Chief Risk Officer (CRO) Programme

5 days 13-17 Mar 2017, London UK £5,275.00 + VAT* Download brochure Add to basket
5 days 22-26 May 2017, New York United States $7,140.00 Download brochure Add to basket
5 days 4-8 Sep 2017, London UK £5,275.00 + VAT* Download brochure Add to basket

* Claim back your VAT
Find out more

Request a different date or location for this course (we regularly add courses following requests).

{{alternativeRequestSuccess}}
{{alternativeRequestError}}

* Claim back your VAT
Find out more

Overview

This course is designed to help participants understand the best-practice essentials of undertaking modern and strategic, executive-level risk management (i.e. Chief Risk Officer duties). In the course we learn how risk management should be defined and structured—both conceptually and functionally—so that a CRO can offer the best support to his or her business colleagues, CEO and board. In particular, we focus on how it is essential for the CRO to establish an effective enterprise risk management (ERM) function that acts as a “strategic enabler”: focusing principally on addressing the challenges that impact the overall, corporate strategy and the achievement of business objectives. We explore everything from the technology, tools and methods that a CRO must make part of his or her toolkit to the human resource and psychological challenges that he or she is likely to face in defining and establishing his or her CRO role.

Key course highlights include:

  • Step-by-step guidance in how to design, develop, establish and implement an entire, enterprise-wide risk function from the board-level down to detailed operations
  • In-depth discussion of the roles and responsibilities of the CRO, the executive team colleagues, the CEO and board
  • Exercises in how the CRO is to implement the ERM process steps and align his or her risk function with the company’s strategic objectives
  • Introduction of various tools and methods for developing a risk strategy for the purpose of embedding risk within the organization and catalyzing oversight
  • An outline of the ideal reporting framework for a CRO, that is principally more strategic and forward-looking than traditional, backwards reporting
  • Guidance in how to address internal political as well as practical challenges in establishing an effective risk function and executing the CRO role
  • In-depth discussion of how to guide and instruct the board in the formation or restructuring of the risk committee, its agenda and purpose, in conjunction with its dependence upon the CRO
  • Learning how to develop the personnel and management structure of a risk function, from hiring, tooling and training to the equipping of risk analysts with the appropriate systems
  • Learning what new tools and applications are necessary for the CRO to understand within modern, enterprise risk management frameworks, such as predictive analytics, market intelligence, IT risk, reputation/social media risk management and environmental risk management 

 

Credited by GARP - Global Association of Risk Professionals (GARP)

Who should attend

This course has been carefully designed for the benefits of:

  • Existing and aspiring CROs
  • Heads of Risk Management
  • Risk Directors

Instructors

We work with a series of expert instructors, please select the course location of interest to review the credentials of who will be delivering the programme.

London
Maurice Ewing

The course instructor holds a PhD, is an experienced executive, Chief Risk Officer (CRO), board member and consultant. He is the founder and CEO of Conquer Risk, a consulting firm that conducts investment due diligence of corporates and banks, specialising in emerging and frontier markets. Until recently, the instructor held the group CRO role for one of Africa's largest banks for which he developed the entire enterprise risk management (ERM) and risk oversight functions, sitting on the board and managing over 400 people within 10 departments, spanning 5 countries. He is a sought after speaker on risk oversight, strategy and corporate governance but has also trained numerous management teams in predictive analytics, market intelligence acquisition and internal model development for Basel II & Basel III purposes. He previously taught Executive-MBAs on the full-time finance faculty of the Kellogg-HKUST business program and, before that, worked as a regulator for both the New York Federal Reserve and the Board of Governors. A former dissertation advisee of Ben Bernanke, the US Federal Reserve Chairman, the instructor holds a PhD and MA in economics from Princeton University and a BA in Economics and Mathematics from Northwestern University. He was recently selected out of over 50,000 candidates to the prestigious board of the Professional Risk Manager's International Association as a Subject Matter Expert on ERM. He is also a certified Financial Risk Manager (FRM) with the Global Association of Risk Professionals.

New York
Maurice Ewing

The course instructor holds a PhD, is an experienced executive, Chief Risk Officer (CRO), board member and consultant. He is the founder and CEO of Conquer Risk, a consulting firm that conducts investment due diligence of corporates and banks, specialising in emerging and frontier markets. Until recently, the instructor held the group CRO role for one of Africa's largest banks for which he developed the entire enterprise risk management (ERM) and risk oversight functions, sitting on the board and managing over 400 people within 10 departments, spanning 5 countries. He is a sought after speaker on risk oversight, strategy and corporate governance but has also trained numerous management teams in predictive analytics, market intelligence acquisition and internal model development for Basel II & Basel III purposes. He previously taught Executive-MBAs on the full-time finance faculty of the Kellogg-HKUST business program and, before that, worked as a regulator for both the New York Federal Reserve and the Board of Governors. A former dissertation advisee of Ben Bernanke, the US Federal Reserve Chairman, the instructor holds a PhD and MA in economics from Princeton University and a BA in Economics and Mathematics from Northwestern University. He was recently selected out of over 50,000 candidates to the prestigious board of the Professional Risk Manager's International Association as a Subject Matter Expert on ERM. He is also a certified Financial Risk Manager (FRM) with the Global Association of Risk Professionals.

Venue

London

Central London Hotel Venue

All courses are held at four or five star venues in Central London, Zone 1. We strive to provide you with a training environment of the highest quality, to ensure that the whole learning experience exceeds your expectations.

Your training venue will be confirmed by one of our course administrators approximately 3-4 weeks before the course start date.

New York

New York Hotel

This program takes place on a non-residential basis at a New York hotel. Non-residential course fees include training facilities, documentation, lunches and refreshments for the duration of the programme. Delegates are responsible for arranging their own accommodation, however, a list of convenient hotels (many at specially negotiated rates) is available upon registration.

As with all programmes on-site administrators are with you throughout the programme to ensure smooth administration and group interaction.

Related Courses

Inhouse


 

Do you have five or more people interested in attending this course? Do you want to tailor it to meet your company's exact requirements? If you'd like to do either of these, we can bring this course to your company's office. You could even save up to 50% on the cost of sending delegates to a public course.

To find out more about running this course in-house:





Our Tailored Learning Offering

If you want to run this course at a location convenient to you or if you want a completely customised learning solution, we can help.

We produce learning solutions that are completely unique to your business. We'll guide you through the whole process, from the initial consultancy to evaluating the success of the full learning experience. Our learning specialists ensure you get the maximum return on your training investment.



We can offer any of our public courses delivered at your office or we can devise completely tailored solutions:


Read more about our offering or complete a call back request to speak to a learning specialist.

 

Agenda

Agendas are localised, please select your preferred location.

 

Day 1



Introduction

  • Course overview
  • Key takeaways

Fitting Into the Role

  • Challenges facing the CRO

              - Defining the CRO role and championing “risk” in the organization
              - Making risk strategic
              - Executing the role
              - Dealing with major challenges

  • Defining the CRO Role

               - Distinguishing the CRO from traditional “Head of Risk” roles
                     - Forward-, not backward-looking
                     - Strategic, not remedial
                     - Tooled and professional, not merely experienced and conservative
                     - Why capital and provisioning aren’t useful for CROs
                     - Avoiding the traps:
                              - Reviewing past exposures
                              - Confusion with audit
                              - Preoccupation with the irrelevant
                              - Behaving like a policeman instead of a colleague
                              - Failing to heed ignorance of risk
              - Steps to defining the role
                   1. New definitions: defining risk management
                   2. New concepts: Enterprise Risk Management (ERM)
                          a. What is enterprise risk management (ERM)?
                   3. New design: Establishing a collaborative, executive role
                   4. New purpose: Purely strategic focus
                   5. Defining the risk-related roles of the other executives, CEO and Board

  • In class exercise and readings


 

Day 2


 

  • Making Risk Strategic

             - Understanding how ERM is strategic
             - Performance and cascading of performance
                   - Key performance Indicators (KPIs) and Key Risk Indicators (KRIs)
              - The ERM Process
              - Exercise: Implementing the ERM Process
              - Using a SWOT analysis
              - Developing a “risk strategy”

  • Executing the Role

               - The day-to-day of the CRO
               - Reliance upon the business, business reliance upon the CRO
               - Working with the board and the board risk committee
               - Working with internal audit and compliance

  • Dealing with major challenges

               - Non-acceptance
               - Improper positioning
               - Disasters and major losses that could not be avoided or are non-strategic
               - Poor internal governance

  • Case Exercise


Day 3


Building the Risk Function

  • Creating and/or restructuring the ERM Function

              - Structuring of the function
              - HR-related issues
              - Interaction with the business
              - Interaction with the board

  • The Board-level structures

               - Developing the Board Risk Committee
                     - Who should be on the committee?
                     - How should the committee work?
                - Acting as secretary to the Committee
                   - Duties and exceptions
                - Creating a charter
                       - Powers, voting powers and structure
                 - Enlisting input from other directors
                        - Responsibilities of executives to the Board Committee
                 - Creating a board-level meeting agenda
                         - Summaries and market dynamics
                         - Connecting risk exposure to what director’s need to know
                 - Guiding risk profile, risk appetite and risk tolerance-setting
                 - Establishing an effective structure for board-level oversight

  • Developing a reporting apparatus

                 - Content of a solid, risk strategy report

  • The Executive-level structures

                 - The CRO and the EXCO
                       - Membership but not voting rights
                       - Supporting risk due diligence of strategic initiatives
                               - Mapping out strategies
                               - Strategic analysis

                        - The practical matters of the team to support EXCO (“EXCO Analysts”)
                                 - How should the team members be selected?
                                 - How do they relate to the CRO and to their other executive bosses?
                        - Working independently with other executive-team members
                                  - Interacting with other team members
                                  - Being supportive and not a policeman
                                  - Gaining trust
                                  - Case Exercise


 

Day 4

Skills that the CRO Needs

  • Non-Cognitive Skills

              - Leadership quality
              - Teamwork abilities and teamwork orientation
              - Attention to detail
              - Tireless, goal-centeredness
              - Humility
              - Emotional intelligence
              - Appreciation of the “Big Picture”
              - Rapport with difficult, business executives and the CEO
              - Conscious attitude to rooting out self-biases

 

  • Higher cognitive skills

              - Risk professional status
                    - FRM, PRM other certifications?
               - Statistics and analytical orientation
                     - Value-at-Risk (VaR) and tail loss essentials
               - Analytical abilities
               - Ability to review technical work
               - Sufficient understanding of technical aspects of the business
               - Predictive analytics
               - Performance analytics
               - Data and systems knowledge

  • Case Exercise and discussion of readings


Day 5


Knowledge of Risk Areas

  • Financial risk
  • Strategic risk
  • Operational risk
  • Emerging risks

Compliance (Examples)

  • Basel III
  • Dodd-Frank
  • Sarbanes-Oxley
  • Other issues and concluding remarks

Course summary and close

 

Day 1



Introduction

  • Course overview
  • Key takeaways

Fitting Into the Role

  • Challenges facing the CRO

              - Defining the CRO role and championing “risk” in the organization
              - Making risk strategic
              - Executing the role
              - Dealing with major challenges

  • Defining the CRO Role

               - Distinguishing the CRO from traditional “Head of Risk” roles
                     - Forward-, not backward-looking
                     - Strategic, not remedial
                     - Tooled and professional, not merely experienced and conservative
                     - Why capital and provisioning aren’t useful for CROs
                     - Avoiding the traps:
                              - Reviewing past exposures
                              - Confusion with audit
                              - Preoccupation with the irrelevant
                              - Behaving like a policeman instead of a colleague
                              - Failing to heed ignorance of risk
              - Steps to defining the role
                   1. New definitions: defining risk management
                   2. New concepts: Enterprise Risk Management (ERM)
                          a. What is enterprise risk management (ERM)?
                   3. New design: Establishing a collaborative, executive role
                   4. New purpose: Purely strategic focus
                   5. Defining the risk-related roles of the other executives, CEO and Board

  • In class exercise and readings


 

Day 2


 

  • Making Risk Strategic

             - Understanding how ERM is strategic
             - Performance and cascading of performance
                   - Key performance Indicators (KPIs) and Key Risk Indicators (KRIs)
              - The ERM Process
              - Exercise: Implementing the ERM Process
              - Using a SWOT analysis
              - Developing a “risk strategy”

  • Executing the Role

               - The day-to-day of the CRO
               - Reliance upon the business, business reliance upon the CRO
               - Working with the board and the board risk committee
               - Working with internal audit and compliance

  • Dealing with major challenges

               - Non-acceptance
               - Improper positioning
               - Disasters and major losses that could not be avoided or are non-strategic
               - Poor internal governance

  • Case Exercise


Day 3


Building the Risk Function

  • Creating and/or restructuring the ERM Function

              - Structuring of the function
              - HR-related issues
              - Interaction with the business
              - Interaction with the board

  • The Board-level structures

               - Developing the Board Risk Committee
                     - Who should be on the committee?
                     - How should the committee work?
                - Acting as secretary to the Committee
                   - Duties and exceptions
                - Creating a charter
                       - Powers, voting powers and structure
                 - Enlisting input from other directors
                        - Responsibilities of executives to the Board Committee
                 - Creating a board-level meeting agenda
                         - Summaries and market dynamics
                         - Connecting risk exposure to what director’s need to know
                 - Guiding risk profile, risk appetite and risk tolerance-setting
                 - Establishing an effective structure for board-level oversight

  • Developing a reporting apparatus

                 - Content of a solid, risk strategy report

  • The Executive-level structures

                 - The CRO and the EXCO
                       - Membership but not voting rights
                       - Supporting risk due diligence of strategic initiatives
                               - Mapping out strategies
                               - Strategic analysis

                        - The practical matters of the team to support EXCO (“EXCO Analysts”)
                                 - How should the team members be selected?
                                 - How do they relate to the CRO and to their other executive bosses?
                        - Working independently with other executive-team members
                                  - Interacting with other team members
                                  - Being supportive and not a policeman
                                  - Gaining trust
                                  - Case Exercise


 

Day 4

Skills that the CRO Needs

  • Non-Cognitive Skills

              - Leadership quality
              - Teamwork abilities and teamwork orientation
              - Attention to detail
              - Tireless, goal-centeredness
              - Humility
              - Emotional intelligence
              - Appreciation of the “Big Picture”
              - Rapport with difficult, business executives and the CEO
              - Conscious attitude to rooting out self-biases

 

  • Higher cognitive skills

              - Risk professional status
                    - FRM, PRM other certifications?
               - Statistics and analytical orientation
                     - Value-at-Risk (VaR) and tail loss essentials
               - Analytical abilities
               - Ability to review technical work
               - Sufficient understanding of technical aspects of the business
               - Predictive analytics
               - Performance analytics
               - Data and systems knowledge

  • Case Exercise and discussion of readings


Day 5


Knowledge of Risk Areas

  • Financial risk
  • Strategic risk
  • Operational risk
  • Emerging risks

Compliance (Examples)

  • Basel III
  • Dodd-Frank
  • Sarbanes-Oxley
  • Other issues and concluding remarks

Course summary and close

Why us


We have a combined experience of over 60 years providing learning solutions to the world’s major organisations and are privileged to have contributed to their success. We view our clients as partners and focus on understanding the needs of each organisation we work with to tailor learning solutions to specific requirements.

We are proud of our record of customer satisfaction. Here is why you should choose us to help you achieve your goals and accelerate your career:

  • Quality – our clients consistently rate our performance ‘excellent’ or ‘outstanding’. Our average overall score awarded to us by our clients is nine out of ten.
  • Track record – we have delivered training solutions for 95% of worlds’ top 100 banks and have trained over 250,000 professionals.
  • Knowledge – our 150 strong team of industry specialist trainers are world leading financial leaders and commentators, ensuring our knowledge base is second to none.
  • Reliability – if we promise it, we deliver it. We have delivered over 20,000 events both in person and online, using simultaneous translation to delegates from over 180 countries.
  • Recognition – we are accredited by the British Accreditation Council and the CPD Certification Service. In an independent review by Feefo we scored 96% on service and 95% on product