Organizational Risk Management (eBook)

An Integrated Framework for Environmental, Health, Safety, and Sustainability Professionals, and their C-Suites

Charles F. Redinger (Autor)

eBook Download: EPUB

2024
569 Seiten
Wiley (Verlag)
978-1-119-53876-9 (ISBN)

Infos

'Dr. Redinger provides a framework for dealing with integrated risk as well as the processes and tools to help and guide your successful strategy. If risk management is important to you, then I would recommend this book.'
-Malcolm Staves, Global Vice President Health & Safety, L'Oréal

'Dr. Redinger's framing within a risk management context provides a vital contribution to public policy and organizational governance now and in the future. The book's Risk Matrix is a brilliant effort in evolving how we can see and work with the diversity of impact-dependency pathways between an organization, and human, social, and natural capitals. A must-read for the risk professionals ready to shape the future.'
-Natalie Nicholles, Executive Director, Capitals Coalition

A hands-on roadmap to creating a risk management platform that integrates leading standards, improves decision-making, and increases organizational resilience

Organizational Risk Management delivers an incisive and practical method for the development, implementation, and maintenance of an integrated risk management system (RMS) that is integrated with ISO 31000:2018, ISO's high-level management system structure (HLS), and COSO's ERM.

The book explains how organizational risk management offers a platform and process through which organizational values and culture can be evaluated and reevaluated, which encourages positive organizational change, value creation, and increases in resilience and fulfilment. Readers will find an approach to risk management that involves the latest advances in cognitive and organizational science, as well as institutional theory, and that generates a culture of health and learning.

The book also offers:

• Thorough discussions of the social aspects of organizational risk management, with links to evolving Environmental, Social, and Governance norms and practices
• Detailed frameworks and systems for the measurement and management of risk management
• Insightful explanations of industry standards, including COSO's ERM and ISO's risk management standards

Perfect for practicing occupational and environmental health and safety professionals, risk managers, and Chief Risk Officers, Organizational Risk Management will also earn a place in the libraries of students and researchers of OEHS-EHS/S programs, as well as ESG practitioners.

Charles F. Redinger, PhD, is an award-winning risk professional, performance manager, and management systems expert with a special focus on strategy and innovation. He received his doctorate in Industrial Health from the University of Michigan.

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Preface

Modeling from my parents set a trajectory that I had no idea was being set. My earliest memories are of my father’s work in civil rights as an Episcopal minister in South Central Los Angeles, and my mother’s work as a special education teacher. I helped my dad on Sundays at his church, saw the impact of the Watts Riots, threw rice at weddings, rode in the front seat of hearses with him and watched him officiate funerals. I spent days in my mother’s classroom. The term “developmentally challenged” wasn’t in the lexicon, nor had “mainstreaming” become a practice in school districts. The only criterion for her students was being toilet trained. Racial integration was evolving – our school district in Pasadena was one of the first to be “integrated” with bussing.

When I began my doctoral work with Professor Steven Levine at the University of Michigan, he was in the process of metaphorically “throwing his analytical instrumentation out the window.” He was a full professor who had made significant contributions to occupational exposure science. An insight he had early on in our time together was that “we can do better.” He was always on the lookout for ways to impact workplace health, and his attention turned from the analytical to organizational performance‐related research. With his guidance, our group produced groundbreaking work.

The torch Professor Levine passed on began many inquiries. Early in my post‐doctoral travels I read Willis Harman’s book Global Mind Change: The Promise of the 21st Century. This book introduced me to his insight that to impact complex problems – such as workplace health – look to business (companies) for leverage. With a public policy background from master’s work at the University of Colorado’s Graduate School of Public Affairs, I have an orientation toward public policy (e.g. regulatory agency intervention) solutions. Harman’s influence brought me back to the core of Professor Levine’s work, engaging with, and influencing companies.

Publishing is currency in academia. There was a constant drumbeat in our group, and in the Industrial Health Department, to publish. I was the lead author on a management systems chapter we wrote for the fifth edition of Patty’s Industrial Hygiene and Toxicology. Wiley representative Bob Esposito approached me in late 2012 about pursuing this book. He was familiar with my risk management expertise from chapters I had written in Patty’s. I politely declined as I had bandwidth concerns. In addition to my “day job” I had significant volunteer engagements with two organizations; an officer at the American Industrial Hygiene Association (AIHA), serving as the board secretary, and serving on the Center for Safety and Health’s (CSHS) Board of Directors.

Bob circled back in 2017 and I said “yes.” Even though my bandwidth was limited for a project of this magnitude, I sensed an imperative to present a fresh perspective on risk management for environmental, health, safety, and sustainability (EHSS) professionals and their organizations. Professor Levine’s admonition, “we can do better,” was always in the background and impacted the yes to Bob.

The complexities of organizational EHSS risk management are well known and have historically been addressed from a technical and regulatory compliance perspective. In the years leading up to 2020, there was growing sentiment for organizations to focus more on the social dimensions of risk. This became an imperative in 2020 when it was pushed to the top of organization risk profiles. The trajectory I sensed in 2017 obviously didn’t anticipate the pandemic, and all that cascaded from it.

The doctoral work and Professor Levine’s mentoring brought my attention to EHSS risk management. Since then, my focus has been on both the improvement of organizational performance, and the skills and competencies of the professionals who drive EHSS’s contributions. The management system work we did at the University of Michigan was groundbreaking and had global impact; we were pioneers in that arena. After the doctoral work, I began applying what we had developed in organizations and standards‐development activities. It soon became clear with the organizational work that the success of a management system was a function of (1) how an organization’s culture was conditioned for implementation, and (2) the culture’s risk orientation.1 While I was familiar with Peter Senge’s work on organizational learning with the publication of the Fifth Discipline in 1990, it was in the 2005 timeframe that I began augmenting my technical skills with a deep dive into organizational science. I took classes at MIT’s Sloan School of Management and participated in numerous workshops with Peter and others at the Society of Organizational Learning (SoL). Since that time, I’ve done extensive work on developing methods and techniques to impact and shift an organization’s risk culture, so that at minimum, there is (1) increased awareness of the links between actions, outputs, outcomes, and impacts; (2) an understanding about the risk management decision‐making process; and (3) increased ability to align actions with desired goals. These methods and techniques are presented throughout this book, along with an integrated framework within which to use them. Beyond these three “minimum” points on impacting and shifting a risk culture, I suggest in the book’s final chapter – given risk management’s central role in organizational governance – it can serve as a platform to achieve goals beyond ones traditionally associated with it.

One of the writing projects in the mix when Bob circled back in 2017 was a book chapter on EHSS risk management that evolved into being titled “Decision Making in Managing Risk.” The chapter’s evolution was impacted by the work of Daniel Kahneman, Amos Tversky, and Paul Slovic.2 Through our research, it became apparent to the co‐authors and me that organizational risk management involved much more than its historic technical and regulatory compliance roots. In the chapter, we introduced the term “risk realms” and framed EHSS risk management as a decision‐making endeavor that happens at the intersection of these risk realms. While any number of “realms” could be identified, we simplified them into three groups of drivers: (1) those external to the organization (e.g. regulations, laws), (2) those internal to the organization (e.g. mission, values), and (3) those related to people (e.g. employees, community, consumers). The chapter was also impacted through participating in a SoL workshop in 2018 where I learned about Generative Social Fields (GSF) and was invited to participate in a “gathering” convened as part of efforts to evolve a GSF lexicon and GSF constructs.3 Learning about the generative field construct has enriched the development of the integrated risk management framework presented here. I touch on GSF roots and their contributions throughout the book.

My appreciation for and understanding of risk management’s social dimensions and their affect on organizational risk profiles grew through research I did for this book, my participation as a strategic advisor to two standards‐development activities, and trajectories that unknowingly began in my youth. For this project, I’ve conducted interviews and discussions with many professionals who were in, or had been in, a wide range of organizations, at all levels, including executive management. Included were academics, standards‐developers, and public policymakers. Through the interviews, ideas presented in the risk decision‐making chapter were validated and evolved. They began in late 2019, continued into early 2021, and have been ongoing into 2024. Participants in these interviews and discussions reinforced the risk realm model and many highlighted the growing importance of the “people” realm. Several referred to this as the “human realm.” This notion of “people” and “human realm” is presented in this book as “social‐human field.”

Numerous interviewees pointed to two imperatives with their staffs, and EHSS risk management professionals in general. One had to do with gaining increased perspective. That is, to view their activities – such as risk assessment and control – more widely than regulatory compliance or consensus standard’s needs. To think beyond immediate operational needs to consider, for example, value chain and other “outside the fence line” issues. The second imperative was characterized in terms of empathy and giving attention to risk profile impacts on people associated with the organization, including employees at all levels, service providers, contractors, etc. Each of these – increasing perspective and empathy – are threads throughout the book’s tapestry. Both contributed to the development of the multidimensional risk management framework presented in this book, particularly with the contexts/drivers and actors/motive force dimensions.

At around the time that I executed the contract for this book, I was asked to represent CSHS in an initiative to develop a Culture of Health for Business framework sponsored by the Robert Wood Johnson Foundation (RWJF) and the Global Reporting Initiative (GRI). It was through this engagement that I saw and began to...

Produkt-Details

• Erscheint lt. Verlag: 26.11.2024
• Sprache: englisch
• Themenwelt: Naturwissenschaften ► Chemie
• Schlagworte: capitals approach • COSO ERM • EHSS • Enterprise Risk Management • ESG • guide to organizational risk management • impact valuation • integrated decision making • ISO 31000:2018 • ohs • Organizational resilience • Risk Culture • Risk management guide • risk management platform • risk management processes • risk management program design • risk management program implementation • value accounting
• ISBN-10: 1-119-53876-9 / 1119538769
• ISBN-13: 978-1-119-53876-9 / 9781119538769