index

Organizational Risk Management Monitor

Seafood Industry

• Risk is the potential for uncontrolled loss of something of value • Values can be gained or lost when taking risk • Risk is resulting from a given action or inaction • Risk is foreseen or unforeseen, planned or not planned • Risk is an aspect of action taken in spite of uncertainty

Risk

Strategic Risk.

Operational Risk.

Financial Risk.

Compliance Risk.

Reputational Risk.

The Main Types of Business Risk Seafood Industry

© Ritaconsult TM 2021. All Rights Reserved.

The Risk Management Process

Seafood Industry

1. Establishing Context

2. Identifying Risks

4. Integrating Risks

3. Analyzing Risks

5. Assessing Risks

7. Monitoring Risks

6. Treating/ Exploiting Risks

continual measurement of the risk environment

Dynamic Organizational Risk Management

Seafood Industry

Dynamic Risk Management of the Organizational Behavior.

Dynamic Risk Management of the Labor Practices.

Dynamic Risk Management of the Management Practices.

Key Points

Dynamic Risk Management of Operations.

© Ritaconsult TM 2021. All Rights Reserved.

Dynamic Organizational Risk Management Key Points

Dynamic Risk Management Policies

Human factor: Experience in Dynamic Risk Management.

Human Factor: Building Skills for Risk Assessment &Monitoring.

Dynamic Risk Management Practices: Change friendliness.

© Ritaconsult TM 2021. All Rights Reserved.

Specifics of Dynamic Organizational Risk Management of Seafood Industry

© Ritaconsult TM 2021. All Rights Reserved.

for the business partner Risk is the potential for uncontrolled loss of something of value

IMPORTANCE

RISK PROBABILITY

IMPACT Result of given action or inaction

GENERAL UNCERTAINTY about undesirable outcome

SPECIFIC UNCERTAINTY about undesirable outcome

Importance of Psychological Safety

• Hospital • Neighborhood

Importance of Safety More important to patients is something, more afraid they are to loose it.

Importance of Hygiene

Importance of Physical Security

Importance of Seafood Products’ Safety

HEALTH

FEELING OF UNCERTAINTY ABOUT SOMETHING IMPORTANT

Seafood Industry

SEAFOOD

General Uncertainty It comes from the interaction between the staff and the business partner

How welcomed feels the business partner from: • Experts • Support staff • Managers • Owners • Security Guards

How comfortable feels the business partner from: • Experts • Support staff • Managers • Owners • Security Guards

How safe feels the business partner from: • Experts • Support staff • Managers • Owners • Security Guards

Specific Uncertainty Reasons for business partner to feel unsafe during their visit

This is the highest level of uncertainty, resulting from the real life unpleasant/unsafe business partners’ experience.

Physical insecurity

Bad hygiene & unsafe products

Psychological discomfort/ harassment

Unsafe premises

Unclean

Invasive to the privacy behavior of owners/ managers.

Unsafe neighborhood

Untidy personnel and other patients

Too aggressive specialists and support staff

Not trustworthy security guards.

Too loud style of management

Expired products, not trustworthy supply source

RISK IS RESULTING FROM A GIVEN ACTION OR INACTION

Seafood Industry

Impact (events)

Seafood side effects.

Too much chemical invasion.

Bad event for the business partner with a problem which wasn’t fixed from the staff.

Harm to the Business Partner

• Old diseases inflammation as a result of bad seafood. • New disease (acute). • New diseases (chronic).

• Unpleasant experience. • Ruined life.

• Depressive symptoms. • Anxiety/fear. • Nervous breakdown. • Traumatic disorder symptoms.

• Humiliation in front of children/other family members. • Humiliation in front of members of customers’ community. • Humiliation in front of unknown visitors.

• Financial loses as a direct result of the visit. • Future financial losses as a consequences of this visit.

Health

Financial

Reputation

Psychological

Emotional

Solution: Dynamic Organizational Risk Management Monitor

Seafood Industry

How Management Practices Can Decrease the Risk Dynamic Organizational Risk Management Frameworks: Module Management Practices

• By constant improving of their change-friendliness management skills. • By taking actions for continuous improvement process to anticipate such type of problems in advance, when resolving the daily business problems. • By realistic and possible to be achieved KPI. • By regular monitoring of KPI which include risk-free environment.

Operations

• By assuring psychological risk free work place for better performance and health. • By honest process of job performance evaluation with clear pre-defined standardized criteria. • By regular positive motivation of the employees (bonuses, promotions, etc.). • By fair process of hiring/firing.

People

How Organizational Behavior Can Decrease the Risk Dynamic Organizational Risk Management Frameworks: Module Organizational Behavior

Assessment

Expectancy

Individual Differences

Choices

Needs & Values

Selection & hiring

Goal setting

Reward & punishment

• Psycho-emotional conditions (lack of psychological harassment, of psychological torture, etc.). • Safety of personal property at work place. • Protected reputation.

How Labor Practices Can Decrease the Risk Dynamic Organizational Risk Management Frameworks: Module Labor Practices 1/3 .

• Lack of risk for identity damages. • Healthy working conditions. • Upward mobility at work place. • Respect of personal life from employer and colleagues.

How Labor Practices Can Decrease the Risk Dynamic Organizational Risk Management Frameworks: Module Labor Practices 2/3

• Lack of forced overtime (beyond the legall limits); lack of force to work on call. • No limitations of freedom of movement and communication. • No multiple dependency on employer (jobs for relatives, housing, etc.)

• Free recruitment: content or legality of employment contract, legal documentation. • Free recruitment: rights and privileges (including promotion) . • Free recruitment: no risks for future employment and for community and social life.

How Labor Practices Can Decrease the Risk Dynamic Organizational Risk Management Frameworks: Module Labor Practices 3/3

• No influence of employer or people related to employer for non-work life. • No violence or harassment against worker in front of other workers • No surveillance from the employer. • No extra work for breaching labor discipline.

• No menace of dismissal. • No menace of exclusion from future employment. • Freedom to terminate labor contract, freedom to resign in accordance with legal requirements. • No false promises regarding working conditions and wages.

• No abuse of vulnerability of workers who: o lack knowledge of the local language or laws o have few livelihood options o belong to a minority group o have a disability or other characteristics that set them apart from the majority population.

Dynamic Organizational Risk Management Monitor

Avoidance: existing activities giving rise to risks.

Reduction: taking action to reduce the likelihood or impact related to the risks.

Alternative Actions: considering other feasible steps to minimize the risks.

Share or Insure: transferring or sharing a portion of the risk, to finance it.

Accept: no action is taken, due to a cost/benefit decision.

THANK YOU

Ritaconsult TM Seafood Consulting Solutions

1: -a
2: -a-a
3: -a-b
4: -a-c
5: -a-d
6: -a-e
7: -a-f
8: -a-g
9: -a-h
10: -a-i
11: -a-j
12: -a-k
13: -a-l
14: -a-m
15: -a-n
16: -a-o
17: -a-p
18: -a-q
19: -a-r
20: -a-s
21: -a-t
22: -a-u
23: -a-v
24: -a-w
25: -a-x

Use arrow keys for navigation.

Don't show this again