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HR Risk Summit 2008
Date	Tuesday 13 May 2008
Venue	Holiday Inn London Kensington Forum, London SW7 4DN

Day 1

Tuesday 13 May 2008

 

0830 Coffee & Registration

 

0900 Chairman’s welcome and opening remarks

Nick Mann, Head of Group Fraud, Risk and Security, Vodafone

0905 Opening address: The threat of pandemic flu: how must HR respond to crisis?

Bruce Mann, Head of Civil Contingencies Secretariat, Cabinet Office

0945 Vital legislative update: corporate manslaughter: are you risking litigation?

1. What are the particular hotspots for litigation?
2. Who is directly responsible and culpable?

David Whincup, Partner & Head of London Human Capital Department, Hammonds

1015 Risk management within an organisation: HR’s role in fraud and security strategy

1. Getting to grips with the threats: separating benign and malicious threats
2. What should your threat management model look like?
3. What responsibilities do you have? Essential, optional & undesirable
4. Developing a vetting strategy; what options are there?
5. Vetting for; expertise, skill-sets, aptitude testing/talent spotting & training
6. Overcoming common errors in your risk management strategy

Nick Mann, Head of Group Fraud, Risk and Security, Vodafone

1045 Coffee break and exhibition

 

1105 The critical role of HR in pandemic planning; ensuring you are fully prepared

1. How HR can help your business prepare for a pandemic
2. Will your current working conditions and policies be appropriate during a pandemic?
3. Your communication channels during a pandemic
4. Coping with the aftermath; assisting the business getting back to 'business as usual'
5. Lessons to be learnt from pandemic planning

Philippa Cox, Head of HR Consultancy, Abbey

1135 Corporate responsibility as risk management: the role of HR

1. Managing risk from social, political, environmental, ethical & human threats to your organization
2. The importance of corporate responsibility in attracting & retaining talent
3. How can you effectively communicate with your staff?
4. What must you do to encourage transparency and make values live?
5. The difficulties of managing complex social & ethical risk
6. What are the risks of the current approach to corporate responsibility?
7. Overcoming the challenges of developing a different management cadre

Peter Davis, Co-Director, Ethical Corporation Institute

1205 What does a risk-based approach to HR really mean?

1. What are the drivers of risk society?
2. Scenarios: strategic planning for a risky future
3. HR risks and opportunities: M&A, voice, CSR
4. Measuring risk potential: what should HR focus on?

Dr Johan Siebers, Former Group HR Communication Manager, Shell; Associate, Tosca Strategic Consulting

1255 Lunch; The Great HR Risk debate: This house believes that “by embracing risk, HR guarantees its future”

Delegates will have the opportunity to discuss this issue over lunch and an interactive vote will be taken, the results of which will be announced at the end of day 2.

1355 Avoiding the legal pitfalls: dealing with bullying and violence in the workplace?

1. Bullying & violence within your workforce: what steps must be taken?
2. What is the recent case law?
3. Bullying & violence from your customers: where does your responsibility begin and end?

Gareth Edwards. Solicitor, Employment Group, Reynolds Porter Chamberlain

1425 HR’s role in crisis management: lessons learnt from the Buncefield oil depot explosion

1. Disaster recovery: what needs to be done
2. The human factor: dealing with employees and relatives during and after a crisis
3. Communicating successfully in an emergency
4. Managing the aftermath: getting employees back into work and coping with backlog
5. Working with other functions to mitigate the effects of crises

Helen Hall, HR Director, Central Functions, DSG International

1455 Afternoon tea

 

1515 Business as usual: the use of business continuity planning in minimising impact to the operation of your organisation

1. The changing priorities for Business Continuity Management
2. Protecting the organisations greatest asset, ‘the staff’
3. Maintaining critical operations with a reduced workforce
4. Achieving your business needs whilst managing industrial action situations
5. Mitigating risk by having a working partnership with trade unions.
6. Adequately training your staff to run a skeleton service in the event of disruption

Tony Swift, Head of Business Continuity Management, Intelligent Processing Solutions Limited (a Unisys company)

1600 Overcoming and minimising the impact of stress in the workplace

1. Assessing the safety hazard of an employee under duress
2. Reducing the effect of underperformance due to stress
3. Identifying and dealing with presenteeism

Angela Whitehead, Health Director, BP

1645 The extent and causes of stress in the workplace: the Metronet Rail report

1. The results of the Metronet Rail stress survey
2. Translating that knowledge into a workable policy
3. Working with other functions to create a comprehensive policy

Marjory Fish, Occupational Health Manager, Metronet Rail

1705 Wrap up: end of Day 1

Exclusive networking reception
An excellent opportunity to build on an extensive and informal network of specialist contacts, thus providing an invaluable chance to learn from peers and industry specialists both during and after the event. Do you want to access this premium audience? Then why not sponsor this reception? Call or email Guy Otty for details of this and other marketing opportunities at this prestigious event.
Tel: +44 (0) 1983 861133 Fax: +44 (0) 1983 861144 or email: guy.otty@bfi.co.uk

Day 2

Wednesday 14 May 2008

 

0830 Coffee and registration

 

0900 Chairman’s welcome and opening remarks

Mark Edelsten, Director, Performance & Reward, Ernst & Young

0905 Opening address: what risks should you be looking out for?

Crispin Black, Terrorism and Organised Crime Expert, Author of 7/7; What Went Wrong?

0935 Kidnap for ransom: what should be in place and what is the impact on the HR function?

1. What is the impact of a kidnap on an organisation?
2. What resources are required to manage the participants?
3. PR and Internal Communications
4. The need for training
5. What lessons can be learnt from recent case studies?

Mark Harris, Global Team Leader, ASI Global Response

1020 Current challenges for HR risk: the HSE perspective

Gaynor Coldrick, HR Director, Health and Safety Executive

1050 Data protection: avoiding extensive legal, reputational and regulatory risks – an IT approach

1. Data protection; what you need to know
2. Complying with national, international and EU regulations
3. Legal risks of sharing of information between companies
4. Preventing data leakage
5. Ensuring your breach notification systems are effective
6. Essential considerations in outsourcing, off-shoring and transporting sensitive information
7. Minimising exposure and making sure only the right people can access sensitive information
8. Dealing with the problem of staff infiltration and abuse within your company

Mohamed El Harras, Group ICT Security Adviser, Vodafone

1120 Coffee break and exhibition

1140 Minimising the risk in recruitment: capitalising on your strategy

1. Targeting your recruitment strategy; getting the right qualifications and experience into your organization
2. Making your recruitment policy cost effective and efficient
3. The role of Employer reputation in maximising the quality of candidate application

Mary Canavan, HR Director, British Library

1225 Alleviating the risk of skill loss by optimising staff retention

1. How do you identify your areas of skill loss?
2. What threats does the financial sector face?
3. What risks did CMC Markets face?
4. How were these prevented from escalating?
5. The benefits of staff retention: how can you avoid risk from skill loss?

Anne Stevens, Global Head of HR, CMC Markets

1310 Lunch (networking and exhibition)

 

1410 Effective risk management strategy for your talent pool

1. Selecting the right people; making sure the board can adapt to the contemporary business environment
2. Does your business strategy reward talent?
3. How to identify what talent is lacking from your organization
4. The use of Key Performance Indicators in monitoring the success of talent
5. Getting to grips with your talent pool
6. The use of specialists in improving existing business functions
7. Developing training which encourages product innovation
8. Quantifying the financial advantages of talent management; are metrics necessary?
9. Engaging your line managers to identify and encourage talent

Mark Edelsten, Director, Performance & Reward, Ernst & Young

1455 Afternoon tea and networking

 

1515 How can HR prepare and deal with major incidents overseas

1. What are the risks to your organisation?
2. Composite risks; planning effectively for the worst case scenario
3. Co-ordinating Head Office and overseas communication during and after a major incident
4. Ensuring all staff are accounted for
5. Disaster recovery; what needs to be done?
6. Managing trauma; do’s and don’t of providing counselling after incidents
7. The human factor; dealing with employees and relatives during and after a crisis

Paul Milliken, HR Leader UK, Shell

1555 Results of interactive vote and panel debate: developing a crisis management capability within HR

1. What competencies are required?
2. Where does your responsibility begin and end?; morally and legally

Bruce Mann, Head of Civil Contingencies Secretariat, Cabinet Office
Peter Power, Managing Director, Visor Consultants
Dr Johan Siebers, Former Group HR Communication Manager, Shell; Associate, Tosca Strategic Consulting
Mark Edelsten, Director, Performance & Reward, Ernst & Young

1700 End of summit