Risk, Culture and Compliance Conference
Getting New Zealand organisations risk ready
20 - 21 Oct 2020AUT, Auckland
• Examining the implications of COVID-19 on the New Zealand economy
• Exploring how vulnerable supply chain links have affected imports and exports
• Assessing the crises related risks that require greater attention in your crisis management strategy
• Investigating relevant national and international standards for management of disruption-related risks
Dealing with the complex nature of the global pandemic saw a large degree of uncertainty by the public and in particular our Maori communities.
- Build the Te Tiriti o Waitangi framework inter-linked with the State and respective agencies
- Establishing the pandemic threat and risk landscape (intel-picture) / role and road map
- Technology becomes one of your best friends around Crisis Management Response (GRC System) Chris Kumeroa, Director, Global Risk Consulting
- *Secondment to the Operational Command Centre during COVID-19
• Learning what the key risks are for boards and C-suite executives
• How do their risks correspond with that of an organisation’s structure and strategy?
• How to best align top the risk priorities between all management levels
• Understanding how risk appetite influences risk strategy?
• Reviewing current reporting frameworks - how to upgrade them?
• The latest risk reporting tools and technologies
• Realising the benefits of having input from all levels of the organisation
• Importance of providing regular reporting to the wider organisation
• What tools and communication encourage buy-in and awareness of key risks?
• Looking at what risks profiles were increased for various sectors
• Investigating the preparedness of organisations to tackle such crises
• Exploring how often and in how much depth will crisis management plans be reviewed
• Examining when a crisis plan should be enacted- How soon is too soon and vice versa?
• Bringing risk into everyday conversations
• What communication channels are most appropriate to promote risk culture and risk management
• Using risk management effectively to deliver the right outcomes for different risk types
• Examining ways which the organisational culture has changed for the better whilst not compromising innovation and creative license
• Engaging the board and C-suite successfully based on risk narrative and appetite
• Supporting leaderships’ role in enabling a strong risk culture to develop
Roundtables are 30-minutes each and delegates
can participate in two:
Table 1: Future risk management - Is climate change on your radar? How far is too far to dedicate financial resources towards future risks?
Table 2: Crisis Management- In what ways have recent crises shaped your future crisis management strategy?
Table 3: Global health pandemics - How has your stakeholder network responded?
Table 4: Technology threats and trends- examining risk profiles of cyber, digital and data risks
• Learning what health and safety measures were heightened and/ or introduced to combat such health crises
• Investigating the role of technology and communication in a pandemic
• Understanding the process of dealing with Emergency and Capacity Management
• Examining the strain put on human resources- How was this managed?
• Recognising the key learnings in order to be better prepared for another crisis e.g. epidemic disaster
• Learning what cyber threats have grown in use recently that all organisations should be aware of
• Managing business disruption- aligning preventative and recovery risk strategies with reoccuring cyber threats
• How to utilise exisitng technology to tackle long-term issues
• Understanding the heightened cyber threats that targets 'news hungry' consumers during a global health pandemic
• Exploring the future of digital risk: Artificial Intelligence and automation
• Understanding digital tools for future risk management
• What can be done today to help mitigate business disruption as a result of digital risk
• Understanding how superior data privacy can lead to sustained competitive advantage
• Analysing how past data leaks have negatively affected business operations
• Examining human resources’ role in data privacy in daily business
• How being risk adverse limits opportunities and how embracing more of the right types of risk opens more of those opportunities
• Determining why hallmark innovative organisations need superior leadership and management
• Examining the ever-increasing emphasis on innovation around sustainability
• What Agile really is, and what it’s not
• Learning how taking an Agile approach can reduce risk
• Why culture is so important to Agile (and how to help develop and build the ‘right’ culture)
• What compliance looks like in an Agile environment
• Learning the risks of entering an already greatly competitive market
• Examining how elite compliance can aid a healthy beginning to the business
• Investigating the risks that if left ill-managed in the early stages can cause significant harm later
- Examining why compliance and regulatory risks play a significant role in an organisation’s overall risk strategy and culture
- Investigating how to “make compliance matter” at your organisation
- Practical tips on creating effective regulatory and compliance frameworks and tools
- Understanding the importance of emergency and business continuity planning in an unplanned event
- Understanding what risks does this type of planning aim to minimise for a SME
- Balancing detail versus practicality
- Analysing the impact on staffing: what do you need to consider in a pandemic?
• Learning which industries will feel the biggest impacts of insurance adjustments
• What can and cannot be insured, and how expensive it will be
• Analysing how climate change is forcing the industry to recalculate an unpredictable future
• Investigating how insurance products may change to cover global crises
• The increasing importance of people in risk management
• How will the role of risk managers change?
• Investigating the must-have skills and attributes required for an elite risk manager
• Are current risk management training practices good enough to prepare our future risk managers?
• How soon will we see cyber-risk management specialists become an organisational necessity?