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“Risk management” - course 40,000 rubles. from MSU, training 4 weeks. (1 month), Date: May 18, 2023.
Miscellaneous / / December 02, 2023
Risk management is considered as a tool for achieving maximum profitability, taking into account the risk of possible losses. Risk management is not a technology that allows you to avoid losses altogether. Risks of loss, especially financial, accompany any business. Risk management only allows you to predict possible risks and losses, thereby eliminating the factor of surprise, as well as develop effective methods for minimizing losses.
The course focuses on studying the integrated risk management system of an enterprise. Qualitative and quantitative risk analysis. Stages of risk management system maturity. ISO 31000 and COSO EnterpriseRiskManagement standards.
To ensure maximum effectiveness, training is conducted in the form of training.
Learning outcomes:
- Structuring knowledge in relation to risk classification.
- Acquiring skills in calculating operational and financial leverage, including using mathematical methods of analysis.
- Ability to use financial report data in your work.
- Drawing up a risk control map.
- Acquiring skills in developing risk control procedures.
Duration of training – 72 hours (32 hours of classroom lessons with a teacher, 40 hours of independent study of materials and work).
Form of study – full-time with the possibility of remote connection, classes begin on weekdays at 18:30.
Cost of education - 40,000 rubles.
Start of classes - May 18, 2023.
Training agreements are concluded with individuals and legal entities.
Registration for courses is carried out by e-mail [email protected] (for individuals), through the registration form on the website.
You can contact the course administrator, Anton Martyanov, to register or with questions via WhatsApp or Telegram at +79264827721.
Faculty dean's phone number: +74959328073
Volkov Yuri Vladimirovich
11
coursesPosition: senior lecturer at the Lomonosov Moscow State University Higher School of Management and Innovation, expert practitioner in the field of corporate finance, business coach
Section 1. Risks in modern business.
Qualitative and quantitative understanding of risks.
Risks: positive and negative side of forecasts.
Risks: managing flexibility (reactive and proactive).
Section 2. Risk classification.
General economic and political risks (environmental risks).
Operational risk – efficiency, effectiveness of investment management.
Management risk – ignorance of the basics of risk management, illegal actions on the part of the company manager.
Information technology risk is a discrepancy between information technology and the company’s competencies.
Loyalty risk – fraud.
Financial risk – liquidity, concentration of credit resources, changes in banks’ credit policies.
Risks associated with information for decision making:
Operational risk – inadequacy of key performance indicators.
Financial risk – inadequate budgeting and suboptimal taxation.
Strategic risk is an inadequate assessment of the value of a business model.
Features of risks in developing economies.
Section 3. Risk assessment. Quantitative risk analysis.
Dispersion,
Standard deviation.
VaR (ValueatRisk) as a tool for assessing and making short-term decisions.
ROV (RealOptionsValuation) as a tool for evaluating and making long-term decisions regarding investment projects and mergers and acquisitions.
Application of a decision tree for making strategic development decisions.
Monte Carlo method.
Assignment: Determining the relationship between risk and required return.
Section 4. Risk map as a tool for risk analysis and control.
Purpose and structure of the risk map.
Examples of mapping for various industries.
Compiling a risk database (300 or more items).
Updating the risk base: annual and quarterly. Procedures and responsible persons.
Exercise:. Fill out a risk control chart and proposed control measures for a hypothetical gas transportation company.
Section 5. Business Risk Management (BPRC) model.
Model structure and business risk analysis.
Development of strategies. Functioning of the model.
The role of internal audit. SOX Sarbanes-Oxley Act.
Section 6. Risk management based on ERDM event flow
Features of risk management at the capital construction stage.
Features of risk management at the stage of facility operation.
Monitoring of electronic traffic generated by the company.
Task: Develop a risk control procedure in a gas transportation company.
Section 7. Risk map as a tool for risk analysis and control,
Purpose and structure of the risk map.
Examples of mapping for various industries.
The role of departments in the formation of a risk map: responsibilities and interaction.
Task: Risk map analysis.
Section 8. Development of anti-risk measures
Ways to counteract risks.
Avoidance.
Risk avoidance programs.
Monitoring.
Lack of action (conscious).
Assessment of the control consequences of anti-risk measures.
Changing the probability of an event occurring.
Risk aversion costs.
Features of work on the risks of the HSC/Occupational Safety and Health group.
Experience of BP and Sibur companies in risk management.
Assignment: Development and assessment of the consequences of anti-risk measures.
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