Winning over the boss - communicating risk management effectively |
C01 |
- Engaging senior players in your strategy for risk
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- Achieving buy-in and resources for your risk proposals
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- Training new senior people in risk management
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Risk is high on the agenda for those in positions of governance but the processes to communicate risk and opportunity are not there. This session will introduce ways to communicate the key aspects of risk management to those in a senior role through a risk management “game”.
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Andrew Bye
Mutual Manager, Regis Mutual Management Ltd
Chair of Innovation, Value Creation and Opportunity SIG
Extensive experience as a risk management & insurance professional gained as a corporate risk manager, independent risk consultant and through his current role as a manager of mutual’s |
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Upside risk: managing opportunities |
C02 |
- Opportunities arising amongst financial turmoil
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- Identifying opportunities: the role of risk management systems
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- Risk manager’s role – a catalyst for seizing opportunities
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Is the recession gloom resulting in an overly negative focus? Within this session, delegates will be invited to explore the potential upside of the global financial crisis. What are the opportunities? How should an organisation’s risk management systems help ensure a focus on the opportunities?
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Ruth Ireland
Director, Risk & Advisory Services, BDO Stoy Hayward LLP
Ruth has worked in various risk and advisory roles within BDO Stoy Hayward for the last 10 years, assisting a range of organisations across the public and private sectors.
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Training – maximising the benefits |
C03 |
- For you – confidence and empowerment
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- For colleagues – skills transfer and ‘demystifying’
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- For stakeholders – extending support and recognition
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Training is easy to put off, but gives us the confidence to inspire confidence.
Training colleagues is good for everyone, permitting excellent access to get your message across. This is vital for cultural change to succeed!
Briefing sessions for stakeholders can prove invaluable, both directly and indirectly.
Let’s consider this…
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Hugh Alexander FIRM
Director, Uncommon Solutions Limited
Hugh Alexander has many years’ risk management experience, as practitioner, consultant and trainer. Greater use of training, also as a strategic tool, is his passion.
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Facing the unthinkable – learning from the major-hazard industries |
C04 |
| Economic crisis … terrorism … climate change … pandemic … Does your organisation effectively identify and manage risks of low probability but potentially extreme consequences?
This session presents approaches that have been used successfully in major-hazards industries such as nuclear and petrochemical, and suggestions for applying them more widely.
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David Stephens FIRM
Principal Consultant, AREVA Risk Management Consulting Ltd
David provides risk management consultancy for AREVA, world leader in nuclear power. He has twenty years’ specialist experience, divided between the nuclear and hydrocarbon industries.
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Business resilience in a recession |
C05 |
- Practical continuity management in difficult times
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- Building resilience into your business
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- Lateral thinking and action for survival
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In the very difficult times ahead, we know that unpleasant and unpredictable incidents will happen to challenge the future of our organizations.
How can we build in resilience to our organization?
How will we minimize disruption, costs and damage to reputation?
How will we manage the situation to give our organizations the best possible chance for survival?
The session will address these questions using practical examples and inviting delegates to contribute their own ideas.
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Jonathan Crook MIRM
Risk Management Consultant, Oval Risk Management
Chartered engineer and chartered safety and health practitioner. Wide experience of risk management including continuity planning. He believes clients need practical help and ideas.
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Exploring risk and objective management |
C06 |
- Achieving objectives by managing risk
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- Focussing business objectives and learning from crises (floods 2007)
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- Application in all business areas
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How to use your risk process to focus your business through:
· Identifying key objectives
· Understanding how your objectives are linked
· Breaking down barriers between operational and support functions
· Prioritising business activities
Utilising Severn Trent’s experience following the 2007 floods and our continuous supply strategy. |
Lori Ridgway MIRM
Performance and Regulatory Reporting Manager, Severn Trent Water
Worked in Risk management for 7 years.
Facilitated risk management across international organisation, involved in implementing ERM, compile risk registers
Completed Diploma in 2008
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Decision making – get better informed |
C07 |
- Making valid risk judgements
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- Qualitative techniques – use of ‘gut feel’
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- Quantitative techniques – generating and using meaningful metrics
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This workshop is designed to link risk management principles and effective decision making. Understand how to avoid errors and distortions tainting your risk conclusions, and learn how to apply qualitative and quantitative techniques to make valid risk judgments the basis of your business decisions.
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Jenna Wells
Managing Director, Certitude Risk Services Ltd
With 28 years experience in private sector companies, the last 5 as a group risk manager, Jenna started Certitude to offer risk services to SMEs.
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Risk perception and organisational responses under pressure |
C08 |
- Can hindsight become foresight?
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- Prevailing circumstances and perceived threat
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- Is anyone to blame, or is it just the fog of war?
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Using the opening actions of the Vietnam war and the Stockwell incident of 2005, the presenters demonstrate the illusory nature of risk.
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Kevin O’Leary SIRM
Covert Operations, Metropolitan Police Service
Kevin has been at the forefront of specialist police operations in the Metropolitan Police and National Crime Squad, managing risk and deploying operatives into hazardous environments.
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Corporate governance - stretched to breaking point? |
C09 |
- Corporate governance failed in the banking sector
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- Risk management and internal audit were almost invisible
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- We need to rebalance boards towards more assurance
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Richard was commissioned by the OECD to review risk management, remuneration and corporate governance in the US, UK and France in the banking sector. In this session he will present his findings and outline his recommendations. He will also outline the current G20 and regulatory views on these areas.
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Richard Anderson MIRM
Principal, Richard Anderson & Associates
Richard is a Governance, Risk and Assurance Consultant. He established Richard Anderson & Associates in 2008 advising FTSE100 and equivalent private and public sector clients.
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Printing money - enjoying the pleasures, avoiding the pitfalls |
C10 |
- Causes of hyper-inflation
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An overview of the causes of hyper-inflation and the anomalies within a hyper-economy. How to get through it and when it ends.
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Douglas Bowl FIRM, MBA, CISA, ACII
Corporate Strategy Director, TM Supermarkets
Doug started his career at the coal face of the insurance industry with major firms and moved into risk consulting for a wide range of corporate entities before moving into commerce with an LSE-listed African Blue Chip. He has a total of 15 years’ experience in the profession and 10 years’ in commerce.
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Meet IRM’s Education Faculty |
C11 |
- Learn about the Institute's education development programme
- Discuss trends and issues in risk management education
- Contribute ideas for future development of IRM’s qualifications
IRM’s education faculty has responsibility for continuous development of the Institute’s education programmes. The Faculty brings together a blend of leading academic thinking and practical application of risk management.
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