Transcript
SPEAKER 1
Risk management is all about setting the right mindset and culture. You can have as many risk registers as you like. But at the end of the day, they won't do the action for you. Equally, having those risk registers is not enough. Identifying your risks is great, and it's a good start. But actually, nothing's going to change because you've written the risk down on a piece of paper. It's all about, actually, how do we manage those risks, and how do we control those risks in the future.
SPEAKER 2
The things have that worked well for us in Network Rail is very much just bringing people together. So I do see myself and the central team as people that can join the dots. And it's an element that the business doesn't often have the capability to do. They're so stuck in their own bit. And I don't mean suck in a negative way, but the pressures of working their own part of the business means that that's where they are. And they don't always have access to other parts of the business or information other parts of the business have. And as a central function, that, for me, is one of the biggest peak value adds we can bring to risk management, to the organisation, is joining people together and helping people to understand what's happening somewhere else in the business.
SPEAKER 3
I'm not doing dedicated risk management. I do it as part of what I do day in, day out. I cannot look at it in an isolated manner.
SPEAKER 4
I do risk management by working with a whole group of what I would call coordinators across Rolls Royce where I work. And that's not just coordinators in one particular part of our business. It's all across the group. It's not just in the UK. It's internationally as well.
So I work extremely closely with them. They are the subject matter experts for their part of the group. My role is to knit together what they're telling me, to help them be prepared, but also to help them communicate their key messages up the organisation and necessarily up to the top of the organisation.
SPEAKER 5
Most importantly, it involves people. And it involves people at all levels in the company. It involves the board in setting what we would refer to as the tone from the top, so what they expect to happen. It involves people in the middle of the organisation. So risk management is managed through the managers in the middle. And it actually involves people from the bottom up who are actually enacting or doing a lot of the risk management, either controls or actions or identifying risks. And that buy-in from the bottom is also really important.
SPEAKER 6
So one of the core things we have in my organisation, which has been incredibly successful, is our approach to training. A number of years ago- in fact, pretty much 10 years ago- we had the- we wanted to look across our part of the organisation in terms of quality of risk management and the understanding of it. And we found, actually, that there was no real barometer to find out how good people were.
So we went against the process. We came up with a process of going out to market to some training. And we found that actually, there wasn't really anything out there that fitted what we wanted. So we created our own risk training in-house.
And we worked on the basis of gamification. So rather than people stuck in a room looking at PowerPoint, they play a series of games- or simulations, as we call them, so people don't think it's too lighthearted- to teach them the process, the behaviours required, and a little bit of information at same time. And it's been incredibly successful to date.
We've shared across sectors, with clients, with people actually in other organisations, full stop. And we're very proud of it. But what we find with gamification is that actually, by people being in teams and having a certain competitive element to it, the knowledge retained stays there far longer. And what is most incredible about it is really the whole business simulation we've put together. It was meant for a very wide and diverse population. So pretty much everyone within the company, at some point in their life, has sat through it. And we're very proud of it.