Integrated Risk Management Principles
Everyone has heard about breaking down silos, but what does it really mean with respect to risk management, and more importantly, how does one do it? Many companies are guilty of creating or maintaining “silos” in their organizations. Some industries seem to be more prone to it than others. Risk management can be fairly useless if the process is not integrated across all functions of the company - and that means horizontally as well as vertically. A lot of time and resources can be saved by setting up the right framework at the beginning, or by pinpointing some flaws in an existing structure. It will make a difference.
Dates: November 21, 2014
Time: 6:00 pm - 9:00 pm
Location: 688 Sherbrooke West
Fee: $ 695 CAD plus applicable taxes
Learn the fundamentals of risk management and the significance of integrating it across a company. This workshop will examine what organizational structure will work best for your company, how to articulate roles and responsibilities, define what is meant by “risk tolerance”, and what kind of reporting and metrics a company should strive for. Specific exercises will be centered around how a company can build a solid foundation with scarce resources.
Who Should Attend
Risk managers, Insurance purchasers, Compliance officers, Legal counsel
At the end of this workshop the participants will be able to explain:
- What “Integrated Risk Management” is
- Why it is essential to a company’s overall approach to analyzing its exposure to risk
- How to structure an Integrated Risk Management system
- Risk management basics
- Difference between risk analysis and risk management
- Organizational structure
- Roles and responsibilities
- Appetite for risk
- What does integrating a company’s management systems mean anyway?
- Why is it essential?
- How does one explain it?
- Breaking down the silos
- What is the ROI?
- Keeping the process simple
- Roles and responsibilities
- Involvement of risk analysis: when, how, why
- Are you buying, selling, or both?
- Significance of warranties, guarantees, indemnification and liability
- Relationship to insurance
- How to write an effective insurance clause in a contract
- What kind of insurance is required, of whom and why
- Special issues: certificates vs. additional insured, limits, other tricks
- Ongoing responsibilities
Carole Gates, J.D.
Ms. Gates has over 20 years of experience in risk management and insurance in both public and private sectors of the industry. She obtained her B.Sc. in Business Education at the Valley City State University and her Juris Doctorate degree at the University of North Dakota.
In 2005 Ms. Gates joined the International Air Transport Association (IATA) in Montreal as Director of Risk Management and Insurance. She has represented IATA on the industry’s Aviation Insurance Clauses Group (AICG) in London and serves as an observer to the International Civil Aviation Organization (ICAO) on liability insurance issues affecting the air transport industry. She has developed an aviation insurance and risk management training program and advises several IATA divisions on industry risk management and insurance issues.
All cancellation & substitution requests must be made in writing. The following Cancellation Policy applies:
Up to 14 days prior to the start date: Full refund
7 days prior to the start date: Refund minus $100 Cancellation fee
Within 7 days of the start date: No Refund, however suitable participation substitution will be permitted
If no notice is given prior to the start of the event(s) and you fail to attend, you will be liable for the full course fee.
McGill SCS reserves the right to cancel an event up to 5 days prior to its start.
E-mail: pd [dot] conted [at] mcgill [dot] ca