Upon completion of this course, participants will be able to:

• Identify and articulate operational and tactical risks within their specific departmental domain.
• Apply a simplified, repeatable risk assessment process using qualitative metrics.
• Define, own, and execute appropriate risk treatment plans for identified departmental risks.
• Master the creation of clear, concise risk reports for executive management and the ERM function.
• Utilize risk management as a proactive tool to enhance departmental efficiency and goal achievement.
• Establish a clear risk culture within their team, encouraging timely risk communication.
• Monitor and audit the effectiveness of departmental controls and risk treatment strategies.
• Integrate risk management reviews into routine team meetings and performance reporting cycles.

• Departmental Managers and Team Leaders
• Operations Supervisors and Functional Heads
• Project and Program Coordinators
• Emerging Leaders and High-Potential Employees
• Anyone responsible for day-to-day risk oversight

• Group Case Studies on Departmental Risk Failures and Management Responses
• Individual Departmental Risk Register Development Exercises
• Team-Based Qualitative Risk Scoring and Heat Map Creation
• Role-Playing Scenarios for Risk Escalation to Executive Management
• Discussions on Fostering Risk Awareness and Accountability in a Team

Unit 1: The Manager's Role in Risk Governance

• Understanding the Enterprise Risk Management (ERM) framework and the manager's place within it.
• Translating corporate risk appetite into departmental operational risk tolerance.
• Defining key types of departmental risks (operational, personnel, compliance, financial).
• The concept of "risk ownership" and its accountability implications.
• Fostering a proactive, no-blame risk reporting culture within the team.

Unit 2: Practical Risk Identification and Assessment

• Structured techniques for team-based risk identification (e.g., prompt lists, process mapping).
• Developing a simple, focused departmental risk register.
• Applying qualitative scoring (Impact vs. Probability) specific to departmental goals.
• Identifying the root cause of risks versus merely listing the symptoms.
• Using control strength assessment to refine the residual risk score.

Unit 3: Risk Response and Treatment Strategies

• Overview of the four T's of risk treatment: Terminate, Treat, Transfer, and Tolerate (Accept).
• Developing practical, cost-effective risk treatment action plans.
• Defining and implementing appropriate risk controls (preventative, detective, corrective).
• Monitoring progress on risk treatment actions and ensuring accountability.
• Understanding risk acceptance and the required authority for sign-off.

Unit 4: Risk Reporting and Communication

• Crafting clear, concise departmental risk reports for senior management.
• Differentiating between operational metrics and Key Risk Indicators (KRIs).
• Protocols for immediate escalation of high-impact, high-probability risks.
• Communicating new controls and procedures to the team for implementation.
• Preparing for and contributing effectively to formal ERM review meetings.

Unit 5: Continuous Monitoring and Review

• Integrating risk review as a mandatory element of weekly or monthly team meetings.
• Conducting "mini-audits" or self-assessments of departmental controls.
• Using lessons learned from incidents or near-misses to update the risk register.
• Managing the lifecycle of a risk (from identification to closure).
• The importance of periodic re-assessment to detect emerging risks.