Enterprise Risk Management, Modern Quality Systems and ISO 9000

HRODC Postgraduate Training Institute
A Central London (Inghilterra)

£ 24.000 - (26.795 )

Informazione importanti

  • Seminario intensivo
  • Intermediate
  • Central london (Inghilterra)
  • 180 ore di lezione
  • Durata:
    6 Weeks
  • Quando:
    Da definire

This Course is Designed For:
Enterprise Risk Managers,
Chief Risk Officers,
Directors of Risk Management,
Risk Professionals,
Risk Modeling Experts,
Risk Managers,
Risk Management Team Participants,
Chartered Enterprise Risk Analyst and other Risk Professionals,
Chief Financial Officers,
Chief Operating Officers,
Chief Actuaries,
Senior Executives,
Board Directors,
Regulators and Rating Agency Analysts,
Internal and External Auditors,
Investment Professionals,
Business Managers,
Business Continuity Coordinators,
Business Operations Managers,
Disaster Recovery Professionals,
Corporate Strategy Staff,
Asset Liability Management Professionals, and
Anyone new to Enterprise Risk Management within financial services

Informazione importanti

Requisiti: Degree or Work Experience


Dove e quando

Inizio Luogo
Da definire
Da definire
Da definire
Central London
Carburton Street, W1W 5EE, London, Inghilterra
Visualizza mappa

Cosa impari in questo corso?

Decision Making
Risk Assessment
Financial Risk
Quality Systems
ISO 9000
Financial Reporting
Risk Management
Accounting MBA
Credit Risk Management
IT risk
Management of Risk
Market Risk
Operational Risk
Quality management
Quality Training
ISO certification
Financial Training
Enterprise Risk Management
IT Management
Periodic Internal Assessment
Strategic Risk Assessment Process
Functions of the Chief Risk Officer
Developing a Risk Aware Culture
Key Risk Indicators
Corporate Risk Tolerance
Risk Profile
Allocating Resources Based on Risk
Disclosure Risk Management
Sarbanes-Oxley (SOX)
Modern Quality System
Scientific Management
Just-in_time Inventory
Kanban Systems
Undergoing Independent Audit
Importance of Conformity Assessment


Limited Contents, Concepts and Issues:


Conceptualising Enterprise Risk Management
  • Defining Enterprise Risk Management
  • Drivers of Enterprise Risk Management
  • Future of ERM and Unresolved Issues
The Evolution of Risk Management
  • Introduction
  • Risk Management in Antiquity
  • After the Middle Ages
  • The Past 100 Years
The Role of ERM Strategic Planning and Strategy Execution
  • Strategic Risk Management: Expectations
  • Integrating Risk into Strategic Planning
  • Developing a Strategic Risk Mindset and Culture
  • Strategic Risk Assessment Process
The Board of Directors and Senior Management
  • Introduction
  • Governance Expectations for Board Oversight of Risk Management
  • Delegation of Risk Oversight to Board Committees
  • Risk Management Process
  • Senior Executive Leadership in Risk Management
  • The Role of the Internal Audit Function in ERM
  • External Audit
  • ERM Implementation Strategies
The Functions of the Chief Risk Officer
  • The Origins of the Chief Risk Officer
  • Chief Risk Officer Role to Play
Developing a Risk Aware Culture
  • The Importance of Culture
  • Elements of a Risk-Aware Culture
  • How to Develop a Risk-Aware Culture
  • Risk Management and Culture
Enterprise Risk Management Frameworks
  • ISO Risk Management Framework
  • ERM Framework: Elements
  • Risk Management Process
  • Commitment to the ERM Framework
  • Risk Management Policy (RMP)
  • Integration of Risk Management and Resources for ERM
  • Communication, Consultation, and Reporting
  • Accountability
  • Continuous Improvement
Key Risk Indicators (KRIs)
  • Introduction
  • What is a Key Risk Indicator?
  • Applications
  • Value of KRIs to Risk Management
  • Design Principles
  • Implementation Considerations
Creating and Using Corporate Risk Tolerance
  • Introduction
  • Defining Risk Tolerance
  • Importance of Setting Risk Tolerance
  • Factors to be Considered in Setting Risk Tolerance
  • Making Risk Tolerance Useful to the Organisation
Risk Management Workshop
  • Introduction
  • Understanding a Risk Workshop
  • Importance of Workshops
  • Conducting a Risk Workshop
  • Preparation
  • Execution
  • Planning and Facilitating Effective Risk Workshops
Preparing a Risk Profile
  • Introduction
  • Defining Risk Corporate Profile
  • Uses of a Risk Corporate Profile
  • Types of Corporate Risk Profile
  • Advantages and Disadvantages of Information Gathering Methodologies
  • How to Prepare a “Top 10” Risk Profile
Allocating Resources Based on Risk
  • Risk Policy and Risk Management
  • The Consequence Domain
  • Risk-Based Business Processes and Organisational Considerations
  • Risk Identification, Evaluation, Mitigation, Prioritization and Management: Concepts, Methods, and Models
  • Information Requirements and Challenges
  • Measure of Effectiveness for Continuous Improvement
Quantitative Risk Assessment in Enterprise Risk Management
  • Introduction
  • Approaches for Risk Assessment
  • Probabilities and Impacts
  • Total Corporate Risk
  • Incorporating Risk Quantification in the Business Planning Process
  • Sensitivities and Scenarios
Market Risk and Credit Risk Management
  • Understanding Credit Risk and Market Risk
  • Handling Credit and Market Risk
  • Measuring Market Risk
  • The Forward Type Products
Credit Risk Management
  • Analysing Credit Risk
  • Credit Default Risk
  • Market-Based Analysis of Credit Default Probability
  • Statistical-Based Models of Credit Risk
  • Mitigating Credit Risk
Operational Risk Management
  • Conceptualising Operational Risk
  • Assessing Operational Risk
  • The Importance of Defining Risk Tolerance for Organisational Decision Making
  • Operational Risk Management
  • Encouraging a Culture of Risk Management
  • Aligning Operational Risk Management with Enterprise Risk Management
Techniques in Risk Management
  • The Situation Today
  • Risk Strategy Framework
  • Governance
  • Process in Risk Management
  • Enterprise Risk Management
  • Enterprise Resilience
Financial Risk Management and Enterprise Risk Management
  • Defining Financial Risk
  • Managing Financial Risk
  • Financial Hedging
  • Financial Hedging and Other Types of Risk Management
  • Credit Risk Management
  • Operational Risk Management
  • Strategic Risk Management
  • Reputation and Legal Risk Management
  • Financial Reporting and Disclosure Risk Management
Financial Reporting and Disclosure Risk Management
  • The Value of Disclosure Management and Enterprise Risk Management
  • Disclosure and The Sarbanes-Oxley (SOX)
  • SOX: Internal Controls and Compliance Management
  • SOX: Who is Responsible for Financial Reporting
  • Accounting for Derivatives – FASB 133
  • Firm Choice for FASB 133 and Disclosure Management
  • Risk Identification, Monitoring and Reporting
Handouts: Special Topics and Case Studies
  • Rating Agencies Impact on Enterprise Risk Management
  • Enterprise Risk Management: Current Initiatives and Issues
  • Establishing ERM Systems in Emerging Countries
  • The Rise and Evolution of the Chief Risk Officer: Enterprise Risk Management at Hydro One

  • Defining and Characterising Quality
  • Emergence of Quality Systems
  • Craftsmanship Period
  • Standardisation, Mass Production, and Quality Assurance Period
  • Quality Control Period
  • The Total Quality Management Period
  • Standards and Awards
  • Initiatives
  • Lean System
  • Six Sigma
  • Scientific Management Movement
  • Henry Towne (1844 – 1924)
  • Adam Smith
  • Robert Owen (1771 – 1858)
  • Charles Babbage (1792 – 1871)
  • Frederick W. Taylor (1856 – 1915)
  • Frank (1868 – 1924) and Lillian Gilbreth (1878-1972)
  • Henry Gantt (1861 – 1919)
  • Quality Management
  • 8 Quality Management Principles
  • Customer Focus
  • Leadership
  • Involvement of People
  • Process
  • Approach
  • Systematic Approach to Management
  • Continual Improvement
  • Factual Approach to Decision Making
  • Mutually Beneficial Supplier Relationships
  • The Law and Development of Quality Assurance
  • Using Quality As A Tool To:
  • Create a Positive Organisational Image
  • Lower Operational Costs
  • Reduce or Avert Product or Service Liability Litigation
  • Modern Control Systems
  • Management Information System
  • Computerised Information Systems
  • Information Speed
  • Information Retrieval
  • Management Accounting System
  • The Import- Conversion –Export Process
  • The Import Process
  • The Conversion Process
  • The Export Process
  • Operational Control System
  • Service Operation
  • Process Scheduling
  • Loading
  • Sequencing
  • Detailed Scheduling
  • Inventory Control
  • Cost Control
  • Quality Control
  • Controlling Utilisation of Organisational Resources
  • Co-Ordaining As a Control Mechanism
  • Mutual Adjustment
  • Direct Supervision
  • Standardisation of Work Process
  • Standardisation of Input-Skills, Knowledge and Attitudes
  • Standardisation of Output
  • Organisational Structure as a Control Function
  • Communication Dissemination
  • Decision Making Involvement
  • The ‘In’ Inventory
  • The ‘Out’ Inventory
  • The ‘JIT’ Inventory System
  • The Kanban System
  • Establishing Quality Objectives
  • Stating Precise Objective
  • Setting Quality Objectives in Relation to Other Organisational Objectives
  • Relating Objectives to Specific Actions
  • Pinpointing Expected Results
  • Specifying When Goals Are Expected To Be Achieved
  • Distinguishing between Strategic, tactical and operational Quality Objectives
  • Establishing a ‘Quality-Throughput Accounting Balance’
  • Continuous Improvement Programme
  • Just-In-Time (JIT) Compared With Material Requirements Planning (MRP)
  • JIT vs. MRP: Component and Material Sourcing Strategy
  • The Quality Benefits of JIT vs. MRP
  • The Quality Issues Involved In JIT and MRP
  • Kaizen or Continuous Improvement
  • Modern Quality Systems
  • The British Standard Institution (BSI) As an International Quality Assessment Body
  • The Fundamental Principles of Total Quality Management (TQM)
  • Implementing and Monitoring TQM
  • What Is the International Organisation for Standardization (ISO)?
ISO 9000
  • Why Quality Standards Matter
  • What Is the International Organisation for Standardization (ISO)
  • ISO Structure
  • ISO Code of Ethics
  • What 'International Standardization' Means
  • How ISO Standards Benefit Society
  • The Hallmarks of the ISO Brand
  • ISO and World Trade
  • ISO and Developing Countries
  • How to Recognize ISO Standards
  • The ISO Standards: An Introduction
  • ISO Standards – ISO 9000 and ISO 1400: An Overview
  • The ISO 9000 Family
  • Objectives of ISO 9000
  • The Clients or Customers’ Quality Requirements
  • General Regulatory Quality Requirements
  • Enhancing Client and Customer Satisfaction,
  • Towards Continuous Quality Improvement
  • The ISO 9000:2000 Series
  • ISO 9000:2005 Quality

Ulteriori informazioni

HRODC Postgraduate Training Institute is registered with the UK Registry of Learning Providers (UKRLP) of the Department for Business, Innovation and Skills (BIS), formerly Department of Innovation, Universities and Skills (DIUS). Its registration number is 10019585 and can be verified at http://www.ukrlp.co.uk/