Risk Behaviours and Attitudes

The Risk Function uses the Assessment of Risk Behaviours and Attitudes (ARBA) to keep driving improved attitudes and behaviours across the Group, and the Risk Communications Plan to ensure that there is a consistent understanding of risk management and the concept of risk ownership throughout the Group.

The ARBA approach was developed jointly by Risk and Group Audit (GA) functions to assess the Group’s risk behaviours and attitudes. ARBA makes use of a number of indicators, including the various interactions Risk and GA have with the organisation during the year, observations from individual GA audits, observations from committees and risk and action management.  Risk and GA use these observations to form a view of the Group’s position across the three key ARBA categories: ‘Tone from the Top’, ‘Decision making’ and ‘Risk Management Framework’. 

In 2018, the Plan featured a programme of activity to reinforce the message that risk is everyone’s responsibility. It involved staff awareness campaigns, feature articles on the internet and a programme of activities including ‘back to the floor’ activities across the business, attendance at CRO Awards events and 121s with new members of the SLT and Board. 

A major part of the 2018 Risk Communications Plan was the launch of the innovative and impactful ‘Risk Tattoo Campaign’, which managed to engage staff in a discussion around risk management in a way that many other businesses have not achieved. As part of the campaign, 30 Risk staff visited 9 Group sites, attended 31 huddles to promote risk awareness and engaged in 33 ‘back to the floor’ sessions. This was supported by internal social conversations, intranet articles and handing out risk ‘tattoos’ to colleague to raise awareness.  The approach enabled Risk to engage with colleagues about the importance of risk management in an interesting and conversational way, and was the most successful campaign of its kind for the Group, garnering over 2500 click-throughs and online interactions.

The Risk Communications Plan was supplemented by other mechanisms such as training for the business and other business as usual activity. As a result of this, Risk increased its visibility, increased staff understanding of risk and built relationships across the Group.