- Project plans
- Project activities
- Legislation and standards
- Industry context
- Specialist wikis
Last edited 17 Aug 2021
How to use the Enterprise Risk Management guide
Are you doing everything you can to help your company succeed? Here's how to check.
This is what enterprise risk management (ERM) is all about. For successful implementation, it needs companies to have a single focus on risk at a senior level, and a culture where every member of staff is clear about his or her own responsibilities to identify and report risks.
Many companies believe that they already have a sufficiently good risk-management system in place. But is it true? If you wish to check this for your own company, ICE's short guide sets out a number of critical questions to ask.
If you’re not satisfied with the answers, it may be worth considering a move towards the introduction of a comprehensive ERM framework. Some organisational and cultural changes may be necessary, internal reporting systems may need to be strengthened, and a specialist in risk management might have to be recruited.
For the culture within the company to be a success, staff members need to work in the knowledge that they will not be blamed when things go wrong, although they will be held accountable for their actions or lack of action. They need to know that top management is relying upon them as its eyes and ears, and will welcome reports from them.
Sometimes staff members are afraid to report problems because they might seem to be being critical of their own bosses, and training needs to tackle this issue head-on, so that bosses have the right attitude when such a report is made.
Staff also need to know that risk management is about the scope for variation of future outcomes and that this includes upward as well as downward variation, so suggestions from them about new opportunities will always be welcome, even if the suggestions prove impracticable.
 The journey to improving risk management
Improving risk management in a business is a journey. The first step is to review existing practices. The next step is to decide whether there are desirable changes which could be made without a great deal of effort, to go part of the way towards full ERM. Once these changes have been made, consideration can be given to whether there is a need to go further.
If you’re working lower down the organisation, you’re probably well aware of risk issues in your own part of the business, and perhaps you might be able to discuss with a more senior colleague whether these issues could be reviewed in the context of the risks facing the business as a whole.
Whatever you decide to do, you may well be able to influence an improvement in your company’s chances of prospering, or even its chances of survival.
 Related articles on Designing Buildings Wiki
- Enterprise in the construction industry.
- Enterprise resource planning ERP.
- ICE articles on Designing Buildings Wiki.
- Risk management.
- The Project Management Institute guide to strategic risk management.
Featured articles and news
Data measurement and carbon reduction efforts.
Actuate UK issues stark warning.
Department for Levelling Up, Housing and Communities replaces MHCLG.
Protecting heritage from disasters. Book review.
Three structures forever changed people's lives for the better.
ECA comments on findings of BEIS Green Jobs Task Force.
Why government can't support public transport forever.
Government introduces the Information Management Mandate.
Designing and building for the future.
Fabricating mystical connections between nature and architecture.