NSW Roundtable – Accelerating the effectiveness of risk management at your organisation
This event is for our Fellow members only. Registration is essential. Your seat is not reserved until you have received a registration confirmation email.
What if you could learn how to accelerate the effectiveness of the way your organisation manages risks so that it becomes a dynamic and proactive capability and enables delivery of your organisational and personal goals?
In this roundtable, you will learn from leading experts about different practical structures, practices and engagement approaches that you can tailor and implement at your organisation. Build your knowledge of the lessons learned from where others failed and the critical elements that accelerate capability, giving you the confidence that what you do works and is embedded.
And that’s not all, at this roundtable you will get to exchange experiences and challenges with other leaders who are looking to evolve the way risks are managed in their organisation.
In this roundtable we will not be covering risk management theory and concepts like the three lines of defence model or additional risk management processes. This roundtable is about exploring different practical approaches that you can take away from the roundtable and deploy when back in the office.
What is in it for you?
Where do you start when looking to accelerate the effectiveness of your risk management
In this section, we explore:
- importance of firstly understanding context, nature of the business, size, and complexity
- determining the current state of your risk management capability and ways of defining your future target state
- risk maturity vs effectiveness of risk management
Approaches to accelerating risk capability uplifts that have and haven’t worked
In this section:
- Rhizome will use examples based on their experience with programs of work they have done with their clients to explore potential solutions / ways of approaching particular challenges encountered by participants.
Improving engagement throughout the organisation with the way risks are identified and managed
In this section, we explore:
- the importance of embedding risk management into the formulation and setting of business strategy; and
- use of language and processes that enable and detract from the way risks management processes and tools are used throughout the organisation.
- e.g. developing and “passing down” frameworks and policies to the business vs engagement with the business to embed risk management into business practices.
Tamara Scicluna - risk culture and risk transformation practice lead
Tamara has led risk management reviews across the financial sector, including risk culture and risk governance over the past 20 years, including for APRA. Her specialist areas include risk culture and risk transformation, accountability and risk governance. Tamara has also led assessments of culture for federal government agencies. Prior to joining Rhizome, she was employed at APRA for 15 years across a number of roles including policy development, frontline supervision, developing, implementing and embedding APRA’s supervision framework along with action plans to mitigate identified risk and control deficiencies and the CBA Prudential Inquiry. She was also a founding member of APRA’s Governance, Culture and Remuneration team.
Will Peterson- risk and resilience practice lead
Will is a risk management specialist with over 27 years’ experience covering risk and resilience. Major client work includes comprehensive review of risk management frameworks, risk management strategy, 3 Lines of Defence design and effectiveness, independent loan portfolio reviews, operational resilience, risk assessments including emerging risks, issues and project risks, risk maturity assessments and process benchmarking. Prior to joining Rhizome, he was the former head of credit risk at APRA where he led and performed over 60 prudential reviews of risk management practices and frameworks. Prior to APRA, Will held senior credit risk management and institutional banking roles in several offshore banks in Sydney and London.
Who should attend?
- Key executive stakeholders in senior management that can make decisions regarding management of risks in their organisations
- C-Suite including CEOs, CROs, CIOs, CISOs, CTOs, CDOs.
- Board directors