Interview
PRACTICE
It’s not about the manual Risk managers need to develop their processes to suit the specific needs of their organisations, rather than allow standardised ways of working dictate their role, according to Paul Mather, Shell’s group head of enterprise risk management BY ARTHUR PIPER
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n 2015, governments came together in Paris and achieved a landmark agreement to tackle climate change. The Paris Agreement’s goal is to keep the rise in global average temperature this century to well below two degrees Celsius (2C) above pre-industrial levels and to pursue efforts to limit the temperature increase even further to 1.5C. In pursuit of this goal is a vision for the world to transition towards a net-zero emissions energy system. “Shell aims to play a role in meeting these challenges by exploring solutions in areas of our technical expertise, such as natural gas production, efficient future fuels – for example, biofuels and hydrogen – and carbon capture and storage, and also in emerging energy system technologies,” Paul Mather, Shell’s group head of enterprise risk management (ERM), says. “We know our long-term success as a company depends on our ability to anticipate the types of energy that people will need in the future in a way that is both commercially competitive and environmentally sound. We find the goal of a better life with a healthy planet to be an inspiring ambition. But navigating the
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To be effective in risk management, risk needs to be embedded in the mindsets and behaviours across the organisation
Enterprise Risk
