1. Securing Engagement in Risk Management Mark Scrivener Corporate Risk Manager 16 th October 2013

2. My role Business Risk – covering mainly divisional level upwards Work with heads of specialist areas – e.g. Health & Safety, business continuity, audit Develop Risk Management framework, policy, guidance & training Previous life – witnessed operational Health & Safety risks Thoughts on my experiences from my first year in post at KCC

3. Why dont managers engage? Risk Management seen as a blocker not an enabler Bureaucracy and process – compliance mode. Cure before prevention – more attention on what has gone wrong than what might go wrong. Appropriate solutions hard work to develop and articulate Afraid to flag risks – means youre not competent. Try and fix before anyone finds out. You cant put that in the register! Too much subjectivity – need quantitative analysis Dont see the benefits - the So What? factor

4. Approach to gaining engagement (1) Sell the benefits – not just about compliance. Essential part of management Align with business planning, performance etc. so people get it Make accountability clear Keep it simple – e.g. risk matrix Be visible and approachable – direct contact with senior mgmt Corporate Risk Teams role – Agitator not administrator Whos on board and who needs to be – stakeholder analysis

5. Approach to gaining engagement (2) Value is in the process not the product Risk Register: focus on action Capture and use intelligence appropriately Escalations and delegations Timing – e.g. risk in transitional times. Proportionate monitoring and appropriate use of technology – e.g. GRACE Outline roles & responsibilities for everyone

6. Risk Leadership Accepting ownership of, and accountability for, risk Encouraging risks and near misses to be reported Modelling the right behaviours - how do we respond to bad news? Articulating risk appetite – increasing now? Understanding that risk can rarely be eliminated Risk Management as part of good management

7. Business Risk Management and Health & Safety Principles are similar Risk Management cycle – identification, assessment, evaluation and review KCC Impact Assessment matrix – H&S perspective as part of business risk assessment. Quarterly Performance Report – H&S incidents and sickness levels reported Potential difference regarding perspective on risk appetite? Potential tension: could moving at pace and budget reductions lead to cutting of corners?

8. Finally… Any questions or comments? Mark.scrivener@kent.gov.uk 01622 696055