Speaker Line-up


Presentation title - Inside the P3M3 project maturity assessment tool - less risk or more?
P3M3 (Portfolio, Programme, and Project Management Maturity Model) is an international best management practice developed by the British government in 2005 (revised in 2015) to assess the maturity and reduce the risks of organisational project management practices (public or private sector). P3M3 includes a project Risk Management maturity sub-assessment tool (sub-assessment tools are called perspectives in P3M3.) P3M3 acts in two ways to reduce an organisation’s project risks: firstly it strengthens the maturity of project management practices at an organisational level in 7 primary perspectives, and secondly it strengthens project risk management practices as a discrete discipline. If P3M3 is misapplied though, for example by excessive use of processes and templates, or by poor application of the model’s scoring frameworks, organisational risks can be increased. P3M3 is in wide use in NZ and internationally. NZ Treasury, in a recent innovative initiative, mandated P3M3 as one of the core scoring elements in the Treasury’s new Investor Confidence Rating (ICR) scoring framework. ICR scores are used by the Treasury as an indicator of the confidence that Cabinet and Ministers can have in government agencies’ abilities to realise benefits from their projects and programmes. Agencies that receive a good ICR score may be granted higher financial delegations and less monitoring by central agencies. The Treasury uses ICR and P3M3 to help risk-rate large sums of public sector project and programme management investment. Drawing on the speaker’s knowledge as one of the P3M3 v3 model’s international co-authors and an experienced diagnostic-model assessor, the presentation commences with an overview of the model’s structure and then looks in detail at the model’s risk management sub-assessment tool. The presentation then overviews the model’s different scoring systems and presents critical do’s and don’t’s of P3M3 maturity strengthening programmes.  This is a presentation that anyone looking to increase project management maturity, or to reduce project management and organisational risk, should attend.

Bio - Grant Avery is Director and Principal Assessor at Outcome Insights, a company providing P3M3 reviews and major projects’ QA and risk management practice advice. From 2012-2015 Avery was co-author of the P3M3 v3 revision for the British Government (the only non-UK author.)
Avery is a regular speaker at international project management conferences on the topic of risk, and is author of the internationally and academically acclaimed, “Project Management, Denial, and the Death Zone” (PMDDZ) a book on reducing risk in high-risk projects. PMDDZ was awarded an Exemplar Award at the 2016 RiskNZ Awards of Excellence.
In 2013 Avery was invited by NZ Treasury, sole-source, to pilot P3M3 among a small number of government agencies.

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 - Innovating in a Disruptive World – Overcoming the Risk of Risk Aversion
The biggest risks to our businesses today are more likely to come from non-traditional competitors and places.  If we look back through history this has always been the case.  The Massachusetts ice industry of the seventeen and eighteen hundreds which thrived on cutting ice from its frozen lakes and shipping it to Europe to service the cold stores of the gentry was completely disrupted by refrigeration technology.   It is not that the ice industry was disrupted that is interesting but their response: development of refrigerators that held a block of ice as the coolant!  Similar mistakes have been made time and time again by established businesses which respond to potentially disruptive challenges by trying to extend their business models rather than adopting new ones. The Massachusetts ice industry missed the fact that its core purpose was really as the provider of refrigeration and not ice. You can be confident that today someone out there is looking at disrupting your business or at least some of the cornerstones on which your business is based.  It is a world where the biggest taxi company owns no cars, the biggest accommodation provider owns no rooms and the biggest retailer owns no stores.  Preparing an organisation to be the disrupter and not the disrupted is as much a cultural issue as it is a policy and procedural issue.   It requires the organisation to establish a culture that can simultaneously deal with the risk associated with losses in the business of today and the risk of losing opportunities that will build the business of tomorrow.   Disruption requires the ability to move at speed, the need to overcome corporate inertia, to adopt changes that can be difficult for existing businesses to cope with and a different perspective on risk. Fonterra has embraced disruption both structurally and culturally whilst maintaining a focus on driving excellence in current business operations.  

Bio - Jeremy Hill has held a number of senior R&D leadership roles throughout the dairy supply chain includingGeneral Manager of Research and Development at the Livestock Improvement Corporation, Deputy Chief Executive of the New Zealand Dairy Research Institute, Fonterra General Manager of Manufacturing Innovation and Fonterra General Manager of Research and Technical Operations.
Jeremy has also served as Fonterra’s Director of Regulatory Affairs and Food Assurance. Between 2012-2016, Jeremy served as President and Chairman of the Board of the International Dairy Federation (IDF), the peak body for the global dairy sector culminating in the signing of a landmark declaration with the United Nations on the current and future importance of the dairy sector. Jeremy also served on the Board of Directors of the Global Dairy Platform. Jeremy is a Governor of the Global Dairy Agenda for Action on sustainability and chairs the GDAA Advisory Board.
Jeremy has a PhD in biochemistry and has published over 100 papers and holds four patents on various aspects of dairy science and technology as well as giving numerous presentations at throughout the world. Jeremy is a Massey University Research Fellow and has been a member of the Editorial Board of the International Journal of Dairy Technology for over ten years.

Presentation title - Managing Business Risk between New Zealand and China



Presentation title - Developing enterprise risk capability and the challenge of extreme events
In March 2017, Auckland was struck by the Tasman Tempest, an extreme weather event which brought two months rainfall in 12 hours – severely impacting many of the region’s raw water sources. In the Hunua Ranges, massive slips caused large volumes of silt to enter the water storage dams which supply the city’s largest water treatment plant at Ardmore. The raw water took on a clay-like appearance, with unprecedented turbidity levels – in some cases thousands of times higher than normal. Under these conditions, the Ardmore plant is designed to shut down. However, thanks to the talent of Watercare’s specialist operators combined with recent upgrades, the plant proved resilient and was able to perform well beyond its engineered limits.  Mr Jaduram will explain the actions that were taken to ensure the continued supply of ‘Aa-grade’ water to customers. He will give an overview of the ‘Save 20’ campaign that Watercare ran to reduce demand at a time when the water supply situation was challenging and the plants were operating at reduced capacity. These actions were critical to avoid having to meet demand by supplying partially treated water, leading to the issuing of a ‘boil water notice’ to a third of New Zealand’s population. Mr Jaduram will also provide insights about required actions post event with a changed risk-landscape.

Bio - Raveen Jaduram is the Chief Executive of Watercare Services Limited, the sole provider of water and wastewater services to 1.4 million Aucklanders.  He leads an organisation with assets of $8.8 billion, revenue of $570 million per annum, a staff of 950 and ambitious multi-billion dollar plans to ensure Auckland’s complex water infrastructure will both meet the city’s rapid growth and be sufficiently resilient to cope with whatever the future may throw at it.
He has over 25 years of experience in the water industry, having held the positions of Chief Executive of Manukau Water and Chief Executive of Australian private water company, Murrumbidgee Irrigation, prior to rejoining Watercare in 2013. 
Raveen holds honours and masters degrees in civil engineering from the University of Auckland.

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 - Exclusive briefing: Key issues to keep on your risk radar in 2017
This year we are observing a time of global strategic uncertainty. With populist movements and leaders coming to the fore around the world, globalisation being stretched to its limits, and the threat landscape, whether from terrorism, cybercrime or the increasingly complicated regulatory environment, is evolving at a fast pace. Carla Liedtke, Director, Control Risks, will examine the key global political and business risks for 2017 and how organisations need to evolve their strategy in order to survive and thrive in 2017.
Bio - Carla Liedtke is a director based in Control Risks’ Sydney office. Carla works with clients in a variety of sectors including financial services, education, infrastructure, transport and logistics to advise them on a range of investigative, compliance, political risk analysis, and crisis and security projects. She also leads all work with Control Risks’ clients in Australia and New Zealand in the area of cyber security advisory.
Carla worked for many years assisting clients in the area of areas of compliance, forensics and intelligence. She assisted clients to gather business intelligence on business partners, counterparties and employees; and to develop and implement robust compliance programmes.
Prior to joining Control Risks, Carla worked as an intelligence analyst for the New South Wales Crime Commission, working on criminal investigations. She conducted extensive work in the areas of firearms-related crime, ethnic gangs, the manufacture and distribution of illicit drugs, money laundering and unsolved murder investigations.

Presentation Title - 

 Introduction of Safety in Design requirements into the Australian construction industry – a case study.

  • ·         Key learnings from international research on SID in construction.
  • ·         Implementation of SID in Australia – some observations.
  • ·         When do you know that you have done enough? Thoughts and observations on SID end points and risk acceptance criteria. 

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 - University Travel: A Risky Business
A truly embedded Enterprise Risk Management programme involves so much more than just reviewing and updating an organisational strategic risk register twice a year but rather is about inculcating a culture that applies a risk lens to all ‘business as usual’ activities.  At the University of Canterbury, this is manifested in a number of areas including emergency management, business assurance, strategic insurance, and travel risk. Jacqui will focus on her work to better understand and prepare the University of Canterbury’s increasingly mobile and at risk travelling staff and students for the uncertainties faced by global unrest. In any one year, UC accrues just under 50,000 travel days! Given the high number of staff and students travelling and the growing incidence of unrest and violence – not just in extreme risk destinations like Libya and Iraq – satisfying our duty of care obligations has become an increasingly complex problem.  A travel management process was implemented in 2016 which while not without its limitations, does go some way to mitigate the risks of unfavourable outcomes.  She will articulate the types of travel risks faced, the ways in which the University can assist staff and students to manage their travel risk, and the travel tips and tools that are shared with staff and students to enable them to care for their personal safety while travelling on University business. The presentation will conclude with an outline of the process in place for responding when things go wrong.

Bio - Jacqui Lyttle has worked in the tertiary sector for over 15 years, most recently in the role of Risk Manager, University of Canterbury, Christchurch, New Zealand. Jacqui’s line management responsibilities include risk, strategic insurance, business assurance, compliance, business continuity and emergency management. She has recently taken responsibility for a new unit within the Vice-Chancellor’s Office called ‘Risk, Assurance and Policy’.
As part of the Emergency Management Planning Group, Jacqui has implemented an emergency response strategy for the University since 2007. In addition to being a founding member of the planning group, Jacqui has a frontline role in the emergency response and has also worked with university personnel in recent years on their business continuity planning to ensure that business recovery is not hampered by poor preparedness.
Following the earthquakes of 2010 and 2011, Jacqui worked closed with the University Registrar to manage the substantial insurance claims that were ultimately settled in late 2014 for $550M.
In addition to managing the University’s strategic risk register, Jacqui has also been working extensively in the travel risk space to better understand and prepare our increasingly mobile and at risk travelling staff and students for the uncertainties faced by global unrest.

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 - The impact of Digital Service Transformation to Risk Practitioners – what does it mean for us and the business? 
Digital has taken over our lives both personal and professional. Customers want to experience seamless, integrated and trusted services in their interaction with organisations. This means that organisations are fast aligning themselves to keep pace with this transformation from front-end to back office in a modern and efficient way. Digital services transformation is bringing new and more interconnected risks to organisations. Advances in technology are creating new opportunities and new risks meaning that organisations need to adapt quickly and efficiently. This is having a profound impact on risk functions (practitioners) where there is a need to balance priorities and resources to help the organisation address the risks it faces today, anticipate emerging risks and stay in the game. The function that successfully adapts to today’s rapidly changing world will become a trusted advisor to an organisation. What organisations need to realise is that a holistic system approach to risk and assurance not only ensures successful digital transformation but can also help in optimising investment.
Bio - Mariam Ramiah is Principal Advisor, GCIO Assurance, Service and System Transformation within DIA. In this role Mariam is responsible for enabling and providing system-wide assurance over ICT-enabled investments and confidence that ICT risks are identified and managed effectively. She is an experienced professional in governance, risk and assurance and has worked across a wide range of areas such business assurance, risk management, programme and project assurance and Information Technology.
Mariam has a Bachelor of Commerce Degree, is a Certified Internal Auditor and a Certification in Risk Management Assurance.

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:

  • the lens through which insurers segments cyber risk;
  • the landscape of what insurance is available for cyber risks;
  • what considerations insurers are looking at when assessing your risk;
  • tips on how to work with your broker and insurer to build a framework to discuss cyber risks;
  • What the "Maximum Probable Loss" for your cyber risk might be;
  • How cyber losses are assessed by insurers;
  • outline the trends in insuring cyber risks.

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.