Gordon Reed

BA (Hons) Risk Management

Matriculation Number: S1139004
Module: Strategic Risk Management
Module Code: MHN321387
Module Leader: Taylor Bourne
Strategic Risk Management Issues Of Primark
Word Count:

Contents

Executive Summary
1)

Introduction

2)

Strategic Risk Management

3)

Integrated Risk Management

4)

Organisational Change

5)

Strategic Safety Management

6)

Strategic Issues Of Primark

7)

Conclusion

References

Executive Summary

1) Introduction
The purpose of this report is show how Strategic Risk Management is part of
a Risk Management Frameworkhas come a long way from its origins in
engineering and health and safety. It is now used on a wide range of
applications across a range of commercial, industrial and other forms of
enterprise. More and more organisations are establishing and developing risk
management facilities, both as an internal initiative and in response to
statutory and regulatory external pressures. A review of job advertisements in
the press suggests that risk managers are often amongst the most highly paid
of senior employees. By the end of this preface you will gain some idea of why
they should be so highly valued. In a world of rapid change, organisations that
can identify the need for change, design the changes required and implement
these changes more effectively and efficiently than others are more likely to
survive and prosper. Those that cannot adapt to change are likely to perish.
The Centre for Strategy Development and Implementation at Edinburgh
Business School, Heriot-Watt University, was founded by Professor Alex
Roberts in 2001 to address these issues. The core of the Centre's work lies in
four interrelated areas as shown in the Strategic Focus Wheel below. These
four areas form the basis for separate Edinburgh Business School distance
learning texts.

The core of the Centre's work lies in four interrelated areas as shown in the
Strategic Focus Wheel below. These four areas form the basis for separate
Edinburgh Business School distance learning texts. The Strategic Focus Wheel
A. Roberts and A. MacLennan The wheel is used to focus the efforts and resources
of organisations on delivering their intended strategic objectives, and has four
core elements. Strategic planning revolves around identifying the options
available to an organisation and selecting the most appropriate. If strategic
planning is done poorly, even the best implementation capability is unlikely to
compensate. Making strategies work is a process for connecting the highlevel strategic plan to the day-to-day activities that are critical to its delivery.

2) Strategic Risk Management

Strategic Risk Management is a function which an organization uses to reflect
on its negative factors and the opportunities open to it. This reflection will
affect the strategy it will take and how this can be implemented in the best
way

3) Integrated Risk Management

4) Organisational Change

5) Strategic Safety Management

6) Strategic Issues Of Primark

7) Conclusion

References

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