Enterprise Risk Management

About

How can risk practitioners increase their organisations’ resilience in the face of a constantly shifting environment? While there will always be ongoing risks, recent crisis events such as the Maui pipeline leak and sudden developments like the kiwifruit disease - which have long term effects on industry - show that risk practitioners can not afford to miss any opportunity to be on the front foot and stay in tune with the latest developments in enterprise risk management.

The 10th Annual Enterprise Risk Management Conference is designed with discussion in mind. Not only will you be updated with the latest enterprise risk management information and case studies, you will also have the opportunity to take part in two interactive sessions, with roundtable discussions and a mock exercise, testing your capabilities and stretching your knowledge. You will:
• Gain insight into emerging risks
• Explore key issues within risk management
• Communicate with your peers and gain a wider perspective through knowledge sharing

Workshop

Risk treatment: Evaluating common treatment options and how they apply to your organisation
Risk treatment is the process of identifying options available to reduce the consequences and/or likelihood of a risk, assessing their viability, preparing plans and implementing them. This can include decisions such as whether to accept, mitigate, transfer or avoid the risk. Once you have found and analysed risks, there are many steps that need to be taken to create an effective risk treatment plan such as correctly prioritising risk control actions, calculating costs of implementing controls against the cost of the potential risk situation and ensuring compliance. This workshop will explore what a good risk treatment plan looks like, and teach you how to create effective treatment plans for your organisation.
• Preparing and implementing treatment plans
• Assigning responsibility
• Resource considerations
• Timing
• Performance measures
• Monitoring results

Kristin Hoskin, Director, Kestrel Group
With over 15 years experience, Kristin works with organisations of all sizes to meet business continuity, crisis management, emergency management and risk management needs.

Kristin brings technical knowledge, process analysis experience, and communications skills to her work which spans emergency preparedness, development and facilitation of exercises that test emergency plans and organisational relationships, critiquing plans and improving resilience of operations.

Agenda

Agenda: Day 1

8.30

Registration & Coffee

9.00

Opening remarks from the Chair

Shane Bidois, Chief Risk and Safety Officer, MetService

9.10

Identify major emerging risks and the impact they will have on your organisation

Risk can happen in a range of areas, from finance, operations, production and human resources to society, markets and physical environments.
• Identifying emerging risks
• Informing organisational development to mitigate these risks

Jason Clement, Risk and Assurance Manager, Refining NZ

9.50

Economic scenario analysis: Understanding your risk exposure

The Euro crisis has huge ramifications for the global economy, and New Zealand is no exception. With the potential for a flow-on effect into Asia and the Asia-Pacific region, how will your organisation pull through?
• Most likely economic scenarios to come
• Planning your RM response according to levels of risk exposure

Matthew Nolan, Economist, Infometrics

10.30

Morning tea

10.50

Scenario vs. impact-based risk analysis

Scenario-based analysis refers to considering potential events and determining what could possibly happen, while impact-based analysis focuses on the effect the risk would have on the organisation if it happened. Decide which method of analysis suits your organisation.
• Pros and cons of each method of evaluation

Shane Bidois, Chief Risk and Safety Officer, MetService

11.30

One size fits all? Designing risk frameworks and registers to support risk assessment and communication

Risk frameworks and registers are common Risk Management tools, but there is little research about how risk managers create these tools and how these support risk assessment. Hear the latest research about the effectiveness of different approaches to developing risk frameworks and registers in practice, and the usefulness of these tools for producing good risk data for organisational decision making.

Dr Richard Donnelly, Dept. Civil & Environmental Engineering, University of Auckland

12.10

Case study: Risk management as a conversation between operational and corporate groups

Corrections face a varied spectrum of risk, from operationally focused offender risks to strategically focused corporate risks. Over the last year Corrections has done significant work around how they can identify and communicate risk in a manner that is both appreciated and understood by all staff, from officers to executives.
• Risk identification techniques that have allowed risk to be communicated more openly
• Using risk matrices to invoke a level of response

Leigh Marsh, Risk and Assurance Advisor, Department of Corrections

12.50

Lunch

1.30

Case Study: Incorporating lessons learnt into organisational behaviour to build a more resilient organisation

After a crisis do you want business to return to normal, or to move ahead? Use your lessons learnt to strengthen not only your BCP, but overall organisational resilience. Hear how Inland Revenue is taking opportunities presented by the events of the last 18 months to strengthen organisational preparedness.

Glen Redstall, Portfolio Manager BCEM, Inland Revenue

2.00

Building Resilience into a Complex Supply Chain

Fonterra has a very large and complex supply chain including farming, milk collection, manufacturing, transport, shipping, in-country re-processing, ingredients and consumer goods sales, and outsourced arrangements. Building business continuity plans for such a sizeable business can be extremely time intensive and expensive if not targeted correctly.
• Top down supply chain analysis
• Effectively prioritising resilience investment

Alisha Kidd, Group Business Continuity Manager, Fonterra

2.30

Crisis events and risk management

This session looks at situations where organisations could neither predict nor control events occurring in their environment. How do you overcome resistance to risk and create appropriate response plans in order to mitigate the effects of crisis events? Compare the risk awareness and crisis readiness of your organisation using the example of the Maui pipeline leak.

Sue Trezise, Managing Director, Sue-lutions Ltd

3.00

Afternoon Tea

3.20

Kiwifruit disease and how adapting to change can save your organisation

PSA has seriously affected New Zealand’s kiwifruit industry, but after the initial shock of the disease, hear how the industry has overcome challenges and updated RM strategies to increase mitigation against PSA effects.

Paul Rickett, Project Manager, Zespri

4.00

Roundtables: Interact with your peers on the latest RM issues

Contribute your thoughts and experiences to topics most relevant to your role.

Roundtable 1: Business Continuity Planning and disaster preparedness
From your own experiences, discuss how risk management and BCP have increased in importance in NZ organisations. Share your lessons learnt with other participants and gain new insights into how crisis can be managed in the future.
Facilitated by: Glen Redstall, Portfolio Manager BCEM, Inland Revenue

Roundtable 2: Emerging risks and monitoring change in your organisation
Earlier in the day we heard about emerging risks. Now is your chance to discuss how you identify and monitor emerging risks, and share those emerging risks that are likely to affect your organisation
Facilitated by: Jason Clement, Risk and Assurance Manager, Refining NZ

Roundtable 3: Communication strategies
How do we improve the awareness and value of risk management within organisations? Discuss communication strategies to bring risk into the business mainstream and tactics to get risk on the operations agenda.
Facilitated by: Sue Trezise, Managing Director, Sue-lutions Ltd

5.00

Networking Drinks

Agenda: Day 2

9.00

Opening remarks from the Chair

Shane Hinton, Enterprise Risk Manager, IAG

9.05

Board of Directors perspective: What information do we need from risk managers?

Recent events have meant that RM is now at the forefront of board members minds. Hear directly from a board member what information they need from you, why they need to hear it and what makes a good RM. Get a broader perspective of the value of your information through how board members use it.
• Organisational strategy
• Resources and cash flow
• Leadership and people
• Reputation

Michael Stiassny, BCom LLB CA Chairman and Independent Director, Vector

9.40

Case study: A pollution free pond – risk culture and speaking up

More organisations are aligning their risk management approach with strategic objectives and aiming to create strong risk cultures. Driving this change means communication is paramount, so hear how IAG use employee surveys to measure risk management behaviour and apply their strategies to your organisation.
• Utilise simple tools to gauge organisational risk awareness
• Be confident and appropriate with your risk management strategies

Shane Hinton, Enterprise Risk Manager, IAG

10.15

Morning Tea

10.30

Never mind the framework: Inspiring your risk community

Embedding risk management in an organisation starts by connecting with the people who are facing and managing risks every day. How do you grow and develop your risk community? How do you support your colleagues in sharing and learning from each others risk stories? It is difficult to bring an enterprise risk management framework to life without talking about it.

Rutger Keijser, Chief Risk Officer, ACC

11.05

Mock exercise: RM policy and communication in action

Imagine that a significant event has happened or is about to take place. In the midst of crisis, how does your RM policy get put into action? Figuring out the myriad of communications that need to take place while dealing with stress and coming up with a treatment plan can be difficult, so get some practice in this mock scenario exercise. Working within a group, you will put together an advisory plan to test your communication skills.
• Learn how you would react in a crisis
• Communicate effectively
• Develop a response plan to treat risk

Matthew Collins, Director, FastTrack Solutions

1.05

Lunch

1.35

The changing insurance landscape and managing associated risks

Insurers have become more conservative, with some business owners in Christchurch unable to be insured at all. The price of premiums has also rapidly increased, which has led many organisations to make conservative decisions and avoid risk where possible. Find out what the new insurance landscape looks like, so you can evaluate how these insurance changes might affect you.
• Future proof your organisation and avoid waiting for payouts
• What are the alternatives?

Nigel Edmiston, Chief Risk Officer, Vero

2.10

Case studies of effective use of fraud assessment for business improvements

Hear how to use fraud risk assessment methods to identify business improvements with great results. Improve your organisation by assessing the fraud risk and adjusting processes to achieve goals and reduce costs.

Afiff Shah, Fraud and Investigations Manager, Vodafone

Speaker has declined permission for material to be online

2.45

Assurance mapping to identify and address gaps in the RM process

Using significant risks as a framework, assurance mapping means that each risk will be covered by a person responsible for controlling the activities that work to mitigate that risk. Mapping this process means that risk management will not be duplicated and that each risk has the appropriate level of cover.
• Create an assurance map and apply it to risks

Vincent Fallon, Risk and Assurance Manager, Wellington City Council

3.20

Afternoon Tea

3.35

Articulating risk appetite for better decision making

A risk appetite statement should be part of the foundation that your risk plan is based on, and clarifying objectives in order to achieve an effective strategy leads to improved decision making.
• Components of a risk appetite document
• Get the document approved by the board
• Formalise your statement

Ross Wells, Manager Business Improvement and Risk, Department of Labour

4.10

Successfully managing risk appetite

Hear how to increase understanding of the rewards that can be gained and whether pursuit of these risks will add value to your organisation
• Understanding the prize
• Determining whether the organisation should pursue it
• Understanding the downside
• Ways to determine if the risk is acceptable
• Obtaining agreement

Brian Potter, Risk Management Manager, Telecom

4.45

Closing remarks from the Chair and end of conference

Sponsors/Partners

Interested in sponsorship?

There are some exclusive opportunities to promote your company, and its products and services, at this leading event. Contact the sponsorship team below to request a prospectus or discuss the options, or view more about event sponsorship.