Page 73 - 2022 IRMSA Risk Report
P. 73

IRMSA’s Call to Action





          •  Hold leadership accountable through robust       4.3    $GPGƂVU QH DWKNFKPI VJG TKUM OCPCIGOGPV
            performance and consequence management.           EQORGVGPE[ RTQƂNG
          •  Continuously learn to increase resilience at     The outcomes of building the suggested IRMSA
            all levels.                                       ÀˆÃŽ “>˜>}i“i˜Ì Vœ“«iÌi˜VÞÉV>«>VˆÌÞ «Àœwi >Ài\

          4.2    %QORGVGPE[ 2TQƂNG                            •  Improved governance through accountability
         Emerging from the pandemic and striving to              management and quality decision making,
         LiVœ“i > ˜>̈œ˜ ̅>Ì œÜ˜Ã ˆÌà vÕÌÕÀi ܈ ÀiµÕˆÀi       guided by the IRMSA Integrated Strategy, Risk,
         ÕÀ}i˜Ì  >V̈œ˜°    7i  Ž˜œÜ  LÞ  ˜œÜ  ܅>Ì  ˜ii`à  ̜   and Resilience Guideline.
         Li  `œ˜i  q  ̅>Ì  Üi  ˜ii`  i̅ˆV>  >˜`  ۈȜ˜>ÀÞ   •  An increase in risk practitioners’ competency
         i>`iÀň« ̜ }iÌ ˆÌ `œ˜i q >˜` ̅>Ì Üi ˜ii` ̜         in risk and resilience, through applied
         hold people responsible for their performance.          risk-management     skills  building,  support
         That performance must be linked to consequence          programmes, risk-management training, and
         management.                                             risk-leader mentorship interventions.
                                                              •  -Õ««œÀÌ œv Lœ>À`Ã] œÛiÀÈ}…Ì Lœ`ˆiÃ] iÝiVṎÛi
         What does this mean from a risk competency point        management and line management in the
         œv ۈiܶ /…i vœœÜˆ˜} Vœ“«iÌi˜Vˆià >Ài ÀiµÕˆÀi`        comprehension of the value of risk management
         ̜ Ài“>ˆ˜ >˜` }ÀœÜ >à > vÕÌÕÀi‡wÌ ÀˆÃŽ «ÀœviÃȜ˜>\    >˜`  Ài>ˆÃˆ˜}  ̅i  Li˜iwÌà  œv  >˜  ivviV̈Ûi  ÀˆÃŽ‡
         •  Strategic and innovative leadership from the         management capability to support them in
            ÀˆÃŽ  «ÀœviÃȜ˜>½Ã  œvwVi]  «ÀœiV̈˜}  VœÕÀ>}i]   quality decision making.
            accountability and continuous learning and
            education.                                        4.4    &GNKXGTKPI     VJG    TKUM   OCPCIGOGPV
         •  An enabling and applied risk-management           EQORGVGPE[ RTQƂNG
            approach and delivery.                            IRMSA, as the only professional body for risk
         •  Scenario planning and the crafting of alternative   management in  SA as recognised by the SAQA,
            futures for one’s organisation, resulting in      promotes and develops credible risk professionals.
            options available enabling speedy and quality     /…ˆÃ ˆÃ `œ˜i LÞ «ÀœÛˆ`ˆ˜} ̅i vœœÜˆ˜} «ÀœviÃȜ˜>
            decisions that lead to timeous action.            ÃÕ««œÀÌ ˆ˜ LœÌ… ̅i «ÕLˆV >˜` «ÀˆÛ>Ìi ÃiV̜À\
         •  Adopting and adapting to the strategic and        •  Complete range of training covering strategy,
            œ«iÀ>̈œ˜> Li˜iwÌà œv `ˆ}ˆÌ> ÌÀ>˜ÃvœÀ“>̈œ˜ ˆ˜     risk and resilience for risk professionals and
            the enterprise risk management space, enabling       organisational leadership in both the private
            timely and effective response strategies to          and public sectors
            threats and opportunities; near real-time         •  Full learnership services from student selection,
            reporting; and faster, quality decisions.            «>˜˜ˆ˜}]   «ÀœiVÌ   “>˜>}i“i˜Ì]     ÌÀ>ˆ˜ˆ˜}]
          •  Integrated strategic thinking to make sense         “i˜ÌœÀň«]  >˜`  ÃÕ««œÀÌ]  ̜  ܜÀŽ  «>Vi“i˜Ì
            of uncertainty; understanding the big issues         >˜` vœœÜ‡Õ« ÃÕ««œÀÌ°
            ̅>Ì  V>˜  È}˜ˆwV>˜ÌÞ  ̅Ài>Ìi˜  œÀ  Li˜iwÌ  ̅i   •   ˜ÌiÀ˜Ã…ˆ«Ã   >˜`   ܜÀŽ‡ˆ˜Ìi}À>Ìi`   i>À˜ˆ˜}
            organisation; contributing to the debate inside      opportunities
            and outside the organisation; guiding decision    • Mentorships and coaching
            “>Žˆ˜}Æ  >˜`  i˜ÃÕÀˆ˜}  ÃÌÀ>Ìi}ˆV  œLiV̈Ûià  >Ài   • Competency assessments
            achieved.                                         • Blended learning solutions
         •  Implementing a continuous cycle of learning       •  *ÀœÛˆ`ˆ˜}  Lœ>À`  iÝ>“à  ̜  >VµÕˆÀi  ̅i  ÀˆÃŽ‡
            from mistakes, recalibrating and redesigning of      management designations (CRM Practitioner
            strategies to ensure that risk response strategies   >˜`  ,  *ÀœviÃȜ˜>® q ̅i Ìܜ “œÃÌ ˆ“«œÀÌ>˜Ì
            ÀiyiVÌ Ì…i ՘vœ`ˆ˜} ÈÌÕ>̈œ˜ >˜` ̅i LՈ`ˆ˜}      ÀˆÃŽ‡“>˜>}i“i˜Ì  `iÈ}˜>̈œ˜Ã  Ài}ˆÃÌiÀi`  ܈̅
            of a resilient culture.                              SAQA.











                                                                  IRMSA RISK REPORT • SOUTH AFRICA RISKS • EIGHTH EDITION  71
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