Risk management is not the responsibility of a single department — it is the responsibility of everyone, from the chief executive down. Past corporate failings have been attributed to lack of accountability, strategy and transparency. Tougher expectations by regulators and other stakeholders now mean that corporates and financial institutions should demonstrate better discipline, control and responsibility. Failure to keep on top of and comply with existing and emerging regulation could jeopardize reputations and livelihoods. How robust is your government, risk and compliance program?

Financial risks have probably never been more acute. Capital reserves, credit portfolios, investment policies and capital and debt profiles all demand constant scrutiny to adequately manage and mitigate risk. Companies should also be vigilant about risks presented by suppliers. A counterparty who defaults on a contract, or whose business collapses, can have serious financial and reputational ramifications for connected parties.

Fraud risks can also increase when cash is tight. Some employees become more opportunistic — and external hackers more resourceful. They find security lax in areas of the business that used to be better resourced … and they strike. Are your systems and policies sufficiently robust to ward off the risk of fraud?

At the same time, many companies are more likely to pursue litigation for losses that they would otherwise endure in more prosperous times. Disputes arise as they seek to apportion blame to other parties for inappropriate or negligent behavior that results in financial or business loss. Could you end up as instigator or defendant in a litigation case?

With all these demands, internal audit is in many companies often elevated from pure compliance to a function that regularly reviews the risk profile for emerging risks and identifies trends as it keep its finger on the pulse of business performance. The chief risk officer, meanwhile, becomes increasingly involved in strategic decision-making where the emphasis is as much on risk as it is on growth.

Fortify your business. Interpoint professionals provide the experience to help companies stay on track and deal with risks that could unhinge their business survival.

2 Day Risk Management Training

The Two-day Risk Management Training is aimed at providing participants with an overview of the risk management process and how to design and develop risk management frameworks. Participants will learn how to take emotion, subjectivity, and guesswork out of risk analysis. The training is a balance of theory and practice with realistic risk management scenarios aimed at confirming key leanings.

The training can be conducted as one or two days. Participants that have a sound understanding of risk management only need to attend day two –Applied Risk Management.

Day 1: Introduction to Risk Management

• Understand the relevance, structure and purpose of ISO 31000
• Define the Risk Management process
• Identify, analyse and evaluate risks
• Develop risk controls/ treatments
• Monitor and review controls/treatments
• Introduction to Risk Management is designed for people seeking to acquire the basic skills involved in risk management.

Day 2: Applied Risk Management

• Understand the principles of enhanced risk management
• How to develop, implement and continuously improve a risk management framework
• Applied Risk Management is designed for managers who wish to extend their knowledge and experience in the field of managing risk.

Date:

• 10 en 11 september 2018                      Curaçao
• 11 en 12 oktober 2018                           Aruba
• 19 en 20 november 2018                     St. Maarten