1. The new Culture Club: building resilience from within Jacinthe A Galpin, Chief Risk & Audit Officer, Department of Justice & Regulation

2. Why is culture important? Companies with unsupportive cultures and poor strategic alignment underperform. Culture is fabric. It is built up brick by brick, over time, with consistency, patience and encouragement. It outlasts any process. Culture trumps strategy and leadership. A strategy only works when it is supported by the culture. Organisational success comes, in part, from recognising the cultural attributes needed to succeed.

3. The science behind successful cultures Behaviour What guides behaviour? Rules? Values? What is the pressure to conform?

4. The science behind successful cultures Behaviour What guides behaviour? Rules? Values? What is the pressure to conform? Meanings How do systems of meanings guide behaviour? Are meanings shared / public or driven by personal interest?

5. Culture 1: CHAOS Independence Weak Governance Spirit CHAOS Systems of control SLEEP WALKER Common governance

6. Culture 2: SLEEP WALKER Independence Weak Governance Spirit CHAOS Systems of control SLEEP WALKER Common governance

7. Culture 3: COMPLIER Independence Weak Governance Spirit CHAOS Systems of control SLEEP WALKER COMPLIER Common governance

8. Culture 4: ENGAGED Independence Weak Governance Spirit CHAOS Systems of control SLEEP WALKER COMPLIER ENGAGED Common governance

9. Shifting culture Define Align Manage

10. Shifting culture: Define Define Evaluate your current culture and performance Clarify your vision Clarify values and expected behaviours

11. Shifting culture: Align Clarify strategic priorities Engage your team in SMART goals Clarify and track key measures Align

12. Shifting culture: Manage Maintain a management system for priorites and goals Management of communication habits and routines Build motivation throughout Manage

13. Shifting culture: Manage Maintain a management system for priorites and goals Management of communication habits and routines Build motivation throughout Manage

14. Case Study: Justice & Regulation Sleep walking with a touch of chaos 2011 Sleep walking with pockets of compliance 2012 Largely compliance with some engaged business units 2013 Half / Half between compliance / engaged 2014 Work in progress 2015 Establishment of Risk and Audit Directorate Revamped policies, frameworks and tools Establishment of centralised risk reporting and analytical tool Establishment of risk management capability framework and conduct of risk culture survey Implementation of risk survey findings, increased focus on maturation of content, uplifted capability

15. The new Culture Club: building resilience from within Jacinthe A Galpin, Chief Risk & Audit Officer, Department of Justice & Regulation