The safety professional needs to embrace enterprise-wide risk management to ensure that their input is framed using the 'correct' language, is risk-based, business-focused, commercially relevant and integrated with organizational policies and systems. Without this enterprise approach, safety + fleet risks will not become enterprise-wide processes.
The 'mystery' of business-integrated risk management
How the safety professional can contribute towards Enterprise Risk Management
How the safety professional can move up the organisational 'food-chain' by using enterprise risk management tools and techniques
The resulting personal &; professional development needs of the safety professional
¿To use client case studies to show the value of a strategic approach to managing safety and motor vehicle risks, linked to business risk management, corporate governance and people management
¿To show participants how they can 'step outside' their traditional roles and approaches by closely linking the safety function to organisational development
¿To show how business-focused and integrated safety systems can place the responsibility for safety, where it should lie - with directors and senior managers
For Safety Professionals Enterprise Risk Management (ERM) is something they may not have heard about and even if they have, it still probably remains a mystery.
ERM is the expansion of traditional risk management techniques across all aspects of an organisation (enterprise). It started life as an approach to improve on typical insurance based risk management, but has in recent times has taken hold because of concern about corporate governance. This particular concern was triggered by extremely poor corporate governance in major organisations, both in the corporate business sector and the insurance broking sector, with some very large 'company names' being implicated.
ERM looks at risks that can occur right across the enterprise and the process should take a riskbased approach to the balancing of risk minimisation verses opportunity management and not the too often risk averse legally compliant approach. Running any enterprise will always involve risk - commercial, financial, operational risks etc. and the key to maximising the opportunities for the enterprise from the new initiative, 'taking a risk', must be balanced, by the minimisation of risks wherever possible, but not to the extent that the new initiative is stifled or controlled to such a degree that any opportunity is lost.
The challenges for safety professionals today and particularly those who work in traditional risk management and insurance fields, are to improve their knowledge of risk management principles and processes as applied to an enterprise in general and to the management of safety risk in particular.
We show how changing to a risk-based approach enables safety professionals to enhance their contribution and add value to the organisation, increase their level of influence and provide a valuable input to organisational development. We also demonstrate how they can use a riskbased approach to develop themselves, both professionally and personally.