Risk ManagementBright*Star’s 5th

Conference31 October & 1 November 2011, Crowne Plaza, Auckland

www.brightstar.co.nz

Lessons from Recent Events for Better Performance, Governance and Resilience in Managing Emerging Risks

Presentations on Risk Management, Business Continuity and Insurance by:AIR NEW ZEALAND | FLETCHER BUILDING GROUP PORTS OF AUCKLAND | JARDINE LLOYD THOMPSON XELOCITY | BENDALL ADVISORY | DUNCAN COTTERILL BOVAIRD PARTNERS | THE BOARDROOM PRACTICEBROADLEAF CAPITAL INTERNATIONAL

Separately bookable full-day workshop: 2 November 2011Developing Business Continuity Management Integrated with Risk Management

Chaired by: New Zealand Society for Risk Management

Supporting Organisations

3rd delegate free! *see back page for details

Day One: 31 October 2011

8.30 Registration & Coffee

9.00 Opening Remarks from the Chair Geraint Bermingham, Chair, NEW ZEALAND SOCIETY FOR RISK MANAGEMENT

9.10 The Bigger Picture – What Happens in Christchurch Won’t Stay in Christchurch

After the recent spate of disasters, organisations are reviewing their risk profiles and practices to try and ensure that risk management plans in place can better withstand future risks. Recessions, political events, natural disasters impact on supply chain and economy amongst other external issues. How can organisations anticipate the gamut of factors surrounding them to manage related risks and their impacts more effectively? Denise Bovaird, Principal, BOVAIRD PARTNERS

Real Life Lessons for Risk Management from Recent Events

10.00 Case Study: Crisis Management – Christchurch Earthquake

Located in the CBD area of Christchurch, Duncan Cotterill was one of the companies heavily affected by the Christchurch earthquakes. This presentation will cover immediate issues following the earthquake, how these were managed and impacts on future risk management. Janice Fredric, Chief Executive, DUNCAN COTTERILL

10.30 Morning tea

10.50 Case Study: Managing Operations in the Vicinity of Volcanic Ash

This case study will cover how operations were managed at Air New Zealand during the three periods of Chilean volcanic ash over the country. Bob Fletcher will focus on risk assessments and how new dimensions were added almost on a daily basis to manage operations. Bob Fletcher, Manager Operations Support, AIR NEW ZEALAND

11.30 Interactive Panel Discussion: Lessons from Recent Events to Better Manage Emerging Risks

Following the case studies, this interactive panel discussion will cover what lessons the risk community can take away from the experiences of these organisations. Get involved in this interactive panel so as to apply valuable learning and information to your risk management practices. Brent Wheeler, Executive Chairman, THE BOARDROOM PRACTICE LTDJim Harknett, CRO, PORTS OF AUCKLANDGeraint Bermingham, Chair, NEW ZEALAND SOCIETY FOR RISK MANAGEMENT

12.15 Lunch

1.15 Sharper Thinking About Risk: Clarifying the Framework as the Critical First Step

What exactly is risk? How do we react to it? How is people’s behaviour modified by risk? Developing high quality responses and public policy for risk management depends on understanding risk. This session examines these questions in the light of recent findings and provides a framework for assessing risk in financial markets and lessons to heed in developing public policy.• Nature of risk• Recent findings in behavioural economics and psychology

of risk

• Financial risk management• Public policy riskBrent Wheeler, Executive Chairman, THE BOARDROOM PRACTICE LTD

2.10 Case Study: Engaging Business Leaders to Ensure 100% Risk Management Buy-In

A critical part of the risk management process is the assessment phase – specifically risk analysis and risk evaluation. This includes a review of the likelihood of risks and consequences, and the resultant risk score to prioritise risk treatments. The scoring process can cause challenges due to size differences between various entities that assess risks. Some argue that the same scoring system should be used across an organisation to facilitate risk comparability and consistent evaluation. However this can lead to substantial risks for an individual business or function within a larger group being scored at an insignificant level on the group’s scoring scale. It can be difficult to engage a smaller entity in risk management if their serious risks are scored at a very low level on the greater organisation’s risk scale. An over-riding priority for a risk management programme must be to gain buy-in by business or function leaders that must “own” a risk so as to avoid turning a risk programme into a mere compliance exercise. This session delves into the needs to engage business leaders in the risk management process and a scoring system to suit individual entities.Rob Frost, Group Risk Manager, FLETCHER BUILDING GROUP

3.00 Afternoon tea

3.20 Designing your Risk Assessment Criteria for Better Analysis

Having effective and well developed risk criteria that reflectthe organisation’s risk context is essential for meaningful riskanalysis. This session will cover:• Documenting your risk context – the forgotten step• Developing enterprise-wide risk criteria from the context• Modifying risk criteria for specific risk assessments such as projects• Using the criteria correctly for risk analysisMike Wood, Associate Director,BROADLEAF CAPITAL INTERNATIONAL

4.10 Implications of Recent Disasters for Better Management of Supply Chain Risks

Supply chains have been put to the test like never before due to recent events such as earthquakes, tsunamis and volcanic ash clouds. With good reason this has lead to an increased focus on supply chain resilience and how supply chain risks must be better managed. This session will cover issues including:• Appropriate tools to manage complex supply chain structures• Managing risks that cross organisations’ path as well as those

of the third party • Prioritising risk management to relevant areas as required Ikhlaq Kashkari, Principal Consultant, XELOCITY

5.00 End of Day One and Networking Drinks

Day Two: 1 November 2011

9.00 Opening Remarks from the ChairGeraint Bermingham, Chair, NEW ZEALAND SOCIETY FOR RISK MANAGEMENT

9.10 Global and Regional Events: What Does the Future Hold and is a New Form of Risk Management Required?

This session will cover major events of the recent past, their impacts and emergent risk exposures. Insights will be given to powerful global trends and forces, harsh lessons learnt and:

Register today! Phone (09) 912 3616 | Fax (09) 912 3617 | Email register@brightstar.co.nz | Internet www.brightstar.co.nz

Risk ManagementBright*Star’s 5th

Conference31 October & 1 November 2011, Crowne Plaza, Auckland

Exhibit At Or Sponsor This Event! Sponsorship is now recognised as a highly effective marketing medium – make sure you gain competitive advantagein your markets by sponsoring this event. To discuss the range of opportunities available, contact: sponsorship@brightstar.co.nz or call our team on (09) 912 3616

• A snapshot on regions and cities impacted • How risk knowledge, information and data was disseminated • Implications of major risk events on markets relevant to NZ • Where current risk management practice fell down • Thoughts on the future for risk managers and advisors Jeremy Bendall, Managing Director, Risk Governance Services, BENDALL ADVISORY

10.00 Audience Discussions and Feedback Delegates are invited to discuss their views on emerging risks and examine current strategies in place to ensure robust risk management in the future.

10.30 Morning tea

10.45 Case Study: Integrating Business Continuity with Risk Management

Often different departments deal with Risk Management and Business Continuity Management. This session delves into the connections between the two disciplines to find out how you can integrate the two areas to share important information for higher effectiveness in overall risk management practices in an organisation. Jim Harknett, CRO, PORTS OF AUCKLAND

11.30 Case Study: Thinking Through a Crisis – The Value of Being Prepared in the Face of a Crisis

Air New Zealand has proved to be an organisation that has recovered from many events that challenge its resilience during crisis. This session will provide an insight into Air New Zealand’s Emergency and Business Continuity Management processes and systems. You will hear about some of the challenges faced during recent events and find out how plans have been put in place to ensure they remain the best and the most resilient in the face of a crisis. • Being prepared – the value in rehearsing• Integrating emergency and business continuity

management solutionsPeter Halliwell, Senior Business Continuity Management Advisor, AIR NEW ZEALAND

12.15 Lunch

1.15 Disaster – The Public’s Response to Events and its Implications for Organisations

When disasters happen, inevitably, there always is a response from a wide variety of the public. This session will explore recent events, public responses and the possible implications for organisations.

• Types of public responses• Implications for organisationsDavid Thompson, Management Consultant, CONTINUITY SERVICES LTD

1.45 Looking Back to Look Forward: Lessons for Governance and Risk Assessments

Corporate governance must to be informed by effective risk management if organisations are to create and protect value for stakeholders. Yet, risk management can only be effective if the organisational culture, the tone from the top, accepts bad news and contrary opinions in time to take appropriate action. This paper explores ways of achieving a harmonious marriage of governance and risk management.Chris Peace, Principal Consultant, RISK MANAGEMENT

2.30 Afternoon tea

2.50 Case Study: Getting the Insurance Buying Strategy Right – A Broker’s Perspective

Continuing with the theme of implications of recent disasters, JLT will cover their experience of global response to local events and address best strategies for getting the insurance-buying right. Natural Catastrophe Insurance: - Balance Sheet Protection: business threatening, profit

threatening or budget threatening?- Cost of Capacity: can you risk a compromise?- Ongoing Impacts: strategic positioning into the futureSenior Representative from JARDINE LLOYD THOMPSON

3.30 Case Study: How Adequate is a Business Interruption Cover in a Natural Disaster Context?

Some Christchurch companies have been shocked to find that their business interruption policy is not all they thought it was. Companies are dealing with a variety of issues: under-insurance, limited cover for lost profits depending on whether insurers consider there is cover under the primary insuring clause or extensions, and depopulation/lack of attraction. So what does all this mean for businesses looking for insurance cover in the future? This session will examine business interruption cover in general as well as some of the issues facing Christchurch businesses so that you can make informed decisions about your insurance requirements. Helen Smith, Partner, DUNCAN COTTERILL

4.15 End of Conference

A Practical Guide – Developing Business Continuity Management Process Integrated with Enterprise Risk Management In the last four years there have been major changes in the global economy, New Zealand has entered into FTAs, a general election is looming, the shape of Auckland government has been changed, and Christchurch has been rocked by nearly 8,000 earthquakes/aftershocks. Events and changes such as these demand proactive risk management and flexible plans for business continuity.

Register today! Phone (09) 912 3616 | Fax (09) 912 3617 | Email register@brightstar.co.nz | Internet www.brightstar.co.nz

This workshop will help participants understand and assess disruption-related risk, how such risk changes over time and how it can be managed. Participants will learn how to develop a business continuity management process integrated with the risk management process to help organisations achieve their objectives. Using some examples of disruption-related risks, participants will learn how to:• Better understand and describe the context of their organisation • Agree criteria for disruption-related risks with stakeholders (the board, executive

management, line management ,suppliers and customers) • Carry out multi-layered risk assessments (including business impact analysis) • Evaluate how risks will impact on the objectives of the organisation • Identify and select proactive and reactive risk treatments • Develop and implement risk indicators to aid risk monitoring• Implement selected treatment options for disruption-related risks • Monitor organisational resilience and review the whole process • Prepare a business case for the development of strategies and plans for more

effective management of disruption-related risks

Your Trainer: Chris Peace has worked as a risk management consultant for 30 years and teaches risk management at Massey University. His clients have included large New

Zealand, British and American companies. Chris now runs his own Wellington-based consultancy, Risk Management Ltd, with medium-sized and large clients from the state and private sectors. Chris is currently researching the links between risk management and corporate governance.

Exhibit At Or Sponsor This Event! Sponsorship is now recognised as a highly effective marketing medium – make sure you gain competitive advantagein your markets by sponsoring this event. To discuss the range of opportunities available, contact: sponsorship@brightstar.co.nz or call our team on (09) 912 3616

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What happens if I have to cancel?You have several options:• Send a substitute delegate in your place• Confirm your cancellation in writing (letter, fax or email) at least ten working days prior to the event and receive a refund less a $300+GST service charge per registrant. Regrettably, no refunds can be made for cancellations received after this date.

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Phone: (09) 912 3616 » Internet: www.brightstar.co.nz » Email: register@brightstar.co.nz » Fax: (09) 912 3617Mail: Bright*Star, Freepost 83430, PO Box 31 506 Auckland 0741HOW TO REGISTER

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Conference: BE032 A B C D E F G H I J K L M N O P Q R S T U V W X Y Z

31 October & 1 November 2011Crowne Plaza, Auckland Workshop 2 November 2011

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Risk ManagementBright*Star’s 5th

Conference