Operational Risk July 2016 Heelis Graham Clowes Head of - PowerPoint PPT Presentation

Overview of Operational Risk July 2016 Heelis Graham Clowes Head of Operational Risk Kent CIEH

Welcome …to Heelis HQ of National Trust Heelis was the married name of Beatrix Potter, one of the key figures in the early history of the National Trust. It was built in 2005 and is considered one of the greenest office buildings in England Carbon emissions 65% lower than comparable buildings Won 12 prestigious awards Carpets made from sheep from the estates Roof ventilation snouts made from recycled beer cans

The National Trust – big stuff • Founded in 1895 • Primarily a countryside organisation • Subsequent National Trust Act in 1907 • Inalienable land • A charity – no government funding • Membership Organisation • 4 million members (6 times more members than all the political parties put together) • 5000 staff • 70,000 volunteers • 100 million+ visits to our land • Stately homes – especially after the war • 300 historic buildings • One of the UK’s biggest landowners (250,000 hectares) • 5000 domestic tenancies • 725 miles of coastline • A number of world heritage sites (Giants Causeway, Hadrians Wall, Fountains Abbey etc…)

National Trust – not so well known • WE own – 49 churches – 9 monasteries – 8 billiard tables – a gold mine – 59 villages – 10% of the nations museums – 61 pubs – A theatre • We are the nations biggest farmer (618000 acres) • 1 million+ objects on display • We protect 45,000 archaeological sites • Our properties are featured regularly on screen • We own where radio was invented and where gravity discovered

NT Operational Risk In 2011 a change programme bought together under one team the following areas…  Fire  Health and Safety  Security  Equality  Environment  Insurance was added in 2014 But its not just old teams bolted together  Bespoke approach tailored to each property  Holistic view of the issues  Change of ethos  General advice locally available with access to specialists when required

Why was this done? In short…. responding to concerns  lack of support  too much confusing guidance and instruction - and not being able to find it  conflicting advice given from the different functions (H&S, Access, Fire, Security)  the complexity of what was required and not knowing what could lead to prosecution  A strong pull for a ‘one stop shop’  Insurance was disconnected from the organisation

Structure (as at July 2016) Head of Operational Risk Senior Operational Senior Operational Insurance Business Risk Business Partner Risk Business Partner Partner Fire North South Security OR Support OR Support Equality Insurance Officer Officer Environment Office Operational Risk Operational Risk Operational Risk Operational Risk Operational Risk Business Partner Business Business Partner Business Business Partner Generalists Partner Generalists Partner Fire Specialists South Fire x 1 North X 1 X 4 X 5 Security x 1 X 4.6

What the new structure means in practice?  A one stop shop approach  We all cover all subject areas  A collaborative partnership  A pool of specialists which can be accessed by the Operational Risk Business Partner  Ongoing advice and support  New ethos and approach - here to help, not hinder  Navigate the complexity  Remove previous gold plating  Property staff are the decision makers, we provide advice and options

Me • Worked for Worcester City Council – Benefits department – Policy and Review (BV, Community Planning, CPA) • Cherwell District Council – Strategy (Efficiencies, Performance management, Community planning) • Sanctuary Housing Association – Quality Assurance (Efficiencies, Inspection) – Regulation and compliance (Legal, Policy, Insurance, H and S) • From 2011 - National Trust – Operational Risk – new role through change programme

Week 1 at the Trust; • mercury at the top of an 18th century lighthouse on a rapidly eroding coastline surrounded by rare protected shingle and plant habitat, which cannot be accessed by heavy plant due to a small bridge and soft ground, and conservation orders, which in any case is peppered with unexploded and unmapped experimental ordnance left over from a 1950s top secret atomic weapons research base?

…and by the way, they have a nuclear missile on display in a shed.

The property risk profile – A completely new process for the NT – Basically a compliance audit (so wider than just OR areas) – Done by OR Team with property staff – Tailored to the specific property – Risk based – Supportive - not judgemental – Identifies areas for improvement …the ORBP provides ongoing support to property managers to help delivery – Defined outcomes – Could be considered similar to CPA or Housing inspections as was – but no scoring or league tables.

The property risk profile process • Pre visit - to confirm arrangements/timetable for the exercise and also to collate relevant documentation • On site time - Three or four day Property Risk Profile exercise. The Operational Risk Business Partners will carry out a detailed review through open discussion with local property teams • Agree outcomes - Follow up meeting with GM to discuss and review prioritised outcomes from the exercise, and to agree appropriate timescales for completion. • Implementation – Operational Risk Business Partner will regularly visit properties for an update and to review progress in achieving outcomes.

What the PRP has told us (1) • As well as property specific stuff we identified strategic issues • Training and guidance - Accountability - Lack of awareness - IOSH Directing Safely - Training strategy Full intranet revision – streamlining and regular review - • Fire risk assessments – Large buildings covered but actions not done – Small building coverage and actions – Suitable and sufficient? – Training for ORBPs (all now fire risk assessors) and key personnel – New approach and templates – central library of complex buildings and more active monitoring – Clandon has meant further work emerging • Asbestos – Awareness – Revised approach and guidance – Training for key personnel (asbestos monitor/building team/ DLO) and refresher – Recent TBAM indicates significant improvement • Catering / Gas / Electrical safety – Record keeping – Property system / compliance tracker

Most common recurring issues 2 • Open fires and Flues – Annual sweeping and maintenance – new instruction and guidance – Annual sweeping in let estate at NT cost • LPG – Appropriate storage and metal pipe work underground – Site by site approach • ECA actions – Updating actions – Database switched to read only / new approach to EMS • Use of contractors – Competence – Procurement piece – approved supplier – Training developed • Management of events – Levels of experience and expertise – Seminar developed for key property staff /revised guidance

Moving forward… • Five year PRP review cycle (but flexible) • On going ORBP support at property level • Annual training strategy – May be working health surveillance into this also • Revision of insurance covers and integration with the team • ZM risk survey follow ups • Involvement in corporate projects and partnerships (coasteering, driving at work, cycle paths, RNLI partnership, VSCG) • Fire – revision of approach post Clandon • Annual compliance checks on 20 life and limb issues

The normal day job…. Day to day business partnering • bespoke advice • help with incidents • help with events • help with improvements • Topic based Active Monitoring - A process for an in depth examination of specific topics • Strategic approaches • Involvement in initiatives and projects (Countryfile live)

This week • Pokemon Go! • Folding chairs • Standards for rope based events • Coastal safety with RNLI - hotspots • Government consultation on driverless cars • Driving at work contract • Aspirin in first aid boxes • A fatality • Presentations on Clandon and the new electrical inspection regime • Liaising with insurers over Clandon • Developing training for the engagement and use of forestry contractors • Advising on two television adverts • Plus any emails which come in from properties….like camel back archery!

Ahead…. • Roll out phase 2 of PRP • Address the most recurring outcomes • Annual compliance checks on life and limb issues • Work on further developing partnerships with GMs and property staff • Early involvement in large initiatives (eg. Countryfile Live) • Provide clear, practical and proportionate instruction and guidance • Attempt to shape the external agenda (eg. Cattle, Drones, VSCG).

Questions ?