Risk Management for Finance Professionals

Online Training Course
on Managing Business Risk

It is difficult, these days, to pick up a newspaper or magazine and not find stories involving serious problems which have suddenly struck particular enterprises. The cause may have been external to the enterprise (such as a natural disaster like earthquakes or floods) or internal (such as a failure to comply with regulations, or issues with quality control).

Whatever the cause you are left to wonder why top management were not aware of the possibility so that they could take evasive action – or at least be in a position to react quickly and positively when the problem arose.

Risk Management looks at the context in which the concept of risk management has developed, the sort of infrastructure and processes it requires, and the impact it has on traditional control systems. It also looks at some of the problems which have made national and international news.

Risk Management is part of our peer-enriched learning suite of learning. Peer-enriched learning courses stimulate intelligent dialogue and debate and provide a valuable and evolving resource of professional knowledge and experience. These courses are topical, practical and highly relevant to today’s changing market. Each module is split into two activities: Understanding the issues and Putting it into practice. The first encourages you to think about a topic, drawing on your own professional experience and knowledge. The second helps you to put ideas and/or theories into practice as part of your day-to-day work.

Risk management for accountants enables the learner to

• Understand the concept of risk management
• Identify the impact risk management has on a company
• Understand the processes required for risk management to be put in place
• Develop an understanding of the Bribery Act and its implications
• Use recent risk management disasters to help avoid future problems
• Manage the effects of extreme events on a business

Rating:	100% of learners thought this course met their CPD needs
Reviews:
“It gave me a framework to develop further the risk framework by provoking further questions that need to be considered.”
“Real examples to study and think through.”
“It was very comprehensive and informative.”
“The course clearly set out the principles and practise of good risk management, with opportunity to test and apply knowledge and learning based on real life examples”
You can review this course using the questionnaire in the course completion area.

Learning outcomes for risk management for accountants

The Context
• Financial Crises
• The nature of risk
• Impact of megatrends
• Regulatory requirements

The infrastructure
• Foundation stones
• Sources of value
• Risk appetite
• Framework

Practicalities
• Budgetary control
• Investing
• Extreme events
• Crisis management

Recent Issues
• The bribery act
• Recent disasters

Target audience for risk management for accountants

This course is designed to appeal to people working in the accounting and finance industry at all levels.

About the author of risk management for accountants

David Allen CBE, MPhil, FCMA, FCIS was employed for many years by the Cadbury Schweppes group, holding directorships of various companies, latterly Cadbury Ltd.

Whilst with the group, he coined the expression Strategic Financial Management to refer to an approach which enabled the finance function to play a proactive role in the formation and monitoring of strategy, and offered an antidote to short-termism.

During that period he was also president of the Chartered Institute of Management Accountants (CIMA), chairman of the Management Accounting stream of the International Federation of Accountants, a visiting professor at Loughborough University Business School and a member of the Review Panel of the Financial Reporting Council.

He retired from all of the above in order to concentrate on the promulgation of the concept and practice of Strategic Financial Management, through the medium of S. F. M. Ltd. This involved writing, lecturing and consulting, and led to a number of non-executive directorships in private and public sectors.