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Conference Day Two: Friday, 28 April 2017

08:30 AM - 09:00 AM Registration and Welcome Coffee

09:00 AM - 09:10 AM Opening Remarks from the Conference Chair

Deslea Selmes, Risk and Governance Author,  

Deslea Selmes

Risk and Governance Author
 

09:10 AM - 09:50 AM Measuring Risk Maturity to Enhance In-house Capabilities for Continuous Management

Drewe Mitchell, Assistant Director Enterprise Risk Management, Department of Social Services
Measuring risk maturity is designed to identify and entity’s currently level of risk management. By measuring your organisation’s maturity, the outcome will leave you identifying potential threats and ultimately provide a framework for enhancing your capabilities and resilience for continuous management. This session will focus on the ways to measure your maturity and further develop continuous management.
  • Insights into active methods of measuring your organisation’s risk maturity and the advantages of this information in improving elements of continuous management
  • Devising opportunities to boost leadership volume to enhance buy in and traction around risk and improve capabilities
  • Addressing language inconsistencies in risk and linkages across discipline levels to understand risk capability standards and correctly approach situations

Drewe Mitchell

Assistant Director Enterprise Risk Management
Department of Social Services
A strong risk culture is not built overnight. Rather, it is a constant journey and persistent challenge that is embedded within the organisation. When the right tone is set from the top and frameworks match the appetite and tolerance of the entity, this avoids the possibility of a fragmented risk culture. This panel discussion will detail how to accomplish the best practices for securing your risk culture.

  • Incorporating change management to overcome restrictions with new or disengaged individuals to develop better decision making and understanding
  • Developing contemporary and systemic approaches in frameworks to encourage the notion of a real life enterprise risk model and away from full reliance on systems
  • Collaboratively understanding the core business and purpose of the organisation to devise appropriate training, activity and investment

Katie Eberle

Director
Adaptation & Climate Science Policy, Department of the Environment

Gavin Pearce

Chief Risk Officer
iCare NSW

Annette Costello

Governance Risk & Compliance Manager
Airservices Australia

Deslea Selmes

Risk and Governance Author
 

Jessica Furst

Director Financial Assurance
Australian Taxation Office

10:30 AM - 11:00 AM MORNING TEA AND NETWORKING BREAK

11:00 AM - 11:40 AM Case Study: Enhancing Resilience and Response in Emergency and Disaster Risk Management

Edward Pikusa, Principal Flood Management Officer, Department of Environment Water and Natural Resources
Overcoming risks around natural disasters have continuously proven to be difficult due to their unpredictability. It is therefore important to invest in ensuring communities and organisations are taking more initiative to be safer and resilient to mitigate risks caused by natural disasters. This case study overview will look at the specific plans and frameworks built away from minimum standards to change projection of response in an area where risks can continuously intensify.

Edward Pikusa

Principal Flood Management Officer
Department of Environment Water and Natural Resources

11:40 AM - 12:20 PM The Risk of Risk Management

Gavin Pearce, Chief Risk Officer, iCare NSW
When thinking about risk management, there is a risk that organisations are so focused on processes and systems that they overlook the people and culture. Managers are warned that analysis paralysis and overburdening control environments can negatively impact a business’s ability to innovate, disrupt, keep pace with change and achieve its objectives. This session will discuss how to reframe the 3 Lines of Defence model, take action to overcome the negative connotation of risk management, and build a strong risk culture.

  • The three most important things in risk management - people, people and people – moving the focus of risk management towards people culture; aligning employees values with the organisation’s
  • Exploring the role of the CRO in managing up and engaging down to create a more holistic risk management framework
  • Diagnosing and changing organisational culture - practical ways of utilising a framework to assess your current and desired future state in terms of your company’s culture

Gavin Pearce

Chief Risk Officer
iCare NSW

12:20 PM - 1:20 PM NETWORKING LUNCH

Whether your organisation is using traditional methods over software solutions for ERM, considering what the best methods are can involve careful planning and understanding of what’s in the market. This discussion panel will explore how to take the right steps before jumping straight into new systems to ensure the right solutions will mature and grow your organisational risk management, rather than build more complications.

  • Enabling mature conversations and conscious decision making around the tangibles and intangibles of enterprise risk management solutions to enable resilience
  • How to best distinguish the right solutions that enable customisation and flexibility to your organisation’s approach
  • Investigating the collection of data and understanding its management to effectively shape practical frameworks that enhance system and solution integration

Matthew Soo

Director Risk Management
Northern Health

Fulvio Barbuio

Head Corporate Treasury & Risk
Australian Broadcasting Corporation

Annette Murphy

Planning Projects & Risk Manager
Australian Antarctic Division Department of the Environment and Energy

Deslea Selmes

Risk and Governance Author
 

2:00 PM - 2:40 PM Owning Risk in Strategic Decision Making to Build a Robust Risk Culture

Celeste Young, Collaborative Research Fellow Centre of Strategic Economic Studies College , Victoria University
As part of the Bushfire and Natural Hazards CRC Research
Program, building support for better risk ownership of natural hazards has been used to create a more collaborative approach in the strategic decision making perspective. Instances such as climate change and natural disasters require a different approach in mitigating and controlling risks, often influencing the way resilience is developed within your culture. From this case study, this session will explore the challenges and opportunities in the organisational
development and response from organisations around this issue.

Celeste Young

Collaborative Research Fellow Centre of Strategic Economic Studies College
Victoria University

2:40 PM - 3:10 PM AFTERNOON TEA AND NETWORKING BREAK



3:10 PM - 3:50 PM Shifting ERM Perspectives: Do We Really Understand What is Needed to Achieve Organisational Resilience?

Paul Barnes, Head Risk & Resilience, Australian Strategic Policy Institute
Achieving and understanding organisational resilience in managing risks can be critical in improving an organisation’s capability to deal more organically with unexpected disruptions - yet it’s not always to do with risk culture. This session will help you to shift your perspectives to improve the way you develop resilience and meet long term objectives as a result.

  • Insights into how institutions in the modern world can assess their own needs for resilience and creating an awareness of resilient practices
  • Discussion into why organisational resilience is not just about culture – how to appreciate the operational structures and purpose of the organisation
  • Understanding expectations for maintaining and adopting corporate strategies that may differ from traditional methods to enhance resilient practices to long term challenges

Paul Barnes

Head Risk & Resilience
Australian Strategic Policy Institute

3:50 PM - 4:30 PM Three Years on and Beyond: Reflections and Expectations of the Principles and Practices Mandated by the PGPA Act

Pierre Skorich, Acting National Manager Legal Governance & Risk, Australian Transaction Reports and Analysis Centre
Despite the affects of the Public Governance, Performance and Accountability Act 2013 rolling out in 2014, it still presents expectations entities need to constantly meet. It expected that organisations must create a risk culture, engage with risk to improve performance and establish and maintain systems related to risk. This session will reflect on the expectations of the PGPA Act and it’s correlation with your organisation’s future in enterprise risk management.

  • Understanding compliance reporting requirements under the PGPA Act and Rule and differentiating from the non-legal obligations specific to your entity
  • Embedding new approaches to corporate planning and devising opportunities for reflections after publication for future development
  • Analysing the future expectations on risk culture, performance maturity and application of key elements to ensure your organisation is continuously up-to-date and risk is prioritised

Pierre Skorich

Acting National Manager Legal Governance & Risk
Australian Transaction Reports and Analysis Centre

4:30 PM - 11:59 PM Main Conference Close