Presentation title - Enabling a strong risk culture through effective enterprise risk management. The what, the why, the how of ERM.
Bio - Teressa Betty - Having started her career as a lawyer and practicing in NZ, Australia and London, Teressa’s move into risk management in the UK over 10 years ago was a natural progression. Prior to moving back to NZ in late 2014, she held roles in London which involved establishing and leading local and global risk functions and teams within the financial services sector. Her risk background includes establishing and implementing enterprise risk management, governance and control frameworks at both local and global levels, including frameworks and business processes in respect of operational, compliance, legal, credit and conduct risks, risk appetite and three lines of defence models. She is currently the Chief Risk Officer for Enterprise Risk at Bank of New Zealand, and is passionate about bringing risk management to life in a way that resonates across all levels of the organisation, simplifying concepts and frameworks to maximise effectiveness and awareness.
Presentation title - Think, take and manage risk in an intelligent way
Andrew will explore the notion that to ensure long term sustainable organisational value, risk management must be embedded within good organisational management and governance practices. Andrew will outline the importance of having a clearly defined risk strategy that effectively leverages people, process and technology that supports the organisation to achieve its goals.
Bio - Andrew Bissett joined SAI Global as Head of Advisory Asia Pacific in January 2017. Andrew has over 20 years of experience in consulting, strategy, project management, finance, technology, risk management and internal audit.
Andrew’s passion for risk management stems from his belief that to ensure long term sustainable organisational value, risk management must be embedded within good organisational management and governance practices. It is important to have a clearly defined risk strategy that effectively leverages people, process and technology which support the organisation to achieve its goals.
Andrew’s motto is ‘Think, Take and Manage Risk in an intelligent way’.
Presentation title - Management and response to pandemics
The 2009 H1N1 pandemic demonstrated the speed with which a novel influenza virus would spread globally in the 21st century. As we approach the centenary of the 1918 Spanish Flu pandemic this presentation will explore the risk of another severe pandemic and its possible impact on social, economic and health areas as well as the interventions available to mitigate its impact. A severe pandemic would impact government and private sectors as well as overseas operations and international supply chains. The response in New Zealand would inevitably be impacted by wider regional and global responses.
Charlie is the Director of Emergency Management within the New Zealand Ministry of Health and is responsible for leading all hazards disaster risk management within the health sector. This includes Reduction, Readiness, Response and Recovery activity across hazards and threats as diverse as pandemic influenza, ebola virus disease, earthquakes, flooding and pre-planned events like the Rugby World Cup.
Charlie is a certified emergency manager within the International Association Emergency Managers and has a BSc (hons) in International Disaster Engineering & Management and a Diploma in Humanitarian Assistance. He has previously worked for London Fire & Emergency Planning Authority and London Resilience Team before emigrating to new Zealand in 2006. He is a lead mentor for the WHO Emergency Medical Team initiative and part of the WHO technical working group for the development of guidelines around Public Health Emergency Operations Centres. He has held leadership roles in responses to events including the 2009 H1N1 pandemic, Response Manager for the Canterbury Earthquakes in the National Health Coordination Centre, WHO Emergency Medical Team coordinator in Sierra Leone for three months during the West Africa Ebola outbreak, the deployment of the New Zealand Medical Assistance Team to Fiji after tropical cyclone Winston, and as the alternative national CDEM controller during the initial response to the Kaikoura-Hurunui Earthquake sequence.
Presentation title - Infratils’ risk journey
Compared to many other companies, Infratil is complex as it owns all or a share of a number of very different businesses such as Trustpower, NZ Bus, Wellington Airport, Retire Australia, and Perth Energy - all of which have very different characteristics and risk profiles. It is important to embed a strong risk management culture and reporting practices across such diverse risks. Infratil has developed, implemented and evaluated risk management strategies at the subsidiaries in conjunction with subsidiary risk teams and have produced innovative strategies for analysing and evaluating risk across the different shapes and sizes of the businesses. This is with the clear purpose of providing information that can shape decisions at a management and board level that will lead to an awareness of the risk environment and allow decisions to be made that will ultimately lead to an increase in overall performance. Using Quantate to embed risk across the organisations has meant that wider organisational reporting and training of staff (executive buy-in & workshops) can be effective across all levels and in the organisation. The team approach has significant added benefits by making risk management and awareness comprehensive. Over the last few years, Infratil is a company that has been very active in the acquisition and divestment space. Holding the role also of Group Treasurer offers a unique perspective to ensure that risk management of treasury functions are managed. This includes arranging the debt funding of Infratil’s acquisitions, management of Infratil’s bond issues, input into the bond issues of subsidiary companies, and implementation of interest rate and currency risk monitoring and hedging strategies and the management of refinancing risk, acquisition financing and settlement risk all which are critically important to Infratil.
Bio - Fiona Cameron is based in our Wellington office and is responsible for company and group financial management reporting, budgeting and forecasting for Morrison & Co and its funds. She is also Group Treasurer and Risk Manager for Infratil, which includes management of funding, hedging, bond issuances in NZ Debt Capital Markets and investment settlement. In addition Fiona oversees Morrison & Co’s risk and technology requirements. Fiona joined the firm in 2006 following roles in the energy and banking sectors, having previously worked for Deloitte in New Zealand.
Presentation Title - Governance, leadership and enterprise risk managent.
Governance is concerned with the systems by which an organisation is controlled and operates, and the mechanisms by which it, and its people, are held to account. This presentation will address the relationships between governance and risk management, from the perspective of the senior leaders of an organisation. We will explore three major themes. We will begin by discussing objectives, risks and controls, and what should be monitored at senior levels of an organisation. We will extend this to consider how risk management can contribute to good governance, and finally to discuss the processes that senior leaders can use to exercise oversight across the risk management process itself.
Bio - Dale Cooper has 40 years’ experience as a senior line manager and an international consultant. He and his colleagues in Broadleaf provide high-level assistance and advice on all aspects of risk management, including the development and implementation of corporate risk management processes, qualitative and quantitative risk assessments, independent peer reviews and risk management training, for many large public and private sector clients in Australasia and overseas. He has been the independent Chairman of two audit and risk committees, and an independent member of two others. Before establishing Broadleaf in 1991 he held senior executive positions in the finance sector. Dale is a member of the Standards Australia and Standards New Zealand Joint Technical Committee OB-007 Risk Management, and a Nominated Expert on IEC Technical Committee 56 Dependability. He is a Fellow of the Australian Institute of Company Directors, a Fellow of the Financial Services Institute of Australasia, a member of the Society of Petroleum Engineers and a member of the Society for Risk Analysis.
Presentation title - Our Business - Risk at New Zealand Police
New Zealand Police is an organisation for which risk management at an operational level is simply something that everyone does every minute of every day. How does this translate into business risk management or strategic risk management? How does risk management contribute to Our Business? Since the middle of 2015 New Zealand Police has had a Chief Risk Officer to lead this process. Over the last 18 months a gradual process has been underway to reposition risk management at the forefront of decision-making processes across the organisation in districts, service centres and work groups here in Police National Headquarters. In a 12,000-strong organisation, change, particularly its integration into business as usual, takes time and effort. From policy to systems, resources to networks we have explored what will work best for us. This session, a case study, offers an opportunity to share the process that has been worked through at New Zealand Police, the challenges faced, and the successes attained. It will also explore the lessons learned over the past two years and the ways that these are influencing or are likely to influence future risk activity in an organisation which is continually evolving.
Bio - Janine Foster has been with New Zealand Police since December 2002, initially in a management role in the National Bureau of Criminal Intelligence, and then as Manager: Intelligence Knowledge & Capability, having been part of the team that established the National Intelligence Centre. Since taking on the Chief Risk Officer position in October 2014, Janine has been able to further explore her keen interest in risk management and assessment, particularly as it relates to the key governance roles of the organisation. In a previous role at NZ Customs, Janine designed and delivered risk management/assessment training, and has evaluated risk management systems and processes widely in the Pacific. In 2012/13 Janine took up a position as the NZ Police Teaching Fellow at Massey University during which time she developed and taught the security and crime components of the Master's in International Security, the first qualification in Australasia with endorsements in security intelligence. Outside of Police, Janine has been involved in not-for-profit boards since 2005, most of that time as Chair. She is married to Dave and has two school-age boys. She is regularly running, cycling, or playing tennis. She loves a good read and fits that in when she can.
Presentation Title - Embracing the upside of Risk
Cameron Harland – Chief Executive of Park Road Post Production, part of the Weta Group of Companies will present on how the Wellington group has grown in recent years by focusing on what they do best and embracing the upside of risk. The group, which includes Weta Digital, Weta Workshop, Stone Street Studios, Portsmouth Hire and Pukeko Pictures has been involved an array of creative work, including: King Kong, The Lord of the Rings trilogy, The Hobbit trilogy, Adventures of TinTin, The Lovely Bones, District 9, Heavenly Creatures, Avatar, Planet of the Apes, The Jungle Book, X men, Ghost in the Shell, Power Rangers and much more. Learn about what challenges the group have overcome, the emerging risks impacting their creative delivery, why innovation is so important and the direction filmmaking will take in the future.
Bio - Cameron Harland is Chief Executive of Park Road Post Production, a high-end post production facility. Cameron oversees the running of Park Road, driving strategic growth and ensuring the business delivers to filmmakers’ expectations for world-class post production services. He also oversees the running of Postmouth Rentals, a lighting and camera rental business and Camperdown Limited, which owns the Stone Street Studios operation. These companies are part of a broader creative group that includes Weta Digital and Weta Workshop. Cameron is the Chair of the New Zealand Story Group and a director of Weta Workshop. Prior to joining Park Road he held roles in advertising and media management at Saatchi & Saatchi Wellington and London, and rugby management at New Zealand Rugby Union. Cameron was educated at Victoria University of Wellington where he graduated with an LLB and BA.
Presentation title - Managing cyber threats and risks at Air New Zealand
A comprehensive Information Security Transformation Programme commenced at Air New Zealand early 2015. This programme of work addressed security governance, architecture and operations and was primarily focused on reducing the risk of logical attacks and improving Air New Zealand’s overall security posture. In addition to this, it also delivered significant technology, infrastructure and operational uplifts and an improved protection for Air New Zealand against existing and emerging cyber threats. Fred will talk about Air New Zealand’s cybersecurity journey, how the airline is managing the risks associated with cyber security and some lessons and pitfalls he learnt along the way.
Bio - Fred Laury joined Air New Zealand early 2014. As Chief Information Security Officer, he is managing the Information Security team and has initiated an ambitious Information Security Transformation Programme aiming at improving cyber resilience and raising Air New Zealand’s security maturity across a number of domains. Fred brings a wealth of experience in Information Security, Disaster Recovery and Risk Management having worked previously in France and in New Zealand in various sectors such as banking, government, telecommunications and manufacturing. Outside of work, Fred enjoys the outdoors, is a keen trail-runner and rugby-head.
Presentation title - Does conventional wisdom serve us well? A Mayors’ perspective
Bio coming soon...
Presentation Title -
Introduction of Safety in Design requirements into the Australian construction industry – a case study.
Presentation followed by workshop discussion.
Bio - Professor Helen Lingard from RMIT University in Melbourne leads a program of research in the field of construction occupational health and safety and work-life balance. Her work balances theoretical, applied and translational research and focuses on addressing the practical challenges inherent in improving workers’ health, safety and wellbeing in the construction industry.
In 2014 Professor Lingard co-authored Safety in Design for the Australian Constructors Association. This seminal report summarised the findings from a five-year international benchmarking study of construction health and safety in Australia, New Zealand and the United States.
With WorkSafe New Zealand planning to introduce similar requirements in New Zealand Professor Lingard provides a timely summary of learnings from Safety in Design research and some observations from the Australian experience of implementing SID.
SID will apply not just to buildings, but to what’s inside them, including machinery. SID processes will quickly become a benchmark for how safety and risk are managed, which will pervade other sectors.
This is the future!
Presentation title - The true measure of risk management: Control effectiveness or residual risk level?
There is a prevailing practice for the risk management narrative and associated reporting to present risk information at residual levels (i.e. post mitigation), either as a standalone or relative to inherent risk levels (i.e. pre-mitigation). Furthermore these residual risk levels predominantly steer clear of the ‘red portions’ of the heat map/matrix (and numerical equivalent), tending to settle on more acceptable values and corresponding shades of yellow and amber, and on occasion even green. The intention of these shifts in risk level is obviously to confirm the heuristic that amber and green are far better than red, and that because of the shift we can rest assured in the knowledge that the risk is being controlled. Yet when we look at the descriptions of the mitigation measures provided there is seldom sufficient information to appreciate how this is has been achieved. Worse still, are the instances where miraculous reductions in risk levels have been attributed to obviously inadequate controls or controls yet to have been implemented. One may argue that the intension of a heat-map or risk matrix was never to communicate the full detail of the mitigation measures that have been implemented, and that they should not be scrutinised for such purposes. How then does an organisation get an accurate gauge of risk mitigation measures? This presentation puts forward an approach to reposition risk management practices to incorporate greater attention on measuring control effectiveness. The approach draws on the premise of critical control management, demonstrating that focusing risk-management on those controls that are most critical will provide the best means to gauge how well the risk is being managed.
Bio - Ross Liston is an Associate Director in KPMG’s Advisory team based in Auckland. He specialises in process and system-specific requirements of enterprise risk management, as well as content-specific expertise in non-financial risk (in particular the disciplines of safety and sustainability). Ross has 20 years’ global experience in both industry and consulting roles identifying, assessing and managing non-financial risk and has extensive experience in the associated governance, performance, assurance, transaction advisory services, and implementation of management systems and frameworks. He brings complementary competences in project and programme management, workshop facilitation, training, coaching and organisational change management. He is particularly interested in the interrelationship of risk and behavioural economics; and ensuring that is risk understandable and fit-for-purpose to all it affects inside and outside the organisation.
Presentation title - Applying risk research and modelling to focus resources
Bio - Nick Mulcahy was named RiskNZ’s Emerging Risk Manager of the Year in 2015. A coastal scientist and director of Coastal Research Ltd, Nick is also the Aquatic Risk Manager for Surf Life Saving New Zealand. His work has involved collaboration with the wider water safety sector, crown research institutes and other national and international organisations to develop, implement and evaluate risk management strategies at identified high-risk sites.
Presentation title - Risk Acceptance: Looking to Australia for emergent issues and practice Special Interest Group.
How safe is safe enough? A call to action.
Short presentation followed by discussion of need and feasibility of RiskNZ preparing guidance material for SID and other risk practitioners.
Bio - Kevin Oldham is a director of leading risk management specialists, Navigatus Consulting.
Kevin applies risk management principles to workplace health and safety, with a keen focus on deriving real learnings from rigorous research and assessment. He is an advisor to WorkSafe NZ and an architect of SWIFT, the injury intelligence system used by WorkSafe.
Kevin also provides practical risk consulting advisory services to a range of government and transport sectors.
He is convenor of the RiskNZ special interest group on Risk Acceptance Criteria.
Presentation title - Cyber risk issues and trends, solutions, implications for the insurance sector
The insurance industry continues to grapple with the implications of insuring cyber risks and anticipating client needs.
Far too often, it is the media that we all turn to for inspiration to understand our Cyber risks, and yet the risks businesses face are far more insidious, seldom discussed and difficult to assess.
Together, we will explore:
Bio - Jeremy Scott-Mackenzie is a leading authority on underwriting and the strategic leadership of liability insurance portfolios, with a particular emphasis on directors liability, fraud and cyber risks across Asia Pacific.Jeremy Scott-Mackenzie is a leading authority on underwriting and the strategic leadership of liability insurance portfolios, with a particular emphasis on directors liability, fraud and cyber risks across Asia Pacific. Jeremy is a passionate advocate for continuing to develop the knowledge and professionalism of the insurance and risk industry, is a regular speaker on liability issues, and is regularly published in industry and broader financial media. Jeremy is a Certified Practicing Accountant, Registered Professional Liability Underwriter and is a member of the Australian Institute of Company Directors and the Australian Insurance Law Association. Jeremy was previously the Chairman of the Insurance Council of New Zealand's liability sub-committee and the current National President of Australian Professional Indemnity Group Inc, a leading insurance industry body representing for professional and financial lines insurance.
Presentation title - Business model disruption
We live in an age where year on year company longevity is declining, mortality is on the rise, and many of the fundamentals of good business practice are being turned on their head. The last decade has seen a number of businesses and their business models put under extreme pressure. AirBnB could be regarded as one of the largest hotel chains in the world. Uber, arguably are one of the largest taxi companies. Neither AirBnB nor Uber have significant assets or infrastructure, but present a real threat to the behemoths that occupy these segments. Kodak not only invented the digital camera, but even as they filed for chapter 11, were regarded globally one of the most innovative companies. Business model disruption is nothing new. Western Union, who at one point in time operated a global network of telegraphs failed to see the potential in Alexander Graham Bell’s newfangled device. History is littered with similar examples. However, it is the pace of change. Digitization, the internet, disruptive innovations, are all impacting businesses in ways that are often both dramatic and unpredictable. Often technology is regarded as the core of the problem. The iPod, when it was created was actually not a new piece of technology, MP3 players had existed for almost a decade before the iPod. It is often the business model and ecosystem that accompanies the technology that disrupts and has the potential to topple a business (or industry). A business will often recover from a major product recall, server going down, loss of a key supplier or customer, but it is difficult to recover when your whole business model and ecosystem are substituted. The music industry was one of the first major industries to be digitally disrupted and provides a fascinating example of things to come for other major businesses and industries. Ben will draw on his international experience in the media industry to talk about some of the problems with traditional risk management, and focus on business model risk and brand risk as key areas of risk that are often overlooked.
Bio - Ben Stevens is the Chief Executive of Risk Dynamics, a boutique risk advisory consultancy specializing in strategic risk. Risk Dynamics consults to a number of New Zealand’s leading brands. Ben is the Chief Executive of Risk Dynamics, a boutique risk advisory consultancy specializing in strategic risk. Risk Dynamics consults to a number of New Zealand’s leading brands. Ben has an extensive background in risk and governance and has spent over a decade working in senior strategic risk roles across a variety of industries including the recorded music industry in London, the TV and broadcast industry in Eastern Europe and more recently the payments and Telco industry in New Zealand. Ben is a Chartered Accountant and holds an Executive MBA (with distinction) from Warwick Business School (U.K.). Ben presents regularly on the topic of risk and recently presented on the topic of business model risk at the IOD leadership conference.
Presentation title - Emerging global trends: managing risk and developing organisational resilience
Bio - Dr Bridgette Sullivan-Taylor is a senior lecturer at the University of Auckland. Her research focuses on managing uncertainty and developing organizational resilience. She has worked within the UK Cabinet Office Civil Contingencies Secretariat since 2008 looking at establishing public-private partnerships in the context of extreme events such as terrorism, natural disasters, economic recessions and pandemics. Her research has informed the development of UK policy as an advisor and through events she has held at the House of Commons and Number 10 Downing Street focused on national security as well as critical national infrastructure related concerns. She is now extending this research and develop a UK/NZ/Australasia comparative research programme.
Presentation title - Repositioning risk management through innovative and effective communication
The expectations for effective risk management have increased over the past ten years. Regulators, customers, investors and other stakeholders all demand that governance committees (e.g. Boards) and management teams have effective risk management and communication systems in place.
Each organisation approaches risk management in a different way. While different is not necessarily bad, in New Zealand, it is evident that a number of organisations are relatively immature in their risk management and specifically, risk communication practices.
In today’s competitive market, with opportunities and challenges around new technologies, social media and changing political landscapes, it is critical for this maturity to be lifted.
The presentation will provide insights into:
· Why do we do it? – examining the purpose of risk communication and how an organisation can use effective risk communication to support the achievement of its strategic objectives;
· Challenges and pitfalls – learning why effective risk communication is difficult to get right and what are common Board and Management frustrations;
· Critical elements required to develop and maintain effective risk communication
· Social Media and the speed of reporting
· Tools and techniques - to maximise the effectiveness of an organisation’s risk communications.
This session will give conference delegates some practical tips and techniques to communicate risk effectively in their organisation.
Bio - Christine is a passionate and energetic senior leader. Educated in Austria (Vienna), Australia and New Zealand, she brings a multicultural perspective. She is multi lingual - fluent in English, German, Chinese Mandarin and Cantonese. Christine has an extensive career in governance, risk management and assurance across both public and private sectors.
Christine is the Group Head of Internal Audit for Kiwibank Group and NZ Post branch network and franchises. Prior to joining Kiwibank, she was the Director, Risk & Assurance for the Ministry of Justice. Applying her innovative and futures thinking has seen Christine being selected as a Finalist for Kiwibank Innovator of the Year 2016.
Additionally, Christine has a variety of Board and governing Committee experience.