Slide 1

Risk management systems control risks in order to enhance performance. Viable risk management systems can be complex, with many benefits, but our summary model is:

Z/Yen works through the seven elements of the viable systems model with clients in order to deliver viable risk management systems, e.g.:

 

System Module

 

Managers

 

Central Risk Unit

 

Inputs

 

Training, risk assessment data, knowledge management ‘nets’

 

Selection, scheduling, incident alerts, near misses

 

Processes

 

Day to day management, peer reviews, project management

 

Risk assessments, premium calculations, risk/reward models

 

Outputs

 

Safer operating procedures, reduced process variability, fairer appraisal mechanisms

 

Reduced insurance premiums, better risk practices, improved performance

 

Feedback

 

League tables, benchmarking, premium costs, risk databases

 

Financial results, perceived fairness, risk publications

 

Feedforward

 

Premium reduction agreements, new behaviours

 

Strategic direction, corporate ‘scorecards’

 

Monitoring

 

Operational improvements, standards accreditation

 

Improved management information, internal market

 

Governance

 

Board direction, cost of capital charges

 

External pricing mechanisms, e.g. captives and re-insurance

 


For example, in one organisation, each project, site and legal entity obtains a notional insurance premium from a central risk management unit. The premium covers the manager of the entity from a variety of financial and operational risks, permitting him or her to achieve P&L objectives within a framework of calculated risk. Some of the risks are financial, others are softer, e.g. damage to prestige or loss of quality certification. Managers reduce risk, often using best practice from elsewhere in the organisation, but must notify the central risk management unit of possible claims within short timescales, providing new information on near misses. The central unit publishes information to reduce the ‘losses’ of all its customers. This all sounds like transfer pricing and ‘playing shops’, but it has a real impact. The central unit has to put a price on the risks managers do and don’t assume and is subject to clear performance measurement – internal audit with carrots and sticks. Managers see the financial implications of many of the softer decisions they make through a unified reporting system and can show the financial benefits of longer-term projects which reduce risk, e.g. a new preventative system will reduce their notional premium.

Z/Yen is ideally placed to help clients with viable risk management systems, one of the most exciting, new organisational performance improvement techniques.