change within organisations is beset with problems and those responsible for managing and communicating what's happening have a very important role to play. This workshop is designed for anyone responsible for leading small or large scale changes management efforts within their organisation and have to get buy in from the people at every levels through effective interactions and communications. This thought provoking and practical session gives participants an insight into the various change models and their implications for how best to communicate about it.

At the heart of change management and any organisation they are people. In this workshop, we will present you a methodology to precisely map the human interactions and relationships in your organisation and your team in order to identify precisely where and how it affects organisation performance by either creating or destroying value. And most importantly, we will provide you with the roadmap on how you can influence your people and nurture the type of organisational culture that supports continuous change to create sustainable value for your organisation.

Learning Objectives

Participants will improve their understanding of how organisations typically manage change and the implications for them. They will be able to advise directors and senior managers on what needs to be done to communicate change more effectively in order to minimise resistance and disruption.

Workshop Outline

1. Theory and principles of human behaviour in organisation
2. Leadership, organisational culture, values and their role in shaping a high-performance organisation
3. Key obstacles and drivers for change.
4. Learn and Master the 10 Risk management Principles of corporate Change
5. The key steps on how to transform your team and your organisation
6. Learn the importance and limitations of the organisational visible structure and legacy systems
7. Understand and influence the invisible power & communication systems through Internal Social Networks
8. Developing tools for mapping Human Capital through the complex network and relationships that create or destroy value

WHO should attend?

This workshop is designed for Leaders and managers involved in corporate transformation such as CEOs, managing directors, senior management, corporate communication, risk managers and executives whose jobs involve taking a leadership management role within the organization to bring about positive changes

Program Faculty / Facilitators

Marc Ronez, Managing Director, The Asia Risk Management Institute

Synopsis/ Introduction

In today’s volatile and competitive world, the value of corporate reputation is a key component of business and organisational performance. Organisations are increasingly being judged by their stakeholder’s on their reputation and how they manage the contributory factors, including social responsibility, ethical standards, behaviour, communication, etc.

When positively managed, Reputation can be a source of tremendous source of competitive advantage, as it will influence, customers to buy more products from your organization even at a premium, the best employees to join and work for your organization, fund managers to recommend your shares to prospective investors, etc.

Despite this, Reputation is one of the most misunderstood corporate asset and therefore all too often ill-managed. There are numerous examples of crises that could have had very different outcomes if only the proper Reputation risk management plan and training had been in place – NKF, China Oil, Informatics and more recently, the melt down of Toyota and British Petroleum clearly demonstrates the amount of damage that can be done to an organization once its reputation is affected. It is particularly important in today’s world as the more complex, diverse and physically spread an organization is, the more it becomes exposed to possible problems that may damage its reputation.

This workshop encourages participants to consider the importance of managing reputation proactively. What is Reputation? How to assess its value? What can be done to manage performance? How does it relate to CSR? How can a good reputation and CSR strategy be built up to create value? How and maintained? And how can a bad reputation be turned around?

This workshop is also a road on how to manage communication with key stakeholders to build a strong relationship and a survival guide on how to preserve reputation through a crisis. You have got to be prepared! This workshop will teach how

Learning Objectives / Key Benefits

At the completion of this workshop, participants will gain the confidence to handle and manage risks to reputation, regardless of industry and culture. These goals include:

• Optimize your brand and reputation as competitve advantage asset
• Identify your key stakeholders, their importance and their perceptions
• Learn how to measure the cost and impact of damges to reputation
• Understand the nature of your reputation in relation to your business model
• Learn how to work with the board to establish a reputation risk management strategy
• Learn how to develop standards and controls for your reputation
• Benefit from media training and crisis simulations
• Be the best at managing difficult situations for your Corporate Reputation

Workshop Outline

1. What is Reputation? (Perception, trust, experience, etc)
2. The increasing importance and value of reputation (how to assess it?)
3. What are the Risks to Reputation and why is it important to manage them?
4. The psychology of judgment and decision-making processes in organizations
5. Who are your stakeholders & how the public perceive and react to risk?
6. Build a comprehensive Reputation management system to ‘engage’ and build TRUST with your stakeholders
7. The importance the CSR (Corporate Social Responsibility) agenda in managing organisational risk and reputation
8. Recognise and respond to different types of crises as they develop and differentiate between a crisis and an emergency
9. Take control of the situation and avoid unnecessary escalation by the news media
10. Managing your stakeholders and the media during a Crisis
11. Repairing damage to reputation.

WHO should attend?

CEO’s, Directors, Departmental Heads and Senior Managers in business, government and non-profit organizations with responsibility for managing risk and evaluating potential harm to the organization reputation. The course will be of particular interest to those responsible for:

• Governance, Risk & Ethics
• Risk Management
• Marketing, Advertising & Communications
• Corporate Communications & Branding
• Public Relations & Corporate Communications
• Investor & Stakeholder Relations
• Corporate Affairs
• Organizational Development
• Change Management

Program Faculty / Facilitators

Marc Ronez, Managing Director, The Asia Risk Management Institute Er Jwee Ping, Professor of Risk Management and Accounting, NUS

Testimonials

“I have just submitted a proposal for the development of a stakeholder reputation management system for my company. The knowledge gained at the workshop was invaluable for the proposal”. PR Manager, Healthcare group

Related Article(s)

“Reputation on the Edge” by Marc Ronez

Developing & Using the right Key Performance Indicators to Drive Your Business

People perform well when they know their performance and performance of their business is being measured. You cannot effectively manage anything unless you measure results/ outcomes.

For any performance measured, accountability for the level of performance being measured must be clear and unambiguous considering all the risks involved. This workshop will facilitate participants to determine how they achieve the best fit.

This workshop is suitable for Managers, officers and staff who are involved in setting up or monitoring KPI’s targets for themselves, others and business.

Learning Objectives

• Determine purpose and standards of performance indicators’ and understand business indicators
• Create a framework of using KPI’s, relevant performance goals and objectives
• Understand KPI attributes, types of indicators and key drivers of Performance Creating Accountability
• Connect KPI’s with KRI’s to optimise the Risk Return Balance

Workshop Outline

1. Undertand the business model and the Risk associated with it
2. Skills and challenges in setting KPI’s
3. Setting individual / business KPI’s
4. Understand your role and responsibilities and expectations of people
5. Proactive and reactive measurement systems
6. Conducting assessments to support improvements and changes
7. Employee involvement, decision-making and managing conflicts

WHO should attend?

Managers, executives, officers and staff who are involved in setting or monitoring KPI’s targets for themselves, others and the organization. Typical functions include, but are not limited to:

• CEO/Senior management
• Chief risk officer, Risk Manager
• Internal Audit
• CFO/Finance & Accounting
• Contracts & Program Management
• Human Resources
• Operations/Production Management
• Logistics Management

Program Faculty / Facilitators

Marc Ronez, Managing Director, The Asia Risk Management Institute

Related Article(s)

“Risk based Performance Systems” by Marc Ronez

Synopsis/ Introduction

Project completions statistic are sobering, most project will not achieve their objectives. Projects are often initiated with only partial user needs and requirements defined, and project managers are constantly faced with the challenges of providing schedules, resources and cost estimates based on uncompleted project requirements or clear criteria. Many project managers have unfortunately discovered that non-mitigated project and operational risks adversely impact project schedule, cost and resource commitment.

This information-packed workshop will introduce you to the fundamentals of project risk management. Project risk management is the discipline of organizing and managing limited resources considering internal and external risks/constraints in a way that the project is completed effectively and achieves its objectives. You will learn how to establish and implement a structured approach to forecast, monitor and mitigate project risk factors for projects, large and small. You will also learn how you can communicate effectively and share the responsibility of managing the project risks with your team members, customers and management.

You will be introduced to a structured multi-tiered approach that you can use to identify the different types of risk associated with your project such as technical, time, cost, quality and others. In identifying risks we need to consider a range of issues which often vary from enterprise risk management such as: large outlays of capital; unbalanced cash flows; the use of new technologies; high levels of complexity; inexperienced stakeholders; tight time constraints; stringent regulatory environment; and political/or cultural sensitivities. We examine the project risk context such as: strategic objectives (what are the stakeholders attempting to achieve from the project); functional objectives (what is the project required to do), and procurement objectives (costs, completion time and quality). We then need to consider different risk identification tools such as the HAZOP (hazard and operability study), Fault Tree Analysis, and Event Tree Analysis.

Attend this workshop to learn how you can be more successful at mitigating the risk factors in your project management

Learning Objectives & Key Benefits

After attending this session, you should be able to:

• Understand what is Project Risks, the diference with ERM and how a rigorous Project Risk Management process can create value.
• Build a better identification process so that the sources of uncertainty that affect program or project success are not be going to be missed.
• Make threats and opportunities more visible and measurable so that they can be managed effectively.
• Model and predict the range of project or program outcomes when uncertainty is accounted for
• Effectively allocate and using scarce resources to prioritized project risk issues.
• Formulate effective handling and decision-making strategies to control the effects of uncertainty
• Improve trust and confidence in the project from your stakeholders through continuous engagement process.

Workshop Outline

1. Why we need Projects Risk Management?
2. What are Project Risks? Type of projects and related risks?
3. Project Risk Management Framework & Ressource Planning
4. Project Assessment & PRM Process – Identification, quantification & Analysis of Project Risks
5. Treatment of Project Risks: Developing Risk Responses and Contingency Plans
6. Developing Effective Risk Montoring & Control Procedures to detect and deal with problems before it is too late

WHO should attend?

This workshop is intended specifically for project managers or anybody who as part of his or her job as to manage or oversee projects. Typical functions include, but are not limited to:

• CEO/Senior management
• Chief risk officer, Risk Manager
• Internal Audit
• CFO/Finance & Accounting
• General Counsel
• Contracts & Program Management
• Human Resources
• Operations/Production Management
• Logistics Management

Program Faculty / Facilitators

Marc Ronez, Managing Director, The Asia Risk Management Institute Bala Krishnan, Manaing Director, JLT Interactive

Testimonials

“This workshop help to avoid critical mistakes on 2 of my most recent projects, the benefit gained was invaluable”. Project Manager, Consulting group

Related Article(s)

“Risk Management for Projects” by XWZ

Synopsis / Introduction

The mismanagement of your organization’s greatest asset: the employees, is the root of most evils for many companies. Incompetent, ineffective, de-motivated, etc. employees/managers lead to destructive behaviour in teams not only generating tremendous waste of resources at very high cost but also threaten the survival of many organizations. At the end of the day, whatever is your position and function in an organization, you will need to recruit and have the right people in your team organized and motivated within an appropriate structure and systems to carry out and implement your strategy, run the operational processes effectively to deliver the value necessary to grow your organization. If they make mistakes and or do the wrong things, this may be the end of the road for your organization.

In this workshop, we will present a methodology to precisely map the human interactions and relationships in organization in order to identify precisely where and how it affects organisation performance by either creating or destroying value. And most importantly, we will provide you with the roadmap on how you can influence your people and nurture the type of organisational culture that supports continuous change to create sustainable value for your organisation.

Key Learning points

• How to identify and categorize the risks associated with human capital
• How to deal with the ‘dead weight’ of ineffective staff
• How to prevent the key staff black box and deal with potentially destructive behavior at every level of the organization
• How to design performance metrics that really motivate people to work in the best interest of their orgnizations
• How to transform your people through effective talent management design and communication strategies

Program Outline

1. Theory and principles of human behaviour in organisation
2. Leadership, organisational culture, values and their role in shaping a high-performance organization
3. People as the most important Assets and the most dangerous Risks in organizations
4. Understand the importance and influence of Internal Social Networks on information sharing, power and politicis in organization
5. Developing tools for mapping Human Capital through the complex network and relationships that create or destroy value
6. People perceptions about risk, change, etc. to motivate them effectively
7. Design performance metrics that really motivate people to create value
8. Manager & Leader, Manager vs Leader understanding how the play the role effectively
9. And Many More

WHO should attend?

This workshop is designed for managers with responsibility for leading and managing teams of people and who want to learn how to directly influence their department performance through effective optimization of the risks and opportunities inherent in the management of groups of people.

• CEO/Senior management
• Chief risk officer, Risk Manager
• Internal Audit
• CFO/Finance & Accounting
• General Counsel
• Contracts & Program Management
• Human Resources
• Operations/Production Management
• Logistics Management

Program Faculty / Facilitators

Marc Ronez, Managing Director, The Asia Risk Management Institute

Synopsis/ Introduction

Many managerial decisions on business and operational issue must rely on forecasting some uncertain variables. Most managers are concerned with the challenge of making those decisions in a very volatile and complex business environment. For example a company planning to develop a new product must be forecast customer demand so that it can produce and stock appropriate quantities to support sales. It must also forecast the risk of liabilities due to defects associated with those products to evaluate contingency financing needs and other risk mitigating techniques cost benefits balance. They need to understand how risk will influence their ability to deliver positive results and be successful in their organizations. Unfortunately, formal mathematical techniques are often not used due to a lack of knowledge and adequate training. As a result, companies are faced with problems created by inadequate forecasting or guesswork at every level of management.

This is a basic, hands-on workshop that provides managers with an understanding of tools and technique the skills necessary to create forecasts. This module offers an overview of the essential tools of statistical analysis used in the quantitative analysis necessary for the effective assessment and management of risk. When properly mastered, these tools can be used in many practical work situations to support strategic and operational decision-making.

Learning Objectives and Key Benefits

By the end of the workshop, participants will understand how to use basic descriptive statistics, regression analysis to predict future outcome, gain insights into modeling random variables, and have applied these tools to real-world situations for effective risk decision-making.

The basic mathematical prerequisites do not require prior knowledge of statistics and probability.

Module Outline

1. Undertstanding Decision-Making Processes
• Types of organizational decision making systems
• Types of statistical tools for decision-making
2. Using Descriptive Statistics to analyze risk issues
• Mean, median, mode, weighted averages
• Standard deviation, variance, coefficient of variation, Normal approximation
• Skew Kurtosis
• Covariance, correlation coefficient
3. Risk Forecasting Methods
• Using Regression analysis to predict future outcomes
• Introduction of probability and Development of Probability Distributions
• Using Scatter plots to examine Relationships between random variables
• Using Pareto analysis to identify the key risk issues
• And more

WHO should attend?

Executives and managers from all lines who have significant corporate and risk management decision-making responsibilities, with minimal experience in forecasting or need a refresher course on forecasting — as well as risk management and insurance professionals who want to include formal forecasting techniques in their decision-making processes on a regular basis.

Program Faculty / Facilitators

Marc Ronez, Managing Director, The Asia Risk Management Institute Christopher Brickhill, Consultant, Banking & Finance

Synopsis/ Introduction

The workshop is designed for people whose job involve making important business and operational decisions and hence are concerned with the challenge of making those decisions in a very volatile and complex business environment and - whether the decision is to develop a new product, explore a new market, replace equipments, hire somebody in the team, etc – they need to understand how risk will influence their ability to deliver positive results and be successful in their organizations.

Each time they make a decision, they are confronted with uncertainty about how and what decision to make and what will be the outcome. Given insufficient information and severe time constraints, managers often end up relying on a lot of ‘guess work’ combining basic analysis, experience and intuition. This approach is gambling not risk management and hence the results of such a ‘guess works’ often end up on the negative side. Hence Managers would greatly benefit from learning practical and yet effective quantification and simulation tools to develop decision-making skills that are vital for making sound decisions and hence obtaining better results.

This workshop improves your performance as a decision maker through systematic approaches and decision-making tools that will dramatically improve your personal effectiveness and the productivity of your organizations in managing uncertainty. We will teach you how to visualize and quantify risk and uncertainty effectively thanks to risk impact simulations that you will learn to develop from scratch on excel spreadsheets.

The basic mathematical prerequisites do not require prior knowledge of statistics and probability.

Learning Objectives and Key Benefits

• Types of organizational decision making systems
• Types of statistical tools for decision-making
• Decision trees, fault trees and event trees
• Scenario analysis and Simulation modeling to map the future
• Design influences diagrams and system thinking models for and problems solving
• Understanding the use of game theory
• How to develop Sensitivity Analysis and Monte Carlo simulation models
• And more.

Workshop Outline

1. Decision Making: Decision Trees & Influence Diagrams
   • Components of a decision
   • Decision under risk and uncertainty
   • Structuring the elements of a decision
     • Influence Diagrams
     • Decision Trees
       • Solving Decision Trees: Folding Back the Tree
2. Quantitative Techniques in Risk Management to assess decisions outcomes
   • Fault trees and event trees
   • Monte Carlo Simulation
   • Sensitivity Analysis

WHO should attend?

This workshop is intended for managers and executives from all lines who have significant corporate and risk management decision-making responsibilities and have limited experience with quantitative risk assessment tools or need a refresher course. Typical titles include, but are not limited to:

• Senior Risk managers/Directors/CROs
• Strategic Planning Managers
• Insurance managers, brokers, Loss adjustors
• Internal Auditors, Managers and Accountants
• Safety, Health and Environmental professionals
• Legal professionals
• Sales and
• Marketing managers

Program Faculty / Facilitators

Marc Ronez, Managing Director, The Asia Risk Management Institute Christopher Brickhill, Consultant, Banking & Finance

Synopsis/ Introduction

This leading-edge and interactive 1-day programme is designed to help you better understand the use of risk assessment, risk management methods and technique to set priorities in both design and execution of audit activities. The development and use of Risk-Based Internal Audit (RBIA) has proven to be an essential tool that can assist you both in enhancing your productivity and achieve quality audit results.

This workshop provide a practical “How to” comprehensive roadmap on risk-based internal audit techniques and learn how to conduct RBIA to your maximum advantage. You will also learn how you can employ risk-based methodologies in planning and conducting audits to provide assurance on the adequacy of integrated risk management practices, management control frameworks and information used for decision-making and reporting on the achievement of overall business objectives.

Do not miss this opportunity to learn how to implement Risk-Based Internal Auditing in an effective and efficient manner, through hands-on exercises, interactive lectures and competency-assessments.

Learning Objectives

• Understand how your internal audits can support the risk mitigation strategies of your organisation
• Address the full range of audit issues and give assurance that the processes used by management and business units to identify that all significant risks are effectiveg
• Build support for the audit programme within your organisation
• Undertake risk based audits using the RBIA methodology
• Develop and deliver risk based audit reports with real impact and capture attention
• Challenge management and sell the benefits of proactive risk management
• Add value to your organisation by the application of risk-based audit services
• Master all the modern auditing techniques
• Audit major areas of risk for your organisation with confidence
• Evaluate risk management processes, to ensure the response to any risk is appropriate and conforms to the organisation’s policies.
• Apply the knowledge gained throughout the course to prepare for a realistic audit, using risk based principles
• Provide meaningful assurance statements to your Audit Committee and Board

WHO should attend?

It is critical for every Internal Auditor to be fully equipped with the risk-based audit approaches now so vital to the success and reputation of every organisation. ?Risk Managers, senior management and any decision-maker from all industry sectors and functions involved in broader managerial issues, at both the operational and strategic levels will also tremendously benefit from understanding the perspective of the Risk-Based Internal Audit (RBIA) to improve communication and coordination and effectiveness of Risk management systems

Program Faculty / Facilitators

Jean-Yves Le Corre, Consultant, Risk and Audi

Synopsis/ Introduction

Fraud continues to make news headlines all over the world affecting small to large organisations alike. A lot is at stake when fraud happens, as millions of dollars can be lost not to mention a damaged or destroyed reputation that often can even affect the survival of organization. Fraud can occur in any area of your company’s operations from accounting, procurement, to hacking of your database through the internet and even at the top level of your organisation as news headlines about ENRON to NKF have illustrated. The opportunity for fraud lurks in every corner with devastating consequences. It is a real present danger you cannot afford to ignore.

Most organisations have experienced fraud and perhaps as you read this it is happening in your organisation without your knowledge. How can you be sure its not?

Companies can manage fraud more effectively by taking a holistic stance to this critical issue. This includes educating all levels of the organisation to be vigilant of fraud activities, establishing strong corporate values, understanding the underlying reasons for a fraudster to act, using systematic approaches to uncover and initiate investigations, on top of leveraging solid preventive frameworks.

This practical workshop will provide you with the most up date current methodologies and best practices effective to protect your organization against fraud.

Learning Objectives

1. Understanding what is fraud and decipher the psychology of a fraudster
2. Discovering the trends and dynamics of frauds and financial crimes and how its evolving
3. Learning about the latest frauds schemes, threats and deception techniques
4. Identifying and determining the vulnerabilities to fraud within your organisation
5. Fostering strong corporate values of transparency, ethics and integrity to combat fraud
6. Ensuring accurate financial disclosure (example the Sarbanes-Oxley Act and its system of control for fraud prevention)
7. Strengthening your organisation’s internal control to better prevent and detect fraud
8. Establishing whistleblowing hotlines as an early warning system
9. Exploring forensic auditing methods to identify fraud more effectively
10. Acquiring and mastering knowledge on crucial techniques and effective investigation procedures for fraud detection
11. Customising contingency plans to safeguard organisational reputation and business continuity

Workshop Outline

1. Understanding what is Fraud & the importance of Business Ethics
2. Analysis the psychology of Fraudsters
3. Framework for Fraud Risk Management
   • Typology of Frauds
   • Use the fraud triangle understand the factors leading to fraud
   • Conduct an effective Fraud Risk diagnostic
   • Fraud Risk Management strategy and technique for Prevention and Detection
4. Focus on Whistle blowing Policy
   • Why a Whistle blowing policy is important
   • What is a Whistle blowing policy
   • Framework for a Whistle blowing policy process

WHO should attend?

This workshop is for leaders and managers from every levels and function. Typical functions include, but are not limited to:

• CEO/Senior management
• Chief risk officer, Risk Manager
• Internal Audit
• CFO/Finance & Accounting
• General Counsel
• Contracts & Program Management
• Human Resources
• Operations/Production Management
• Logistics Management

Program Faculty / Facilitators

Marc Ronez, Managing Director, The Asia Risk Management Institute

Related Article(s)

“Pitfalls for Whistle blowing hotlines” by Marc Ronez