Chapter
02 Definition and models of People Risk
2.1 Introduction – what is People Risk?
2.2 An example of People Risk Management
2.3 Definition of People Risk
2.4 Models of People Risk
2.5 The People Risk Triangle
03 The human dimension of People Risk
3.4 Conflicts of interest
3.5 Systems of human decision-making
3.6 A hypothetical example
04 Case studies in People Risk
4.7 Lessons to be learned from the cases studied
05 People Risk Management Framework
5.2 People and other Risks
5.3 People Risks in the Risk Management Framework
5.4 Internal and External People Risks
5.5 People Risk and Conduct Risk
5.7 Identifying and assessing People Risks
5.8 Escalation of People Risks
5.9 Appetite for People Risk
06 People Risk in the boardroom
6.1 Board governance and maturity
6.3 The role of the Chairperson
6.6 Monitoring board behaviour
6.7 What are the main People Risks in the boardroom?
6.8 Managing People Risk in the boardroom
07 The influence of organizational culture
7.2 Understanding risk culture
7.3 Embedding a risk culture
7.6 Example of risk culture and values in action – managing Health and Safety
08 Roles and responsibilities
8.1 The Three Lines of Defence model
8.2 People Risk mitigation
8.3 Clarifying responsibilities in the lines of defence
8.4 High Reliability Organizations
8.5 The crucial role of Human Resources (HR)
8.6 Human Resources Risk Management
8.7 The Assurance functions
8.8 Auditing corporate culture
09 Improving decision-making
9.1 Making the Invisible Visible
9.2 Improving individual decision-making
9.3 Decision-making process
9.4 Checklists and decision-making
10 Personal responsibility
10.2 Personal responsibilities
10.4 Individual Interactions
10.5 Personalized Codes of Conduct
11.2 Regulation of People Risk
11.3 Starting the journey
11.4 What will success look like?
11.5 The imperative for change
Glossary of terms and abbreviations