The Importance of Properly Defining Risk for Risk Identification and Quantification
Sim Segal, Managing Director, AON Global Risk Consulting
To align your organization to an enterprise risk management strategy, people and business units have to understand risk in the same way. When risk is properly defined, it can be fully understood and organizational alignment to ERM can germinate. From a unified definition of risk, an organization can understand its own risks in greater detail through establishing a universal system for identifying risk and ultimately quantifying it. In this session, you will learn how to define risk and use that definition to drive a deeper understanding of risk.

Establishing Buy-In: Gaining Support for Implementing ERM
Joe Ghammashi, Chief Risk Officer, Corporate One Federal Credit Union
he key to a successful implementation of an EWRM processes is the buy in from the top, the Board of Directors, the CEO and the C team. To secure this support, the CRO must dispel the myths and misconceptions around EWRM. EWRM is not an audit function, it is not about telling the business managers what they can and can't do, and it is not about restricting the organization’s ability to take risks. It is about helping responsible process and product owners to succeed in achieving their goals and allowing the organization to take advantage of opportunities.

Ensuring Business Continuity through an Enterprise Risk Management Program
David Whatley, Former Vice President of Risk Management, The Home Depot. Sr. Advisor, UTH Advisors
Catastrophies and risks of all magnitudes threaten businesses of all
sizes and industries. No matter what threatens your business, it is
imperative to have executable plans in place that align to your
enterprise risk management strategy and ensure business continuity. In
this session, you will learn how the Home Depot has applied ERM to drive business continuity in the face of risk events.

Business Continuity Planning (BCP) and Enterprise Risk Management - Understanding the overlaps and differences
John Schaefer, President, Global Risk Advisors
Companies that perform enterprise risk management (ERM) assessments
often identify several high priority risks that could result in
significant business interruptions and they review or develop their
business continuity plans (BCP). This session explores how to leverage
BCP efforts to help in ERM, and vice-versa. We will discuss how efforts to measure business impact, establish emergency management structures and improve communication can benefit both programs. By coordinating these two areas companies will be able to more effectively identify, measure and control their risks.


Reducing Risk with Enterprise Event - Response Agility
Rick Dove, Industry Professor, Stevens Institute of Technology
Businesses and enterprises of all kinds today rely on complex networks of resources and relationships. These networks enable necessary performance while bringing new forms of major vulnerability, immeasurable uncertainty and unpredictability. Yesterday’s history provides little visibility and few trends on what can go wrong tomorrow. Strategy based on traditional risk analysis is little more than window dressing and denial. Enterprise systems at risk need optional response capabilities; but choosing which ones and calculating how many is more whistling in the dark. Agile response ability is based on a response architecture that is open ended, evolvable with the threat landscape, proactive as well as reactive, and network counter-sensitive. The nature of network economy vulnerability and agile counter measures will be examined.


ERM Taxonomy Management
Steve Minsky, Chief Executive Officer, LogicManager
This "How to session" will highlight the importance of an ERM
infrastructure and show how to build a naming convention and root caused based classification for managing a risk library specific to their industry, culture and map them to their business processes. Similar to how a "Chart of Accounts" in finance measures the "effects of risks" an ERM taxonomy helps a company measure and report on the "root causes of risks" in a scalable and repeatable manner. This session would further show how to use this taxonomy management is a key enabler to engage operations process owners to uncover and own their risk and to address them with effective mitigation activities.