• Reviewing global regulatory challenges and who it affects the risk framework locally
• What are the emerging local and global risks that every organisation should have on their risk radar?
• The regulatory roadmap – How far have we come, what are the hurdles to be overcome?
• Assessing ways to maintain compliance within regulatory landscapes

• Understanding key ingredients for good risk management
• Embedding risk management into the organisation
• Personal qualities of an organisational risk practitioner
• What makes for a good risk culture

• Managing strategic risk - why this risk type is under the spotlight
• The increasing importance of integrating strategy and risk
• The challenges for managing risk in an adaptive strategy environment
• Rethinking risk practices in an incresingly agile world
• Why accountability is the New Black
• Why culture is King

• Communicating bad news – ensuring risks are communicated early with transparency
• Translating the wealth of enterprise knowledge and data into reporting that resonates with regulators, the Board and senior leadership
• Highlighting your risk program’s strengths and accomplishments
• Reporting relevant to the market, business and cultural strategy of your organisation, at the same time tying into your corporate values and goals
• Adapting to a world of disruption – How will technology change the face of the risk industry?

The spotlight on conduct and questions of trust highlights the need for banks and other industries to focus on developing a truly customer-centred culture.  The continued conduct and culture scrutiny on banks has stepped up another notch with institutions being hit with a series of high-profile conduct matters in Australia. 

• Evaluating specific plans and actions in respond to the issues and themes arising from the Royal Commission
• Proactively identify and address potential conduct and culture risk
• Clarifying the range and magnitude of acceptable risk using an embedded risk appetite

This session will place an organisational resilience lens over risk management.  It will provide an overview of organisational resilience and why it is a strategic imperative for businesses.  Using several case studies, it will also demonstrate the relationship between risk and resilience and will discuss strategies for adaptive approaches to risk management.

• Organisational resilience as a key risk mitigation measure
• Making resilient risk decisions
• Strategies for embedding resilience thinking into risk management processes

The roundtables are an interactive session that gives a chance to listen to others in the same industry and take-in learnings from others’ experiences. The roundtables are 30-minutes each.

Today, intangible assets (including data, content, software, brands, confidential information and designs), are the most important assets companies own, accounting for more than 87% of all company value. However, these assets are frequently under-reported on company balance sheets and don’t typically feature on risk registers, creating or hiding major risks and opportunities. 

This session will cover:

• What are intangible assets and why are they important?
• Why are intangible assets so rarely seen on a risk register?
• How do you quantify intangible assets? 
• How can you mitigate the risks around intangible assets and also capitalise on opportunities?

This session will cover enterprise risk management and how collaboration with various stakeholders adds value to the business, by providing data and information that informs decision makers on their risk profile.  It will also talk about the decision to integrate the risk picture across the various entities of Audit, Security, Health and Safety and Operational Safety and how this has helped Airways. Key components include:

• Understanding and identifying the interconnected risks across your organisation to understand the true risk picture
• Determine whether the risk is as low as reasonable practicable
• Evaluating how active risk management can provide a competitive advantage

Digital business challenges the conventions of digital risk and security management.  CROs must develop a coherent digital security program based on a clear vision and strategy. 

• With the growing presence of internet content and cloud service giants, what does this mean for risk professionals and the traditional business risk models?
• Reviewing the state of cyber security in the industry and what are the updates on recent attacks and threats?
• Bridging the gap between theory and reality in the assessment of security risks
• Explore how to develop an integrated risk management program across platform and clouds
• Examining the human influence in cyber security risk plans