Global Conference 2020

A ship in harbor is safe — but that is not what ships are built for.” — John A. Shedd

Why must you attend this event?

Pandemics. Political turmoil. War. Natural disasters. Strategic disruption. Damage. Destruction. How do you anticipate and plan mitigative measures for such events? How do you plan for business continuity amid the uncertainty and constant upheaval? The best way may be to equip yourself with as much knowledge as possible, from people who can speak from personal and professional experience.

You need to know the state of the world’s economy, where the social, technological, political and economic hotspots are, and what dynamics are expected to develop. The threat landscape is constantly changing, new crises are continually emerging. We are only now beginning to see the damage and chaos emanating from years of environmental neglect, as climate change manifests. On other continents, fractious US-China trade relations have been eclipsed by attempts to re-ignite conflict in the Middle-East, and Western Europe is still reeling from Brexit.

New threats materialise every day. Fraud and corruption are rife; no sooner is one leak plugged, than another one emerges. Very often, the greatest threat comes from within, with people in positions of trust doing the greatest, and most lasting damage.

It would seem that the corporate and profitability race, increasingly IT-enabled, is being run faster than ever; corporate governance and ethics can get sidelined in the scramble to come out on top. Are we applying the right values or sacrificing them for expediency? More transparency in business is critical but how do firms navigate between greater disclosure and confidentiality, when they need to maintain a competitive edge?

In an environment where the main tools are simultaneously enabling transactions at the speed of thought and exploiting business vulnerabilities, CEOs and CROs have sleepless nights over the possibility of hacking, data breaches, and various crippling cyberattacks that cause major disruptions.

Two decades ago, technology was touted as the answer to preparedness; but today, time and resources seem to be channelled more towards just trying to identify the next cyberattack, or contain the fallout of the next data breach. What impact will this have on the business and its sustainability? More and more, seemingly disparate factors are becoming interconnected; our approach to risk needs to change, so that risk management can permeate businesses further and deeper.

This year’s IERP Global Conference, the 7th Edition, offers a macro perspective of the state of the world today, then turns the spotlight on emerging risks around the world. It talks about the element of trust in corporate liability, and how much Board Reporting is really enough. The Conference also deep-dives into the area of cybersecurity and artificial intelligence, and argues that even in the midst of raging technological storms, clouds may still have a little silver lining, and firms could turn digital risk into competitive advantage.

Experts will advise how to up the stakes on risk management, and do a little crystal ball gazing to spot challenges in the immediate future, and speak on the importance of being prepared for financial disasters. It may appear mercenary, when so many are suffering, to look for opportunities where threats appear, but the current state of the world should be considered a learning experience, and the main takeaway should be that these are the examples NOT to follow, if disruption is to be overcome, and irrationality remedied by common sense.

Expect to gain premier insight into:

• Identifying the key drivers and enablers of disruption
• Providing tools to properly identify, understand and respond to Strategic Risks
• Building a sustainable, agile and resilient organisation via effective ERM and GRC capabilities
• Utilising effective ERM practices to drive disruptive strategies and respond to disruptors
• Managing emerging risks effectively and harnessing potential opportunities arising from these risks
• Establishing and sustaining effective GRC and Oversight capabilities.

Who Should Attend

• Chairman, Presidents
• Executive Directors, Managing Directors
• Directors, Assistant Directors
• Board and Committee Members
• Company Secretaries
• Senior VPs, Executives VPs, VP
• Corporate Legal Counsels, Advisors
• Regulators
• General Managers, Deputy Manager,
• Partners, Associates
• Senior Executive, Managers of:

o Enterprise Risk Management
o Risk Management
o Strategic Planning
o Credit Risk
o Project Management
o Internal Audit
o Internal Control
o Corporate Strategy
o Finance
o Business Analyst
o Etc.

Testimonials from Past Conferences

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