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

• 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

• The process to follow in developing or enhancing good
  practice Unit Pricing Policies - internal and external documents that should be referenced
• How to expand the Unit Pricing Policy into a training and
  development tool
• Sixteen key Unit Pricing Policies to consider
• Good and not so good Unit Pricing Principles
• The ten key controls that will mitigate the risk of a unit
  pricing error
• How to monitor implementation of the controls
• Unit Pricing reporting - how to raise the profile of the unit pricing team and provide concise and meaningful insights into unit pricing for the Executives and Board

DAY 1 – AFTERNOON SESSION – THE UNIT PRICING GOVERNANCE
FRAMEWORK

• 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
• 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

• Unit pricing complexity – UP cycle, multiple inputs, timing
• What are the risks?
• Operational, financial, strategic, reputation, legal
• Managing these risks
• Prevention better than cure
• An effective risk management framework
• Operational environment controls - people, process and systems
• Preparedness – Processes, procedures, controls, actions
• Reviews, checks, confidence, comfort for Board & Trustees

Refreshments and Networking opportunity for participants.

• Who is conducting unit pricing
• Sourcing of independent prices
• NAV Review
• NAV Governance / Valuation Committee
• Investor Review and Expectation
• Castle Hall’s Global Industry observations

• 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

Lunch and Networking opportunity for participants.

Closing remarks from the Chair

Drinks and networking reception