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Organizational Resilience | BSI and Cranfield School of Management
Baiada consistently gathers and analyzes safety risk information about all parts
of its operations. For example, it is currently examining “the factors that influence
the understanding and behaviours of people throughout the food chain, from our
agricultural operations, through to distribution, retail and finally consumption.”
The data gathered will be used to develop a programme to enhance understanding
among stakeholders, right through the entire food safety chain and enhance
the safety of the poultry products. The company also engages with experts and
consultants to “help identify and plug gaps in our systems”.
Baiada is also changing the way it carries out its governance responsibilities,
particularly in relation to legal and regulatory compliance. Now that this has been
more formalized, it leads to achieving results in a more structured and systematic
manner.” This includes development of an effective corporate risk register, risk
reviews and testing the effectiveness of those controls. The system will be based on
the risk management standards, which it is hoping to achieve in 2017.
One of the core features of Baiada’s approach is assessing the performance of
each part of the business, helping the different groups manage their safety risks
and agreeing with the board the actions that are needed to uphold standards and
further enhance resilience. Baiada discusses, “on a very regular basis, in structured
and formal meetings with all key players, the need for the business to be resilient,
the need for various managers and staff in different areas to make other areas
aware of the issues that they’re facing, so that we can adapt to any possible risk or
change that may affect another area.”
Baiada is continuing to make more informed decisions about the safety outcomes
that “we and the industry should aim to deliver to better manage the risks
across the sector.” It monitors “what the industry is doing in Australia, how we
are performing within that industry, what’s occurring to the other players, what
the market is doing, and adjusting the strategy… as well as learning from what
happens within other organizations. For example, “there was a recent incident
in a competitor’s processing plant in another state, so we immediately sent out
a directive to all our relevant people to ask them to check the same system that
caused the competitor’s issue. We were looking at the overall system anyway, but the
extra checks highlighted a few other areas where we can make improvements.”
Elaine says that the key to Organizational Resilience is “getting the right people
in the right roles. I think that’s just such a key to any organization’s success.” She
continues, “I just know that our people are the key to the success of this business,
right from our executive management down to the senior management and the
people on the shopfloor.” The key is, “start them off right, train them properly, reward
them appropriately and hold them accountable”. She suggests that one of the keys
to success at Baiada was the ability to grow and “remain big, but still keep that small
business feel that we’ve always had.”
“For Infosys, it
is not so much
about mitigation
but more about
preparedness”