Session 1:
Session 2:
Session 3:
1 / What is Risk Identification?
1.1 What is the definition of a risk
1.2 What types of risks are there
1.2.1 Internal Risks
1.2.3 External Risks
1.2.4 Emerging Risks
1.2.5 Concentration Risks
1.2.6 Cascade Risks
1.2.7 Event Risks
1.2.8 Core or Material Risks
1.3 Overview of Risk Identification Process
2 / Why is your company doing Risk Identification?
2.1 What outcomes does your company expect from the risk identification process
2.2 What resources can your company apply to risk identification in business as usual
2.3 What is your implementation time horizon 2.4 What tools does your company have that can be used for risk identification
2.5 Does your company have a clear mandate to do risk identification
2.6 Who or what is driving the implementation of risk identification in your company
2.7 Avoiding duplication of risk processes
3 / How does your company categorise Risk?
3.1 What is a risk taxonomy
3.2 Structure
3.3 Requirements
3.3 Usage
3.4 Risk Taxonomies in Financial Services
3.5 Why does your company need a risk taxonomy
3.6 What is a risk register
3.7 What is a Material risk register
3.8 Building out your company’s risk taxonomy
Session 4:
Session 5:
Session 6:
4 / Who are the Risk identification Stakeholders in your company?
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4.1 Audit requirements for a risk identification 4.2 Regulatory requirements for risk identification
4.3 Senior management requirements for risk identification
4.4 How risk identification interacts with front office business
4.5 How risk identification interacts with existing risk management
4.6 Risk identification as protection for your business
5 / What does a Risk Identification process look like for your company?
5.1 Risk identification through polling subject matter experts
5.2 Risk identification through senior management discussions
5.3 Risk identification through analysis of external threats against company exposures
5.4 Risk identification through consolidation of existing risk practices
5.5 How to embed risk identification into your organisation
6 / What does a Risk Evaluation process look like for your company?
6.1 Types of Heat Maps
6.1.1 Severity against frequency
6.1.2 Severity against probability
6.1.3 Severity against Impact
6.2 How to measure Severity
6.2.1 Evaluating a liquidity event for your company 6.2.2 Evaluating a solvency event for your company 6.2.3 Evaluating a bankruptcy event for your company
6.3 How to measure the probability of events
6.4 Lines of defence
6.4.1 First Line of Defence
6.4.2 Second line of defence
6.4.3 Third Line of Defence
6.5 Analysing your risks
6.5.1 Sensitivity of risk to time
6.5.2 Evaluating the likelihood of the risk
6.5.3 How independent is the risk, is it likely to cascade.
6.5.4 How concentrated is the risk
6.5.5 What is the Impact of the risk
6.5.6 Is the risk cumulative
6.5.7 What are the current controls on the risk
6.6 Setting up a Risk Evaluation Committee
Session 7:
Session 8:
7.1 Which risks should be mitigated, and which risks should be monitored
7.2 What is inherent risk
7.3 What is residual risk
7.4 Turning Inherent risk into residual risk
7.4.1 Do nothing and monitor
7.4.2 Further analysis needed
7.4.3 Implement further controls
7.4.4 Diversifying the risk
7.4.5 Hedging the risk
7.4.6 Reconsider objectives
7.5 Governance over final Risk Register
8.1 Creating Risk Identification governance
8.2 Creating a Risk Identification Taxonomy
8.3 Risk identification as a source for Stress Testing
8.4 Risk identification as a source for Scenarios 8.5 Creating a Risk Identification Policy
8.6 Creating a Risk Identification Procedure
8.7 Making Risk Identification a repeatable process
8.8 Making Risk identification a comprehensive process
Note: This is the most expansive program for a financial institution, for smaller companies some areas may not be necessary.