TM

CERM

5 DAY MBA
Cer tified Enter prise Risk Management

Certified by the International Academy of Business and Financial Management

A leading provider of training and educational programs worldwide

Incorporated in Hong Kong

22/F., Siu On Building, 243-245 Des Voeux Road West, Hong Kong
Global +1 718 865 8851 Asia +852 6854 0145 Australia +61 409 910 668
Email: [email protected] Web: www.IABFM.org
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CERM
Course Overview
Risk management, historically, has been a siloed and subordinated business function as many companies
treated it as part of their compliance and internal controls responsibilities. Global events during the past
five years, however, have clearly revealed the inadequacy in risk management resulting in high cost due
to this compartmentalized approach. Companies that continue to treat risk management as subordinate to
strategy put their strategy and their very survival in jeopardy.
This customised workshop is designed for corporate leaders
to examine how companies can protect themselves, with
enterprise-wide risk management, from the dire consequences
of uncertain and unexpected events.
This 5-day program will illustrate, through actual company
examples, effective enterprise risk management processes that
address the multiple ways in which strategies and enterprises
can fail. Participants will learn how to develop and implement
processes that anticipate, prioritize, mitigate, communicate and
manage risks across the enterprise, ranging from failures in
risk management and internal controls through risks emanating
from the strategy, all the way through the risks caused by
external and non-controllable events. The workshop will also
cover the formation of enterprise risk management framework that integrates your risk management
processes with effective strategy execution so that your company can continue to follow highly innovative
strategies, while simultaneously anticipating and mitigating the inherent risks.

By the end of this training program, each participant will be able to

* Understand the causes of risks by drawing risk management lessons learnt from the global financial
crisis
* Recognise, managing and mitigating risks from unexpected and uncontrollable events
* Establish early warning section to monitor the unusual trading/investment patterns for effective risk
management
* Setup an enterprise risk management framework for effective risk monitoring and control
* Align corporate risk management to your corporate strategy for effective strategic planning
* Learnt various risk management techniques for assessment of risks from various cases learnt
Training methodology

* The program is wholly interactive and you will be fully involved through group discussion, exercises
and case studies.
Who should attend

* Risk Managers , senior auditors, accountants, compliance managers, operations managers, senior
management and chief risk officers.
Course requirements
You should have at least 3 years of practical experience in risk management or financial control or
managerial experiences. You need to have pre-requisite knowledge in finance, capital markets and some
basic derivatives knowledge.
Email: [email protected]
We b : w w w . I A B F M . o r g

Global +1 718 865 8851 Asia +852 6854 0145 Australia +61 409 910 668
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Course Outline

What is ERM? Establishing an Embedded Risk Management Process

»» Why it is not fully understood »» Surprises and risk
»» The current economic crisis and how ERM can provide a »» Why financial risks are only the tip of the iceberg
lifeline »» The widening of the risk portfolio
»» The role and responsibilities of directors and senior »» Challenges due to credit crunch, regulatory and compliance
management with respect to ERM »» New and emerging risks
»» The key link between corporate governance and risk »» Developing an enterprise risk strategy for your organisation
Risk appetite and Risk Capacity »» Establishing the business case

»» Scope of risk capacity and risk appetite of each »» Selling the benefits to management

organisation »» The need for risk champions

»» Strategic, financial and operational risk »» Risk and competitive advantage

»» The key link between corporate governance and risk Risk identification and evaluation
»» How to quantify and measure risk »» Approaches and techniques on Market, Credit and
Behavioural Finance and its impact on Risk Operational risks

»» Individual investor behavior »» How to establish a risk workshop process

»» The importance of behavioural finance and how it works »» The use of diagnostic questions and thought provokers

»» What can we learn from “market history”? »» The pros and cons of using data capture technology

»» The cycle of “emotion” of Investors »» How to identify, sift and group the risks

»» Identifying patterns of irrationality of the financial markets »» Measuring the consequences and the likelihood of

»» Risk profiling – dealing with behavioural biases occurrence of each risk

»» Behavioural finance influencing investors’ choices and Participants will be given a case study and deploy
decision making
Participants will apply behavioural finance the various evaluation techniques to identify the

techniques on case scenarios and understanding its types of risks in the given case study. They will

impact on strategy selection and other investment learn the different approaches and challenges

decision making. Participants will be able to draw involved in the process of risk identification, and management.

on concrete lessons learnt resulting in ability to Assessment of Risk Mitigation

balance impacts from rational and emotional behaviours. »» Controls or mitigation
The ERM Approach and What It Means to your »» Ensure risks are managed effectively
Organisation »» How to assess risk mitigation

»» High profile corporate failures and the lessons learnt from »» The need for diligence and challenge
the major risks in your organisation »» Identification of risk exposures

»» Explanation of the new ISO 31000 international risk »» Dealing with the exposures
standard »» Recording the risks – risk registers or risk maps

»» COSO »» Risk registers – do’s and don’ts

»» Basel II and III »» Establishment of action plans

»» The regulatory regime and impact on ERM »» Allocation of risk owners

Align ERM and Strategic Planning »» Risk mitigation and dealing with the exposures in practice

»» Understand the organisation’s strategic objectives Case Study:

»» Align ERM to Strategic Planning at corporate level A case study will be given to participants to firstly identify
»» Identification of risk appetite and balancing with risk the types of risks and discuss the various possible risk
capacity at strategic planning level mitigation strategies. They will learn the different approaches
»» Categories of risks at strategic level and challenges involved in the process of risk mitigation and
»» Establishing an enterprise risk management framework at control.
strategic level Email: [email protected]
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Global +1 718 865 8851 Asia +852 6854 0145 Australia +61 409 910 668
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Course Outline (Cont)

Align Business Risks to Business Planning Corporate Governance

»» Align corporate risks to business planning at business unit »» The increasing importance of corporate governance
levels »» Record of accountability
»» Align operational risks to service planning »» Protect the financial position
»» Empower risk owners – how to determine such personnel »» Establish alliances, partnerships and contracts management
and enforce ownership »» Put in place business continuity and crisis management
»» Developing risk tracking capability strategy
»» Using the risk register as a decision mechanism »» Be responsible to environment sources / treatments
»» Establish risk management committee reporting »» Handle customer service and management of complaints
»» Evaluate key business risks every half yearly »» Ensure effective communication – internally and externally

Key Risk Indicators and loss control »» Carry out a vulnerability audit Risk and corporate
governance
»» Learn how to build effective Key Risk Indicators (KRIs).
Cascading the Process
Participants will be given a case study to identify
»» Stakeholders interest in risk & measuring the benefits
the misalignment of business planning to business
»» Risk awareness for staff
risks resulting in financial losses. They will also
»» Evaluate risks within these relationships
discuss the various ways to mitigate such risks »» Breaking down Key Risk Indicators (KRI’s) at corporate/
and design proper communication channels as business level into Key Performance Indicators (KPIs) for
well as effective risk control mechanism. individuals
»» How to identify and reduce excessive controls
Scenario analysis
»» Feed key risks up the organisation
»» Generate a complete model for scenario analysis that
»» Co-ordinate the whole process
quantifies potential risk exposure.
»» Manage stakeholder expectations
People and Process Risks
»» How to use the programme to change the culture in a
»» Key risk themes and how to deal with them positive way Big ideas that can make it happen.
»» Failure to manage projects effectively
Participants will be given a case study requiring them
»» Loss of IT systems
to establish the corporate KRIs and subsequently
»» Failure of partners or inability to establish effective
breaking them down into individual KPIs. They
partnering
»» Loss of key personnel will discuss and challenged each other on its
»» Hacking/breach of system security viability and functionality leading to drawing lessons learnt.
»» Failure to innovate ERM – Lessons Learnt
»» Poor prioritisation of systems development
»» Lessons from ERM process
»» Loss of morale / stress
»» Clarifying Strategies and Objectives
»» Too much data – insufficient information
»» Identifying risks
»» E-Commerce risks
»» Assessing risks
»» IT security
»» Acting on the risks
»» People and system risks
»» Monitoring risks
Participants will be given a case study to identify »» Lessons from integrating ERM with ongoing
the causes of risks whether from people or process. »» Management initiatives
They will draw on lessons learnt with possible »» Strategic planning and ERM

risk mitigation on people and process resulting »» The enterprise balanced scorecard and ERM
»» Business continuity planning, crisis preparedness and ERM
in a viable and implementable risk solution
»» Corporate governance and ERM and Key value lessons
from ERM
Email: [email protected]
We b : w w w . I A B F M . o r g

Global +1 718 865 8851 Asia +852 6854 0145 Australia +61 409 910 668
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CERM
Course Outline (Cont) Your Expert Solution
Dr Christopher Goh has some 25 years of hard-won experience
in treasury and enterprise risk management – with a rare blend
of derivatives trading, wealth, treasury, risk management,
pricing and investment valuation.
A case study will be given to participants Dr. Christopher is a professional with extensive experience
requiring them to identify the ERM process, professionally in, risk management, treasury trading on
identification of corporate risks, use enterprise derivatives, exotic options, behavioural finance, and structuring
products using derivatives and in particular to enterprise
balanced scorecard (EBS) to measure the risk management where he spent some 15 years in this area,
corporate risks and results as well as establishing where he was the pioneer in risk management, since 1992.
the individual KPIs and corporate KRIs. He held the title of chief risk officer for Asia Pacific having
established holistic enterprise risk management framework and
implementing enterprise risk management process for some 3
international banks in Asia Pacific.
Passionate in the financial market with excellent technical
Establishing ERM Systems in Emerging Markets knowledge on broad range of financial instruments
especially exotic derivatives, established holistic enterprise
»» ERM and its benefits in emerging markets
risk management capabilities, implemented enterprise risk
»» Evolution of risk management in emerging markets management framework through practical experience gained
»» Rationale for effective risk management in emerging through various diverse economic cycles. He had worked
markets for 6 different banks over a period of some 25 years across 6
»» Responsibility of the Board in risk management and different cultures, business practices and management styles.
This had given him a very deep knowledge in handling clients
extensions to emerging markets
and managed staff from diverse cultural background.
»» Risk, Reward, and Risk Appetite in emerging markets
»» ERM Practice in emerging markets Dr Christopher had conducted many in-house corporate
seminars for the past 13 years training international and
central bankers from Asia region like Malaysia, Indonesia,
The Rise and Evolution of Chief Risk Officer
Taiwan, China, Singapore, South Korea, Thailand, Hong Kong,
»» Getting started with ERM Vietnam, Myanmar, Philippines, and to as far as London,
»» Corporate Risk Management Group Vienna, Jeddah, Kuwait, Johannesburg, Lagos (Nigeria), Accra
»» Pilot Study and Final Approval (Ghana), Nairobi (Kenya) and Dubai.
»» Processes and Tools His seminars and consultancy works are mainly focused
»» The business context on Enterprise Risk Management, Enterprise Balanced
»» Identification and Assessment of risk and controls Scorecard, Setting KPIs with Enterprise Balanced Scorecard,
»» Tolerability of Risk and Risk mitigation Organisational Development Audit/Assessment, Transforming

»» Monitor and review

Strategy into Business Results, Structured Products, Wealth
Management Solutions, Financial Derivatives, Asset Allocation
»» Corporate risk profile and Portfolio Management, Banking Operations, Advanced
»» Description of risk sources Credit Analysis, and Business Strategy for Banks and non-
»» Quantifying the Unquantifiable banks enterprises.
»» Benefits of ERM Dr Christopher had, most recently, conducted 5 workshops on
Enterprise Risk Management, Enterprise Balanced Scorecard
and as well as Transforming Strategy into Business Results
Participants will be given a case study from
in some African countries like Johannesburg, Accra, Nairobi
emerging countries where they identify the and Lagos for both financial institutions and non-financial
external and internal environmental challenges institutions including a government statutory board.
in establishing enterprise risk management Dr Christopher is also an Adjunct Visiting Faculty to some
framework and systems. This will lead to an implementable foreign universities namely: Shanghai JiaoTong University,
Central University of Finance and Economics (Beijing),
framework for participants to take home for further deliberation Harbin Institute of Technology (Harbin), S.P. Jain (Singapore
and implementation. and Dubai campus) on a yearly basis on banking certification
courses and/or EMBA courses.
Email: [email protected]
We b : w w w . I A B F M . o r g

Global +1 718 865 8851 Asia +852 6854 0145 Australia +61 409 910 668