Assurance that decisions (and contingency) are based on sound understanding of risks
Providing assured optimisation of environmental performance, compliance costs and risks
Helping to inspire teams through improved creativity in process and leadership.
This stimulating evening event (7 Nov) at the Institute of Mechanical Engineers was both heartening (the UK has achieved really impressive CO2 reduction since 1990) and concerning, I’ll explain why. The expert panel of speakers outlined some of the challenges the UK faces in deploying the technologies needed to meet the our (legally binding) targets
In a previous post we looked at the breadth of activities covered by an effective organisational risk framework – illustrating the competency needed in the leadership team, but not offering a view on prioritising. Here we look at risk appetite as being a good starting point for driving value from risk management processes – whether
This question is usually addressed in terms of whether or not “risk’ should be part of the remit of a separate Board committee – reducing to a one-dimensional response balancing the benefits the focussed scrutiny a separate committee can offer against concerns that “risk” then becomes divorced from the more general Board oversight and decision making responsibilities.
It occurs to me that Thomas Edison’s mantra that “good fortune is what happens when opportunity meets with planning” has a corollary, which is as relevant to risk management as the original is to project management. Recognising that the flip side of opportunity is risk, it is perhaps the corollary: “Bad fortune is what happens when