Key information and topics covered
Session Content:
- Defining culture and conduct and the related risks
- What are the value adds and the value detractors – the credits and debits!
- How can culture and conduct be measured
- Creating and reporting on a culture and conduct “P&L” and making the target a strategic goal
- Making it happen to avoid the risks of not adopting a multi-bottom-line performance measure
Financial profit and loss has been the key business performance measure since the Venetians adopted debits and credits in the 15th century. The reason for this is obvious: financial performance is the easy one to measure.
However, this singular bottom line approach means a lack of focus on every other value add/deduction that an organisation creates, from environmental and social to employee wellbeing. This is no longer acceptable. We need to be able to measure every material aspect of an organisation’s stakeholder impact, positive or negative.
Risk management has a major role to play in fixing this problem. Nowhere is it more evident than in how our people behave, and how our people’s behaviour impacts the behaviour and wellbeing of others.
