Security Management

Building a Security Culture in Financial and Banking Institutions

A concise, decision-focused programme covering financial sector security culture end to end.

  • 5training days
  • 4modules
  • 8sessions
  • 32topics
View packages and pricesCourse outline
Building a Security Culture in Financial and Banking Institutions
5days

About the programme

Course Overview

Guard force performance on financial sector security culture reflects supervision, not instruction. Insider risk in security culture is uncomfortable to discuss and expensive to ignore. Most organisations already have a policy on the corporate security practice discipline; far fewer can show it working. Applied research in corporate security practice consistently shows that early structure around financial sector security culture reduces downstream rework. Participants develop a defensible line of reasoning for the choices they make about the corporate security practice capability. This programme builds security culture from first principles, without padding and without omitting what matters. Every module pairs a short input on financial sector security culture with structured practice on the participant's own material. It is pitched for practitioners with responsibility for security culture, not for observers of it. Work concludes with a self-assessment of the practice within corporate security practice that participants can repeat annually.

Expected Learning Outcomes

  • Build the investigation capability and evidence handling for financial sector security culture.

  • Design surveillance coverage for security culture that supports investigation.

  • Assess the threat picture relevant to financial sector security culture rather than a generic one.

  • Set acceptance criteria for security culture before work begins rather than after.

  • Build the internal capability for financial sector security culture rather than depending on external support indefinitely.

  • Coordinate with civil defence, police and external authorities on security culture.

  • Document decisions about financial sector security culture in a form that remains useful after the people change.

Who Should Attend

  • Security managers and officers responsible for financial sector security culture.

  • Investigation and loss prevention specialists working on security culture.

  • Business partners who must understand financial sector security culture well enough to challenge it.

  • Newly appointed managers taking on security culture for the first time.

  • Guard force supervisors delivering financial sector security culture.

  • Business continuity and crisis managers covering security culture.

Course Modules

Open any module to see its sessions and topics.

01

Financial sector security culture: vulnerability assessment and prioritisation

2 sessions · 8 points

Session 1Insider risk inside financial sector security culture

  • Set escalation criteria and out-of-hours contacts for financial sector security culture.
  • Confirm recorded material from security culture is retained long enough to be useful.
  • Supervise and spot-check performance on financial sector security culture rather than relying on reports.
  • Protect sensitive information relating to security culture from casual disclosure.

Session 2Handling evidence from security culture so it survives scrutiny

  • Confirm that reporting on financial sector security culture reaches the people who can act.
  • Name a single owner for each element of security culture.
  • Report on financial sector security culture in terms that support an investment decision.
  • Set the review interval for security culture and who attends.
02

Security culture: continuity, exercises and external coordination

2 sessions · 8 points

Session 1Access control on security culture that people do not bypass

  • Agree the smallest change to financial sector security culture that would be visibly useful.
  • Assess contractor and third-party exposure within security culture.
  • Establish evidence handling and chain of custody for financial sector security culture.
  • Identify vulnerabilities in security culture and rank them by consequence, not ease of fix.

Session 2Escalation and decision rights in security culture

  • Check that records of financial sector security culture answer the questions likely to be asked.
  • Define the first response actions for an incident involving security culture.
  • Check that controls on financial sector security culture cover deterrence, detection, delay and response.
  • Prepare the summary of security culture that senior management will read.
03

Security culture: surveillance, monitoring and control rooms

2 sessions · 8 points

Session 1Reviewing security culture when nothing has gone wrong

  • Coordinate arrangements for financial sector security culture with civil defence and police in advance.
  • Review security culture after every incident, exercise or change in threat.
  • Remove steps in financial sector security culture that add effort without adding assurance.
  • Define the trigger that would require security culture to be redesigned.

Session 2Keeping financial sector security culture alive after the initial push

  • Distinguish symptoms from causes when financial sector security culture underperforms.
  • Benchmark the organisation's security culture against comparable operations.
  • Confirm that those complying with financial sector security culture understand why it exists.
  • Decide what will be stopped to create capacity for security culture.
04

Security culture: layered controls — deter, detect, delay, respond

2 sessions · 8 points

Session 1Layering controls on security culture so one failure is not fatal

  • Establish what evidence demonstrates financial sector security culture is under control.
  • Assess insider risk in roles with privileged access to security culture.
  • Check guard force instructions for financial sector security culture are current and understood.
  • Confirm vetting standards applied to staff and contractors in security culture.

Session 2Coordinating with external authorities on security culture

  • Identify the data already collected that bears on financial sector security culture.
  • Establish who is informed, consulted and accountable in security culture.
  • Verify identity checks applied at entry points relevant to financial sector security culture.
  • Arrange the handover of security culture so capability survives staff changes.

Choose the package that suits you

Silver Package

At least 3 people

USD1,250
  • Workshop or Program Participation
  • Airport Transfers
  • Customized Badge
  • Expert Mentorship (Private Sessions)
  • Supervision & Secretarial Services
  • Accredited Certificate of Participation
  • Complete Training Kit
  • Coffee Break
  • Closing Ceremony

Gold Package

At least 3 people

USD1,850
  • 5-night stay in a 5-star hotel
  • Workshop or Program Participation
  • Airport Transfers
  • Customized Badge
  • Expert Mentorship (Private Sessions)
  • Supervision & Secretarial Services
  • Accredited Certificate of Participation
  • Complete Training Kit
  • Coffee Break
  • Closing Ceremony

Complete your registration

We will contact you within one business day to confirm.

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