Prioritizing Business Risks Using MOS Sustainability Goals

Transcription

1 Prioritizing Business Risks Using MOS Goals

2 Presentation Flow 1. Trends & Risk Convergence 2. Defining and Assessing Risk Using an Innovative Approach 3. Testing the Risk Tool at Metalsa, a Global Supply Chain Partner 4. Summary and Conclusion

3 Overall Trends 1. United Nations Conference on Climate Change Mexico one of 1 st Nations to pass climate change law Paris Agreement (COP21) 2. Banks - To decrease their exposure to environmental liability and to improve risk management, bankers look more closely at the environmental performance of their clients. They assess the environmental risk exposure of their customers, and to protect themselves from potential losses.

4 Overall Trends 3. Insurance Industry Over 75 major global insurance industries have signed on to the Principles of Sustainable Insurance by integrating sustainability issues into: Developing products and services which reduce risk, have a positive impact on ESG issues and encourage better risk management Investment decision-making and ownership practices Identification and selection processes for suppliers

5 Customers are responding to market pressures to be more transparent with their sustainability impacts: 1. How sustainability connects with governance? 2. What are significant environmental impacts? 3. Define how social issues are addressed.

6 Most automotive suppliers have basic regulatory compliance programs in place, some have an environmental management system (EMS) that sets environmental objectives and targets. Very few of the regulatory compliance and EMS programs are in alignment with the new direction of the global automotive industry regarding sustainability and its implications to the supply chain.

7 Regulatory compliance and EMS programs are typically viewed as external to the normal management or quality process and does not address health, safety, security, greenhouse gases, global working conditions (social aspects) and other programs or requirements.

8 Why Should a Company Incorporate into its Business Processes? 1. Public and customer disclosures becoming routine. 2. Reducing risk to reduce regulatory and brand costs. 3. Value gained in continually improving strategic leadership. 4. Improved performance is now embedded in ISO

9 Experience has shown that few Tier 2 or 3 suppliers have implemented sustainability plans. The major reasons, include: 1. Lean operations with limited resources; 2. Customers are not currently asking; and 3. Don t know how to begin.

10 Why Should a Company Incorporate into its Business Processes? 1. Public and customer disclosures becoming routine. Customer supplier surveys Annual reports Regulatory submittals (EPA, SEC etc.) Investor requests

11 Why Should a Company Incorporate into its Business Processes? 2. Improved performance. Trend from mass to push production From lean manufacturing to pull production Elimination of all forms of waste Lower cost to customers

12 Why Should a Company Incorporate into its Business Processes? 3. Reducing risk to reduce regulatory costs. Current driver for action is regulatory compliance at manufacturing operations Risk reduction cuts across the entire enterprise and can pay large dividends in reducing a wide range of costs

13 Why Should a Company Incorporate into its Business Processes? 4. Value gained in continuously improving leadership Move from emergency reaction to emergency prevention Reduced waste; increased profit Reputation leads to increased sales volume

14 Increase the Company s Effective Performance by Upgrading your EMS to an SMS A Management System or SMS takes the foundation developed by an EMS and incorporates risk analysis across multiple business functions, such as: Environmental Energy Health & Safety Social Responsibility But, how do you efficiently go about identifying SMS Risks?

15 Defining and Assessing Risk Wendy Schlett Senior Manager

16 The International Standards Organization defines risk as: "the effect of uncertainty on objectives A SMS using the risk assessment approach would help prioritize business aspects with the greatest risk across all covered programs.

17 Correlating Business Risks with AIAG Self Assessment Survey Human Rights Environmental Compliance & Ethics Diversity Health & Safety Security Building Assets Brand & Reputation

18 SSSA

19 Chrysler 2013 Report

20 How to Achieve Sustainable Risk Reductions: Multi-Step Process Company-Wide Pre-assessment Detailed Assessment Project Assessment Utilize a PDCA system approach to systematically reduce risk over time while improving performance measures

21 Figure 2. Development of the Risk Register Process, Developing and Populating a Risk Register Best Practice Guidance, Feidhmeannacht na Seirbhise Slainte Health Service Executive, Revision 11, April 2009

22 Managing Operational Risk : Risk Identification Value stream mapping Process flow diagrams AIAG Survey Risk Quantification Risk analysis and evaluation ISA diagrams (Fishbone)

23 Managing Operational Risk (continued): Risk Prioritization Impact/Control Quadrant Evaluate using environmental and safety qualifying filters Risk Mitigation Risk treatment (eliminated, substituted, and/or controlled) Monitor and review

24 Preparation Phase I: Risk Identification Phase II: Risk Quantification and Prioritization Phase III: Deep Dive Analysis Team composition and Process Mapping Identifying the processes and activities that incur a risk Top Impact/Control Quadrant Risks Prioritized Risk will be Further Evaluated to Identify Improvement Options Tools: Reference Documents Tools: ISA diagrams, Cause and Effect Analysis Requirement Summary Impact/Control Quadrant Tools: Impact / Control Quadrant Tools: FMEA JSA Fault Tree Analysis, etc.

25 Preparation: Conduct at a process level ; not at the detailed level. Risk indicators such as regulations, customer standards, insurance requirements, business initiatives are documented for each identified risk. Develop a process flow diagram and conduct a preliminary hazard analysis.

26 Link to Risk Register - Review Process Flow

27 Utilize a Process Flow Diagram:

28 Preparation Phase I: Risk Identification Phase II: Risk Quantification and Prioritization Phase III: Deep Dive Analysis Team composition and Process Mapping Identifying the processes and activities that incur a risk Top Impact/Control Quadrant Risks Prioritized Risk will be Further Evaluated to Identify Improvement Options Tools: Reference Documents Tools: ISA diagrams, Cause and Effect Analysis Requirement Summary Impact/Control Quadrant Tools: Impact / Control Quadrant Tools: FMEA JSA Fault Tree Analysis, etc.

29 Phase I: Risk Identification Use Criteria: Profit People Planet Correlate with Risk Categories: Profit: Product, Assets People : Safety, Health, Social Relations (employees and community) Planet: Energy and Atmosphere, Natural Resources, Eco-system health, Water

30 Phase I Extra emphasis was added on Social Engagement to include the following risk filters: Employees Family Community Supply Chain Customers Other Stakeholders

31 Link to Risk Register to Review Generic Risk Summary

32 Preparation Phase I: Risk Identification Phase II: Risk Quantification and Prioritization Phase III: Deep Dive Analysis Team composition and Process Mapping Identifying the processes and activities that incur a risk Top Impact/Control Quadrant Risks Prioritized Risk will be Further Evaluated to Identify Improvement Options Tools: Reference Documents Tools: ISA diagrams, Cause and Effect Analysis Requirement Summary Impact/Control Quadrant Tools: Impact / Control Quadrant Tools: FMEA JSA Fault Tree Analysis, etc.

33 Phase II Risk Quantification and Prioritization: Likelihood of risk event x impact of risk event = operational risk Ranking Utilize tools (i.e. risk register) to organize information and actions

34 Risk Ranking and Prioritization Uncontrolled / Exposure Controlled / No Exposure Long Term 3 1 Short Term 4 2

35 Link to Generic ISA Diagram Review Filters, Quadrangle U:\Business Case & Contracts Office\Risk Register Templates\Risk Register Template VIU.docx Last Printed: Wednesday, April 01, 2015 at 3:27 PM

36 Results of Pilot Testing the Risk Tool Karina González Bret Corporate Coordinator

37 Metalsa Challenge: Fast grow, global approach Opening of offices in Japan and India Opening of an office in Russia. Starting construction of a plant in Thailand. The Saltillo plant starts production and a new Technical Center is opened in Detroit Proeza acquires 100% ownership of Metalsa Partnership with Tower Automotive Start of operatins in the Apocada plant Association with A.O. Smith Metalsa Foundation A Mexican company is acquired in San Luis Potosi The commercial vehicles business of Tower Automotive is acquired with a manufacturing facility in Roanoke Acquisition of Dana Holding Corporation s Structural Products Business. The Jamshedpur plant in India starts operations Acquisition of the ISE Automotive GmbH ( ISE ) Global Approach

38 Metalsa Overview Main products

39 Metalsa Overview Main products

40 timeline at Metalsa Valuable initiatives NOT identified as 2008 Main focus: community customer 2010 Metalsa model performance pilot Memberships Social Responsibility Guideline Stakeholder interviews 2013 Self-assessment and industry benchmarks Mission: sustainable solutions for the global transportation industry 2015 Community policy & SPARK 2016 Conflict Minerals 2014 Suppliers Code of Conduct Global CO2 tracking Code of conduct redesign CDP reporting under Metalsa Operative System Integrative sustainability model Suppliers Development Program MOS audit. KPI Risk Management

41 Armonizing indicators With being now under the umbrella of the whole Metalsa Operative System, it s easier to integrate diverse areas into the Vision, beyond a traditional CSR approach.

42 Armonizing indicators Employees Community Employees Families Four main aspects are focus of whole organization, and related KPIs have been set as common objectives for the organization Suppliers Environment Customers

43 Risk Assessment Tool at Apodaca Plant The Metalsa HQ are found at the Apodaca plant It is the biggest plant of all Metalsa operations worldwide Almost one third of the whole Metalsa production is set in Apodaca. We chose one of the biggest product lines to run the first excersise.

44 Risk Assessment Tool at Apodaca Plant Pilot was done with cross-functional teams from within different areas of the plant. The intention was to validate how useful the SRG Risk Tool was for the organization

45 Validation of the tool experience The developed tool made it easier to understand risk for administrative areas, that are not use to making FMEA analyses. SRG s quadrant tools helped reduce ambiguity and subjectivity in the assessment. Crossfunctional teams gave a better landscape of the different interactions and issues that Metalsa areas haven t previously considered.

46 Validation of the tool experience It helped identify lead and support functions between departments. Excercise increased awareness for the different areas on how is related to their own activities. It is now seen as a best approach to assign priorities.

47 Validation of the tool experience The tool is very eye opening, since it provides an overview of several potential risks found in all areas, that otherwise would not have been identified if individual departments completed assessments alone. The tool was seen as more comprehensive than the currently existing Risk Management tools, in terms of sustainability. General comments after the exercise, were very positive, we were missing the interactions and other impacts beyond well known tasks

48 Tool improvement A Manual is being created to reduce the ambiguity of the concepts, including clearer concepts for frequency, severity and controls. List of risks is now being shared worldwide to improve the accuracy and applicability of the impacts. Next exercises will start in small knowledgeable groups and the cross functional team will end the process, by validating interactions and risk values.

49 Next Step The tool will now be a prerequsite for new project launches, including changes in processes. Tool will be automatized once everybody knows how it s working, to reduce working time. The risks list would be customizable for each area and checkboxes for interactions will be added. Tool will be able to identify the common risks amongst all processes, to prioritize actions.

50 Future Risk Tool Enhancements, Summary and Conclusions Bill Stough President/CEO

51 Preparation Phase I: Risk Identification Phase II: Risk Quantification and Prioritization Phase III: Deep Dive Analysis Team composition and Process Mapping Identifying the processes and activities that incur a risk Top Impact/Control Quadrant Risks Prioritized Risk will be Further Evaluated to Identify Improvement Options Tools: Reference Documents Tools: ISA diagrams, Cause and Effect Analysis Requirement Summary Impact/Control Quadrant Tools: Impact / Control Quadrant Tools: FMEA JSA Fault Tree Analysis, etc.

52 Future Path Forward: Verify scoring of risks categorized as a level 1 and 2 Complete Phase III by conducting a deep dive analysis using standard risk assessment tools such as FEMA, Decision Tree Analysis, Cause and Effect Analysis or other effective risk assessment tools Work to mitigate prioritized risk to a level that is acceptable to the company.

53 Phase III Deep Dive Analysis: Begin the process of determining what needs to be done to reduce the high prioritized risk (risk mitigation) Use tools to further evaluate root cause of risk and its impacts ISO (Operational Risk) lists 31 different risk analysis tools and provides the pros and cons of their use

54 Further Risk Evaluation and Mitigation Avoiding risk Accepting or increasing the risk to pursue an opportunity Removing the risk source Changing the likelihood Changing the consequences Sharing the risk with another party or parties Retaining the risk by informed decision

55 Presenters Karina González Bret, Metalsa Corporate Coordinator Wendy Schlett, SRG, Senior Manager Bill Stough, SRG, President