Continuing Professional Education (CPE)
1
CEOs & Directors General Certificate in Holistic Governance of Organizations (Companies and Local Authorities) Usual name: Certificate in Holistic Corporate Governance (CHCG)
5 days to acquire, by simulations on the Intranet modules of his workstation in SaaS mode (3 months free) and Online seminar, the skills to play his role in the Team of Performance Management (Financial Planning and Real Time Execution interactions), 1
2
Strategic HR Management Tool with high Added Value for the Employer: Beyond the Operational Performance Appraisal Tool used for assessment of individual productivity, mobilize the entire organization to: 1. Mitigate operational risk losses, 2. Improve ROI, 3. Strengthen Economic Capital and Solvency, 4. Improve the Interaction of Internal Control Functions and RealTime Corporate Dialog by the PSP (Problem-Solving Process) in the competitive context of Enterprise Risk Management (ERM) governed from January 2017 by the ISO 22316: Security and Organizational Resilience: Requirement of cohesion of the behaviors of individuals and the internal team in the context of laws deriving from Basel III, the rules of NAIC (US Solvency) and Solvency II of the EU adopted by Canada, China, India, Russia, Mexico, Brazil and the rest of the world as "International Best Practice" that profoundly affect the financing and insurance of businesses and utilities since January 2016.
2
3
Registration of the team and Follow-up of the simulations in the order of interaction of the internal control functions by the HRD
So that they are oriented according to their choice of "CPE credits" and receive the personal codes of access to the IT-IRM (Investor Relationship Management) modules of their workstation,
The HRD organizes the registration of the team members on www.riskosoftcorp.com (or on the partner's website) and their accompaniment in the order of interaction of the modules (M) of the internal control functions on the platform Intranet IT-IRM: (1) CEO and Directors General of Local Authorities (Initial Decision Making Simulation), (2) CFO (Financial Planning Simulation Calculations / M1), (3) HRD (Human Resource Mobilization and Consensus Building for Enterprise Agreement / M2), (4) Operations managers or line managers, and (5) Heads of operational teams or cash-generating units (CGUs / M3 and M4).
3
4
CPE Options Credits for Registered Participants As the Designer of the Full Certification Course and Program Advisor, Riskosoft performs the training; Riskosoft can also transfer the registration to training partners (Universities, Business Schools, Colleges or Associations) in accordance with the training agreements, in particular when the participant proves that he already has the CPE credits in HRM. • Training providers commit to give priority to "CPE credits" in human resources management taking into account ISO 22316 (security and organizational resilience) and the re-certification system set up by SHRM. The CPE credits at the participants' choice are in Finance, Accounting, Risk Management, Economics, Quality and Human Resource Management, Management Information System.
The Certification Themes integrated by this Program are linked to the "SHRM BoCK" themes which can receive Professional Development Credits (PDCs) established by the Society for Human Resource Management (SHRM / USA) to give Organizations offering Training Programs and other Human Resources Programs the possibility of assigning PDCs without prior approval by SHRM over a period of 2 years (*). Leadership & Navigation -
Improving negotiation effectiveness
-
Leading change
Ethical Practice
Business Acumen
Consultation
Global & Cultural Effectiveness
-
Advancing business acumen
-
Effective consultation
-
Cross-culture and cross-border issues
-
Understanding organizational metrics
-
Applying creative problem solving
-
Global strategic leadership
Relationship Management
Critical Evaluation
-
Business ethics
-
Customer relationship management
-
Critical thinking
-
Dealing with unethical behavior or conflicts of interest
-
Managing internal and external relationships
-
Data analysis
Communication -
Communicating up, down and across the organization
-
Constructive feedback for developmental opportunities
(*) https://www.shrm.org/certification/orgs/RecertificationProviders/Pages/default.aspx
4
5
SUMMARY Introduction
6
Certificates
12
Adapting internal Teams of Companies and Utilities to Regulatory constraints
13
Key Benefits
14
Administration
14
Holistic Governance of Organizations (CHCG)
15
ANNEX
19
Details and reference Document of the Days 2, 3 and 4 Seminar
5
6
Introduction Losses related to operational risk are overloads of management accounts and non-products (unrealized income); The operational risk losses have a clear impact on product cost, capital, competitiveness, income statement and counterparty risk. Human resources have a dominant effect on operational risks. Therefore, operational risks affect the risks of each entity:
For the insurer, operational risks have an impact on the counterparty risk, market risk, the risk of life underwriting risk, non life underwriting risk, health underwriting, etc.
For the bank, operational risks have an impact on market risk, credit risk or counterparty risk, liquidity risk, interest rate risk, country risk, etc.
For the industry and services, operational risks have an impact the market risk, credit risk or counterparty risk, liquidity risk, interest rate risk, currency risk, etc.
This program aims to help HRM reach this critical milestone in the context of current regulations that require adaptation of the function as mobilizing of the Human Capital contributing to the internal financial performance of the economic entities.
The new regulatory framework that is in force since January 2016 in the United States with the NAIC regulations (US Solvency), in the EU with Solvency II and from 2017 in other G20 countries (Canada, China, Russia, India, South Africa, Mexico and Brazil) and the rest of the world who have adopted Solvency II of the EU as International Best Practices, profoundly affects the financing and insurance of companies and public services, including local governments.
The holistic approach of governance ORSA (Own Risk and Solvency Assessment) compulsory for insurance companies focuses the management of financial risk on the technical capacity of the internal team of each entity to master and reduce operational risk losses associated with a credit risk and insurance risk counterparty, and to provide reporting of adjustment of the risk profile, in particular when the financial and social situation of a Counterparty credit risk (CCR) or risk of insurance is deteriorating.
Training and coordination of the internal work team contributing to the internal financial performance of enterprises and public services are the responsibility of the HRD. 6
7
1/ Estimating the number of People to be trained for Internal Financial Performance (Bank, Insurance Company, Industry and Services) The training objective is to make operational by real time interactions this process of analysis and reduction of discrepancies in internal financial performance given the impact of the human resources: o
A gap that is difficult to identify is hardly usable.
o
Employees and persons in charge must be motivated to reduce their costs.
o
Employees must have the means to act to reduce the amount that is imputed to them.
o
Any gap must be connected with a socioeconomic indicator—the lever on which every employee can act.
A holistic approach to governance aims to form the internal team that holds the levers of interaction of a company. IT-IRM (Investor Relationship Management) system allows distribution in two categories:
A / The members of the Board of Directors: -
Chair or Directors General of Local Authorities,
-
Board members non executive Directors of listed and private companies, utilities and nonprofit organizations,
-
Family’s members,
-
Shareholders and Members of the supervisory committees.
B / Members of the team of piloting of the internal financial performance: -
CFOs, investment managers, financial analysts and auditors;
-
HRM, jobs manager, careers and skills, head of social relations, payroll managers, compensation & benefits, managers of HR information systems.
-
OM or heads of activity lines, supply chain managers, heads of factories and office, sales managers…
-
Team leaders or Cash Generating Units (CGUs). 7
8 These two categories work in interaction and we cannot train and equip one category and leave the other unqualified.
Thus the larger a company, the larger the number of officers to be trained:
For managers of internal control, there is by company 1 CFO, 1 HRM and 8 OM (business line managers) if we based on the nomenclature defined by the Basel committee.
IT-IRM has incorporated this nomenclature; hence, a total of 10 internal control managers per large company.
For team leaders the number is defined with regard to the number of employees of each company:
According to the rules of group dynamics (the optimal size of the work teams would be five or six), a team leader can supervise up to 20 employees when the interaction processes are automated.
IT-IRM modules of the team leaders run with this maximum.
2/ Training support for online simulation workshops (3 months free) Following 15 years of research and publications in the United States in ISACA Journal by the EU-US Task force on ERM, formed by Academics and Experts of three European universities (Frankfurt, Cambridge and Malta) and two American universities (Atlanta and New Jersey), Riskosoft is currently the unique designer that hold IT courseware and program necessary for the adaptation of internal teams of public services and private sector companies with the regulations in force since January 2016. Figure 1 / Diagram of the holistic process of Risk Appetite Threshold Treatment (Finance Planning & Execution Interactions)
Source: Reprinted with permission by ISACA Journal, vol.3, USA, May 2016 , 8
9 IT-IRM is an exclusive asset of "Corporate Governance" that automates the organizational CONSENSUS of "pushing" or making efforts in the same direction. This is the INTERNAL DYNAMICS of value creation based on the common maximum reward (RMC) to: Articulate and synchronize in real time the financial planning and human resources of the internal control functions (Finance Function, HR Function, OM Function and the Operational Teams generating cash); Strengthen HR management practices to ensure the collaborative interaction between all work stations; Support the development of skills and work-related learning and the interaction of roles in the organization and team; Maintain the same level of risk appetite in an organization; Have technical means to assess, monitor and reduce both uncertainty about the internal financial performance of teams and uncertainty about psychosocial risks; Develop Dashboards Reporting of Data Governance and Solvency taking into account the impact of HR on internal financial performance, especially when the social and economic situation of a Counterparty Credit Risk (CCR) is deteriorating;
Index automatically variable compensation on operational risk indicators and Economic Capital and,
Increase productivity by giving each employee access to the levers needed to improve and monitor its contribution to the internal financial performance and that of the team or the Cash Generating Unit (CGU) in real time.
Figure 2 / Indicators of the HR Function articulating the Dashboards of the Teams Leaders or CGUs of the lines of activity (OM) with the Finance Function for Productivity's Real Time Internal Reporting
Source: Reprinted with permission by ISACA Journal, vol.3, USA, May 2016, 9
10
3/ How it works? Without changing anything in the existing IT configuration, three types of applications are articulated in the following order to set up the custom-made configurable internal model: A/ Applications for the interaction of the finance function: – Module IT-IRM M1—Plan of performance – Module IT-IRM M6—Feedback dashboards for integrated reporting
The CFO intervenes once a year. The first year to enter the data of the three-year plan performance targets (operational risk event data recorded over the last five years), then again one year later and thereafter to capture updates. B/ Applications for the HR management (HRM) interaction (HR motivation and mobilization by the corporate dialogue/decentralized in real time at the work stations): – Module IT-IRM M2—Employee satisfaction – Module IT-IRMI M5—Psychosocial risk C/ Applications for the interaction of the operations management (OM) function (business lines) with Team leaders or Cash Generating Units (CGUs): – Module IT-IRM M3—Cost savings (measurement of the value created in real time by the gap analysis) – Module IT-IRM M4—Performance bulletins (Codes are assigned to each member of staff to monitor performance indexed to the operational risk indicators—the levers on which the employee can act in real time.)
Interaction: In a real working situation or in cases of simulation (except for the modules of the HR Manager which run in a independent way), the modules of the CFO and the OM system (lines of activity) are activated one after the other Once module 1 of the CFO has been supplied with required data. In other words, OM modules and team leaders' applications are only accessible if the module M1 of the Finance function has performed the absolute VaR calculations, carried out the planning and distribution of Potentially Recoverable Losses (PRL) to lines of business based on resources consumption or budget.
The system being automated, the capture of real or artificial required data (for simulation) is made in a few clicks. 10
11
4/ Simulation of the company's preliminary database by the CEO
One of the exercises of the Certificate in Holistic Corporate Governance is to accustom the Board members to establish the simulation table like this one we did to give an example. The interest of the simulation is to generate a Pre database giving an overview of the interest of the certification of the members of the internal team, in particular the impact on ROI
Figure 3/ State of simulated data of a European company Internal financial performance database to increase net income on a three-year plan with the IT-IRM (Investor Relationship Management) controlling the new Risk Appetite threshold at all workstations ($ millions) (1)
Workforce
293,000
Current level of value creation for the investor (2)
Revenues
Net income
$ 40,403
$ - 1,311
VaR estimated on the basis of HR by the simulator without recourse to ITIRM
Cost of the new threshold of risk appetite
Potentially Recoverable amount of Op risk losses
Total Profit planned Expected expenditure
$
$
$
$
5,958
268.09
5,689
2,028
ROI
$ 3,661 80.49%
Training Plan
Number of heads of internal Control (CFO, HR and OM)
Number of Team leaders or Cash generating units
10
14,650
(1) Applicable Regulations:
In the EU and internationally: reversal of an impairment loss is recognized in the profit or loss unless it relates to a revalued asset [IAS 36.119].
In US GAAP: FASB statement SFAS 144 – Accounting for the Impairment and Codification Topic 360, 2011);
(2) The income statements published in Swiss franc have been converted into US dollars.
11
12
Certificates
The aim being, given the new regulatory environment, to help companies to adjust the skills of the members of the teams of piloting of the internal financial performance, the program offers two levels of practical training in "Risk Appetite Threshold Treatment" issuing two certificates for an effective and efficient interaction between the Board members, Executive directors and Team leaders or Cash Generating Units (CGUs) of Companies and Public Services:
Certificate in Holistic Corporate Governance (CHCG)
Certificate in Enterprise Asset Management (CEAM).
Certificates are issued by the training partner organization.
Level 1: Online certification.
This certificate is issued to all participants, beginners and participants who already have a basic diploma as MBA, EMBA and/or a certificate in General Management, Corporate Governance
and Finance, including Risk Management, Strategic Management, Asset Management, Corporate Finance, etc.)
Level 2: Customized certification on the trainer partner’s campus
This is to allow the beginners certified level 1 to deepen, including by customized programs, the basic knowledge quoted above, while having the technical capacity of interaction in the team of piloting of the internal financial performance of their company.
Each participant is accompanied by an adviser every step of the way. 12
13
Adapting internal Teams of Companies and Utilities to Regulatory constraints Three major regulations now govern the relationship of Investors with companies from all sectors and public services: A/ Firstly the clause 5 of ISO 31000:2009 (Risk Treatment): the operational declension makes of this rule a leading strategic tool for Risks, Opportunities and Results, ALM (Asset and Liability Management) and regulated financial information (permanent, periodic and annual reporting).
B/ Secondly laws deriving from the Basel III’s agreement, including US Dodd-Frank Act of 2010,
the OSFI Act of Canada in December 2012, EU legislative acts No. 575/2013, etc., which require financial institutions to take into account for the credit risk cover capital estimating, operational risk losses associated with a Counterparty Credit Risk (CCR):
• Operational risks are significant risks that any counterparty risk must cover by own funds or demonstrate through periodic reports that they are covered by the economic capital generated by cost savings. These weaknesses had severe consequences for banks and for the stability of the financial system as a whole. C/ Thirdly insurance regulations, including NAIC rules (Solvency US), European Solvency II regulations and International Best Practices of SOLVENCY II (EU, Canada, China, Russia, Mexico, Brazil and rest of the world) that affect the Financing and Insurance of Utilities and Companies from All Sectors since January 1st, 2016 associated with the convergence of US GAAP and FRS: • A tool to consolidate and understand the Big data is required. This program helps Entities in Real Time Decision-Making based on stochastic calculations (Stats and Probability).
13
14
Key Benefits a. Identify and exploit opportunities for internal financial performance and competitiveness hidden by the operational risk losses; b. Align the threshold of the risk appetite on that of the insurer taking into account the data of operational risk associated with a counterparty credit risk (CCR) in the in actuarial coverage Capital SCR (Solvency Capital Requirement); c. Losses related to operational risk are overloads of management accounts and non-products (unrealized income); d. Operational risk losses have a clear impact on product cost, capital, competitiveness, income statement and counterparty risk; e. Human resources have a dominant effect on operational risks. Therefore, operational risks affect the risks of each entity; f. Addressing the Lack of Automation in the Integrate Management Procedures at all levels of the Organization to ensure the collaborative interaction between all work stations; g. Having databases updated every year for the monitoring and piloting of the Risk Appetite threshold of Companies and Utilities in the framework of Action Research (problem solving process in real time) h. Reducing Uncertainty on Revenues of Stakeholders (ROI and Variable Compensation); i. Provide to stochastic analysis software, actual data needed to reduce the margin of error by updating the Risk profile, especially when the financial and social quality of a Counterparty Credit Risk (CCR) is deteriorating
Administration: Educational Coordinator:
Training partner appoints an instructor in charge of the program implementation and certification process assessment based on reports provided by each trainee at the end of the program.
Program Administrator and Advisor:
Dr Pascal LELE (PhD), Director of Research, Development and Partnerships at Riskosoft.
Contact:
[email protected] 14
15
Certificate in Holistic Governance of Organizations
CHCG
15
16
Participants - Chair or Directors of Local Authorities, - Board members non executive Directors of listed and private companies, utilities and nonprofit organizations, - Family members, - Shareholders and Members of the supervisory committees, - Holders and non holders of Corporate Governance Certificate. Duration and Content Training in 5 days, 4 hours per day / Total: 20h. Taking into account ISO 22316 (Security and organizational resilience) and the convergence of IFRS and IASB (US GAAP) accounting standards since June 16, 2016, on the expected losses of operational risk and the impact of HR (see home page www.riskosoftcorp.com), the training institution and the participant consider as a priority area for CPE credits the Human Resources Management understood as Assets or Human Capital within the meaning of IAS / IFRS 36 (Asset Impairment) or US GAAP: FASB statement SFAS 144 (Accounting for the Impairment and Codification Topic 360, 2011). Day 1/ Read and summarize in 150 words the basic publication of the training available on the platform: - “Strengthening Value and Risk Culture Using a Real-time Logical Tool”, ISACA Journal, Vol. 3, US, May 2016: https://drive.google.com/open?id=0B4svVlrQAP7SYjJqZnhkcmZMd2M
• Analyze and understand the following points: a. Calculating economic capital by the formula of the absolute VaR (EL + UL); b. Losses related to operational risk are overloads of management accounts, leading to unrealized income; c. Projected management of the operational performance; d. Dynamic dashboards of CGUs; e. Reporting of projected management of the performance; f. Simulation Models of Operational Risk; g. Using a risk register to record data that are not usually collected; h. Why does the Basel Committee regulation require calculating of UL? i. Using stochastic simulation alone gives a false value of risk. 16
17
Days 2, 3 and 4 / Online Training Seminar:
• The specialized training instructor of the training institution or the pedagogical adviser, who develops the program, gives access to trainee students by making online the contextual analyzes and key concepts used to structure the reflection they have begun in day 1 and guides through specific synthesis the process of adaptation to the internal control functions taking into account the regulations of Basel III and Solvency II.
Online texts can be presented as commented videos or PowerPoint without comment.
Day 5 / Simulation and drafting of certificate validation report: a. Make a description of the characteristics of real-time logic tool of your workstation depending on what you have understood.
b. Simulate the first Internal Database of forward-looking management of your company or public service: use the IT-IRM simulator for an overview of the risks, opportunities and results
(https://form.jotformeu.com/61973071949366 ). c. Analyze and write a summary (maximum 300 words) of this simulation that you include in your final report.
17
18
Evaluation: a. Write a conclusion (maximum 250 words) about what you have learned, understood and explain your implementation strategy to better adapt to the regulatory environment which now governs your investor relations.
b. Send this conclusion with the report of Day 1 and the summary of the simulation to the educational coordinator of the program at the institution where you registered for the certificate. c. Scoring grid Assessment is a five step process amounting to a total of 500 points:
Reports
Exercises required for certification in five reports to be submitted by email on the dates chosen by the candidate alone or in connection with the HRD for a simulation of a company when registering online
Notes
Value %
GPA (Grade Point Average)
Report 1
Summarize the text ISACA Journal Vol 3, US, May, 2016 (max 150 words)
50
10%
2
Report 2
Make a description of the characteristics of real-time logic tool of your workstation (max 300 words)
100
20%
4
Report 3
Simulate the database of the piloting system of your workstation
50
10%
2
Report 4
Analyze and draft a synthesis of this simulation (max. 300 words)
100
20%
4
Report 5
Write a conclusion (max 250 words)
200
40%
8
500
100%
20
Total
Minimum threshold to validate the program: Obtain at least 60% of notes (300)
Reports 1 to 4 must be submitted no more than 30 days after the start of training. The report 5 is to be submitted to 45 days at the choice of the candidate or 90 days in connection with the HRD if the company wishes to make a simulation associating all the workstations to obtain a 1st management report of the internal financial performance of quarter during the training, on the exploitation of its internal databases, in particular the daily data of socioeconomic indicators of the operational risks. Grade Point Average (GPA) • 20 being the maximum number of hours for CPE Grade A +: between 85% and 89% = between 17 and 17, 8 points Grade "A": from 80% to 84% = between 16 and 16, 8 points Grade "B": 70% = 14 points / Grade "C": 60% = 12 points / Grade "D": < 60% (Fail)
18
19
ANNEX: Seminar of day 2 / Introduction
Lesson 1. Context of organizational modernization: From Performance Appraisal to Performance Management (Financial Planning and Real Time Execution interactions) §1. Difference between Performance Appraisal and Performance Management §2. The state of practices and the problem to be solved by the certification of the internal team §3. European Performance Management Perspective §4. Canada Directive on Performance Management §5. USA Performance §6. Russian Federation Performance §7. Other countries and emerging economies performance:
Japan, Indonesia, Malaysia, Mongolia, Philippines, Singapore, South Korea, India, China and Australia (For more and other countries: see OECD Human Resources Management Country Profiles).
Lesson 2. Do we need organizational resilience? §8. The current context of Enterprise Risk Management §9. Articulation of management disciplines for a culture of integrated enterprise risk management §10. Socio-Economic Dynamics of Organizations §11. Financial Planning and Execution Interaction Supports
Lesson 3. Impact on Counterparty Credit Risk and Insurance Risk §12. The importance of operational risk §13. The leverage Effect of Operational Risk on the Risk Aggregation Requirement: §14. The impact on Internal Financial Performance (Productivity) and Counterparty Credit Risk (CCR)
19
20
Lesson 4. Where does the need for Internal Team Training come from and why should this course be taken by other Experts and Teachers? §15. The first source of the requirement for ERM positioning in the field of expertise of social psychology of groups and organizations is ISO 31000: 2009 §16. The second source of the positioning requirement of the MRE in the area of expertise of the social psychology of groups and organizations is the recent ISO 22316 §17. Certification to optimize the management of the human asset §18. An action research or action to solve the problems of enterprise risk management related to his position §19. Experimentation and online simulation in Software as a Service (SaaS) mode §20. Enterprise Risk Management (ERM) Interaction Indicators §21. Patterns of articulation of internal team interactions
Lesson 5: Introduction §22. What is risk? §23. The history of risk, §24. The development of risk management, §25. Institutions, associations, regulations and standards, §26. Technological developments in risk management
Seminar of Days 3 & 4- What to know in order to interact with the internal team:
Lesson 6. Regulatory Management and Measurement Rules §27. The same ORSA approach for all §28. Background §29. The same Intranet tool for internal financial performance management for all §30. Accounting Process for Systematic Alignment of Individuals and Organizations §31. Motivation for maximum commitment and progression of individuals §32. Basic scientific theory automated by IT-IRM
20
21
Lesson 7. Solvency II and NAIC (US Solvency), banks and CFOs: what changes? §33. Take into account the past and the measurable outlook for improvement §34. Economic capital, solvency and corporate financing §35. The CFO and HRD, Solvency and ERM §36. What are banks waiting for now? §37. What the CFO has to provide?
Lesson 8. Management of operational risk under Solvency rules: best practice of the CFO §38. Risk forgotten or neglected by financial experts §39. Modeling the automation of the management system
Lesson 9. Solvency II and the CFO of an insurance company (the 3 pillars): §40. Operational risk management requirements §41. The method already exists §42. What internal reporting? §43. About External report §44. The CFO and Risks interdependence
Lesson 10. CFOs, Corporate financing and Integrated Reporting under Solvency §45. Complete the IT infrastructure to articulate the whole without modifying the existing one §46. Basel II and its impact on the IT tools §47. The missing IT link for Solvency §48. Accounting treatment upstream §49. Expected impact on economic capital, variable pay and solvency
21
22
Lesson 11. Role playing of holistic interactions of the Chair and Internal Control functions (Top-bottom and Bottom-up processes) §50. Holistic role playing of the senior management (CEO and board members) §51. Holistic role playing of finance function §52. Holistic role playing of the HR function §53. Holistic role playing of the OM function §54. Holistic role playing of Team Leaders or CGUs
Lesson 12. Towards the integration of the ORSA by banks to harmonize the communication requirement of Pillar 3 of Basel III and International Best Practice of Solvency II §55. Convergence of Basel III and Solvency on the basis of Pillar III and operational risk §56. ORSA, accounting management, cost accounting or business accounting §57. Basel's Standardized Measurement Approach for Operational Risk §58. The misunderstanding that should be corrected: §59. What should banks do now? §60. ORSA, a correction of the AMA by the accounting approach harmonizing the internal practices
Lesson 13.
The need for actuarial modeling related to the Organization
§61. Ensure that the actuary works with the processed data of the organization's absolute VaR and risk counterparties §62. Possible consequences of random data for the investor and the financial system §63. The same risk accounting approach, the same ISO 31000 and ISO 22316 guidelines and the same prudential rules lead to the same training program and adaptation support for all
22
23
Conclusion Evaluation elements of the program in relation to the needs
1. Taking into account the importance of effective leadership 2. Fill gaps in interaction skills necessary for the effectiveness of the internal team 3. Interaction of functions regulating the problem of inter-disciplinarity of resilience 4. A need for resilience that is not within the scope of this program: cybersecurity
Download the full course at www.riskosoftcorp.com
23
