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RISK ASSESSMENT
Transform Your Risk Culture
Simple Steps for Moving Beyond Compliance
BY CHARLES REDINGER
The notion of “risk culture” has been getting increased attention in numerous arenas. Seventy percent of the respondents to Deloitte’s most recent “Global Risk Management Survey” say that a priority in 2018 is “establishing and embedding the risk culture across the enterprise.” While the survey’s focus is on financial institutions, its findings link to operational risks related to industrial hygiene and environmental health and safety. Such a link is also found in “Executive Perspectives on Top Risks 2018: Key Issues Being Discussed in the Boardroom and C-Suite,” a survey conducted by North Carolina State’s Pool College of Management. A good risk culture should reflect organizational values, clarify the organization’s risk tolerance, and incorporate the ability to quickly anticipate, identify, and respond to emerging risks. Increasingly, a poor understanding of risk culture is itself considered an unacceptable risk.
CHARLES REDINGER, PhD, CIH, is president of Redinger 360, Inc. in Harvard, Massachusetts. He can be reached at (978) 456-8105 or via email. Acknowledgements: The author thanks Fred Boelter, Jeanne Fallon-Carine, and Scott Dotson for their contributions to this article. Send feedback to The Synergist.

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