risk culture: possibly the biggest risk in the · risk culture: possibly the biggest risk in the...

Risk Culture:

Possibly the biggest risk in the

worldBrad Oldridge, Gloria Yu,

Sharanjit Paddam

This presentation has been prepared for the 2016 General Insurance Seminar.The Institute Council wishes it to be understood that opinions put forward herein are not necessarily

those of the Institute and the Council is not responsible for those opinions.

AcknowledgementsManagement information on culture: Connecting the dots

• Deloitte Centre for Regulatory Strategies,

• EMEA Centre for Regulatory Strategy, and

• Asia Pacific Centre for Regulatory Strategy.

https://goo.gl/6xl0sC

Agenda• Why the biggest risk?

• What is culture?

• Why Actuaries?

• What can we do?

• Target culture

WHY THE BIGGEST RISK

Past events and losses

Past events and losses

WHAT IS CULTURE

What is culture

WHY ACTUARIES?

Why Actuaries?

WHAT CAN WE DO?

Culture Management Info

Measure against target culture

• Interpret each indicator in light of what it is trying to measure.

• Indicators benchmarked against what firm is trying to achieve

• Conduct targeted assessments on specific cultural themes that emerge on the firm’s risk radar

• Review the target culture whenever the firm’s strategy is reviewed so that the two continue to align

• Don’t simply collate culture-related indicators because they are available without a clear view on which aspect of the target culture each indicator is trying to measure

Objective wherever possible

• Combine subjective metrics

• Consider how these can be made more objective

• Take into account the perspective of different business areas when considering their views

• External viewpoints

• Don’t rely solely on subjective metrics

• Don’t collect metrics in a way that is likely to result in biases

Drawn from a range of sources

• Use internal & external data

• Think about what existing MI can be used to assess culture, including data which can be adapted

• Innovative information sources

• Don’t draw all cultural indicators from one source

• Don’t simply reuse existing MI

• Don’t rely too heavily on conduct risk data for culture assessment

Capture info on subcultures

• Analyse culture MI by business line, region and grade to identify outliers

• Use a mixture of indicators comparable across business lines and those specific to certain business lines

• Use culture champions in each business line and country to help put indicators into the cultural context

• Staff surveys: differences can be drawn out by asking staff about their experiences of working with other parts of the firm

• Don’t simply aggregate metrics on a firm-wide basis

Evidence-based analysis

• Focus the MI on key messages for senior management

• Highlight areas demonstrating cultural strengths

• Make it clear

• Don’t simply present a list of cultural indicators without providing analysis

• Don’t identify issues without making any recommendations

Tailored to audience

• Report the most detailed MI to heads of business lines

• High level to Chair, CEO and Board

• HR, Risk, Audit receive MI specific to their function

• Don’t reuse MI for

different purposes

Pace of cultural change

• Assess culture regularly

• Do period in-depth assessments

• Track progress of culture indicators

• Reassess culture when target changes

• Don’t wait for an issue to drive assessment

• Don’t think culture can only be assessed through large-scale one-off exercises

• Don’t panic if a cultural change programme initially has a negative impact on staff engagement

• Don’t stop assessing culture once a culture change programme has been implemented

Governance and capabilities

• Recipients of MI report to give input on design

• Central team to collate and analyse MI

• Review what MI is collected as business changes

• Don’t allow individual areas to have the final say on what goes into the MI report

• Don’t use analytics before there’s confidence in the accuracy of underlying data

TARGET CULTURE

BehavioursValues to promote

sound risk

management

Detrimental behaviours Developing behaviours Desirable behaviours

Challenge Defensive response to

challenge

Openness to people who speak

up

Speaking up is welcomed and

encouraged

Communication Important risk messages are

not communicated

consistently by leaders

Ratio of risk- to non-risk related

messages is appropriate

Risk is always a highly visible topic, the

same as other critical issues

Incentives and

consequences

Excessive risk-taking is

rewarded

There are appropriate penalties

for people who break the rules

Definitive and prompt penalties are

applied for behaviour that contradicts

risk principles, and shared to build

awareness

Incentives and

consequences

Inconsistent penalties for

behaviour that is misaligned

with risk and compliance

principles

There is reward for risk–taking that

is carefully considered and

acceptable for the type of

business

There is reward for risk–taking that is

carefully considered and is within the

risk appetite of the firm and its clients

Cascading measurement

Thank you