Managing Director
Risk management is not just a compliance exercise – it’s central to good governance, strong decision-making, and long-term resilience, writes DTP MD Andy Roskell. And yet, in some social housing providers, risk is still something that’s only fully discussed when the board meeting agenda demands it, or when the risk register needs updating.
Board away days offer the perfect opportunity to step back and take a strategic look at how risk is approached – not just what’s on the register, but how risk is embedded in culture, leadership and day-to-day operations.
Here are five essentials we believe every board should be thinking about when it comes to risk:
1. Regularity matters – not just formally, but informally too
A formal review of risk is necessary and expected. But the risks your organisation faces are not static. They evolve as your operating environment, financial pressures and strategic direction change.
That’s why the most effective boards make time for informal, reflective conversations about risk at the end of every meeting. What’s changed? What’s emerging? What’s no longer relevant? This habit ensures your risk register reflects reality – not last quarter’s best guess.
2. Prioritise the quality of your discussion over the polish of your paperwork
It’s easy to become focused on the structure and presentation of your risk register. But no matter how neatly colour-coded or perfectly formatted it is, the real value comes from the quality of board-level conversation it prompts.
Are the right questions being asked? Are assumptions being challenged? Is there a culture of openness in the room to explore uncomfortable possibilities?
A healthy culture of risk isn’t measured by how well boxes are ticked – it’s measured by how openly risks are debated.
3. Design a risk register that works for you
There’s no one-size-fits-all when it comes to risk reporting. If your current format feels clunky, overly complex or like a chore to update, it’s time to rethink it.
Keep it simple. Make it usable. Ensure it links meaningfully to your strategic plan. The risk register should serve the organisation, not the other way around. Don’t let the tail wag the dog.
4. Risk should be everyone’s job
If risk is only discussed when it’s time to report, that’s a problem. Real resilience comes when risk awareness is part of everyone’s day-to-day thinking – not just the job of the exec team or governance lead.
Embedding a shared responsibility for risk takes time, training and cultural leadership. But it pays off in better decisions and stronger, more agile teams.
5. Set the tone from the top
Boards that lead on risk – not just by reviewing registers, but by asking tough questions and modelling curiosity – send a powerful message. Risk isn’t something to be hidden, minimised or feared. It’s something to be understood, managed and engaged with confidently.
Looking ahead
Whether it’s the changing regulatory landscape, new funding pressures or shifting expectations from customers and communities, risk is evolving.
Your next board away day is an ideal moment to reassess how your organisation engages with risk – and whether your board is equipped to lead from the front.
At DTP, we support boards and leadership teams across the social housing sector to strengthen their approach to risk. From facilitated away days to tailored governance support, we’re here to help you turn risk into resilience.
Get in touch if you’d like to explore how we can support your next board conversation.
