Registration of attendees.

Opening remarks and addressing attendees by the Chair

DAY 1 – MORNING SESSION – KEYNOTE ADDRESS, LESSONS FROM THE ROYAL COMMISSION, SPEED TO MARKET AND HOW TO MANAGE CAREER PROGRESSION IN UNIT PRICING

• The different objectives of regulators and consultants
• Where there is complete agreement on the unit pricing
  framework
• The grey areas
• Where there can be different views

• How the Trustees can be faced conflicts of interest
• Are Trustees always able to access the levels of unit pricing skills and experience required to discharge their fiduciary duties
• When can the Operational Risk Reserve be accessed to compensate members
• Areas of concern the Royal Commission may have missed

Refreshments and Networking opportunity for participants.

• Do we need to strike unit prices more frequently than daily
• Should unit prices be struck monthly or weekly
• What are the impediments to changing the industry norm of daily pricing
• Who would be the beneficiaries of any changes
• What would be the drivers of change

• The corporate ladder in perspective for the new entrant
• Views from successful people on “how to climb the corporate ladder”
• Where does responsibility for career progression for a unit pricing analyst lie
• Why personal development is important for a unit pricing analyst but is not necessarily the complete answer
• What “career progression” can mean to different people within an organisation

• Why every organisation must have an error rectification plan
• What a plan might look like
• “Must haves” for an error rectification plan
• Communication with the Board and the regulator, why, when and how

Lunch and Networking opportunity for participants.

THE UNIT PRICING BREACH REGISTER AND RISK REGISTER

• Why a breach register is required
• The importance of documenting “near misses”
• Examples of near misses
• The relevance of the enterprise risk register to the unit pricing function
• Exaamples of a well constructed breach register and risk register

• Essential policies
• Why policies can be different between different organisations
• Can we have too many policies
• Examples of good and not so good unit pricing policies

Refreshments and Networking opportunity for participants.

• The basic principles for a robust unit pricing governance
  framework
• Corners not to be cut
• Balancing the need to control costs with the need to have strong controls
• How to convince the organisation that the costs of strong controls are justified

• The “must haves” and “nice to haves” from a governance
  perspective
• Expectations of the regulator
• Are unregulated entities able to adopt a lower standard of governance
• The importance of unit pricing principles overlaying unit
  pricing policies
• Unit pricing reporting for senior managers and the Board

Closing remarks from the Chair

Drinks and networking reception