27 I SOCIETE GENERALE 2013-2014 ENTREPRENEURIAL SPIRIT Sharing a single risk culture s one of the tools of the RISK Culture project, "risk hours" encourage A employees to discuss the operational approach to the concept of risk, thereby fostering individual and collective awareness. In October 2013, the division in charge of information security within Societe Generale organised a series of informal talks on risks related to cybercrime, which were attended by the bank's operational teams in London, Paris, Bangalore and Sofia. The employees of Societe Generale Expressbank in Bulgaria preceded the Group's anti-hacking specialists, by testing beforehand a new practice encouraged by the Group's General Management through the ERM (Enterprise Risk Management) Programme: the "risk hour". Far from tedious presentations and dry theories, the idea is to bring teams together for a relaxed hour of casual conversation. "This allowed me to measure how pervasive the concept of risk is in our day-to-day professional life", one Expressbank participant said while leaving. Making this risk tangible and encouraging all employees to become aware of their individual responsibility in carrying out their work is the purpose of the RISK Culture project, which since 2011 has been promoting a stronger risk culture in all of the Group's activities. The "risk hour", which covers the bank's main operational risks, is just one of a set of tools. Risk management in a more general sense can be seen in all of the Group's processes. Along with ethics, it has been included in the criteria and methods for recruiting new employees in France since 2013. Three countries (Romania, Morocco and Bulgaria) have experimented with the new system, which will be deployed worldwide. With respect to the existing teams, all of the Group's employees, including managers, are now being evaluated using this same risk management criterion. ■ A COMPREHENSIVE PROGRAMME Promoting a risk culture (through the RISK Culture project) among all employees is the third pillar of the Enterprise Risk Management Programme that was launched in 2011. The first two are better understanding the risks involved in the bank's strategy (and particularly the continuous improvement of the Group's use of "risk appetite") and strengthening regular oversight and operational risk management systems.
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