Sensibilisation à la gestion des risques opérationnels dans une PME

Abstract

Operational risk management is nowadays considered as crucial in the management of any organization. In a complex world, it is necessary to control the threats facing the company to ensure its stability, minimize its losses and protect its image. The purpose of my project thesis is to raise awareness of operational risk management among all employees of a recognised Belgian ready-to-wear SME, J&JOY. The analysis presented is a snapshot of the situation encountered during the internship from January to May. As risks are constantly evolving, the proposals will have to be continuously adapted to the new realities facing the company. First, the company's processes are mapped to better understand the possible origins of threats in daily activities. The second step lists the risks by department using a double taxonomy. The third part of the analysis is devoted to prioritizing the risks identified by assessing their criticality both in terms of their probability and their impact. Finally, practical recommendations are proposed to enable J&JOY to control the risks assessed as critical against the backdrop of the risk treatments provided for in Prince 2. A risk management program requires that the company has relevant information and an effective communication system. The data collected must be transmitted to internal actors so that they can meet their responsibilities. Communication must allow everyone to understand what is expected of them. The establishment of a formal risk management monitoring procedure is necessary to ensure that the actions planned are effective and efficient. The measures decided upon will have no effect if the internal actors do not adhere to them. Risk management is a permanent process that must be applied throughout the company. It must be implemented by all levels of the organization. A corporate culture that facilitates communication around failures and focuses on customer satisfaction can contribute to this common focus. Management should facilitate discussion of risks rather than scanning for uncertainties or failure signals.