Course Description

Recent corporate failures have left many leaders, across industry sectors, concerned about how well their companies are managing risk. Reviews and investigations, particularly of companies in regulated sectors, has sometimes uncovered weak governance structures and inconsistent risk and control environments.

This, coupled with other major geopolitical and global events of the last few years, has led to renewed interest in enterprise risk management (“ERM”) programmes.  ERM programmes are intended to formalise how risks are identified, assessed, managed, monitored and reported keeping view the organisation’s strategic priorities.  However, it is generally witnessed that ERM programmes are not able to rise up to the challenge, either losing momentum or lacking adequate investment and consequently failing to meet the expectation of the key stakeholders.

An effective ERM programme can assist the board and management make more informed decisions in the face of uncertainty.  Even though companies operating in industries that are not regulated may not always have a matured ERM programme, it is however, safe to say that even if a company lacks a sophisticated ERM programme, certain simple easily identifiable and implementable actions involving management can assist boards face the evolving risk landscape with the necessary confidence and positivity.