Operational Risk & Business Continuity Planning and Crisis Management
More than half of businesses without a resilience plan fail after a major disruption — continuity management proportionate to risk, with plans you know how and when to invoke.
Format
Classroom · Live Virtual
Upcoming sessions
Pick a session to applyADMISSIONS OPENThe programme
Experience shows that more than fifty per cent of businesses without an effective resiliency plan ultimately fail following a major disruption — and no organisation, public or private, has complete control over its business environment. Continuity is therefore a management capability, not a binder: business continuity management proportionate to risk, incident response, and corporate crisis management that works when invoked. This programme covers the top risks in the continuity environment, the design of a continuity programme — including the business continuity department within a bank — flexible contingency arrangements, and an all-hazards approach to planning, because the effects of threats are unpredictable. The cohort works through invocation decisions, action plans and checklists, proactive crisis identification, and folding lessons learned into future planning.
What you will do
Who attends
- Operational risk and business continuity managers
- Crisis management and resilience teams
- Bank department heads who own contingency plans
Programme agenda
Built for the decisions no textbook prepares you for
I.The continuity mandate
- Top risks in the business continuity environment
- Why most businesses without a resiliency plan fail after major disruption
- Business continuity programme highlights
II.Programme design
- Business continuity management proportionate to risk
- The business continuity department within a bank
- Flexible contingency arrangements
III.Plans and activation
- How and when to invoke the plans
- Action plans and checklists
- The all-hazards approach to contingency planning
IV.Crisis management and learning
- Identifying and managing crisis issues proactively
- Minimising the potential impact of crises and emergencies
- Learning from events and incorporating it into future planning
Frequently asked
Are these programmes suitable for board members?
They are designed for them. The governance curriculum addresses the duties directors personally carry — risk-committee oversight, ESG accountability, the questions to put to management. Participants leave able to interrogate a board pack, structure committee work, and document the oversight a regulator expects to see.
What makes the strategy programmes different from conventional corporate training?
Faculty are senior practitioners who have carried the decisions themselves — never career presenters. Strategy is worked as decisions with owners and consequences, not frameworks on slides: participants build positions on their own institution’s questions and defend them in front of the room.
Where can I find the programme fee?
BIZENIUS does not publish a rate card. Request the brochure or apply for a seat, and a senior practitioner replies within one business day with the brochure and a fee shaped to your format, location and any tailoring.
What formats do governance programmes run in?
Classroom, live virtual and hybrid, in English and French. Boards frequently commission private in-house sessions, tailored to their own charter, committee structure and regulatory context.
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In their words
Knowledge transfer, emphasised throughout
“We worked with BIZENIUS for our Fresh Graduates Programme — they are simply amazing. Knowledge transfer and practical learning were emphasised throughout.”
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Take the brochure with you.
One request — the full agenda, the faculty and the next cohort dates, sent personally by the admissions team.