The risk manager plays a leadership role in creating a healthy risk culture in his/her organisation, says Kristine Esper Raffel, Group Risk Manager of Copenhagen Airports and a member of DARIM. Kristine is the moderator of the Forum workshop on risk leadership and risk culture.
Risk culture is hard to define, but this session offers an opportunity to discuss with colleagues what it means and how to exercise leadership and develop a good risk environment. For Kristine, good risk culture involves a combination of risk awareness and a continuous flow of information between risk owners and senior management in an atmosphere of openness. “It is not trying to hide or minimise problems but being open about them so they can be discussed and managed,” she says.
The foundation for good risk culture is risk governance, policies and processes. It is anchored to influencers: good risk competency, motivation and relationships across the organisation. “Good risk culture is also that we accept the risk maturity level and the risk appetite level that we have, talk about issues and what we can do to prevent or react to failures. We need to be willing to be open if we do not have a high level of maturity; we can work toward it,” she explains.
The risk manager leads by setting the tone of openness and making the connection between the risk owners and senior management and the board. “It is not about top down or bottom up but a continuing flow of information and feedback between the different levels about risks as they are identified, notified and treated. How we make sure there is risk awareness is a key element.”
Share experiences in developing risk culture at the workshop Driving Risk Culture in Your Own Organisation on 16 October at 16.00.
For more information on the workshop, please click here