11Effective risk management within environmental policy making requires knowledge on 12 natural, economic and social systems to be integrated; knowledge characterised by 13 complexity, uncertainty and ambiguity. We describe a case study in a (UK) central 14 government department exploring how risk governance supports and hinders this challenging 15 integration of knowledge. Forty-five semi-structured interviews were completed over a two 16 year period. We found that lateral knowledge transfer between teams working on different 17 policy areas was widely viewed as a key source of knowledge. However, the process of 18 lateral knowledge transfer was predominantly informal and unsupported by risk governance 19 structures. We argue this made decision quality vulnerable to a loss of knowledge through 20 staff turnover, and time and resource pressures. Our conclusion is that the predominant form 21 of risk governance framework, with its focus on centralised decision-making and vertical 22 knowledge transfer is insufficient to support risk-based, environmental policy making. We 23 discuss how risk governance can better support environmental policy makers through 24 systematic knowledge management practices. 25 26
Water utilities are on a journey of improved corporate risk management. Progress has been significant and most now have formalised risk tools and documented procedures in place. However, it is also clear that much still needs to be done to improve risk management capability in the water utility sector and bring it to a par with capabilities found in nuclear, offshore and aerospace sectors. Key areas for improvement are capability to analyse risk and compliance at an enterprise-wide level, better engagement with utility Boards, improved integration with other core business functions, managing risk knowledge and establishing 'sustained and pervasive' risk management deep within organisational culture and structures. We have reported for WaterRF 1-3 on risk analysis tools (RFP2939), on organisational cultures for implementation (TC3184) and most recently, on risk governance (TC4363) within the international water sector, the key aspects of which are reported here. Beginning with a survey of technical tools for risk analysis and a benchmarking exercise of the international water sector, we have become increasingly engaged in the implementation agenda 4 with our water utility partners. Our research has revealed: The range of risk analysis tools used across the water sector and the critical requirements for lasting implementation. The 'hard' and 'soft' cultural factors that aid better implementation of risk management practice including human and organisational factors as contributors to asset reliability. The complexities and requirements of the role of 'chief risk officer'/'group risk manager' and an agenda for these roles in utility organisations whether public, private or corporatized in legal entity. The criticality of utility leadership on aspects of risk governance. An in-depth analysis of water safety plans as a renewed stimulus for preventative risk management within the water sector. The relative maturity of risk management practice in the sector, and the future needs to achieve improved risk management maturity.Here we summarise the journey to date and look forward to future challenges. We expect to see a future risk function better integrated with other business processes, with closer Board support and made more transparent for customers, regulators and investors alike.
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