Legal Liability for Acts of Violence in Retail: Managing Risks
Legal implications of acts of violence in retail is crucial for businesses to mitigate risks and ensure a safe environment for customers and employees. This presentation explores key terms, concepts, case studies, and perspectives from legal experts in the field. Delve into negligent or inadequate security issues, relevant principles and terms, and learn valuable lessons from real-life litigation cases. Stay informed about legal developments and best practices in addressing security concerns in retail settings.
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Presentation Transcript
Running An Awarding Organisation Can We Keep Everyone Happy? Should We Even Be Trying? Vida Stewart, CEO Fiona Summers, Deputy CEO Laser Learning Awards 0
The Magic Bullet (Our Secret Weapon)
The Balancing Act Meeting the needs of: Centres Learners Employers Staff Board/Trustees/Shareholders Within the constraints of: Regulators Pseudo regulators Funding bodies DfE Sector/Professional bodies Viability Manageability Brand/Identity/ies Values and mission Maintaining confidence Procedures/Audit readiness Value to community/Productivity of nation
Challenges Changing policy landscapes and underlying detail Speaking same language/having common understanding lost in translation Competing needs/demands Decision making and implications/unintended consequences Keeping up, keeping ahead? Timescales Running a business Dealing with human beings Continuous juggling The only constant is change!
Keeping Everyone Happy? Red lines regulators; financial viability Needs v wants why? Understanding Nuances Values and mission Communication The balancing act
The Team Internal Knowledge and Expertise Familiarity across whole team (not just RO) with requirements of regulators and pseudo regulators - shared responsibilities Competent, experienced staffing body, familiar with direction of travel Good understanding of needs of customers Learning from experience (our own and others )
Communication Good working relationships and communications internal; external (customers and stakeholders) Understanding the very different needs of different centres and sectors Adjusting communications accordingly
Priorities and Balance Flexibility and acceptability within tolerable boundaries Priorities awareness of how many stakeholders we re trying to keep happy, and understanding of impacts Responsiveness and proactivity versus achievability and reality
Governance Board members: aligned to values and mission hold SMT to account in a supportive, knowledgeable way sufficiently invested in LASER/sector Communicating our context(s) Consideration of what we need from the Board
Collaboration and Networks Strength in numbers sharing and working with other AOs formal (membership organisations, professional bodies, sector groups, AO forums) informal regulator supported networks and events/activities includes representation (including lobbying activity), good practice, intelligence gathering and sharing
So Can We Keep Everyone Happy? Should We Even Be Trying? Shouldn t be the main goal Incidental if we can meet needs Conflicting happiness Doing the right thing The balancing act
