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 

This course is credited by GARP - Global Association of Risk Professionals (GARP)