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Spotlight on Risk Management’s Resilient Women

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Ahead of International Women’s Day, RIMS is celebrating women’s achievements in the profession. Three women leaders in different stages of their careers recently spoke with Risk Management Monitor about what motivated them to make the move into and within the industry, and what the can be done to even the landscape for all professionals. Download the current RIMScast episode for their full interviews.

Kathleen P. Crowe, Aon Risk Solutions and chair of the RIMS Rising Risk Professionals Advisory Group.

What is your impression of risk management’s playing field?

Crowe: I’ve been in the industry for about six years and even in that time I’ve seen a pretty significant change in the overall makeup of the risk management and insurance positions. A lot of companies – Aon included – have women in leadership positions, which I appreciate. Women represent three of my four largest clients – we’re talking about massive, publicly traded companies and they are responsible for risk management functions.

It used to be the boys club but it’s becoming the women’s club, too, and I am glad to have these fantastic women to look up to. There’s been a lot of significant progress and I’m excited about the future.

How much of a challenge is knowledge transfer in risk management?

Crowe: I think everyone is facing similar issues in finding ways to integrate people into different areas so they can be trained to step up. The knowledge sharing process takes time and effort and though it’s a constant reminder that everyone is busy, it’s a way to prioritize and make sure we’re investing appropriately in the younger generation. This will enable them to succeed in higher positions as they progress through their careers and take on management positions and oversee others.

* * *

Cassandra R. Cole, Department Chair of Risk Management Insurance, Real Estate, and Legal Studies at Florida State University; Director of the Master of Science in RiskManagement and Insurance Program and the William T. Hold Professor in Risk Management and Insurance.

You have been an educator for years. Does your curriculum evolve to reflect news and industry trends?

Cole: Definitely. Much of my research comes from what’s going on in the world. It makes the classroom more exciting and the information you share more relevant. It helps the student better understand the connection between what’s going on in the textbook and what’s going on in the real world.

For example, I teach employee benefits on a regular basis and with the passage of the Affordable Care Act, that had implications for company health insurance plans and we spent a lot of time exploring how that law would impact companies, what they offer, their cost of insurance and how it would affect employees.

Are more female students showing an interest in risk management courses and degrees? What could higher education and the profession itself to generate or maintain enthusiasm? 

Cole: There has been a significant shift overall in terms of a gender spread. At the undergraduate level, it’s probably more 50-50. At the advanced programs and doctoral level is where I’m seeing a difference and where we still need to continue to inspire women to pursue those advanced degrees.

I think one of the things other than the actual teaching experience is connecting with students, helping them make decisions, [and] helping prepare them for that transition into the work. It is nice, though, to hear from a student who says ‘you’re the first female business professor I’ve had,’ because it demonstrates where they can go in their careers.

We are definitely making some advances but there are disparities in pay that need to be addressed and corrected.

* * *

Soraya Wright, founder and CEO of SMW Risk Management Consulting and also a member of the RIMS Diversity & Inclusion Advisory Council.

You were at Clorox for more than 20 years and left as the vice president of Global Risk Management and Crisis Management. What influenced you to go out on your own?

Wright: I initially thought I would be semi-retired, but two friends hired me as a consultant. I realized I had to formalize myself as a company if I was going to take on all these projects.

One of my mentees influenced me to keep working because she appreciated that I was someone who raised the issue of bringing on women and people of color onto strategic projects while I had been at Clorox. I thought about the work I was doing as a consultant and her words and they grabbed at my heart, and I felt another purpose. So, I continue to stay engaged and learn and practice my expertise as a risk manager. But I also devote some time for my passion, which is mentoring and coaching others and influencing change so there are opportunities for under-represented members of our profession.

How do you feel the profession can further encourage women to maintain their careers?

Wright: By providing opportunities for those who demonstrate an interest. Mentorship is important and I believe we’re obligated to reach back and help the next generation and also our peers. Our clients have more leverage than many realize, so just requesting that certain types of people with certain viewpoints work on your project can make all the difference in your work and in someone’s career. If we do that we’ll continue to see this wave of advancement and the leveling of the playing field.

RIMS Report: Making Sense of AI

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The risk of not adopting some form of artificial intelligence (AI) can be much greater than the potential risks of implementation according to the new RIMS Professional Report: Making Sense of Artificial Intelligence and Its Impact on Risk Management.

Authored by RIMS Strategic and Enterprise Council member and director, Microsoft Enterprise Risk Management Tom Easthope, the report explores forms of AI available to organizations, common implementations scenarios for risk professionals to consider, as well as opportunities for those professionals to advance their careers in light of the emergence of AI technologies.

“While the discussions about the long-term impacts of artificial intelligence on society are important to understand and track, the more pressing issue is to understand the impacts on your industry, your organization and, ultimately, your career,” Easthope said.

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“Risk professionals should find ways to participate in strategic discussions around AI and educate themselves on the world of possibilities it offers them and their organizations.”

The report explores AI’s foundational concepts, such as data and algorithms. It also discusses forms of AI, such as artificial general intelligence, (often referred to as “thinking machines” along the lines of C-3PO from the “Star Wars” films) and artificial narrow intelligence (ANI) which focuses on tasks that have major business impacts, including image recognition, credit card fraud detection and speech recognition. Citing research that AI-derived business value will be worth $3.9 trillion in the next three years, ANI presents risks and opportunities for risk professionals and their companies.

And while the report suggests that changes introduced by AI innovation and automation will impact jobs and tasks in the risk, compliance and insurance industry, it also presents methods to keep professionals less expendable, if they’re willing to embrace the technology.

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“But while change is inevitable, it does not mean that your risk career must end,” the report said. “Essentially, if you understand the organization’s strategy and how it can enhance its operations with ANI or the context around data, then you have something to offer.”

RIMS Strategic and Enterprise Risk Management Council (SERMC) is organized to provide leadership on strategic and enterprise risk management research, practices, topics and issues, in alignment with RIMS’ vision, affiliations and partnerships. SERMC comprises RIMS members, academics, strategists, consultants and other practitioners who are experienced with strategic and enterprise risk management and related issues.

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The report is currently available exclusively to RIMS members. To download the report, visit RIMS Risk Knowledge library at www.RIMS.org/RiskKnowledge. For more information about the Society and to learn about other RIMS publications, educational opportunities, conferences and resources, visit www.RIMS.org.

Infographic: 16 Blockchain Disruptions

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Underpinning the heart of digital currencies, blockchain has graduated from being merely a buzzword to revolutionizing how companies conduct business. Services and products that are powered by blockchain pose financial and operational risks that can challenge traditional models. With new cryptocurrencies popping up regularly and law firms creating practice groups around it, blockchain is bound to impact your industry.

If you need a quick primer on the topic ahead of the many blockchain education sessions at the RIMS 2019 annual conference, the folks at Bitfortune have created the voluminous infographic below to help you understand how the technology will improve 16 different industries, from music to government.

Explore how blockchain goes beyond Bitcoin and real-world applications that affect you and your organization.

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Discover ways that blockchain increases transparency and could potentially benefit your organization’s overall resilience.

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Visit Bitfortune.net for more information.

New Fatigue Reports Awaken Employers to Injury Risks

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The National Safety Council (NSC) estimates that roughly 13 percent of workplace injuries are attributable to sleep problems, causing an economic impact of $400 billion. NSC information suggests that employers with 1,000 employees could incur losses of more than $1 million per year in missed workdays, lower productivity and increased healthcare due to employee fatigue.

But rather than merely provide a bunch of statistics and projections that could put you to sleep, the NSC is providing possible solutions to combat the risk in its new report Managing Fatigue: Developing an Effective Fatigue Risk Management System. 

According to the report, a workplace culture that rewards or tolerates fatigue can indirectly lead to on-the-job injuries. In some high-performance cultures, employees may view fatigue as a sign of weakness or laziness. They may be committed to getting the work done despite long hours, even believing that fatigue doesn’t affect them.

“In our 24/7 world, too many employees are running on empty,” said Emily Whitcomb, NSC senior program manager for fatigue initiatives.

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“Employees are an organization’s greatest asset, and addressing fatigue in workplaces will help eliminate preventable deaths and injuries.”

Strong fatigue risk management systems blend employee education and training with improvements to workplace environments, culture change, and data-driven programs. But implementing a fatigue risk management system is not an easy sell — to the C-suite and possibly also to employees. The report suggests:

It is important that the fatigue management process be transparent and that appropriate information is shared throughout the effort to obtain buy-in from all levels of the organization. Providing open forums that allow employees to share how fatigue affects them is one way to get engagement from the outset.

The NSC lists key components in creating a fatigue risk management system:

  1. Education and training. This raises awareness of risks, create motivation to prioritize rest, and provide information on how to manage fatigue and get proper rest.
  2. Policies and practices. Clarify roles and expectations and institute policies and practices for hours of work and rest based on science that recognizes the physiological need for sleep and circadian rhythms.
  3. Shared responsibility. Employers and employees should cooperate when it comes to understanding the sleep needs of the employee, while the organization should expect output from a well-rested worker.   
  4. Fatigue mitigation. A workplace with positive environmental controls promotes better overall working conditions and should be less physically stressful in ways that contribute to on-the-job fatigue.
  5. Data-driven programs and continuous improvement. With the system in place, seek employee feedback, facilitate monitoring mechanisms, check the data and apply lessons learned. Understand why the system was or was not successful and modify from there.  

Complementary to Managing Fatigue, the Campbell Institute – the center for environmental health and safety (EHS) excellence at the NSC – released results from a pilot study conducted among renowned safety organizations to assess worker fatigue and effective countermeasures. In Understanding Fatigue Risk: Assessment and Countermeasures, the Institute identifies a persistent gap between how employers and employees view fatigue and argue for changing a culture to enhance safety.

According to the study, about one-third of workers surveyed reported sleeping between one to five hours per weekday, and not the expert-recommended seven to nine hours.

“This indicates that a large proportion of workers at these sites are chronically sleep deprived, which when coupled with longer work days and work weeks than scheduled means that the risk of a fatigue-related injury is significantly increased,” the report said.

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Additional information about workplace fatigue is available at nsc.org/fatigue.

Fatigue in National News

The timing of these reports should be welcome news for employers. Earlier this month, the National Transportation Safety Board (NTSB) unveiled its 2019-2020 Most Wanted List of Transportation Safety Improvements. One of the 10 items included the need to “Reduce Fatigue-Related Accidents.”

The NTSB’s Open Safety Recommendations describes fatigue as “a pervasive problem in transportation that degrades a person’s ability to stay awake, alert, and attentive to the demands of safely controlling a vehicle, vessel, aircraft, or train.” There are currently 27 open recommendations for railroad, aviation, highway and marine operators in an effort to curb fatigue-related accidents.

“We do not simply come up with these recommendations based on a whim,” NTSB chairman Robert Sumwalt said during the list’s unveiling in Washington, D.C. “It’s a data-driven approach based on the results of our investigation and the tragic and senseless deaths we investigate.

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