Roads to Resilience

The analysis was conducted in three stages. Firstly, the data on each organisation was collated to obtain a comprehensive and reliable picture of that organisation’s risk management practices. To increase the reliability of the findings, extensive triangulation between different interviews was used.

The second stage was a detailed cross-case analysis to identify the different approaches that the different organisations had taken to achieve resilience. Thirdly, the findings from the cross-case analysis were compared with the views of attendees at a management workshop. The detailed findings are described in the main report.

Table B-3 Summary of the evidence across the case studies

Business Enablers

AIG

Drax

InterContinental Hotels Group (IHG)

Jaguar Land Rover

People and Culture

• encourage

• culture built

• focus on culture and not just processes • ‘Winning Ways’ encourages employees’ behaviour (developed by staff)

• ‘dynamic business foundations’ sets the culture for the organisation • strong induction programme • behavioural

employees to see asking for help as a strength • encourage challenging questions • risk management regarded as everyone’s job • accept mistakes • focus on learning

around safety and continuous improvement • focus on experience • risk focus for everyone, including contractors • promote ‘chronic unease’ to increase risk awareness • focus on learning • customer-centric • functional (eg engineering responsible for the major assets) but always aim to take a cross- functional view • risk committees across different business functions (eg risk management committee; technical risk committee) • risk registers collated from different businesses and overseen by audit committee

• working with franchisees to

framework to support high performance

deliver consistent brand cultures

• open and risk

aware at all levels

• continuous

improvement • focus on learning (and no-blame)

Business Structure

• functional • risk management

• highly developed risk management structure • recognise that risk is inextricably linked to reputation • risk and reputation managed by brr – business risk and reputation • risk working groups • risk registers

• functional • strong measures to achieve cross-functional integration • rapid communications around risk management • strong focus on

is organised across the businesses

• monthly risk management committee

chaired by ceo

• strong

communications about risks

managing risk to ensure reputation

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Appendix B: Details of Methodology