Why must you attend this event?
For companies globally, faced with an exceptionally volatile risk environment, the path to sustainable growth means taking steps to address emerging risks, tackle social inequities, and create meaningful social impact while grappling with challenges such as rising inflation, an ageing workforce, and the ongoing war for talent. To do so effectively, it is mission-critical for companies to adopt an ERM approach to enhance stability, preparedness, and the ability to capture opportunities for growth.
Risks are more complex and more prevalent than ever due to concurrent global developments, including the pandemic, the rapid speed of disruptive innovation, cybersecurity threats, and the energy/climate crisis. The phrase ‘grey rhino’ is used to describe these high probability, high impact risk events, which are often neglected by organisations. A robust ERM approach can help anticipate and minimise the impact of grey rhino risk events and create the requisite conditions for recovery and growth following crises.
Conversely, organisations without an integrated ERM framework are more vulnerable to sustainability and recovery issues that accompany grey rhino risk events. They might also face difficulty mitigating longer-term risks such as climate, sustainability, reputational, and people risk, and incur significantly higher costs, including the cost of risk financing.
Applying an ERM framework to holistically manage strategy, performance and ESG capabilities is one way of establishing an integrated and viable ESG process. Many ERM concepts and processes can help organisations understand the various risks that
are inherent in determining and managing ESG requirements. Some ESG-related risks may dovetail with risks that are already on the organisation’s radar. ERM already considers elements like vulnerability, impact and velocity when evaluating risks, that are relevant to ESG.
Existing ERM reporting formats and mechanisms may be utilised to transmit information on performance of ESG-related activities to the Board, shareholders and stakeholders. Decision-making about ERM and ESG risks and opportunities will be helped by having information analysed in the same formats that Board and management have become used to. Four of the five top risks quoted in the World
Economic Forum’s Global Risk Report were environmental or societal. Applying the ERM framework to ESG-related issues is gaining traction.
Failing to manage risks in an integrated manner can lead to negative business impacts, including existential risks to the sustainability of the organisation. ERM effectively incorporates sustainability risks that are of significance to the company and is crucial to the development of resilient business strategies for the long term.
As organisations today face down a business landscape full of seemingly isolated risk events such as cyberattacks, supply chain disruptions, and geopolitical conflicts, they are fast coming to the realisation that these events now tend to be more interconnected and ‘transfer’ and amplify their knock-on impacts onto one another.
Companies that practise ERM are better positioned to ensure organisational agility, resilience and sustainability. Join us in this leading global conference to discuss the challenges surrounding these matters and discover practical holistic ERM solutions to overcome and deal with them.
Expect to gain premier insight into:
- Identifying the key drivers and enablers of performance, strategic success and long-term value creation
- Providing tools to properly identify, understand and respond to Strategic Risks and ESG risks
- Building a sustainable, agile and resilient organisation via effective ERM, ESG and GRC capabilities
- Utilising effective ERM practices to craft and drive disruptive strategies and respond to disruptors
- Managing emerging risks effectively and harnessing potential opportunities arising from these risks
- Establishing and sustaining effective ERM, ESG, GRC and other Oversight capabilities.
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Who should attend
- Chairman, President
- Board Directors and Board Committees
- Executive Directors, Managing Directors
- CEO, CFO, CRO, CSO, CIO, COO, CISO, CTO
- Company Secretaries
- Senior VPs, Executives VPs, VP
- Legal Counsels, Advisors
- General Managers, Senior Managers,
- Managers, Senior Executives of:
- Enterprise Risk Management
- Risk Management
- Strategic / Corporate Planning
- Climate change
- Internal Audit
- Internal Control
- Corporate Strategy
- Business Continuity
- Information Technology
- Human Resource
- Business Analyst