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The Role of the Board in Oversight of Enterprise Risk
This webinar highlights the evolution of Enterprise Risk Management (ERM), the importance of ERM in meeting board fiduciary responsibilities, and the rationale and mechanisms for ensuring effective risk management through the board.
Why Should You Attend:
Enterprise Risk Management (ERM) is increasingly recognized as an important element of managing risk in a manner that optimizes value for the overall organization. This webinar introduces the principles of ERM and distinguishes ERM from the more general concept of “risk management”. The presentation then builds upon this background to address the role of the board in risk management in general and Enterprise Risk Management in particular.
This 90 minute session will take you through the principles of ERM and the associated responsibilities and mechanisms for effective risk oversight by the board. At the end of this webinar, the speaker will handle your specific questions related to the topic.
Areas Covered in this Webinar:
- The role of effective risk management in maximizing organizational value.
- Challenges for and shortcomings of traditional risk management.
- The role of ERM in filling the gap in effective risk management.
- Principles for implementing effective risk management.
- The role of the board in monitoring institutional risk through ERM.
- The role of the board in oversight of ERM management processes.
Who Will Benefit:
- All board members
- Executives responsible for communicating risk considerations with the board of directors
- Executives making decisions entailing potential risk for the enterprise
- Risk officers
- Internal Auditors
- Financial officers
Dr. Doug Webster, spent a 21 year career in the US Air Force, a third of which was served in major weapon system acquisition and systems engineering. He also has nearly 2 decades of management consulting experience advising federal and state agencies, as well are private sector organizations, on management best practices. Aside from his consulting experience, Dr. Webster has also returned to the federal government on several occasions. In 2004 he served with the Department of Defense in Baghdad, Iraq and the Principle Finance Advisor to the Iraq Ministry of Transportation. In 2007, he was appointed by the President and confirmed by the US Senate to serve as the Department of Labor’s 4th Chief Financial Officer. In 2009 he returned to the Department of Defense, where he served as the Deputy Director of the DoD Business Transformation Agency.
Dr. Webster holds a BS in Engineering, a MS in Systems Management, and a Doctorate in Business Administration. His doctoral dissertation on cost management provided new insights into the linkages between activity based costing and strategic planning. He has also implemented corporate-wide performance management systems and led multiple strategic planning initiatives. He is co-author of the books Activity Based Costing and Performance, AMS, 1994, and Chasing Change: Building Organizational Capacity in a Turbulent Environment. He currently has a third book under contract on the topic of risk management. Dr. Webster is a member of the board of directors of Pentagon Federal Credit Union (PFCU), a $15B financial services organization, chairs the PFCU Real Estate Committee with oversight of a 2000 agent realty operation, and is co-founder and current president of the Association for Federal Enterprise Risk Management.
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