• Enterprise Risk Management (ERM) at the CRA
• ERM and the COVID-19 Pandemic at the CRA
• International Collaboration
• Security Waivers as a Case Study

As the world continues to be in the throes of a global movement of anti-Black racism, many organizations are looking for ways to join in the fight for equality and justice. Although civic sentiment and social action is commendable, organizations may be underestimating the need to fight for equality and justice within the four walls of their offices and cubicles. Organizations that fail to act in clear, measurable ways to meet the moment will face an ever-increasing negative risk that has a potential, dire consequence for C-suite executives and their organizations

Government entities are not excluded from this call to action. If they overlook and/or ignore the issues within their spaces, they will likely face fallouts such as lower engagement scores, higher sick days and disability leave, increase grievance and human rights violation and poorer customer/citizen service to name several

This session addresses these potential risks for government organizations in detail and ways to avoid or mitigate their impact to their BIPOC staff and organization at large. Key foci will include the following:

• Discussing Racism within the Enterprise
• Defining Anti-Racism, Allyship and Inclusion
• Assessing Racism through Risk Analysis
• Discussing Key Impacts
• Discovering Key Corrective Actions

• Common risk assessment methods and why they don’t work
• Expert knowledge and its constraints
• What we know works
• Overcoming inter/intra organizational barriers
• Calibration testing

• ERM is a one-stop framework to manage any organization
• Understanding one key concept to kick-start or evolve your ERM
• Misconceptions and fighting risk management legacies
• Critical building blocks for your inaugural implementation
• The importance of iteration in an ERM program

Organizations see their fair share of successes and failures – risk management being a key contributing factor to both successes and failures. PSPC is no exception. The challenging roll-out of the Phoenix pay system, the ongoing rehabilitation of Parliamentary Precinct buildings and the massive mobilisation of PPE and vaccines in response to the pandemic over the last year are just a few examples. To improve its odds of success, to help build its resilience to weather storms, and to provide decision-makers with valuable information, PSPC has been undertaking a review and modernization of its risk management approach and taking steps to transform its risk culture. This session will explore some of the key ARTFUL elements of this approach which is still very much a work-in-progress

• Accessible – Adopting a philosophy that risk management is everyone’s responsibility, we aim to keep it simple to use and relatable to everyone
• Relevant – Adapting and evolving are the name of the game, we travel towards our future by looking forward
• Tailored – Ensuring that the diversity and complexity of the department’s business lines see themselves in the approach and can adapt it to their specific and evolving needs
• Fun – Not taking ourselves too seriously is at the foundation of our outreach strategy so we aim to make tools memorable, engaging and interactive
• User-centric – Informing our strategy and our tools by what our users need is at the heart of our approach where users are in the driver’s seat
• Learning-based – Creating safe spaces where everyone is a teacher and a learner so that there is no such thing as failure, only opportunities to learn

• Your Risk Team and their Function: How to leverage your risk team
• Risk during a Crisis
• Emergency Operation Centres, Communication and Risk
• Risk Management and Re-Opening