3-DAY SEMINAR & WORKSHOP

BTCO Proudly Present :
3-DAY SEMINAR & WORKSHOP

RISK ASSESSMENT IMPLEMENTATION
As The Most Important Step in Enterprise-Wide Risk Management (ERM)

Instructors:
Ir. Lutfi Fachda, Msc., Ph.D (Lead Risk Assessor)
Ir. Abdul Hafid Rivai, MM., CRM (Senior Risk Assessor)
Ir. Sulad Sri Hardanto, MM., CFA (Senior Risk Assessor)
Drs.EC Hasyim, MM.Ak. (Junior Risk Assessor)

May 21-23, 2008 at Hotel Salak The Heritage, BOGOR
INTRODUCTION
As a follow up of good corporate governance concept, a number of company nowadays has implemented the system of risk management which is known as Enterprise-wide Risk Management (ERM).
Technically, the ERM implementation has strategic and technical consequences which must be understood by every company operator. Strategic demand needed in the ERM implementation are: (i) corporate culture has to be developed in such way which lead to a strong risk awareness in all business management level, (ii) there is appropriate reward and punishment which become an important stimulant for management in relation with the ability and capability to manage risk in each units; and (iii) there is a culture to have a leader who can become an example in leadership and pioneer in self risk management.
In technical point of view, the ERM implementation needs a clear, structured and measured road map program. This road map must be aligned with the basic policy of corporate development as mentioned in the Corporate Plan or Business Plan which the company has been stated before. The road map will explain the sequel of important process in ERM application such as (i) risk identification, (ii) magnitude and risk management cost calculation, (iii) integration and priority of risk measurement, (iv) mitigation action for risk mitigation threat, (v) risk management response system development, and (vi) monitoring risk management result. Based on the above items, point (i) to (iii) are the most critical sequels which are less understood by the corporate operator or ERM implementator in an organization. This sequel is called Risk Assessment; or in some references called Pre-diagnostic risk analysis, or Risk Measurement.
Incorrect Risk Assessment will result on misleading risk measurement. This will end on wrong risk management decision taken by Top Management, which will create going concern of the business. However, Risk Assessment implementation needs wisdom in every aspect such as correct strategy and methodology based, scope and border which represent future business portfolio exposure, considering human resources, time and cost effects which all need to be well programmed. The resistance from operator or observation object unit must be taken into account too.
This three day seminar and workshop is expected to give comprehensive views of how the Risk Assessment activity ideally runs. Also about the factors to be noticed by the management in running Risk Assessment in ERM context.
This activity is also completed by a workshop of risk assessment case study based on real experience which completed by basic tools in risk assessment in field (standard risk assessment forms, best methodologies choice) presented by experienced instructor whose hands-on experience in risk assessment in field.
OBJECTIVES
o Understanding Risk Assessment scope and output context in ERM context as a whole;
o Understanding Risk Assessment border, scope and methodology which is appropriate to specific company business operational condition, including Business Process Risk Assessment (BPRA) and Risk Based Audit (RBA).
o Understanding how to run organization resources management (Human Resources, time, cost, supporting tools) or to run project management in a risk assessment activity;
o Understanding the process of measuring risk assessment activity level of success, and the process of running corrective-active risk assessment action to avoid misinterpretation of risk measurement;
o Developing effective company risk profile and map as one of the important outputs in risk assessment activity;
o Providing straight skills of achieved risk assessment in design, operation and presentation technique.
KEY BENEFIT
o Presenting actual examples of risk assessment learning based on national and multinational enterprises as the benchmarking;
o Presenting examples of standard risk assessment format including: risk tolerance limit, risk map, risk mitigation program, response system and risk early warning system;
o Presenting examples of actual cases packed in spreadsheet which is able to be manipulated in simulation process;
o Presenting Tip & Trick in order to gain 'small-win' in risk assessment activity.
KEY WORDS
Risk Assessment, Pre-diagnostik risk analysis, Risk Measurement, Business Process Risk Assessment (BPRA), Risk Based Audit (RBA), Benchmarking Analysis, Enterprise-wide Risk Management (ERM)
EXPECTED ATTENDANCES
o Top Management
o ERM Implementator
o Risk Management Unit
o Corporate Planning
o Business Development
o Internal Auditor
o Financial Auditor
TEAM LEADERS
Ir. Lutfi Fachda, Msc., Ph.D
Ir. Luthfi Fachda, MSc., Ph.D held his Master of Science (MSc) from University of Wales, Bangor, England with Magna Cumlaude in 1995. In 1997, he continued his study and post graduated (Ph.D) from the same university majoring in Corporate Finance & Business Integration. His areas of competences are Risk Management, Business Process Re-Engineering, Corporate Restructuring, Merger & Acquisition, Performance Management, Energy Management & ESCO etc.
From 1998 until present time, he has become a Senior Advisor for RM Group Beyond Petroleum (BP) HQ. He serves also as VP Energy Management Department Head for UNITED PREMAS (Singapore) & PT. PREMAS International (Jakarta, Sister Company) and Practice Leader for Risk Management Group, United Group Ltd (International, Australian-Based Consulting with 11.000 Staffs and 50 Countries of Services).
He gave many Strategic Management & Risk Management trainings, such as: Balanced Scorecard Implementation, Performance and Risk Management Training & Advisory, Risk Assessment, Risk Management Training & Risk Management Development, etc. He hold Risk Management Instructor Level 2, Risk Management Certification Berau, Bank Indonesia, September 2005, Member of International Operational Risk Management Association Society (USA), Certified Risk Manager (CRM) and Candidate-CISA (Certified Information System Auditor).
MODULE
FIRST DAY
➢ Risk Assessment on ERM: Explaining contextual relationship between Risk Assessment and ERM as company's strategic tools
➢ Risk Assessment Design and Methodologies: Explaining risk assessment methodology choices available including with pro and cons, as well as providing skills to design self risk assessment
➢ Project Management on risk assessment: Explaining techniques of risk assessment compilation and factors considered in risk assessment process
SECOND DAY
➢ Risk Assessment tools and technique: Explaining what kind of tools (form, SOP, selected methodologies, formulation) needed in risk assessment and how to use it effectively
➢ Risk Assessment Output and Deliverables: Explaining what kind of minimum output reached in a risk assessment, as well as explaining how the relationship between risk and value of the company as a whole
THIRD DAY
➢ Risk Assessment Simulation and Case Study: Explaining how to run risk assessment in site, including the management response system, by using actual case study
➢ Group Discussion and Presentation: Presenting discussion result by participants

For additional course dates and locations, and registration please contact:
PRITA PRIANTINI, MOBILE PHONE: +62 856 712 6635
SERUNI DINITRI, MOBILE PHONE:+62 817 9003 111
PT. BUMI ENERGI EQUATORIAL
Office Complex 3rd Floor, Hotel Salak The Heritage, Jl. Ir. H. Juanda No. 8 Bogor, 16121
Ph: +62 251 350400 ext.6789; 330153; Fax: +62 251 346940; 353314; 350800
Email: btco@oilgastraining .com
http://www.oilgastr aining.com