iod 2010

Risk Frisk Ltd Risk Frisk® is a registered trade mark. © Copyright 2009 Risk Frisk Ltd

Risk Frisk Ltd Risk Frisk® is a registered trade mark. Page 1© Copyright 2010 Risk Frisk Ltd IoD Feb 2010

How to protect your clients?

You are all in the managing ‘risks’ business!


ContentContent

• No doom & gloom messages

• Timely heads-up on risk

�Strategic, management & operational

• Helping remove your clients’ pain

• Key processes – consistent message

• Consequences are getting tougher

�Money, time, reputation & business survival


Sample of clientsSample of clients



Your client questionsYour client questions

• Do they know what risks they face?

• Have they quantified/assessed them?

• Do they have effective proportionate controls?

• Do they learn from experiences?

• Do they prior consider changes?

• Do they have competent advice?

• Can you provide that advice?


Protecting them from what?Protecting them from what?

• Increasing risks

• Increasing costs

• Reducing efficiency, turnover & profits

• Reducing employee morale

• Increasing employee turnover

• Increasing fines, legal penalties

• Higher insurance claims

• Business failure


Resources Process

GOOD QUALITY & FOCUSED RISK GOOD QUALITY & FOCUSED RISK

MANAGEMENTMANAGEMENT

INCREASES INCREASES

PROFIT & PROFIT &

REDUCES RISKREDUCES RISK

POOR QUALITY & UNFOCUSED POOR QUALITY & UNFOCUSED

RISK MANAGEMENTRISK MANAGEMENTDECREASES DECREASES

PROFIT &PROFIT &

INCREASES RISKINCREASES RISK

Product / Service

Business ImpactBusiness Impact



Challenging timesChallenging times

• Most organisations don’t consciously ‘ignore’ risks at the expense of ‘profit’

• But a heavy ‘business’ focus often leads to a de-focus on risks & other controls

• Particularly relevant during difficult times

• Pressure to cut costs

• Pressure to do everything quicker, faster, cheaper, so something has to give?

• Often what is seen as ‘discretionary’ and not

part of ‘the way we do business round here’


There’s cutting corners & ……There’s cutting corners & ……


What is actually going on?What is actually going on?

• Do your clients know what is actually going on?

• Would it be what they expect?

• What ‘buttons’ are being pushed now?

• Is risk management a core consistent value and business component?

• Has the business assessed ALL it’s ‘risks’

• Have they considered the risks you can help with?

• Can you help remove their pain?



‘Eye off the ball’?‘Eye off the ball’?


HSE & IoD GuidanceHSE & IoD Guidance

• Published over 2 years ago - H&S related, but relevance elsewhere

• Now, still only 40% of directors aware of guidance – less actioned

• Key points re being ‘In control’:

� Demonstrate the board’s commitment to …?

� Appropriate board-level review of …?

� Receive competent advice about …?

� Trained & competent in …?

� Consultation on …?

� Risk assessment and risk controls in place, for …?

� What is happening on the ground, and how do you know about …?

� Regularly information about performance re …?

� Improvement targets and benchmarking performance re …?

� Potential changes discussed/agreed by the board for …?


Directors & ‘risk’ lawDirectors & ‘risk’ law

• Annual reports have to list risks and controls

• Corporate manslaughter relates to company

• Individual directors still liable

• However, no ‘statutory duties’ re H&S

• But, directors disqualification act could be

broadened

• Sentencing guidelines - new



“Profit from the Core”“Profit from the Core”

• Different types of companies

� ‘Rocket ships e.g. Google (only 29)

�Value creators e.g. Tesco (242 worldwide; 14 - UK )

• Key advice which sustains the 242:

“Take the time to discover what is the core of your clients (your) business and what is

the core of the core – to discover the ‘crown jewels’ of the business”


How?How?

• Think beyond the ‘day-to-day’

• Think strategically

• Identify their ‘core’ & ‘core’ within that core

• Identify what their business is actually doing

• Identify how they are creating risks

• Evaluate their current risk controls

• Change and monitor


Get smarter …..Get smarter …..

• What is really going on and make changes

• Re-communicate about risk management, don’t leave to chance

• Make sure people know it is not discretionary

• Specifically say so from top down

• Be aware of dual messages

• Be aware of ‘easy money’ re ‘losses/accidents’

• React quicker/smarter to losses, show it matters

• Think of ways to achieve the same/more, with less (not less with more)

• Ask their employees for ideas



Total risk managementTotal risk management


RiskFrisk® & Fleet Risk Profiler™www.riskfrisk.com

www.fleetriskprofiler.com

Tel: 0845 456 4136 or 07836 247556

Email: [email protected] or [email protected]

Book - “Managing Risk –

The Health & Safety

Contribution”

Book - “Managing Risk –

The Human Resources

Contribution”


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