Risk governance: An Overview of Drivers and Success Factors

Marie-Valentine Renée Agnès Florin
International Risk Governance Council (IRGC), 2014
Rapport ou document de travail

This paper proposes a broad review of what risk governance is about and the main deficits that often hinder effective governance of complex, uncertain or systemic risks. Working to overcome identified roadblocks to effective disaster risk management is a first way to go. This paper proposes and discusses some of the drivers and hallmarks of success, focusing on how countries and organisations organise internally to deal with risk.

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Marie-Valentine Renée Agnès Florin
International Risk Governance Council (IRGC), 2014
Rapport ou document de travail

Résumé

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https://infoscience.epfl.ch/record/228205?ln=fr

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Concepts associés (5)

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Risk governance

Risk governance refers to the institutions, rules conventions, processes and mechanisms by which decisions about risks are taken and implemented. It can be both normative and positive, because it anal

Risque

Le risque est la possibilité de survenue d'un événement indésirable, la probabilité d’occurrence d'un péril probable ou d'un aléa. Le risque est une notion complexe, de définitions multiples car d'

Gestion des risques

La gestion des risques, ou l'anglicisme, management du risque (de l'risk management), est la discipline visant à identifier, évaluer et hiérarchiser les risques liés aux activités d'une organisation,

Risk Governance Deficits. An Analysis and Illustration of the Most Common Deficits in Risk Governance

Marie-Valentine Renée Agnès Florin

IRGC defines risk governance deficits as deficiencies (where elements are lacking) or failures (where actions are not taken or prove unsuccessful) in risk governance structures and processes. They hinder a fair and efficient risk governance process. The deficits described by IRGC in this report have recurred over time and have affected risk governance in many types of private and public organisations, and for different types of risks. This report aims to help risk decision-makers in government and industry understand both the causes of deficits in risk governance processes and their capacity to aggravate the adverse impacts of a risk. With this understanding, it is hoped that risk practitioners will be able to identify and take steps to remedy significant deficits in the risk governance structures and processes.

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Introduction to the IRGC Risk Governance Framework

Marcel Thomas Bürkler, Marie-Valentine Renée Agnès Florin

The IRGC Framework recommends a holistic, multidisciplinary and multistakeholder approach to risk. It supports processes that aim to provide and structure scientific evidence about a risk in a societal context. It helps decision-makers analyse the major ambiguities and controversies that may affect the management of a risk. The Framework provides guidance to cope with risks in situations of high complexity, uncertainty or ambiguity. It can support the detection of current or potential deficits within the risk governance process, and provide guidance for their remediation. Its application enables decision-makers to act on the basis of evidence, transparent assumptions, and broad societal values and interests. The IRGC Risk Governance Framework is a generic resource meant to be tailored to the specific context and needs of each risk governing organisation. The Framework as a whole -or specific parts of it- are often used as a basis or inspiration for an organisation to develop its own risk management framework.

EPFL2017

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IRGC Resource Guide on Resilience (Volume 2)

Marie-Valentine Renée Agnès Florin

Volume 2 of the IRGC Resource Guide on Resilience provides an in-depth and pragmatic evaluation of concepts and methods for resilience-based approaches in contrast to risk-based approaches, as proposed and practised in different domains of science and practice. Adequate articulation of risk and resilience is key to ensure security in systems. The guide also considers possible drawbacks of resilience, such as if efforts to improve resilience diverts attention from core functions of risk management, or from the need to discourage inappropriate risk-seeking behaviour. Some of the papers in Volume 2 also discuss the relevance and role of resilience as a strategy to address the challenges posed by systemic risks that develop in complex adaptive systems (CAS). Such systems are interconnected, with the result that risks can cascade within and between systems. Resilience can help navigate dynamic changes in CAS, as those evolve in response to internal and external shocks and stresses.

International Risk Governance Center (IRGC)2018

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