Working group – Covid-19 and risk management

Changing risk models, organizational resilience, safety leadership in an uncertain world, etc., the Covid-19 pandemic has raised many important questions, with significant impacts for risk management. This new working group will draw up an inventory of safety practices in the context of the ongoing health crisis, and will examine potential methods that can be used to manage major risks and ensure the safety of people and facilities.

Working group – Covid-19 and risk management Working group – Covid-19 and risk management



| A brief summary |

The Covid-19 pandemic has fundamentally changed society’s habits. For the first time in its history, half of humanity was put under house arrest by a virus. Or, more precisely, by the desire of world leaders to limit the health consequences of the virus. This historic shift in values has caused considerable upheaval in lifestyles and, of course, in economies, the consequences of which remain to be seen.


There have been numerous impacts on risk management. Notably, the conditions for implementing principles and daily practices have become very complex. From one day to the next, new decisions have to be made at all levels of the company, with activities being modified, postponed or abandoned.

An unprecedented level of uncertainty now surrounds the future. This sudden and brutal interruption to daily life has destabilized a risk management model that is deeply founded on anticipation and predetermination. Industrial safety management needs to be rethought – and, going further, it seems clear that a new management regime needs to be invented, or at least clarified.


Read more : the Covid-19 crisis, what does it mean for resilience?

In this opinion piece, Jean Pariès invites us to consider the lessons to be learned from the Covid-19 crisis in the context of risk management.



| Themes |


The working group will focus on 3 themes:

  • Changes in risk models and their management: the effects of the pandemic on risk management, risk analysis, the prevention of major fatal and technological accidents, feedback systems, and preparation for future crises
  • Organizational resilience: criteria for more resilient organizations, maintaining skills in a context of remote working and reduced activity, reorganizing groups, the importance of psychosocial risks
  • Safety leadership in an uncertain world: how to deal with changing priorities, the role of the manager and employee representative bodies, applying health measures and day-to-day management.

| Participants |


  • Air France
  • Air Liquide
  • Airbus
  • Arkema
  • EDF
  • Eurovia
  • GRTgaz
  • RTE
  • Schneider Electric
  • SNCF
  • Suez


  • ASN
  • DGAC
  • French labour ministry






Contact & coordination

Jean Pariès
Scientific Director, Icsi-Foncsi

Jean-Marc Vaugier
Development Director, Icsi

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