How To Say Yes: on Risk Management

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1 How To Say Yes: Casting a Positive Light on Risk Management Victoria Nolan, ARM, CSP Risk and Benefits Manager Clean Water Services Eva LaBonte, MS, ARM Risk and Benefits Analyst Clean Water Services Dl Dale Lindstrom, ARM, CPCU, PE Director, Insurance and Risk Management Vestas American Wind Technology, Inc.

2 Agenda Identifying the Issues Reputational Risk But it s my job to say no Style Matters Creating Positive Return Tapping the human side Motivation in today's world Communication Making a good impression Risk Maturity Getting the inside scoop Case in Point Summary Questions

3 Reputational Risk How would you describe what risk management is in your organization? How would you describe your role in the organization? How would your organization describe risk management? How would your role be described by the How would your role be described by the organization?

4 The Good, The Bad and The Ugly Helpful & resourceful Problem solvers Keep us on track Guide us to the right answers Have saved our bacon The Go To department The processes work Strategic thinkers Understand the big picture

5 The Good, The Bad and The Ugly Theinsurance people They are a necessary evil We have to go through h them Not sure what they do No value added Policies and procedures Lots of policies and procedures Who?

6 The Good, The Bad and The Ugly We avoid them at all costs Never Listen to our needs Do not invite them to meetings By pass them Impediment tto progress Can t get anything done They always say NO

7 What we got here is failure to communicate Strother Martin as Captain, Cool Hand Luke, 1967

8 You Don t Like My Style? We all have our default communication style Aggressive Passive Assertive We all have our communication focus Task & results People & relationships

9 When our Style Can Interfere Task Focus Perfection Control Passive Get it Right Get it Done Assertive Aggressive Approval Get Along Get Appreciated Attention People Focus

10 Task Oriented The Thinker Perfectionist Slow Paced Task Oriented Follows Directions Works Well Alone The Director Emphasis on results Little concern for relationships Does not share feelings Domineering Results oriented Indirect Slow paced The Relator Warm & Friendly Slow and Easy Shares feelings Good Listener Cooperative The Socializer Relationships important Personal worth Fast Paced Enthusiastic and Persuasive Risk Taker Direct Fast paced People Oriented

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13 Demonstrate Value Work to understand Help with the process Think strategically At the Table Look for Opportunities Explaining the benefits of managing risks Process improvements Interconnections between the goals of the organization and the risk ikmanagement process

14 Getting Invited to the Party Avoid Quips Like: What part of NO don t you understand? I don t care what you think you need You people just don t get it, do you? Of course you are entitled to your opinion no matter how wrong it is

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16 What is Human Capital? The competences, knowledge and personality embodied din your employees that allows them to be productive and add economic value Attributes gained by a worker through education and experience Risk Management can invest in this 'capital' just as they invest in loss prevention for a building Human capital is a means of production additional investment yields additional output

17 Employee Morale Workers want to work for a reputable organization with integrity and offers a culture of high values and standards Strong Risk Management Departments Communicate their vision and goals Respond to problems and questions Involve employees as part of an assessment, loss prevention or implementation process Care about employees as individuals Positive Employee Morale Benefits Your Business, Go2, 2006

18 Employee Engagement Engaged = Motivated to go beyond their job assignment Goals and aspirations are aligned with organization Enthused and in gear Disengaged = Wait on the sidelines, noncommittal May actively undermine engaged employees Risk Managers that invest in employee engagement see a higher ratio of workers willing to embrace safe work practices Kaufman, Jon Engagement based Safety Should Replace Behavior based Safety, 2011

19 Building Morale and Engagement Broadcast good news Clarify expectations Represent the team Positive reinforcement Respect and trust your employees Engage in meaningful dialogue Allow workers to reach their own conclusions

20 Making Employees Risk Professionals Find ways to utilize employees natural concern for their hiown working environment and desire to perform well Injury and illness prevention programs Employees are the eyes and ears Fitwithwork work factors and human nature Work with employees to find a solution they will use A Question for Risk Managers Do you trust your employees? Do they trust you?

21 Trust Dividend vs. Mistrust Tax Trust issues are relationship issues Build trust between risk management and employees Two way communication Follow through TRUST = Speed, Cost TRUST = Speed, Cost

22 No Trust Dysfunctional relationships Micromanagement Punishing systems Rebellion Low Trust Risk Mgmt is not at the table Political atmosphere Time wasted defending Hidden agendas Mistrust Tax Low trust adds costs, loses opportunities and harms working relationships, thus reducing the effectiveness of Risk Management endeavors

23 Trust is an asset Trust Dividend Effective collaborationandpositive and partnering Creativity and innovation happen Effortless communication Systems and structures are aligned with tasks Employees exhibit innovation, engagement and a willingness to embrace Risk Management ideas Trust lowers costs, helps take advantage of opportunities and creates great working relationships that increase the effectiveness of RiskManagement programs

24 Trust Leads to Engagement Engagement is critical because it is intrinsic motivation to perform up to and even beyond capability Primary focus on behaviors only manages extrinsic motivation Employee goals and actions become more aligned with the goals of Risk Management and the organization

25 Communication is A Key In order to create a positive work environment, employees need to feel valued Talking and listening to people and honoring everyone for what they have to say

26 The problem with communication is the illusion that it has occurred. George Bernard Shaw

27 Why We Get the Responses We Do Why? Reasons, excuses and alibis How? Descriptions and explanations Instead of Why did you do that? Try this Tell me more about that What s that supposed to mean? Which means... Is that it? What else can you tell me?

28 Acknowledgement Acknowledging is not the same as agreement Validate an employee s opinions, thoughts, ideas and values A way to let someone know you are hearing them and you understand their concern I hear what you re saying I can see your point of view I understand your position

29 Risk Management Maturity Move risk management away from being reactionary, responding to problems and issues only when they arise Become recognized as a team member that is proactively engaged from the beginning As respect for Risk Management increases, so does the organization s Risk Management maturity

30 Risk Maturity

31 Hurricane Humberto Beaumont, TX September 14, 2007 Category 1 hurricane with maximum sustained winds of 85 mph developed dfrom a tropical storm in 18 hours

32 Port of Beaumont WTG Component Storage

33 Hurricane Humberto Aftermath

34 WTG Inventory Storage 2009

35 Yes Practicing Risk Management Incorporating all the elements of risk management: Risk Control Contractual Risk Transfer Insurance Risk Transfer Crisis Management/Business Continuity

36 Risk Control Proper storage arrangements Survey with insurance company and surveyors Vestas oversight

37 Contractual Risk Transfer Align expectations Improve communication and training Establish storage protocols Establish liability for negligence

38 Insurance Risk Transfer Exposure from NATCAT perils flood, storm surge and wind Quantification PML study and analysis Cargo/STP, property and excess insurance

39 Crisis Management and Business Continuity Storm Tracker Team Transportation Department, Construction, RM CM Team above stakeholders + Exec Mgmt. Business Recovery Plansin place to: Contact Port Authorities Insurance Arrangements for hotel, car, air transport

40 From No to YES Better understanding di of the risk ik Improved contractual terms and conditions Evaluation l of insurance needs Plan for the worst Contributing to the bottom line

41 Summary Be aware of your reputational risk Take stock in feedback from your organization Keep communication styles in mind Strong Risk Management departments focus on empowering human capital Fostering trust leads to better communication, increased morale and employee engagement Risk Maturity Communication and demonstrating value are key Risk Intelligent RM is everyone s job Connect the dots Use available resources

42 Questions? Victoria Nolan, Clean Water Services Eva LaBonte, Clean Water Services Dl Dale Lindstrom, Vestas American Wind Technology

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