21-22 October 2026, Sydney
Confirmed Topics
Mitigating the risks of organisational change management effectively
- Making risk management a key consideration in change management processes
- Ensuring that planned organisational transformations are conditioned by risk appetite
- Collaborating effectively with organisational development leaders as a risk team
- Controlling the pace of change according to the associated risks of transformation projects
- Adjusting change management procedures for risk informed decision making in future
Panel Discussion:
Navigating the key challenges for risk managers in government agencies
- Creating risk strategy around the unique challenges of public service agencies
- Adjusting your risk management approach to align with sudden shifts in priorities
- Utilising key risk resources and opportunities available to public agencies
- Surviving machinery of government changes with minimal realised risks
- Engaging ministers and executives to take risk seriously in their decision making
Integrating artificial intelligence and generative AI as a tool within your organisation
- Adopting AI as a strategic tool as the technology and its risks become more complex
- Building a business case for integrating AI technology into your risk management practices
- Organising your AI usage around key ethics and governance considerations
- Verifying the security and privacy of your AI platform for lower risks on integration
- Energising your approach to data collection, analysis, and representation with AI support
Developing a useful approach to risk appetite in organisational strategy
- Working alongside organisational leaders to accurately determine risk tolerance
- Organising risk appetite statements according to realistic and achievable tolerance windows
- Reducing delays in decision making with actionable risk tolerance statements
- Developing understanding of risk appetite within executive leadership
- Supporting constructive risk taking within the limits of governance and policy responsibilities
Steering organisational success with meaningful Risk-Based Decision-Making practices
- Transforming risk tolerance policy into practical and timely organisational action
- Taking both implementation risks and opportunity costs into account in decision making
- Responding constructively to misalignments in risk appetite and ultimate decisions
- Producing accurate data and risk projections based on previous project delivery outcomes
- Generating organisational success with risk based decision making, in addition to preventing negative outcomes
Conducting effective risk management during an era of geopolitical instability
- Scoping the underlying drivers of geopolitical instability in the current global system
- Placing Australia in geopolitical context to assess flow-on implications for risk managers
- Observing the impact of dynamic geopolitical shifts for a range of key risk areas
- Reviewing guidance and ongoing updates from key diplomatic and security agencies
- Tapping into expertise to understand the implications of ongoing global conflict
Communicating about risk effectively with key stakeholders
- Setting planned communications on risk in the context of underlying key deliverables
- Tackling the topic of risk management in terms that resonate with your audience
- Allowing ongoing risk conversations to develop in line with feedback
- Locating the key objectives of risk communications to ensure objectives are met
- Keeping risk communications short and actionable
Managing the substantial risks of supply chain disruptions
- Assessing the particular risks that supply chain disruptions pose to each organisation
- Developing a “hedge” against supply disruptions within clear tolerance ranges
- Accounting for any resources or regulatory constraints provided by the government in risk
- Preparing for potential supply chain risks in the coming future
- Transforming your approach to supply chain risk with informed risk-led decision-making and operational strategy
Engaging your senior executive leaders as risk management advocates
- Communicating your perspective on risk to time-poor leaders
- Introducing readable data and other evidence to support your case
- Pinpointing areas where risk tolerance is currently disproportionate to appetite
- Selling your executive leaders on preventative risk management for constructive outcomes
Conducting practical and effective business continuity planning in the age of black swans
- Achieving buy-in for a BCP proportional to identified risk appetite
- Conducting effective risk assessments and data collection
- Tooling your Business Impact Analysis (BIA) to practical risks and priorities
- Organising a robust BCP with clear procedures for managing realised risks
- Reinforcing your BCP plan with effective training and regular updates
Refining your data analysis system for effective risk management practice
- Mining data across the organisation for key insights and risk red flags
- Analysing organisational data with emphasis on lead indicators
- Upskiling your risk managers and duty holders to utilise new technologies including AI
- Leveraging your new risk data as an invaluable support when seeking additional resourcing
Mitigating cybersecurity risks in a rapidly evolving environment
- Identifying the resilient and emerging cybersecurity risks relevant to your organisation
- Developing risk-led cybersecurity and IT systems with support from internal experts
- Ensuring new cyber threats from emerging technology, such as AI, are accounted for
- Advancing your organisational cybersecurity risk strategy with support from key stakeholders
Aligning your organisation and its people to a shared risk management vision
- Setting a foundational expectation around risk to enable effective decision making
- Creating risk awareness and encouraging caution around potentially risky behaviour
- Reaching out to other business areas on risk as a key partner
- Adjusting your risk strategy per feedback and expectations of key organisational stakeholders
- Managing risks across the organisation with effective training and development
Engaging in key procurement risk management within the current environment
- Tackling the key roadblocks preventing risk-conscious procurement function
- Ensuring your procurement decisions provide proactive protection from reputational risks
- Adjusting your approach to the tendering process for an additional risk control
- Countering the project delivery risks involved in vetting of vendors
- Helping your procurement function to address key risks and deliver services effectively
Achieving your risk management benchmarks as budgets get tighter
- Reaffirming the importance of risk-based decision making to your leadership teams
- Incorporating existing data and intelligence from other agency functions and prior audits
- Seeking out key supporters from other teams, agencies, and relevant regulatory agencies
- Keeping risk relevant in the eyes of leaders by prioritising significant and visible threats first
Managing the substantial long-term risks of climate change within your organisation
- Forecasting long-term climate change risks as you seek support to fund prevention strategies
- Lending support to high-risk areas of the organisation as climate effects worsen
- Integrating key climate risk controls into your strategy with support from executive leaders
- Reporting accurately around organisational environmental governance to exceed compliance
- Transforming your current risk heat maps, dashboards, and other indicators for climate risk management
Improving your internal reporting for timely and informed risk-led leadership decisions
- Determining most effective reporting style for action based on prior experiences
- Engaging with key decision-makers in your executive team and audit committee
- Summarising your advice and findings based on key success indicators
- Incorporating risk reporting as a regular practice in your organisation
Overcoming siloing within your organisation for streamlined risk management
- Starting the conversation around shared services and breaking down silos
- Investigating key strategies and/or technology that reduce siloing
- Locating key barriers to collaboration with caution around regulatory or privacy concerns
- Organising to overcome data and resource siloing for effective risk-informed decision-making
Retooling your risk management controls across the organisation
- Transforming your risk management strategy from reactive to proactive with key controls
- Organising your risk strategy to spread duties and responsibilities across the organisation
- Outlining control strategies and risk-conscious behaviour for frontline staff
- Leading your organisation to a structured and sustainable risk control strategy
Creating legible and useful data representations to assist in evidence-based decision making
- Visualising key data that motivates effective and timely decision making
- Analysing datasets for any indicative trends that can be drawn out
- Scoping your risk data representations around existing business priorities
- Undertaking additional data collection and visualisation based on initial outcomes and leadership priorities
Collaborating effectively with your audit function as a risk management professional
- Negotiating the different perspectives of auditors and risk specialists effectively
- Engaging your audit function to increase data collection and provide mutual benefit
- Reporting risk according to the expectations and requirements of Risk and Audit Committees
- Designing risk and audit functions as key strategic partners in steering organisational strategy
Maximising the agility of your risk management approach
- Designing your risk strategy around the key principles of agile processes
- Engaging organisational leaders to shorten time-lag of key risk indicators
- Nourishing your duty holders with deeper expertise for dynamic risk-based decision-making
- Tooling the precision of your organisational risk policy to improve and shorten decision cycles