| Workshop |
|
Leader |
| Delegation – Is it a risky business? |
C1 |
- Appropriate and inappropriate delegation
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- Problems which increase risk
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- Suggestions and techniques to maximise the effectiveness of delegation
|
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Laura Anne McMahon
MIRM
Risk Consultant
Offrisk Consulting Ltd
IRM Central and Southern Scotland Regional Group |
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Delegation is routine in everyday business and things can often go wrong when this management tool is used inappropriately or without knowledge of the risk factors. This workshop will examine where problems frequently occur that can lead to poor practice, customer complaints and risk to the organisation. It will offer suggestions and techniques to maximise both the effectiveness and safety of delegation.
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Laura has worked in RM for over eight years as a Risk Consultant and a Business Manager in a GP Practice. She is also Secretary to the Central and Sourthern Scotland Regional Group.
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| Positive personal performance |
C2 |
- Enhance how you talk to yourself and others
|
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- Become aware of your personal mind power
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Kate Beaven-Marks MSc., CMIOSH, MIRM, M.Inst.LM
Assistant Health and Safety Manager
University of East London
|
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Delegates will have plenty of practical opportunities to explore how they communicate with themselves and others and how to turn that talk to the positive, whether in day-to-day communications, or for the achievement of goals. The workshop will also demonstrate the immense ability of personal mind-power.
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Kate has over 15 years of experience in industry and education risk management, enhanced by effective communication skills gained within the University and through external studies. |
| |
| The Three Horses of Product Innovation |
C3 |
- Getting “creative” minds to engage in efficient RM
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- Practical ways to overcome behavioural bias
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- Linking critical risks with key decision points
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David Parrott PhD, MIRM
Innovation project Risk Manager
Unilever
|
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Does your research program run ahead of gauging consumer interest in your product concept? Are killer risks in another workstream not identified until resource is wasted? David, with co-developer Bernadette Walsh will present a practical method to ensure that all killer risks in product development in different workstreams are identified and tied into key decision points.
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David has been with Unilever for 18 years, initially leading technical product development teams, but now embedding project risk management techniques and building capability through training and coaching programmes.
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|
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| Challenging the traditional risk treatment of natural catastrophes (NATCAT) especially in relation to risk appetite |
C4 |
- Why use standard NATCAT return periods for insurance?
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- What return period loss is intolerable?
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- Relationship between risk appetite and insurance availability
|
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Brad Eccles PhD M.Eng
Principal Engineer
ABS Consulting Ltd
|
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This workshop challenges the use of standard NATCAT return periods for risk assessment. It explores the use of facility specific thresholds to identify return periods at which risk appetite criteria are compromised. It proposes that risk treatment should focus on these specific scenarios rather than fit with insurance industry norms.
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Brad has a PhD in structural dynamics and 10 years experience in the field of natural hazard risk assessment, loss estimation and mitigation. He assists business to develop risk treatment strategies. |
| |
| Directors’ liability risk management |
C5 |
- Understanding how risks to directors arise
|
- The role of the risk manager in advising Boards
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- Practical risk reduction strategies
|
|
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John Newton, Divisional Director,
Pembroke Managing Agency |
 |
| The aim is to identify sources of risk to directors and analyse how liability can arise. Best practice risk control and reduction methods will be discussed and what a Risk Manager can do in a practical sense to reduce risks and guide Boards. |
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John has many years experience of advising clients on the risks that directors and officers face and how risk reduction and financing strategies can be developed. John is now a D&O underwriter at Pembroke in Lloyd’s |
| |
| Risk management and global sourcing |
C6 |
- Global sourcing imperatives and best practices
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- Managing of business risk through global sourcing strategy
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- Agility of “best-shoring” model as against outsourcing models
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|
|
Ravi Raman FIRM
Chief Operating Officer
Iflex BPO |
 |
| Outsourcing has evolved over the last few years as a part of the core business strategy for corporations. However outsourcing has always been considered “risky’. However companies such as BT, AT&T, HSBC etc have demonstrated that through Global Sourcing arrangements, companies can in fact reduce risk and ensure resilience in a open “world”. The session will share the evolution of the idea of “Outsourcing” as a cost minimisation effort into a “Best Shoring” strategy where risks are minimised and sustainable business advantages are realised ( Through real life cases) |
|
Ravi has about 15 years of experience in Financial Services companies and has been the Head of Risk management at Infosys BPO. Areas of interest and expertise is advising global companies in their Sourcing Strategy. |
| |
| Control and risk self-assessment of stress management (knowledge and economic benefits) |
C7 |
- The ‘knowledge’ and ‘economic’ value of CRSA
- Identification of inherent and residual risks
- Monitoring and review of control measures
|
|
Thomas PJ Bodkin
FIBC, MCMI, DMS, Adv. Diploma Professional Stress Management
Risk and Assurance Analysis Manager
DWP - Jobcentreplus
|
|
This session involves delegates working through a ‘simple’ CRSA process around Stress Management in the Work-Place. Through the CRSA process, delegates learn about controls and their own responsibility regarding risk management. An emphasis on the CRSA process is that “Internal Control” is everyone’s responsibility – Company Director to newest recruit. |
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Thomas is about to retire from the Civil Service (DWP), after many years. He was responsible for Risk Management and Assurance Controls, Risk Assessing Standard Operating Models, processes and control measures, together with Risk Assurance Compliance Audits. |
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| Thugs, drugs and mugs – facing up to risks in covert policing |
C8 |
- Case studies – violence, drug dealing and fraud
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- Risk management – strategic and tactical
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- Accountability – the role of the regulator
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Kevin O'Leary M.Sc |
Detective Chief Inspector – Head of Covert Operations Unit,
New Scotland Yard |
Metropolitan Police Service |
|
No photo available |
| Policing faces unprecedented challenges from a widening mission and expectations of rigorous accountability and high standards. From the perspective of a specialist department, case studies are used to examine the work of the covert operations unit and how risks, accountability and performance are balanced and managed. |
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Kevin is the UK lead for training & development of covert operatives. He chairs the International Undercover Working Group (50+ countries) and is a Hostage and Kidnap Negotiator.
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| Integrated risk and value management: A global perspective |
C9 |
- Overview of UK approach to value management
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- Overview of US approach to value management
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- Integrated risk management and value management
|
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Emma Butchart BA (Hons) GradIRM,
MIVM
Risk & Value Consultant
Faithful+Gould
|
|
This session will provide delegates with an overview of what value management is and how it is used in the UK and US respectively. The presentation will highlight Faithful+Gould’s approach to integrated Risk & Value Management (which is based on researched produced by CIRIA – Construction Industry Research & Information Association) with practical examples of how they have added value to clients using this approach. |
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Emma is involved in both risk and value management of major projects and investments, with experience nationally and internationally of various approaches to the management of risk and opportunity. |
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Tools to aid the process of identification of risks, mitigation activities and likely impacts |
|
C10 |
- Strategic, organisational and project risk identification and impact
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- Risk mitigation activities identification and management
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- Risk assignment and likely impact for risk models
|
|
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Lynn Stalker
Senior Risk Practitioner
Sellafield Ltd
|
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| The starting point for any risk management approach is the identification of key risks. One method being identification workshops, based on the theory that group thinking is more productive than individual, focussing on a particular organisational activity. This presentation introduces a number of tried and tested tools to aid data collection. |
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Lynn has 11 years experience in applying a business focussed risk management approach to business process risks within the nuclear industry. She has facilitated hundreds of risk workshop. |
| |
| The Holy Grail? Risk + opportunity = ERM |
C11 |
- Approaches to managing opportunities and risk
|
- The benefits of managing opportunities and risks together
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- ERM - Engaging people in the business units
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Nicolas Vioix MIRM
Risk Executive |
Westfield Shoppingtowns Ltd |
IRM Innovation, Value Creation & Opportunity Special Interest Group |
|
 |
| This session will present the approaches different organisations are using to incorporate opportunity within risk management, giving upside and downside risks equal status. It provide real examples of the benefits such an approach delivers, and will ask if this drives increased engagement of business units in ERM. |
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Nicolas is a founder member of the SIG. He has held consultancy and operational RM positions, and is a Visiting Speaker at Leeds University.
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| `Backroom to boardroom` – Implementing an enterprise-wide risk management programme |
C12 |
- Getting started, Royal Mail’s approach to risk management
|
- Developing a toolkit and getting senior management buy-in
|
- Measuring and reporting risk management effectiveness
|
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Simon Beasley MIRM |
Group Risk Manager |
Royal Mail Group |
|
 |
| Royal Mail’s Risk Management team has been facing the challenge of implementing an enterprise-wide risk programme that adds value, grabs management attention and is commercially sustainable during the most rapid and fundamental change in the business’ history. The session discusses the approach to the challenge, learning points and next steps. |
|
Simon is a risk management practitioner with 15 years experience of implementing risk management strategies in the public and private sectors. |
| |
| Just One Rotten Apple |
C13 |
- How bribery and corruption occurs in business
|
- Risk to company (including brand / shareholder value); potential liabilities for insurers
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- Mitigating the risk (company and insurer)
|
|
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Marie-Louise Rossi FIRM MIEx
Head of Insurance and Risk Management
The New Security Foundation
|
 |
Usually addressed by compliance professionals; session gets to roots of why and how bribery and corruption occurs, the risks this brings to business and why not always taken seriously enough; will demonstrate the correlation between poor compliance/process and other risk including fraud and breaches of competition law, eg. cartels. The USA dimension will be included as well as links to terrorism/organized crime. Tools/steps (including training, eg. dawn raid training and due diligence - “know the customer”) and a risk management methodology to measure and mitigate these kinds of operational risks will be outlined. A major theme will be why and how risk managers and the main company board should always be involved. |
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Over a nearly 30 year career, Marie-Louise has specialised in political, (including terrorism), credit and export credit risks, as a broker and as a management consultant. She has also had extensive experience in the fields of regulation and compliance. She was, for 11 ½ years, Chief Executive of the International Underwriting Association (IUA) (and its predecessor, London International Insurance and Reinsurance Market Association (LIRMA)), representing an over £11bn pa international insurance and reinsurance market to governments, regulators and the international institutions worldwide.
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