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ERM for Banks, Investment Firms, & other Financial Institutions

Financial institutions are entrusted to manage and grow one of the most valuable assets a customer can provide an institution – money.  Banks, investment firms, insurance companies and other financial institutions need to cultivate robust and efficient ERM framework that protects this consumer investment.  But in a volatile economic market and given new national & international compliance regulation, the financial services industry has to raise the bar on ERM.   In the wake of the recent financial market turmoil, which has already brought down some big financial institutions, the question remains as to what Financial Service companies can and should be doing to protect themselves and how should they strengthen their ERM strategy? This comprehensive ERM course is tailored to equip you with the knowledge and understanding to effectively rise above the ERM challenges today and tomorrow.   As a result there is an increased pressure from the regulatory agencies (SEC), rating agencies (S&P) and now external stakeholders, on establishing sound Enterprise Risk Management practices.  This course will assist you with the tools to do just that!

Turning 'Theory' into 'Practice'?

In addition, this course will also provide numerous case study and examples of leading risk techniques in practice. You will also be given the opportunity to work through many of the challenges faced by your own organization in developing and implementing an effective ERM strategy.   This two-day program is designed to provide senior and mid-level managers with a deeper understanding of how to implement effective enterprise risk management (ERM) practices that are aligned with the strategic vision and leadership of their organizations. Conducted by world-renowned experts, who bring a wealth of professional experience to the program, the workshop will provide a unique framework for risk identification and assessments, and provide participants with the tools and insights for aligning risk, strategy and performance. The instructors will explain what ERM is not, and, based on their experience in assessing ERM practice, will highlight some of the cultural barriers and misperceptions associated with implementing an effective ERM program. The areas of discussion will cover topics such as risk governance, risk acumen, risk appetite, appropriate disclosure and transparency, risk communication and the flow of risk awareness with an organization.

Who should attend?

C-Level Executives, EVPs, SVPs, VPs, Directors, Heads and other Senior Executives with responsibilities in the arena of: Enterprise Risk Management / ERM, Corporate Risk Management, Enterprise Risk Governance, Corporate Governance & Compliance, Chief Risk Officer, Internal Audit / Internal Controls, Treasury & Strategic Planning To ensure we meet your expectations and maximize your return on training investment, we favor a classroom/workshop set up for the delivery of our courses. Please note we have therefore limited number of spaces available and these will be assigned on a first come, first accepted basis. We recommend early booking to avoid disappointment.

Key areas to be covered in the programme and documentation

The Key Elements of Effective ERM Strategy


·          Some key risk events over the past several years

·          Key risk frameworks from around the globe

·          Evolution and essential foundations of ERM; current state-of-the-art

·          Concept of Stakeholders/ Shareholders

·          Key enterprise risk management terminology/definitions

·          Role of the Board, CRO, CIO, and line management in ERM

·          Creating a culture of risk awareness

·          How technology complements ERM


Committing to the ERM framework

·          How the Board delegates key Risk Management Policies

·          Agreement in principle to proceed

·          GAP analysis and then what?

·          Framework Design and implementation plan


Risk Management Policies

·         Policies for the ERM framework, People, Processes and Technology

·         Policies for risk management decisions: Risk Appetite, Risk Communication and Risk Reporting

·         Evolving Regulatory issues within the new ERM paradigm

·         Rating Agencies and their ERM assessment guidelines


Integrating ERM with Strategy and Performance

·         Understanding strategy and strategic risk, role of leadership and the Board of Directors’

·         Risk assessment/identification, analysis, and evaluation

·         Risk tolerance and key elements of risk governance

·         Monitoring, review and actions

·         Establishing robust performance metrics, communications and consultation

Building Risk-Aware Culture within your Organization – Total Responsibility Management Approach

·          Risk Ownership & Risk Register

·          Top priorities for today’s operational risk manager

·          Evolving role of today’s Chief Risk Officer – CRO

·          Managers’ performance evaluation


Bringing Together all Key Risks in the Company


·         Key risk issues related to - Var Mapping, Scenario Analysis, Back Testing, Volatility modeling, Portfolio Credit Risk, Credit Derivatives and Operational Risk

·         Building ERM Performance Measures for your organization– planning process, capital management, risk/return tradeoffs, product pricing and design, etc


Monitoring, review, and continuous improvement of the ERM process

·         Responsibility for maintaining and improving the ERM process

·         Approach to risk maturity and on-going improvement of the ERM Framework

Benefits to you

· Mandating a commitment to the ERM framework – Developing & balancing key components (technology, internal processes & people)

· Advancing overall governance, stakeholder trust, operational effectiveness/efficiency

· Improving and sharing learning throughout your company – Securing buy-in from senior management and board of directors to support company wide ERM initiatives

· Integrating the risk management program in the organization’s culture – Going beyond Market Risk, Credit Risk, Liquidity Risk and Operational Risk and assigning ERM responsibilities

· Embedding risk awareness throughout your organization and into the day-to-day decision making process

· Complying with legal and regulatory requirements

· Enhancing identification of business opportunities & Aligning ERM strategy with overall corporate objectives and goals

· Earn valuable CPE continuing education credits

Companies already benefiting include:

Duration of Course

2 Day Course

Course details

February 20-21, 2013  Chicago, IL

For more information about this course and upcoming course dates, please contact Emily Jones at or call 312.540.3000 ext 6714

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Further information

UK Enquiries: +44 (0) 203 002 3057

Non-UK Enquiries: +420 (0)2 5570 7246

North American Enquiries: +1 312 540 3000 X6714 or


"This course will allow my company to develop its existing strategies to a much greater and hopefully profitable level."

Managing Director, Tarmac