Identification, assessment and treatment of risks
Identifying risks during the construction phase is
carried out using a variety of methods aimed at
assessing their consistency: establishing scenarios,
reviewing historical data, using incident databases,
analysing feedback from the field, using second and
expert opinions, and conducting benchmarking and
brainstorming.
The risks identified are all assessed according to
standardised scales of probability (level 1 to 4) and
severity (level 1 to 4 against multiple criteria: costs,
deadlines, safety, legal, image, operations) and then
converted into criticality (probability x severity).
The major risks are risks with a criticality of 9 to 16 or
a severity of 4, providing the practical expression of
the company’s risk appetite.
Diagrams of Société du Grand Paris’s risk criticality matrix and risk appetite scale
Applying the principle of subsidiarity, each risk is
identified, analysed, assessed (prioritised) and treated
at the appropriate operational level. A Risk Breakdown
Structure (RBS), consistent with the breakdown
of the project’s organisation structure and tasks
(cross-cutting, lines, packages), is used to assign risk
monitoring to the most relevant level. The risk registers
are populated firstly by the technical risk registers
established contractually by the project managers and
the contractors or groups of developers, reviewed and
challenged by programme management, and secondly
by direct contributions from programme managers
or programme management assistants.
Each risk is managed by a risk owner,
who is responsible for following up
the treatment plans, monitoring any
changes to the risk and reporting on
the risk. The risk owner functionally
leads the action organisers, who are responsible
for implementing the control plans. Systematic risk
monitoring is carried out periodically for each line
within the framework of dedicated risk reviews.
Société du Grand Paris updates its high-level risk
mapping every year. To do this, it uses all the risks
identified and listed in the operational risk registers of
the Grand Paris Express lines, the conclusions from
internal and external audits, the work carried out in
internal control and, more generally, any
document likely to provide information
on the project’s risk profile. Each risk is
assigned an executive-level owner,
following the same principles as the
system used at the operational level.
Risk monitoring by line project is combined with
cross-functional risk monitoring by business line
(civil engineering, all trades, systems, stations, etc.)
that is consistent with the internal organisation. This
ensures that risks are identified, analysed, assessed
and treated in the same way.
Each risk is managed by a risk owner, who is responsible for following up the treatment plans, monitoring any changes to the risk and reporting on the risk.
IDENTITY
RISKS AND CHALLENGES
Risks
CSR APPROACH
2020 ACTIVITY
