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Risk Management as a Safety Program Tool

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AtlantaSafetyCouncil
AtlantaSafetyCouncil

A review of a systematic decision-making process to manage risk. The objective is to enhance mission performance by minimizing the unnecessary risks (probable losses) while taking the mission supportive risks (probable gains).

Economy & FinanceBusiness
1 of 47
Risk Management (RM) A NEW FRONTIER FOR SAFETY MANAGEMENT
OVERVIEW ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What is Risk Management? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
THE OPPORTUNITY-RISK RELATIONSHIP ,[object Object],[object Object],[object Object]
RISK – THE TWO EDGED SWORD ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Take all the good risks, none of the bad
WHY RISK MANAGEMENT NOW? ,[object Object],[object Object],[object Object],[object Object],[object Object]
THE SAFETY-RISK MANAGEMENT CONNECTION ,[object Object],[object Object],[object Object],[object Object]
WHY SAFETY TAKES THE LEAD ,[object Object],[object Object],[object Object],[object Object]
WHAT SAFETY CAN DO ,[object Object],[object Object],[object Object],[object Object],[object Object]
TIME TO EMULATE THE CORPORATE WORLD ? VP RISK MANAGEMENT Safety * security * fire * health * liability * product *disaster planning/control * AGENCY RISK MANAGEMENT COORDINATOR Safety * security * fire * health * liability * product *disaster planning/control *
THE ARMY’S EVOLUTION ,[object Object],[object Object],[object Object],[object Object]
RISK MANAGEMENT - THE ESSENTIALS
VISION ,[object Object],[object Object],[object Object],[object Object],[object Object]
TRANSITION FROM COMPLIANCE TO PERFORMANCE MINDSET ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
4 KEY RM PRINCIPLES ,[object Object],[object Object],[object Object],[object Object]
BUT.... NOBODY TAKES “UNNECESSARY” RISKS? ,[object Object],The single greatest advantage of RM over traditional risk management is the consistent detection of 50%+ more hazards. 1. Accept No Unnecessary Risks
2. Make Risk Decisions at the Appropriate Level ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
WHAT HAPPENS WHEN AN ORGANIZATION STOPS TAKING RISKS? WEBSTER: “ BUREAUCRACY : A system of administration characterized by lack of initiative and flexibility, by indifference to human needs or public opinion, and by a tendency to defer decisions to superiors or to impede action with red tape.” MAINTAINING A BOLD, RISK-TAKING ORGANIZATION IS ALWAYS A CHALLENGE IN NORMAL TIMES. RM HELPS. 3. Accept Risks When Benefits Outweigh Costs.
4. Integrate RM Into Processes and Planning At All Levels. Operational Process Operational Process Operational Process Loss Control Staff Injects Operational Leaders Add-On Loss Control Occurs Within The Process This is the one we want!!
THE RM 6-STEP PROCESS 1. Identify the Hazards 2. Assess the Risks 3. Analyze Risk Control Measures 4. Make Control Decisions 5. Implement Risk Controls 6. Supervise and Review
Step 1 - Identify the Hazards Process: Emphasizes hazard analysis tools. Adds rigor and early detection. Output : Significant improvement in the detection of hazards (50%+) . Preventive, not reactive 1. Identify the Hazards 2. Assess the Risks 3. Analyze Risk Control Measures 4. Make Control Decisions 5. Implement Risk Controls 6. Supervise and Review
Step 2 - Assess the Risks Process: All hazards evaluated for mission or activity impact. Root causes determined and risk levels assigned. Output: Personnel know the priority risk issues of the organization and of their function. 1. Identify the Hazards 4. Make Control Decisions 3. Analyze Risk Control Measures 5. Implement Risk Controls 6. Supervise and Review 2. Assess the Risks
Step 3 - Analyze Risk Control Measures ,[object Object],[object Object],1. Identify the Hazards 2. Assess the Risks 3. Analyze Risk Control Measures 4. Make Control Decisions 5. Implement Risk Controls 6. Supervise and Review
Step 4 - Make Control Decisions ,[object Object],[object Object],1. Identify the Hazards 2. Assess the Risks 3. Analyze Risk Control Measures 4. Make Control Decisions 5. Implement Risk Controls 6. Supervise and Review
Step 5 - Implement Risk Controls ,[object Object],[object Object],1. Identify the Hazards 2. Assess the Risks 3. Analyze Risk Control Measures 4. Make Control Decisions 6. Supervise and Review 5. Implement Risk Controls
Step 6 - Supervise and Review ,[object Object],[object Object],1. Identify the Hazards 2. Assess the Risks 3. Analyze Risk Control Measures 4. Make Control Decisions 5. Implement Risk Controls 6. Supervise and Review
USING THE 6-STEP PROCESS THE RISK MANAGEMENT CONTINUUM PLANNING OPERATIONS AFTER-ACTION -Deliberate RM -Detailed Hazard ID -Integrated -Largely Time-Critical -Inspections -Interviews -Highly Decentralized -Assess Indicators -After action reviews -Failure reports -Feedback to Planning We try to get most RM done here But continue the process here and here
USING THE 6-STEP PROCESS LEVELS OF EFFORT Little: - Time - Complexity - Risk Lot of: - Time - Complexity - Risk “ TIME CRITICAL” “DELIBERATE” “STRATEGIC” RM is applied proportionate to operational complexity, criticality, and risk!
[object Object],[object Object],[object Object],Integrating the RM Process Overview
WHY INTEGRATION IS CRITICAL? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
THE TWELVE STRATEGIES FOR PROGRAM INTEGRATION ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
THE IMPORTANCE OF PACE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
RM MATURATION ,[object Object],[object Object],[object Object],Overview
APPROACH ,[object Object],[object Object],[object Object],[object Object],[object Object]
RM Strategy Elements ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],RM Strategy Education and Training Options
[object Object],[object Object],[object Object],[object Object],RM STRATEGY A RISK MANAGEMENT INFORMATION SYSTEM (RMIS)
[object Object],[object Object],[object Object],[object Object],[object Object],RM STRATEGY TOTAL RISK ASSESSMENT & CONTROL SYSTEM (TRACS)
[object Object]
RM Leadership Opportunities ,[object Object],[object Object],[object Object],[object Object]
RM Leadership Opportunities ,[object Object],[object Object],[object Object],[object Object]
RM Leadership Opportunities ,[object Object],[object Object],[object Object],[object Object]
RM Leadership Opportunities ,[object Object],[object Object],[object Object],[object Object]
RM Leadership Opportunities ,[object Object],[object Object],[object Object],[object Object]
RM Leadership Opportunities ,[object Object],[object Object],[object Object],[object Object]
HOW TSI CAN HELP ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],A PROVEN RM TRACK RECORD
COMMENTS AND QUESTIONS?

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Risk Management as a Safety Program Tool

  • 1. Risk Management (RM) A NEW FRONTIER FOR SAFETY MANAGEMENT
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10. TIME TO EMULATE THE CORPORATE WORLD ? VP RISK MANAGEMENT Safety * security * fire * health * liability * product *disaster planning/control * AGENCY RISK MANAGEMENT COORDINATOR Safety * security * fire * health * liability * product *disaster planning/control *
  • 11.
  • 12. RISK MANAGEMENT - THE ESSENTIALS
  • 13.
  • 14.
  • 15.
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  • 18. WHAT HAPPENS WHEN AN ORGANIZATION STOPS TAKING RISKS? WEBSTER: “ BUREAUCRACY : A system of administration characterized by lack of initiative and flexibility, by indifference to human needs or public opinion, and by a tendency to defer decisions to superiors or to impede action with red tape.” MAINTAINING A BOLD, RISK-TAKING ORGANIZATION IS ALWAYS A CHALLENGE IN NORMAL TIMES. RM HELPS. 3. Accept Risks When Benefits Outweigh Costs.
  • 19. 4. Integrate RM Into Processes and Planning At All Levels. Operational Process Operational Process Operational Process Loss Control Staff Injects Operational Leaders Add-On Loss Control Occurs Within The Process This is the one we want!!
  • 20. THE RM 6-STEP PROCESS 1. Identify the Hazards 2. Assess the Risks 3. Analyze Risk Control Measures 4. Make Control Decisions 5. Implement Risk Controls 6. Supervise and Review
  • 21. Step 1 - Identify the Hazards Process: Emphasizes hazard analysis tools. Adds rigor and early detection. Output : Significant improvement in the detection of hazards (50%+) . Preventive, not reactive 1. Identify the Hazards 2. Assess the Risks 3. Analyze Risk Control Measures 4. Make Control Decisions 5. Implement Risk Controls 6. Supervise and Review
  • 22. Step 2 - Assess the Risks Process: All hazards evaluated for mission or activity impact. Root causes determined and risk levels assigned. Output: Personnel know the priority risk issues of the organization and of their function. 1. Identify the Hazards 4. Make Control Decisions 3. Analyze Risk Control Measures 5. Implement Risk Controls 6. Supervise and Review 2. Assess the Risks
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  • 27. USING THE 6-STEP PROCESS THE RISK MANAGEMENT CONTINUUM PLANNING OPERATIONS AFTER-ACTION -Deliberate RM -Detailed Hazard ID -Integrated -Largely Time-Critical -Inspections -Interviews -Highly Decentralized -Assess Indicators -After action reviews -Failure reports -Feedback to Planning We try to get most RM done here But continue the process here and here
  • 28. USING THE 6-STEP PROCESS LEVELS OF EFFORT Little: - Time - Complexity - Risk Lot of: - Time - Complexity - Risk “ TIME CRITICAL” “DELIBERATE” “STRATEGIC” RM is applied proportionate to operational complexity, criticality, and risk!
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