7th Annual Enterprise Risk Management Conference
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About
Highlighting imperative issues for risk management in 2010 such as:
- Successful ERM implementation from NZ Transport Agency
- Streamlining risk within a global framework from Pernod Ricard NZ
- Integrating risk with planning & strategy from Solid Energy
- Managing supply chain risks from Douglas Pharmaceuticals
Chaired by Executive Director, NZ Society for Risk Management
Plus! Separately bookable workshop on 28 April 2010:
Business Continuity management integrated with Enterprise Risk Management
Key participation from
NZTA
| Solid Energy | Pernod Ricard NZ | Douglas Pharmaceuticals | Ports of
Auckland | Ernst & Young | Minter Ellison Rudd Watts | NZ Society
for Risk Management | Standards NZ
The last year has been critical for organisations and increasingly pivotal for the risk management industry. This premier conference will stimulate strategic discussions around effective risk management strategies to help risk professionals successfully navigate through existing risks and better manage emerging risks.
Critical events arising in the near future from the lingering impacts of global economy, the results of ongoing negotiations of free trade agreements, and other local and organisation-specific disruptive events will demand organisations have efficient and proactive risk management processes in place.
The 8th annual Enterprise Risk Management conference will address issues at the forefront of risk industry developments and provide you with strategic information and knowledge to help your organisations face future risks more effectively.
Being a Risk professional, you will have your own methods in assessing and executing risk activities alongside your organisation’s structural approach. Let us help you in bettering the odds towards achieving a higher rate of success in your future risk management processes and activities.
Conferenz continues to raise the bar in bringing you the best conference in addressing issues related to enterprise risk management. You wanted more case studies and we have featured valuable case studies from both public and private sectors. Featuring presentations and panel discussions on a range of topics, this timely agenda has been carefully designed to address the issues that hold high relevance to your role and deliver the highest value.
Workshop
Developing business continuity management process integrated with enterprise risk management
In the last two years there have been major changes in the global economy. New Zealand has entered into or is negotiating free trade agreements, there has been a general election, the shape of Auckland regional and local government is being changed and the price of oil soared to $147 bbl only to fall back again. Some organisations have also experienced local or organisation-specific disruptive events. Events and changes such as these demand proactive risk management and flexible plans for business continuity.
This workshop will help participants understand disruption-related risk, how such risk changes over time, and how it can be managed. Participants will learn how to assess disruption-related risks and develop a business continuity management process that is integrated with the risk management process to help organisations ensure they achieve their objectives, and how to:
• Agree criteria for disruption-related risks with stakeholders
• Carry out multi-layered risk assessments (including business impact analysis) that engage with key stakeholders
• Evaluate how those risks will impact on the objectives of the organisation
• I dentify and select proactive and reactive risk treatments
• Develop and implement risk indicators to aid risk monitoring
• Prepare a business case for the development of strategies and plans that enable more effective management of disruption-related risks
Your trainer:
Chris Peace has worked as a risk management consultant for nearly 30 years. His clients have included large New Zealand, British and American companies. He now runs his own Wellington-based risk consultancy, Risk Management Ltd, with medium-sized and large clients from the state and private sectors. He also teaches risk management at Massey University.
Agenda
Day 1
8.30
Registration and coffee
9.00
Opening remarks from the Chair
Steve Vaughan, Executive Director, NZ Society for Risk Management & Director
9.05
International perspective on risk management
• Developing a successful risk management culture
• I mpacts of economic conditions, climate change, business
continuity
• Communicating risks to the CFO, CEO and The Board
Alex Sundakov, Executive Director, Castalia
9.50
Panel Discussion Risk management – the NZ perspective (Panel)
learnt
• Managing existing risks and being aware of emerging risks
• Strategic pressure from rising environmental concerns and
sustainability issues
• Moving from defensive strategies to growth strategies
• Competitive risks – operating in a global environment
Jim Harknett, CRO, Ports of Auckland
Steve Vaughan, Executive Director, NZ Society for Risk Management
Iain Fraser, CEO, Project Plus
Brent Wheeler, Executive Chair, The Boardroom Practice
10.40
Morning tea
11.00
Lessons from the economic downturn for improved risk management in the future
in tough economic times? Why weren’t organisations better
prepared for the recession? What are the opportunities for Risk
Management that this recession has brought about? This session
is a reality check for ERM and will address some tough questions
including:
• Did inadequate Risk Management let us down in the economic
downturn?
• What we can and should do differently to manage future risks
• Realistic limits on creating a workable strategy
Brent Wheeler, Executive Chair, The Boardroom Practice
11.50
Panel Discussion: Chief Risk Officer – an emerging role? (Panel)
• The reporting line to the CEO, Finance Director and Board’s risk
committee
• The power and role of the CRO
• Taking measures to ensure the CRO’s independence
Steve Vaughan, Executive Director, NZ Society for Risk
Management
Jim Harknett, CRO, Ports of Auckland
Barbara Crawford, Risk Management Specialist, NZTA
Jeremy Bendall, Director, Effective Governance
Gus Cummings, Partner, Ernst & Young
12.40
Lunch
1.40
Knowledge around risk management and issues for Board of Directors
successful ERM practices, the primary responsibility for identifying
and managing risks lies with management.
• Importance of good governance – Directors’ duties, legislation
& expectations
• Drawing the line between Directors’ and Management
responsibilities
• Organisation’s risk appetite – link to stakeholders’ expectations
• Setting the ‘tone’ at the top – organisational culture
• Committing to a Risk Management programme
• Understand the Risk Management process & its scope
Jeremy Bendall, Director, Effective Governance
Vincent Naidu, Partner, Gaze Burt
2.30
Case Study: Integrating risk management with planning and strategy (Case Study)
opportunities. Translating these into success involves taking risks.
In this case study, Stephen will highlight how risk management
is integrated into the development and monitoring of strategy at
Solid Energy.
• Aligning risk management strategy with business processes
• I dentifying strategic risks – scenario analysis
• Getting the message across – a portfolio approach
• Project risk management to overcome silo behaviours
• I ncorporating emerging risks and uncertainty into the existing
ERM framework
Stephen Esposito, Director Strategy & Risk, Solid Energy New
Zealand Ltd
3.15
Afternoon tea
3.30
Case Study: Paving the way to successful ERM implementation – the NZTA story (Case Study)
risk management at a public sector organisation and clearly
demonstrate the value it will deliver in the long term.
• Engagement of Board and Senior Executives
• Clarity of risk management functions and responsibilities
• I ntegrating risk treatment planning into business planning
• Relationship management and outcomes
• Risk management education, audits and reporting
• Sustainability – a systems approach
Barbara Crawford, Risk Management Specialist, NZ Transport Agency
4.15
Case Study: Managing supply chain risk to enhance shareholder value (Case Study)
as it is today. As more companies have outsourced production to
overseas locations, supply chains have been extended, and the
complexities of networks have moved exponentially. This Douglas
case study will provide perspectives on how it has sought to
identify and manage supply chain risks with a view to improving
profitability and returns.
Rod DeSpong, Chief Financial Officer, Douglas Pharmaceuticals Ltd
5.00
Risk and the PMO – Let us integrate!
effective and optimum risk management practices.
• What of methods and thresholds?
• Consideration of policy, process, people and performance
• Gauging the effectiveness of ERM frameworks
• Outputs, Metrics, Triggers and Opportunities
Iain Fraser, CEO, Project Plus
5.40
End of day one & networking drinks
Day 2
9.00
Opening remarks from the Chair
Steve Vaughan, Executive Director, NZ Society for Risk Management & Director
9.10
Is innovation too risky?
• What does this mean for directors, executives, risk managers
and advisors?
• Upside and downside of innovation and creativity
• Useful management frameworks and case studies
• What will the future look like?
Jeremy Bendall, Partner, Effective Governance
9.55
Case Study: Streamlining risk processes within a global company framework (Case Study)
Pernod Ricard used to identify and report on the top 20-30 risks
to the company, including supply chain, commercial, global
market, operational and legal risks. Hear more on an approach
that is quick to implement, needs minimal resources to maintain
and produces concise user friendly executive level reporting and
compliments other more detailed risk management practices within
the organisation.
Suzanne Sherwin, Risk and Assurance Manager, Pernod Ricard New Zealand
10.50
Morning tea
11.10
The evolving role of Internal Audit to support best practices in Risk Management
Audit can provide true value to an organisation is in providing
objective assurance that risk management and internal control
frameworks are operating ‘effectively’ and ‘efficiently’, and that
major business risks are being appropriately managed.
• Transforming Internal Audit - exploring the linkage with ERM
• I dentifying lines of defence - mapping assurance coverage
• Re-engineering the Internal Audit response - a “menu” of audits
• Auditing control behaviours - behavioural engineering
• Reporting on residual risk - a challenge to audit functions
• Post audit - supporting sustainable
Gus Cummings, Partner, Ernst & Young
11.55
Risk and Business Continuity – protecting your organisation in a shifting risk landscape
• I ntegrating risk management & business continuity management
• Business continuity management, business continuity planning,
disaster recovery planning, crisis planning – what’s the
difference?
• AS/NZS 5050 Business continuity: Management of
disruption-related risk
• Measuring and testing resilience
• Preparing for a major event
Chris Peace, Principal Consultant, Risk Management
12.45
Lunch
1.45
Corporate fraud and impacts on businesses
• Using white collar regulation to create a strong anti-fraud and
compliance driven culture
• Prolific fraud and white collar misconduct - a snap shot of top
cases
• Lessons learnt from New Zealand’s high profile fraud cases
• Minimising exposure to financial fraud in times of economic
downturn
Aaron Lloyd, Partner, Minter Ellison Rudd Watts
2.30
AS/NZS31000: The missing link
risk management offers the solution to ERM frameworks that
many contend has been missing to date. By setting out both
an organisational management framework and a proven risk
management process, augmented by a best practice guide, this
new standard certainly offers considerably greater value over what
has come before and is expected to be of significant benefit to
those wishing to develop sound ERM within their business.
• The framework - the key enhancement
• The process - the critical first step
• The best practice guide - an indication of what sound ERM may
look like
Geraint Bermingham, Director, Navigatus Risk Consulting
3.15
Afternoon tea
3.35
Standards NZ: Understanding the importance of Risk Standards from an international perspective
This session will emphasise the importance of standards to NZ
economy and as a way for better management of risks in the
future.
• How standards enhance economic and business growth/
performance
• Why they are integral to enterprise risk management
• Emerging trends and issues for enterprise risk management
Debbie Chin, Chief Executive, Standards NZ
4.15
Risks and the costs of managing risks
and risk management processes and will consider:
• Considering risk management requirements
• Budgeting for capital expenditure & new business processes
• Ascertaining costs & benefits of risk management processes
• Evaluating ROI in risk management processes
Denise Bovaird, Risk Management Consultant, Bovaird Partners
5.00
Closing remarks from the Chair and end of conference
