Kexxel Group

DATE       LOCATION             
7, 8, 9 & 10 March 2022
Virtual Instructor Led Training
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INTRODUCTION

Dr. Robert Mark is a Managing Partner of Black Diamond Risk Enterprises, which provides corporate governance, risk management consulting, risk software tools and transaction services. He is also the Founding Executive Director of the Masters of Financial Engineering Program at the UCLA Anderson School of Management. Dr. Mark was awarded the Financial Risk Manager of the Year by the Global Association of Risk Professionals (GARP) and is co-founder of the Professional Risk Managers’ International Association (PRMIA). He serves on several boards.

Prior to Dr. Mark’s current position, he was the Senior Executive Vice-President and Chief Risk Officer (CRO) at the Canadian Imperial Bank of Commerce (CIBC). His global responsibility covered all credit, market, and operating risks for all of CIBC as well as for its subsidiaries. Dr. Mark also managed the Corporate Treasury function at CIBC. Prior to the Canadian Imperial Bank of Commerce (CIBC), he was the partner in charge of the Financial Risk Management Consulting practice at Coopers & Lybrand (C&L), now PwC. The risk management practice at C&L advised clients on risk management issues and was directed toward financial institutions and multi-national corporations. This specialty area also coordinated the delivery of the firm’s accounting, tax, control, and litigation services to provide clients with integrated and comprehensive risk management solutions and opportunities.

Course Facilitator

Dr. Robert Mark

Co-Author, Risk Management & The Essentials of Risk Management, 1st & 2nd Edition

Managing Partner, Black Diamond Risk Enterprises

Course Overview

Day 1 – The Essentials of Operational Risk Management Understanding the Basics, Key Elements and Developments

Operational risk is both the oldest and the latest threat across industries. Over the last decade and more, chief risk officers have put significant energy and investments into wide-ranging frameworks for managing enterprise- wide operational risk and have even tried to relate operational risk directly to the risk capital that was set aside to cover unexpected losses.

  • Module 1: Taxonomy of Risks and the Risk Management Process
  • Module2: Operational Risk Management – A Helicopter View
  • Module 3: Evolution and Definition of Operational Risk Management
  • Module 4: Key Elements in Operational Risk Management
  • Module 5: Regulatory Principles for Sound Operational Risk Management
  • Module 6: Defining and Categorising Operational Losses
  • Module 7: Risk Culture Considerations

Day 2 – Governance, Data & Quantification of Operational Risk Estimating Expected and Unexpected Losses

Today we will focus on the integration of quantitative and qualitative assessments to identify and estimate operational risk exposures. Academics and regulators have been critical of approaches to quantify operational risk capital, especially for financial institutions but many other industries are now facing the same scenario. Nonetheless, a granular focus on improving the measurement of operational risk and upgrading the operational infrastructure is increasingly becoming more important in organisations (e.g. analysing and upgrading the processes that lead to operational risk events).

  • Module 1: Governance for Operational Risk Management
  • Module 2: Types of Operational Risks that Attract Operational Risk Capital
  • Module 3: Constructing an Internal vs. External Loss Database
  • Module 4: VaR (Value at Risk) for Operational Risk (OpVaR)
  • Module 5: Scenario, Scorecard and Combined Approaches to Quantifying Operational Risk
  • Module 6: Risk Control Self-Assessment (RCSA)

Day 3 – Risk Indicators, Risk Adjusted Returns & Model Risk Predicting Low Frequency and High Severity Events for Timely, Proactive Action

Key Risk Indicators (KRI) are critical predictors of risk in operational events. The focus of this course is to identify the various types of risks in different business processes, and the variables that provide an estimation of the frequency and severity of an operational risk event. A comprehensive approach to establishing risk indicators and measuring risk adjusted returns enables organisations to proactively pinpoint risk, detect emerging risk trends, and identify unexpected potential losses before they happen.

  • Module 1: Key Risk Indicators (KRI) and Key Performance Indicators (KPI)
  • Module 2: Intersection of Business Risk and Operational Risk
  • Module 3Intersection of Reputational Risk and Operational Risk
  • Module 4: Intersection of Strategic Risk and Operational Risk
  • Module 5: Impact of Operational Risk on Risk Adjusted Returns
  • Module 6: Regulatory Approaches to Operational Risk Models (BIA, TSA, ASA, AMA)
  • Module 7: Model Risk (a Major Operational Risk)
  • Module 8: Monitoring Changes in Operational Risk

Day 4: Emerging Risks, Mitigating Risk & Future Trends Making Operational Risk Transparent

Operational risks can significantly impact both the reputation and financial stability of a business. This course will assess the various operational risk factors that cause uncertainties. The lack of a strong risk mitigation strategy leads to an excessive number of operational failures that may impact the organisations performance in a severe unexpected operational risk driven crisis. Organisations need to develop resilient business strategies that align with the appetite for operational risk and make these risks transparent.

  • Module 1: Intersection of Credit Risk and Operational Risk
  • Module 2: Intersection of Market Risk and Operational Risk
  • Module 3: Emerging Risks – Cyber Risk, Anti-Money Laundering (AML) Risk and Supply Chain Risk
  • Module 4: Mitigating Operational Risk
  • Module 5: Insuring Against Operational Risk
  • Module 6: Making Operational Risk Transparent for Stakeholders
  • Module 7: Operational Risk for Non-Financial Corporations
  • Module 8: Future Trends in Operational Risk Management

HRD Corp Accredited Training Provider

*Claimable for Malaysian HRDCorp contributors only

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