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Unit 4 Risk
Classroom activities 1

I Starting point

1. Read, discuss, define the theme all the quotes refer to.

“I knew that if I failed I wouldn’t regret that, but I knew the one thing I might regret is not trying.”
– Jeff Bezos, founder and CEO of Amazon

“Make the choices that make you nervous. If you make the choice that’s the easy way out, that
wasn’t the big vision or big choice to make.” – Eileen Burbidge, partner of Passion Capital

“If you don’t play you can’t win.” – Judith McNaught

“Living at risk is jumping off the cliff and building your wings on the way down.”
— Ray Bradbury, novelist

“You can’t cross a chasm in two small steps.” — David Lloyd George, British Prime Minister

1. Jeff Bezos emphasizes regret minimization—the idea that not trying at all is often worse
than failure. The message: it’s better to act than to live wondering what if.
2. Eileen Burbidge encourages choosing the path of growth, even when it’s intimidating. Her
quote reminds us that comfort doesn't lead to breakthroughs.
3. Judith McNaught keeps it simple: you can’t succeed without participation. No action = no
results.
4. Ray Bradbury poetically describes risk-taking as leaping before you’re fully ready, trusting
your ability to adapt mid-air.
5. David Lloyd George warns against half-measures. Some goals require a big leap, not
incremental steps.

2. Discuss:

1. What is risk? What does it involve?

2. Do you consider yourself a risk-taker?Why/Why not?
3. What kinds of risks do businesses face? How can they plan to manage risks?

1. What is risk? What does it involve?

Risk is the possibility of experiencing loss, harm, or failure when making a decision or taking action.
It involves uncertainty—you don’t know exactly how things will turn out.
Taking a risk often means stepping into the unknown with no guarantee of success, but with the
potential for great reward.
It involves:
 Uncertainty of outcome (success or failure)
 Potential consequences (financial loss, damage to reputation, emotional stress)
 Courage and decision-making under pressure
 Weighing pros and cons before acting

2. Do you consider yourself a risk-taker? Why/Why not?

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(Sample answer – you can personalize it)
Yes, I consider myself a moderate risk-taker. I like to explore new opportunities and challenge
myself, especially when I believe the reward is worth the risk. For example, I’ve taken on
leadership roles or tried new projects outside my comfort zone. However, I also try to calculate
risks carefully—I don’t jump in blindly.

3. What kinds of risks do businesses face? How can they plan to manage risks?
Businesses face many types of risks, including:
 Financial risk – losing money due to bad investments, poor cash flow, or market downturns.
 Market risk – changes in consumer demand or competition.
 Operational risk – failures in internal systems, processes, or technology.
 Legal risk – lawsuits, contract issues, or regulatory problems.
 Reputational risk – damage to a company’s public image.
To manage these risks, businesses can:
 Conduct risk assessments regularly
 Create backup plans and contingency strategies
 Buy insurance to cover potential losses
 Diversify products, investments, or suppliers
 Train employees and strengthen internal processes
 Monitor the market and adapt quickly

II Video Zone

1. Can you explain the meaning of the words and word combinations below?
Match with the definitions:
• coping capacity • resilience • hospital capacities
• building codes • risk-informed • fragility
• strong data • exposure

the ability of healthcare facilities to provide adequate medical care for patients,
including the availability of beds, medical equipment, and staff.
the approach of making decisions based on a thorough understanding of potential
risks and their consequences, in order to minimize negative outcomes and
promote positive ones.
the degree to which people, buildings, and infrastructure are likely to be affected by a
particular hazard, such as a natural disaster or disease outbreak.
the ability of individuals, communities, or organizations to withstand and recover
from the impacts of a hazard or stressor, such as a major weather event or
economic downturn.
a set of standards and regulations that govern the design, construction, and
maintenance of buildings and other structures, with the goal of ensuring safety
and minimizing risk to occupants and the public.
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the susceptibility of a system or community to damage or failure in the face of
stressors or shocks, such as natural disasters, economic downturns, or political
instability.
high-quality, reliable information that is based on sound research methods and
can be used to inform decision-making and policy development.
the ability of a system or community to adapt and recover from stressors or
shocks, while maintaining its essential functions and structures.
 Coping capacity
 The ability of a system or community to adapt and recover from stressors or shocks, while
maintaining its essential functions and structures.
 Building codes
 A set of standards and regulations that govern the design, construction, and maintenance of
buildings and other structures, with the goal of ensuring safety and minimizing risk to
occupants and the public.
 Strong data
 High-quality, reliable information that is based on sound research methods and can be used to
inform decision-making and policy development.
 Resilience
 The ability of individuals, communities, or organizations to withstand and recover from the
impacts of a hazard or stressor, such as a major weather event or economic downturn.
 Risk-informed
 The approach of making decisions based on a thorough understanding of potential risks and
their consequences, in order to minimize negative outcomes and promote positive ones.
 Exposure
 The degree to which people, buildings, and infrastructure are likely to be affected by a
particular hazard, such as a natural disaster or disease outbreak.
 Hospital capacities
 The ability of healthcare facilities to provide adequate medical care for patients, including the
availability of beds, medical equipment, and staff.
 Fragility
 The susceptibility of a system or community to damage or failure in the face of stressors or
shocks, such as natural disasters, economic downturns, or political instability.

2. Watch the video: https://www.youtube.com/watch?v=9G9Q5YLqgKU

Take down the notes to discuss the following:

Gist questions:

1. What issue does the video deal with?

2. Why is risk-informed decision-making important in development?
3. Name the key factors that need to be taken into account when building
infrastructure projects in a resilient manner.

1. What issue does the video deal with?

 The video focuses on the importance of risk-informed decision-making in development
projects.
 It emphasizes the need to safeguard development achievements (e.g., hospitals, power
supplies) in uncertain and complex environments.
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 The central issue is that risks are often overlooked in planning and implementing
development measures.

2. Why is risk-informed decision-making important in development?

 It ensures that infrastructure and development projects are resilient and can withstand
hazards.
 Helps prevent failure and avoid negative impacts like conflict, environmental harm, or
social tension.
 Encourages collaboration between governments, experts, and communities for inclusive and
informed planning.
 Supports long-term success and sustainability by adapting to dynamic and interdependent
risks.

3. Name the key factors that need to be taken into account when building infrastructure projects
in a resilient manner.
 Hazards (e.g., flooding, landslides)
 Exposure and vulnerability of people and systems
 Coping capacity of communities and institutions
 Building codes and technical standards
 Social, political, financial, and environmental risks
 Risk drivers like urbanization, climate change, and fragility
 Location-specific impacts (e.g., environmental footprint)
 Stakeholder participation and political engagement
 Solid data and cross-sector collaboration
 Lifecycle planning – from design to long-term operation

3. Watch the video again

Questions for details:

1. What are some of the risks that need to be considered during the planning of a dam? Can the
approach be generalised to apply to a different kind of project?
2. How can courses of action be negotiated across sectors to make a decision as risk-informed as
possible?
3. Why is it important to involve experts, local communities, and political participation in
development decision-making?

1. What are some of the risks that need to be considered during the planning of a dam? Can the
approach be generalised to apply to a different kind of project?
Risks for a dam project include:
 Flooding
 Landslides
 Insufficient building codes
 Water supply issues (e.g., restriction leading to regional or transnational conflict)
 Environmental impact
 Social tensions
 Budget limitations
✅ Yes, the approach can be generalized.
Any infrastructure project (like roads, power grids, hospitals, etc.) requires:
 Risk assessment of natural hazards
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 Analysis of social and environmental effects
 Evaluation of long-term consequences
 Inclusion of various stakeholders in the planning process

2. How can courses of action be negotiated across sectors to make a decision as risk-informed as
possible?
 Involve multiple sectors (e.g., environment, finance, engineering, health, social services) in
planning discussions.
 Encourage collaboration rather than siloed decision-making.
 Use strong, reliable data as a shared foundation for dialogue.
 Weigh the trade-offs between different priorities (e.g., environmental protection vs. economic
cost).
 Make decisions that reflect diverse perspectives and needs.
Key principle: Risk-informed decisions require transparent communication and compromise
between stakeholders.

3. Why is it important to involve experts, local communities, and political participation in

development decision-making?
 Experts provide technical knowledge and data to assess complex risks.
 Local communities offer insight into lived realities, vulnerabilities, and coping capacities.
 Political participation ensures inclusivity, builds public trust, and helps in balancing
competing interests.
 All three groups contribute to better risk understanding, stronger solutions, and a sense of
ownership over decisions.
Inclusive participation = more resilient and sustainable development.

Do you find the video informative and useful? Why?

If not, what would you like to enhance?

4. Find suitable equivalents in English for:

 Строительные нормы и правила – Building codes and regulations

 Способность справляться с нагрузкой / сопротивляемость – Coping capacity / Resilience
 Воздействие окружающей среды / внешних факторов / неблагоприятное воздействие –
Environmental impact / External factors / Adverse impact
 Хрупкость / уязвимость / непрочность – Fragility / Vulnerability / Instability
 Устойчивость к внешним раздражителям / гибкость / приспосабливаемость – Resistance
to external stressors / Flexibility / Adaptability
 С учетом факторов риска – Taking into account risk factors / Risk-informed
 Убедительная / достоверная информация / точные данные – Convincing / Reliable
information / hard data

строительные н правила
способность справляться с нагрузкой/ сопротивляемость
воздействие окружающей среды/ внешних факторов/ неблагоприятное
воздействие/
хрупкость/ уязвимость/ непрочность
устойчивость к внешним раздражителям/ гибкость/ приспосабливаемость
с учетом факторов риска
убедительная/ достоверная информация/ точные данные
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5. Fill in with the words and word combinations from the list above:

1. During a pandemic, it is important to maintain to ensure that

patients receive adequate medical care.
2. decision-making is essential for minimizing the negative
impacts of hazards and promoting resilience.
3. to natural disasters can be reduced by implementing measures
such as building codes and early warning systems.
4. Communities with high are better able to withstand and
recover from the impacts of stressors and shocks.
5. play a crucial role in ensuring the safety and resilience of
buildings and infrastructure.
6. ecosystems are particularly vulnerable to the impacts of
climate change and other stressors.
7. is needed to accurately assess risks and develop effective
strategies for managing them.
8. can be strengthened through measures such as disaster
preparedness planning, community engagement, and investment in infrastructure.
9. The COVID-19 pandemic has highlighted the importance of maintaining adequate
and investing in healthcare systems.
10. By improving coping capacity and reducing exposure to hazards, communities can become
more and better able to adapt to a changing world.

 During a pandemic, it is important to maintain coping capacity to ensure that patients receive
adequate medical care.
 Risk-informed decision-making is essential for minimizing the negative impacts of hazards and
promoting resilience.
 Exposure to natural disasters can be reduced by implementing measures such as building codes
and early warning systems.
 Communities with high resilience are better able to withstand and recover from the impacts of
stressors and shocks.
 Building codes and regulations play a crucial role in ensuring the safety and resilience of
buildings and infrastructure.
 Fragile ecosystems are particularly vulnerable to the impacts of climate change and other
stressors.
 Reliable information is needed to accurately assess risks and develop effective strategies for
managing them.
 Resilience can be strengthened through measures such as disaster preparedness planning,
community engagement, and investment in infrastructure.
 The adverse COVID-19 pandemic has highlighted the importance of maintaining adequate
coping capacity and investing in healthcare systems.
 By improving coping capacity and reducing exposure to hazards, communities can become more
resilient and better able to adapt to a changing world.

III Reading Zone

1. Look at the pictures. Try to label them with the following words and word combinations:

• contingency planning • blatant • risk-averse

• robust • remorse • reckless*
• to run simulation exercise • resilient • foolhardy*
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• imprudent* • rash* • to buy into
• ecologically-sound • to fall flat on (one’s) face
• AOB - any other business • to pull off (a deal)
• a technical hitch • to scrap sth
• to talk sb through • amid plagiarism claims
• to have serious reservations • an (accusation) allegation
• a pipe dream • to cap sth
• carbon offsetting • renowned
• to have second thoughts • immediate environment
• to take a long view of • a repercussion (for)
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2. The controversy over diesel emissions testing by car manufacturers highlights the need for
companies to be aware of the risks involved in decisions they make. Read the article and
answer questions 1-4.

1 What should companies do to prepare for the worst?

2 What dilemmas do companies face about communication when hit by a crisis?
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3 Who in the company should take responsibility if something goes wrong?
4 How is a crisis likely to be remembered by the customers?

HOW TO HANDLE A CORPORATE CRISIS

Daniel Thomas, BBC Business Reporter

The emissions scandal shows that no company, however large or well-established, is immune to a crisis. But
how a business responds when things go wrong can mean the difference between a swift resolution and
making the problem a whole lot worse.
HAVE A PLAN those affected, and then explain how they plan to solve
Of course, history is littered with corporate crises, and the problem. But Weber Shandwick's Mr Clayton
yet firms all too often fail to learn from each has some sympathy with companies expected to
other's mistakes. So how should they best prepare show public remorse. 'People often underestimate
for the worst? According to Rod Clayton, vice what a challenge it is to communicate very quickly
president of crisis at Weber Shandwick, they should about something very complicated when you don't
start with some proper contingency planning. know enough about what happened, and when there
Companies are often quite well prepared could be a lot of implications in what you say. The
operationally for emergencies - if something blows lawyers may tell you to say nothing about
up, they know what to do - but they don't know something - but if you end up being excessively
what to do when the blow-up is more metaphorical conservative you can end up winning in the
or legal because they don't have robust courtroom and losing all of your customers.'
communications plans in place. 'And even when
they do, sometimes they haven't actually tested
those plans or run simulation exercises,' he says. THE ROAD TO RECOVERY
Rebecca Gudgeon, a managing director at Grayling, Ms Gudgeon believes VW can restore its reputation,
says it is 'blatantly obvious' this is where VW went just as carmakers Toyota and Lexus have survived
wrong. 'If you're a car company or train operator their own scandals. But she says it will take a huge
you are responsible for public safety, and so you are amount of 'investment and engagement' as well as a
expected to have a plan in place if something goes rethink of where it stands in the car market. That
wrong' said, popular brands can be surprisingly resilient to
crises. 'Ultimately, if there is a problem that needs
STEP UP TO THE PLATE fixing, people will judge you more on what you did
It is vital that a chief executive — not their about the situation than what the situation originally
communications team or more junior members of was,' says Mr Clayton. 'And if you deal with an
staff — takes ownership of a crisis and speaks to issue well, then ultimately you get credit for that'
the press. They should always start by expressing
care for

3. What is the key message?

4. Make up a visual representation (Mind Map) of the text.

5. Find suitable equivalents in English for:

план действий в аварийной ситуации/ ситуационное планирование

проводить тренировочные мероприятия/ моделирование ситуаций
явный/ очевидный/ несомненный
раскаяние/ сожаление/ сочувствие
устойчивый/ жизнеспособный/ стойкий

осторожный, неохотно идущий на риск

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безрассудный, безответственный, опрометчивый, дерзкий,
отчаянный, лихой, авантюрный
экологичный/ без вреда для природы
прочие вопросы
технические неполадки/ сбои/ задержка по техническим причинам
объяснять/ всесторонне обсуждать
иметь серьёзные замечания/ опасения
пустая/ голубая мечта/ ни на чем не основанные надежды/
иллюзия/ песочный замок/
углеродная компенсация
засомневаться/ хорошенько задуматься/ пересмотреть
свои принципы
внимательно рассмотреть/ проявить дальновидность
соглашаться/ поддерживать/ вкладывать денежные средства в
предприятие/ “вестись”/ “купиться на”
допустить промах/ провалиться с треском/ сесть в лужу/ потерпеть
фиаско
успешно провести сделку/ провернуть дельце
отменить что-л на фоне обвинений в плагиате
обвинение/ подозрение/ жалоба
увенчать/довершить/ завершить
прославленный/ широко известный/ признанный
близлежащие окрестности/ непосредственная среда обитания/
ближацшее окружение
результат/ отголосок/ последствие
строительные н правила
способность справляться с нагрузкой/ сопротивляемость
воздействие окружающей среды/ внешних факторов/
неблагоприятное воздействие/
хрупкость/ уязвимость/ непрочность
устойчивость к внешним раздражителям/ гибкость/
приспосабливаемость
с учетом факторов риска
убедительная/ достоверная информация/ точные данные

6. Match the phrases in bold in the text in 2 to definitions 1-9.

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1. do test runs
2. show your concern for
3. accept, learn and move on from crises
4. accept responsibility
5. express publicly that you are sorry about what happened
6. decide how you will talk to the press and everyone affected
7. fix a company's corporate image
8. take lessons from what others have done in a similar situation
9. begin by deciding what you will do if things don't go as planned

7. Work with a partner. Using the phrases from the previous task, discuss what advice you
would give to someone in the following situations:

• running a company that has just had to withdraw a faulty product from sale
• having to deal with a damaging report about the company in the media
• telling your team that a mistake you made means that you have lost the client
• losing customers as a result of a recent law suit and damaged reputation
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Unit 4 Risk
Home activities 1

I Listening Zone

1. Listen to three different people discussing risk. Audio 4.1.

In each case, decide:

1 what their job might be 2 what risks they have to deal with

2. Listen again and note which speaker uses these adjectives:

sensible rash prudent reckless imprudent over-
cautious risk-averse foolhardy bold cautious

3. Which of the adjectives in the previous task have a positive connotation (+) and which have
a negative connotation (-)?

4. Read these four comments from employee appraisal reports. Which of the adjectives from
the tasks above could you use to describe the employees' attitudes towards risk?

1 Luis takes no or few risks.

2 Anastasia has a balanced, realistic view of risks.
3 Victoria doesn't take a sufficiently careful view of risks.
4 Lothar completely ignores obvious dangers and is largely unworried by risks.

5. Match 1-10 to a-j.

1. In order to test the product we had to run… a … are resilient to most crises.
2. We make progress by learning from… b … ownership for their work.
3. Our risk management strategy means that we… c … a swift resolution to most problems.
4. n the press conference the CEO… d … a series of simulation exercises.
5. We went to visit the community to express… e … their reputation after the latest crisis.
6. Having a good plan in place can mean… f … showed public remorse.
7. The company are still struggling to restore… g … solid contingency plans are a must.
8. We actively encourage our employees to take… h … our care for the people affected.
9. To prepare for any potential problems… i … each other's mistakes.
10. Having robust communication plans… j … in place avoids misunderstandings
during a crisis.

6. Complete sentences 1-8. Use the answers to complete the crossword and the hidden word.

1. He's such a driver - he puts everyone else at risk.

2. He won't ever support my idea for this new concept - he's just really .
3. Lending so much money without any guarantee that it would be repaid wasn't exactly a
action.
4. Firing Piotr for acting without authorization was a pretty decision - I think
she regrets it now.
5. I tend to be quite with my investments -I don't like anything that's too high
risk.
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6. Expanding into new markets was a step - I wasn't sure we were ready for it,
but it seems to have worked.
7. It's to think that you can use the company credit card for personal expenses
without someone noticing.
8. If you want to be innovative, you simply can't be because you have to be
prepared to deal with unknowns and tike a chance now and then.

6. AV4.1 Make sure you have revised the following words and word combinations:

contingency planning carbon offsetting

to run simulation exercise to have second thoughts
blatant to take a long view of
remorse to buy into
resilient to fall flat on (one’s) face

risk- averse to pull off (a deal)

reckless, foolhardy, imprudent, rash to scrap sth amid plagiarism claims

ecologically-sound an (accusation) allegation

AOB - any other business to cap sth
technical hitch renowned
to talk sb through immediate environment
to have serious reservations repercussion (for)
pipe dream fragility
building codes resilience
coping capacity risk-informed
exposure strong data
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7. Translate into English using AV:

1. Планирование действий в чрезвычайных ситуациях предполагает проведение тренировочных

мероприятий, позволяющих подготовиться к возможным техническим неполадкам или реальным
рискам.
2. После аварии он испытывал сильное раскаяние за свои необдуманные и неосмотрительные
действия и поклялся впредь быть более осторожным в вопросах риска.
3. Устойчивая компания, применяющая экологически безопасные методы, способна выдержать
любые невзгоды и выйти сухой из воды.
4. У него были серьезные сомнения насчет осуществимости проекта, но после всестороннего
рассмотрения ситуации он решил поддержать эту идею.
5. Обвинение в мошенничестве нанесло серьезный отпечаток на репутацию компании на фоне
заявлений о плагиате.
6. Несмотря на трудности, им удалось заключить выгодную сделку и ограничить свои парниковые
выбросы на устойчивом уровне за счет компенсации выбросов углерода.
7. После того как во время презентации возникла техническая неполадка, она пошагово рассказала
ему о том, как справиться с ней, чтобы она не повторилась.
8. Идея достижения нулевого уровня выбросов к 2030 году казалась несбыточной, но после
тщательного обдумывания было принято решение изучить возможности компенсации выбросов
углерода.
9. После того как его необдуманное и поспешное решение привело к значительным убыткам
компании, он потерпел фиаско.
10. Известный эксперт в этой области посоветовал им взглянуть на свою бизнес-стратегию с точки
зрения долгосрочной перспективы и включить в свою деятельность планирование на случай
непредвиденных обстоятельств.
11. После обвинений в плагиате они сомневались в целесообразности инвестирования в проект, но
решили дать ему шанс при условии тщательного пересмотра положений.
12. Помимо прочего, изменился ее привычный образ жизни и ближайшее окружение, ей пришлось
отказаться от сотрудничества со своим соавтором на фоне предъявления агентству обвинений в
плагиате.
13. После того как в ходе тренировочных испытаний возникли технические неполадки, они поняли,
что должны стать более стойкими и лучше подготовиться к рискам.
14. Он продемонстрировал вопиющее пренебрежение правилами и, похоже, нисколько не раскаялся
в своих действиях, что заставило других усомниться в его осторожности.
15. Обвинение в мошенничестве имело серьезные последствия для репутации компании и ее
способности финансировать будущие проекты.

8. Pair work.
Work with a partner. Read this information about a PEST(EL) analysis.

PEST analysis (n): a way of analysing four key external factors that may affect an organization,
business or project.
Political (e.g. change of government; change of legislation; change of tax; impact of corruption)
Economic (e.g. change of inflation rate; change of labour supply and costs; impact of competitors'
behaviour)
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Social & Cultural (e.g. change of public opinion, taste or attitudes; population and employment
changes; educational changes)
Technological (e.g. new technologies; changing costs of communications; different ways of
working)

Think about a company (you can elaborate one of your own). For each category in the
PEST(EL) analysis:

1 brainstorm possible changes in your sector, your country or the world

2 think about the associated risks for your company/project and any possible action points in
response to these risks

Example: (Economic) One of our competitors might launch a rival product at a lower price. We
would then run the risk of losing market share. We should try to be bold about new product ideas to
keep ahead of the competition.

Prepare to report back to your colleagues on your PEST analysis in class.

 17
Unit 4 Risk
Classroom activities 2

I Business Communication Zone: taking part in a teleconference

Key expressions.
1. Work with a partner.
Look at the categories given below and decide what expressions each of them refers to.

Managing the discussion/ participants Expressing doubts/ disagreement

Checking understanding Nominating/inviting someone to say
Ending the meeting something

Am I right in saying that the general opinion is ...?

You're saying that …?
Can I just check — we are now talking about ...?
X, could you talk us through this?
I'd be interested in hearing what you think about this.
Maybe we can let X answer that.
I still have serious reservations.
I'm not fully convinced as yet.
I'm having some second thoughts about ...
With respect ...
Sorry X. Could you let X finish, please?
Maybe we're digressing a little.
That's interesting X, but I think ...
I'm not sure this is getting us anywhere.
If I could just bring the conversation back to the agenda.
We seem to have some sort of consensus.
I'd like to draw things to a close.
Can I just ask everyone to sum up their views?

2. Work with a partner. What advice would you give to someone participating in
a teleconference in English for the first time?
Compare your ideas with the following guidelines:
 18
Guidelines for participating in a teleconference

1. Before the call starts, familiarize yourself with the agenda.

2. During the call itself, enunciate clearly, be concise and try to avoid making long speeches or
talking over other people.
3. It's often a good idea to identify yourself each time you come back into the conversation-
otherwise people can quickly get confused about who's speaking,
4. When you want to ask a question, nominate the person you want to respond.
5. If no one else is doing it, offer occasional brief recaps. Paraphrase or summarize what has been
said - it's a good way to help people focus and you can check fi you have really understood.
6. Stay on topic, keep to the agenda and encourage everyone else to do the same.

3. Read the Context and look at the agenda. Then listen to four extracts fern the
teleconference and note which guidelines from the previous task are (or aren't) followed
by the participants. Audio 4.2

Context:

Frangipani Travel has been organizing luxury specialist tours and safaris in Kenya, Brazil, India and
Egypt for a number of years. Their main target clientele has been well-off European couples.
However, more potential Frangipani customers are organizing holidays for themselves via the
Internet and there is less demand for ready-made packages. The company is considering a bold
reorientation to focus exclusively on ecologically-sound 'green holidays'. Jean-Luc, a senior
manager based in France, has organized a teleconference with the regional managers to discuss the
risks. The participants in the teleconference are —Joana in Brazil, Khalid in Egypt, Thomas in
Kenya, and Greta in India.

Agenda
Details 1. Introductions.
2. Proposal 1: redirect Frangipani
Conference call entirely towards ‘Green-Stay' tours
23 November (Joana).
10 a.m. GMT 3. Proposal 2: introduce 'Green-Stay' tours
alongside traditional holiday offers
(Greta).
Moderator: Jean-Luc Boyer
4. Decide on conclusions to take to the board.
Agree action points.
5. AOB
6. Set date for follow-up meeting.

4. Put expressions 1-15 from the teleconference into categories a-e.

1. I'd be interested in hearing what you think about this.

2. I'm not fully convinced as yet.
3. Can I just ask everyone to sum up their views?
4. Maybe we're digressing a little.
5. Am I right in saying that the general opinion is we can go ahead on this?
6. Could you let Greta finish, please?
 19
7. Maybe we can let Joana answer that.
8. You're saying that it's not worth reconsidering?
9. I'd like to draw things to a close.
10. Can I just check - we are now talking about the alternative smaller-scale proposal?
11. I still have serious reservations.
12. Joana, could you talk us through this?
13. I'm having some second thoughts about it.
14. We seem to have some sort of consensus.
15. If I could just bring the conversation back to the agenda.

a Inviting/nominating someone to say something:

b Checking if you have understood something correctly:
c Stating that you are not persuaded or have doubts about something:
d Managing the discussion and the behaviour of the participants:
e Summarizing/ending the discussion:

5. Look at the expressions from the teleconference in A and the alternative expressions in
B. What are the differences between them?

A B
1. Could you talk us through this? Tell us about it.
2. Am I right in saying that the general Do you all agree to go ahead on this? Tell
opinion is we can go ahead on this?
3. I'd be interested in hearing what you think us what you think.
about this.
4. Can I just check …? Can I check …?
5. We seem to have some sort of consensus. We all agree.

6. Listen to these extracts from the teleconference. Decide what the speaker really means
in each case. Follow the example. Audio 4.3.
1. That's interesting, Thomas.
That's not relevant. I don't want to continue talking about this topic.
2. Maybe we can let Joana answer that.

3. With respect Joana …

4. Sorry, Khalid …

5. I'm not sure this is getting us anywhere.

7. Work with a partner.Your company is investigating the possibility of

introducing performance-related pay in all its offices worldwide. Some staff took
part in a short teleconference to compare initial reactions to the idea.

One of the participants is describing the call to a colleague. For each underlined section, discuss what
each speaker might have said.
 20

`By five minutes past two we were all online. The moderator 1 nominated the HR Manager to talk
about the proposal and our options, because he's championing the suggestion. I wasn't sure if I had
properly understood what he said, so I 2 asked for clarification to check if I had understood
correctly. He gave a much clearer response. After that we all started discussing the main proposal
quite usefully. Then the moderator 3 invited the representative from Finance to give her opinion,
but she started making a long and irrelevant speech about executive bonuses so the moderator 4
interrupted her and 5 tried to get the discussion back on topic. We talked for about 25 minutes and
then the moderator 6 ended the meeting by asking us to 7 summarize the main points that had been
made.'

8. Work in small groups with people in the same company or in a similar field of
work.Think of a current issue in your work and follow points 1-3.

1. Make notes about the issue under the headings below.

Issue:
What needs to be decided:
Important factors to consider when making a decision:

2. Write a short agenda for a teleconference about this issue.

3. Now take part in the teleconference to discuss the issue and reach some conclusions.

Alternatively, turn to the prompts below. Work in small groups, choose a moderator, and
have the teleconference.

Background
You are regional managers for Farmview, a manufacturer of dairy products. Farmview has recently
launched a new, very strongly flavoured blue cheese. Despite a positive reaction to its taste, the
cheese hasn't been selling well and it has been agreed that the name ‘Old Mouldy' (which was
intended to be humorous) has probably been putting customers off. A teleconference has been
arranged to decide on a new name and marketing strategy.

Preparation
1. Think of a possible new name for the cheese and some reasons why it should be used.
2. Prepare to do at least three of the following during the teleconterence.
• digress
• check your understanding
• express doubts
• nominate another person to say something
• intervene to ensure a speaker doesn't dominate
• interrupt in order to take over the topic

Agenda
1. Introductions
2. Each participant to suggest a new name for the cheese,
with reasons. Follow-up questions and discussion.
3. Reach agreement on new name.
4. Discuss whether the product name can simply be
 21
changed on the packaging or fi a full new product launch is required.
5. Agree action points.

II Language at work Zone Referencing

using pronouns

1. Listen to 4.2. Then look at these extracts. For each one, say what the underlined
pronouns it, this and that refer to.
Example: How about now, Greta? Is that any better?
The word 'that' refers to the sound quality of the call.

1. That's interesting Thomas ... but I think ifs probably best left for another meeting.
2. Well, if you remember, we did explore this last year - that was just before you joined us Khalid
- and we decided ... it wasn't the route to go down.
3. Greta - I'd be interested in hearing what you think about this.
4. What do you think of this? We offer customers the option of paying …
5. I think that's whew we've got to. Is that right? Joana?
6. To me, it sounds a lot more manageable.
7. It's been quite hard, but I think we've made the right decision. It would have been too risky to ...

2. Look at sentences 2 and 4 in 1 and choose the correct words in italics.

1 If you want to refer to something that is clearly distant or in the past, use that / it.
2 If you want to refer to something new, important, more relevant, use this / that.

3. Underline the correct words in italics.

1. A We used to use QuarkXpress for all our desktop publishing.

B That / This was a really good design application.
2. A We hope to double Central European sales within two years.
B It /That is excellent news.
3. A Do you think we've made the right choice?
B Yes. That /It would have been a mistake to raise our prices now.
4. A He left the company five years ago.
B Yes - this / that caused big problems for our department.
5. A Agnetha - do you have any other suggestions?
B Well, what do you think about this / that: we open a new outlet in Medina?
6. A Have you seen the new photocopier in the resources room?
B Yes. This /It is very impressive, isn't it?

4. Add the missing pronouns it/it's, this/this is or that/that's to this conversation.

Jorge According to report, sales of our new PXD tools have gone up 22%.
Cerys Excellent news. Been a long time since we sold so many.
Jorge True, but have you seen? A review of market prospects over the next five years and not
encouraging.
Cerys No, not one I've seen. What does say? Is suggesting that the market's slowing?
Jorge About right.
 22
Cerys I've read a number of recent articles saying.
Jorge Quite depressing. Makes me wonder if time to get out of market.
Cerys I think a good idea to call a meeting. Something we need to discuss.
 23
Unit 4 Risk
Home activities 2

I Active Vocabulary activation Zone

1. AV4.2 Make sure you have revised the following words and word combinations:

You're saying that …? I'm not sure this is getting us anywhere.

X, could you talk us through this? I'm not fully convinced as yet.

With respect ... I'm having some second thoughts about ...

We seem to have some sort of consensus. I'd like to draw things to a close.

That's interesting X, but I think ... I'd be interested in hearing what you think about
this.

Sorry X. Could you let X finish, please? I still have serious reservations.

Maybe we're digressing a little. Can I just check — we are now talking about ...?

Maybe we can let X answer that. Can I just ask everyone to sum up their views?

If I could just bring the conversation back to the Am I right in saying that the general opinion is …?
agenda.

2. Katja’s team are discussing the menu for a formal dinner at a large company
event. Complete their conversation with the phrases a-i.

a could you let Torsten finish, please e could you talk us through this
b I'd be really interested to hear what you think f you're saying that
about the printer issue g bring the conversation back to the agenda
c I'm not fully convinced as yet h can I just check - we are now talking about
d we seem to have some sort of consensus i maybe we're digressing a little

Katja I'd like to start with the menus. Torsten, 1 ?

Torsten Yes. We've prepared the text for the menu and we've decided to use a company called
Theta.
Wolfgang 2 the printers we're going to use for the menus?
Torsten Yes, that's right. A couple of printers sent us some sample menus and I think Theta is the
best. They've...
Elke 3 Theta can offer the same level of quality as Schmidt's? 4
Katja Sorry, Elke. 5 ?
Torsten Yes, well, as I was saying, I chose Theta because they have the best prices and their design
was great.
Wolfgang By the way, has anyone seen the new design of the company magazine - I think it looks
terrible.
Katja 6 .
Elke I totally agree with you, Wolfgang. I really don't understand why they changed it.
Katja If I could just 7 Wolfgang, 8 .
 24
Wolfgang Yes, well I agree with Torsten. Theta is offering the best deal, and although the quality
is not quite as good as Schmidt's, it's still good enough.
Katja OK, well, 9 .

3. The team are now discussing entertainment. Choose the correct words in italics.

Wolfgang So, what's happening with the entertainment? We haven't discussed that at all yet.
Katja Maybe we can 1let /allow /ask Elke answer that. She's been working on entertainment.
Elke Have you seen this brochure of party decorations? They look great. I think we should get some
balloons and ...
Katja That's interesting, Elke, but I think it's probably best 2discussed / left /given for another
meeting. We don't have much time, so I'd like to prioritize entertainment.
Elke Sorry. Yes, er ... we were thinking of hiring that Abba tribute band, but I'm having second
3opinions / ideas / thoughts about it now. Maybe the Beatles tribute band would be better.
Torsten With 4regret / respect / regards Elke, do we really believe that those kinds of bands are a
good idea at such a sophisticated evening event? Wolfgang Do we need any live music at all?
Elke Well, I've started to wonder that. Maybe we don't ...
Katja I'm not sure this 5gets / leaves / is getting us anywhere. The decision has already been made
that we'll have live music, so can we try and make a decision on this? Can I just ask everyone 6to
conclude / to sum up / to tell their views on this?
Wolfgang OK, well I still have serious 7reservations / considerations / observations about having a
tribute band. If we must have live music, I would prefer a jazz band or a string quartet.
Torsten I totally agree.
Elke Well, I suppose I could look into that.
Katja So am I right 8about / with / in saying that the general opinion is we'll go with either jazz or
classical?
Elke Yes - I think so.
Katja Good. I'd like to 9draw / say / manage things to a close now, so could we check that we are
all clear on what needs to be done next?

4. Rewrite the sentences in italics in 1-6 using it, this or that.

Example: We've booked you a meeting room. The meeting room will be ready from 3.00 p.m.
= It will be ready from 3.00 p.m.

1. A Didn't we meet at the Jakarta conference?

B Yes, the Jakarta conference was one of the most useful conferences I've been to.

2. Aleph's submitting his evaluation by email. His evaluation should be very helpful, I think.

3. We need to minimize the chances of a downturn. A downturn would be disastrous.

4. We need contingency planning.

5. The auditors are arriving today. The auditors arriving today is what's worrying me.
 25
6. A My problem is understanding all the jargon.
B Understanding all the jargon is my problem too.

5. Complete this presentation with it, this or that. Sometimes more than one answer is
possible.

We can't say exactly what will happen next year. 1 would make our jobs much less
interesting, anyway! But there are some predictions we can make fairly confidently. 2 is
why I've called the meeting today. 3 will have three parts. Firstly, we'll carry out a review
of our performance last year. 4 will help us identify the current trends in the market, and
our strengths and weaknesses. Next will be a 'blue skies' session. 5 will involve us
splitting into groups of six.

6. Look back at your answers in the previous task and decide what they refer to. Choose the
correct options (a or b).
1. a next year
b not being able to say exactly what will happen next year
2. a the fact that there are some predictions
b the fact that we can be fairly confident
3. a the meeting
b today
4. a our performance
b the review
5. a the session
b splitting into groups of six

7. Fill in the gaps using words and word combinations from AV4 from the list below. There
are 3 extra words.
• an allegation • I still have serious • simulation exercises
• blatant reservations. • strong data
• contingency planning • remorse • to cap sth
• exposure • resilient • amid plagiarism claims
• foolhardy • risk averse
• fragility • risk-informed

1. Progress was made in strengthening capabilities in early warning, and

information systems.
2. He's given a statement expressing his deep and sincere for the actions
of his employee.
3. Women by nature are conservative, cautious and r
4. Such cases of discrimination are prevalent in the country and nothing
is being done about it.
5. The course offers a lot of practical experience: systematic use of case studies,
and working groups.
6. Both are equally and will result in further investment in a project that
is unlikely to be successful.
 26
7. This slowdown in growth relates mainly to external factors, while domestic demand remains
.
8. I've been reviewing the candidate’s track record, and I'm afraid that some
.
9. The of the ecosystem is exacerbated by its perpetual
to pollution.
10. Understanding the volatility of markets and applying a approach to
decision making is only possible with and analysis.

II Act IT Out Zone

Work with a partner. Choose a topic from the list below or think of your own. Discuss your
opinions on the topic using referencing language and AV4 where possible.

Example:
A Have you seen that email about bonuses? What do you think?
B I think it's going to be pretty negative for us. It's going to mean we get less money and this is going
to make a lot of people angry.

• a recent presentation
• a recent email giving news about your company
• a news article
• a conference
• a meeting

Be ready to present the exchange in class. III

Video Zone
1. Comment on the word cloud:

2. Watch the video: https://www.youtube.com/watch?v=slanYx2dmnc

 27
Take down notes to discuss the following:
Gist questions:

1. What are some steps we can take to reduce our impact on the planet while
traveling?
2. How does the tourism industry impact the environment and what can be done
to mitigate this impact?

3. Watch the video again.

Questions for detail:

1. How has the tourism industry grown over the past 50 years and what impact does this growth
have on the environment?
2. How does water use in the tourism industry compare to water use by individuals?
3. What are some of the effects of climate change on the world's most visited destinations
and tourist attractions?
4. What steps can individuals take to be more sustainable when traveling, such as choosing locally
sourced food and souvenirs?
5. How can businesses and destinations promote sustainable tourism practices, such as focusing on
higher yield rather than higher numbers?

Opinion and further discussion:

1. What is your opinion on the impact of the tourism industry on the environment?
2. Do you think it's important to take steps to reduce our impact on the planet when we travel? Why
or why not?
3. How do you feel about the idea of promoting sustainable tourism practices, such as choosing
locally sourced food and souvenirs and focusing on higher yield rather than higher numbers?
4. Do you believe sustainable mode of tourism is feasible?

Make a visual representation (MM) of the video.

 28
Unit 4 Risk
Classroom activities 3

I Act It Out Zone

Present your exchange and watch the others:
Be ready to discuss the impression you got from speakers.
Make notes of your observations.
Have they used AV?

II Video Zone

1. Share your visual representations of the video.

Discuss the questions from HA2

2. Culture question

• Are you often interrupted in meetings? If so, how does this make you feel?
• What factors would you consider before making an interruption?

3. Watch the video: https://youtu.be/zXdDu_lhZ4I

Take down notes to discuss the following:

Gist questions:

1. What is the key message of the video?

2. What are some factors that influence whether or not interrupting someone is
considered rude or acceptable?
3. How can we improve our communication skills to better handle interruptions
in conversations?

4. Watch the video again.

Questions for detail:

1. What are the three types of interruptions identified by Julia A. Goldberg in her paper
on interruptions?
2. How do neutral interruptions differ from power interruptions?
3. Can you provide examples of power interruptions, both verbal and non-verbal?
4. What is tangenting and why is it considered a disrespectful type of interruption?
5. How can we assess the situation and people around us to determine whether or not interrupting
is appropriate?

Opinion and further discussion:

•
Do you think cultural differences play a significant role in how people perceive interruptions?
Why or why not?
•
What are some tips you would suggest for improving our emotional intelligence and
communication skills to better handle interruptions in conversations?

III Vocabulary ZOOM - matter -

 29

1. Match the use of matter in 1-7 to definitions a—g.

1 What's the matter? a very serious
2 It's no laughing matter. b problem
3 We'll do it, no matter what. c is important
4 That will make matters worse. d the situation
5 As a matter of fact, I do smoke. e even if it's difficult
6 This matters. f must be dealt with quickly
7 It's a matter of urgency. g actually

2. Translate the sentences considering the meaning of MATTER.

1. Please phone me back - it's a matter of some importance.

2. I don't know what's the matter with this phone.
3. The interview was over in a matter of minutes.
4. Some scientists believe that there is about ten times as much matter in the universe as
astronomers have observed.
5. Most vegetable matter is compostable.
6. She complained he had short-changed her, but it was only a matter of a few pence.
7. That is a rather prosaic title for a debate which is about a matter of life and death.
8. In a matter of seconds, the building was in flames.
9. That is not a matter of opinion—it is a matter of fact, based on statistics, and there can be no
argument about it.
10. Cooking lasagna isn’t difficult – it’s just a matter of following a recipe.
11. Do these figures have any bearing on the matter in hand?
12. However, a consumer is advised, as a matter of fact, highly recommended not to turn his back
on the offer immediately.

IV Practically Speaking Zone

Establishing rapport

1. Which of the methods for establishing rapport (a—j) would you use ...?

1. when meeting someone for the first time

2. when meeting a colleague or friend again after a long time
3. when meeting a business contact who could help improve your career prospects

a recalling past events in common

b paying a compliment
c asking a follow-up question
d asking about someone's journey
e showing that you already know something about a person you have just met
f giving a brief summary of your recent history
g echoing the other person to encourage them to say more
h joking about yourself
i being modest about achievements
j picking up on a key word in order to extend the conversation
 30

2. Listen to five conversation extracts. For each extract decide on the relationship between
the speakers, the methods in the previous task they use to establish rapport, and the phrases
they use to do this. Complete the table. Audio 4.4

Extract Relationship Methods to establish rapport Phrases

1.

2.

3.

4.

5.

3. Imagine it is five years in the future.You have been invited to a social event to meet up
with the other students who were in your English class. You haven't seen any of them fora
long time.

1 Take a minute to think where you might be and what you might be doing in five years' time.
Make notes below about your future life.
The date today is:
I work at/in:
My work mainly involves:
Now I'm living in:
The biggest difference compared with my life five years ago is:

2 Talk to your “former classmates”. Use as many methods for establishing rapport from
the previous task as you can.

V Reading Zone
1. Read the news items and be ready to discuss the following questions:

1. What went wrong in the two examples of planning the Tokyo 2020 Olympic Games?
2. What could have been done to avoid these issues?

Tokyo 2020 Olympics logo scrapped amid plagiarism claim

 31
The logo for the 2020 Tokyo Olympic Games has been scrapped after allegations that it
was plagiarised.

The Games Organizing Committee said there were too many doubts over the emblem for it to be
used. Its withdrawal is a highly unusual move.
Belgian designer Olivier Debie claimed that the design was similar to his 2013 logo for the Theatre
de Liege. He and the theatre had filed a lawsuit to prevent it being used.
Mr Debie expressed surprise at the organizers' decision on Tuesday as they had publicly backed the
design only days earlier. He told BBC Radio 5 live: 'I thought the Olympic Committee was a big
machine and I didn't dare to take action against them.' But the director of the Theatre de Liege had
told him they had to 'do something' and they sought the help of good copyright lawyers. He said the
logo, devised in 2011, had been official for two years and would have been available on sites like
Pinterest around the world.
Japan was seen as a safe pair of hands to host the Olympics, but Tuesday's developments cap an
awkward month for the organizers. There may also be repercussions for lucrative sponsorship deals
as Japan Airlines and other sponsors have already started using the logo.
BBC News, 1 September 2015

Tokyo Olympic stadium gets new, cheaper design

A new, more scaled-down, design has been chosen for the main stadium at the 2020
Summer Olympics in Tokyo.

Spiralling costs had forced the scrapping of renowned architect Zaha Hadid's futuristic original
design. The new design, by Japanese architect Kengo Kuma, will cost 149bn yen ($1.2bn; E825m)
to build.
Ms Hadid's plan would have cost 252bn yen, making it the world's most expensive sports venue. Mr
Kuma's design will cost an additional 4bn yen to design and maintain.
The scrapping of the design caused a row that eventually led to the resignation of Japan's Education
and Sports Minister Hakubun Shimomura in October.
Mr Kuma's design echoes Japanese temple styles, with a low-lying steel and wood structure,
surrounded by trees. It will sit more than 20 metres lower than the previous design and supporters
say it fits better with its immediate environment, which includes the greenery around the nearby
Meiji Shrine.
It beat a rival proposal by architect Toyo Ito. That too was simpler than Ms Hadid's proposal, which
was compared with a gigantic bicycle helmet or an oyster, and which would have taken up a much
larger area - 78,100 sq m (840,660 sq ft) against 72,400 sq m for Kengo Kuma's concept.
Construction or the new design will also be quicker. Necessarily so when the International Olympic
Committee deadline for completion is January 2020, ahead of the Games' start in July that year.
BBC News, 22 December 2015

2. The 2016 Rio de Janeiro Olympic Games were hit by a number of planning difficulties.
Work with a partner. Look at the list of some of these issues below and discuss what could
have been done to avoid the risks.

What happened What could have been done

 32
Athletes complained that the Olympic
Village was sub- standard and
unfinished. Problems with plumbing,
electrics and gas were reported.
The water changed from blue to
green in the Olympic diving pool.

Rowing events had to be rescheduled

due to rough water conditions.

Security was so much of a concern

that some teams recommended that
their athletes remain in the Olympic
Village when not competing.
Wide-spread public health concerns,
such as the Zika virus, resulted in
several athletes not attending the
Games.
Sewage being emptied into the sea
meant that swimmers were advised
not to open their mouths when
swimming.
Low ticket sales meant a lot of empty
seats at Olympic events.

3. Work as a group. Decide on the top five things that can go wrong when planning a big
national or global event.

4. In your group, hold a meeting to plan a large international event for your company. Decide
on the event and then focus on:

• What is going to happen?

• What needs to happen to make sure you get the expected results?
• What could go wrong / what are the risks?
• What can you do to avoid the risks becoming reality?
 33
Unit 4 Risk
Home activities 3
I Reading Zone

1. Read the explanation and and find more details on the web-site given below, make a MM to
answer the questions “What Is Rapport and how to Build It?”

What Is Rapport?

Rapport forms the basis of meaningful, close and harmonious relationships between people. It's the
sense of connection that you get when you meet someone you like and trust, and whose point of
view you understand. It's the bond that forms when you discover that you share one another's values
and priorities in life.

According to researchers Linda Tickle-Degnen and Robert Rosenthal, when you have a rapport with
someone, you share:

• Mutual attentiveness: you're both focused on, and interested in, what the other person is saying or
doing.
• Positivity: you're both friendly and happy, and you show care and concern for one another.
• Coordination: you feel "in sync" with one another, so that you share a common understanding.
Your energy levels, tone and body language are also similar.

This connection can appear instantly – when you "click" with someone – or develop slowly, over time.
It can grow naturally, without intent, or you can deliberately set out to build it.

Rapport isn't just a tool for building relationships, though; it's often the foundation of success. When
you have a rapport with someone, you're better placed to influence, learn and teach, particularly as
the trust that you've built up means other people are more likely to accept your ideas, to share
information, and to create opportunities together.

Whether you're being interviewed for a job, selling something, or trying to improve a relationship,
knowing how to build rapport can help you to perform successfully.

Interestingly, rapport is similar to trust. You can build trust and rapport simultaneously, but rapport
focuses more on establishing a bond or connection, whereas trust relies more on establishing a
reputation for reliability, consistency and keeping your promises.

2. Brainstorm the approaches to building rapport and present your findings.

Read the article “Ways to build rapport” to find useful info, use the
following link below or a handout.
https://www.mindtools.com/a9f9kqi/building-rapport.

Compare them to those given in IV Practically Speaking Zone of the

previous section.
 34
3. Read the article. Render it in English.

Несколько Золотых Правил Работы с Рисками на Проекте

Когда менеджер знает, как управлять рисками, то сумеет вовремя нейтрализовать угрозы,
поставляя работы в рамках бюджета, и с нужным результатом.
Команда тоже работает продуктивнее, если не находится постоянно в режиме аврала, из-за
того, что PM заранее не подумал о возможных проблемах.

1. Сделайте управление рисками частью проекта

Первое правило говорит о том, что с рисками нужно работать систематически, а не от случая
к случаю. Понимание основных принципов управления рисками будет солидным бонусом на
собеседовании, потому что учет возможных опасностей помогает выполнять все
договоренности в рамках «проектного треугольника».
Под риском понимают условие или событие, которое с большей или меньшей вероятностью
повлияет на достижение целей проекта: сроки, стоимость или качество.
Любой проект развивается в среде угроз и неопределенности, поэтому выбирать не
приходится: команда либо начнет работать с рисками, либо «позволит рискам» управлять
процессом.
Некоторые компании игнорируют вопрос возможных неприятностей и «реагируют на
проблемы по мере поступления». Из-за этого вся система проекта подвергается опасности,
становится малоэффективной.
Стандартно, работа по нейтрализации угроз состоит из 5 шагов:
1. Идентификация возможных рисков.
2. Классификация.
3. Анализ.
4. Составление плана реагирования.
5. Отслеживание и предупреждение.
Эти шаги не происходят только однажды, в самом начале работы, а повторяются циклично,
по крайней мере раз в каждой фазе проекта.
Для успешного реагирования важно определять не только риски, но и триггеры — факторы
или обстоятельства, которые предшествуют наступлению риска.
Если есть условие (угрозы или улучшения), возникает триггер, после которого наступают
последствия.
Когда триггер определен, нужно оценить его и понять — насколько событие находится в зоне
контроля, а затем установить стратегию смягчения триггера.
Отслеживание триггеров помогает заметить, что команда не успевает пройти
запланированные шаги и вовремя отреагировать.

2. Определяйте риски на ранних стадиях проекта

Идентифицировать риски начинают на ранних стадиях, когда идет инициализация,

определяется содержание проекта, а команда настраивается на условия работы.
Именно на этой стадии задача менеджера — подумать не только о том, как все должно быть,
но еще и о том, что может пойти неправильно.
Используйте разные способы для идентификации угроз:
• Опыт участников проекта.
 35
• Знания сторонних экспертов.
• Интервью и собеседования.
• Мозговой штурм.
• SWOT-анализ.
• Изучение документации.
Может показаться, что, проработав на проекте достаточно долго, менеджер способен определить
любые возможные риски. Но проблема в том, что иногда РМ просто не знает какой-то
информации. Всегда остается зона неопределенности — неизвестные угрозы, о которых
никто не догадывается.

3. Общайтесь на тему рисков

Абсолютно на каждой встрече должно быть время для разговора о рисках, будет ли это
отдельный пункт в повестке дня или одно предложение в meeting minutes. Когда о рисках
проинформированы команда, заказчик и руководство, можно вовремя включить в рабочий
план задачи по устранению угроз.
Чтобы общение было действительно продуктивным, менеджеру необходимо строить доверие в
команде, иначе неизбежны непонимание и конфликты. Если люди не привыкли общаться для
достижения общих целей, то могут пропустить момент, когда нужно что-то интегрировать и
протестировать. Когда люди постоянно пишут письма и отчитываются — они не
сотрудничают, а «решают вопросы».
Менеджер может определять проблемы с доверием в других терминах, например, считать:
• Что команда неправильно оценивает.
• Долго разрабатывает.
• Не может предвидеть какие-то обстоятельства.
• Работает не слажено.
• Использует слово «зависимость» вместо «сотрудничество».
Такого рода проблемы РМ пытается «починить» усилением контроля: заводит
дополнительные отчеты, сосредотачивается на стандартах и процессах. Однако, если
появляется постоянная потребность контролировать команды, это уже само по себе сигнал
об отсутствии доверия.
Когда менеджер пытается усилить контроль, то, фактически, «прячет под ковер» все
потенциальные риски. Потому что риски в проекте — это не только то, что пойдет «не так»
от заказчика, но и маркер доверия и сотрудничества в команде.

4. Учитывайте как угрозы, так возможности

Часто любое неожиданное событие трактуется как риск — фактор, который обязательно
негативно повлияет на проект. На самом деле, есть два типа неожиданных событий: риски и
возможности.
Возможности, как и угрозы, тоже случаются внезапно, и могут повлиять на ограничения,
стоимость, сроки и цели проекта, но с позитивным результатом.
Неожиданная возможность приводит к уменьшению стоимости программы или проекта,
улучшает производительность, задает другие цели или меняет график.
Возможности планируют на том же этапе, что и угрозы, а задача менеджера — сделать так,
чтобы неожиданных улучшений было как можно больше или расширить их влияние на
проект.
 36
Предугадать позитивные события помогут вопросы: «Что может пойти по
незапланированному сценарию, потому что какой-то фактор улучшится? Что команда может
сделать, чтобы сэкономить время и деньги?» Ответы на эти вопросы — это и есть
потенциальные возможности.
Откуда могут прийти улучшения:
• Потенциальные зоны возможностей. За годы работы в определенном домене, в программе
проектов, менеджер уже заранее видит потенциальные зоны возможностей.
• Конкуренция поставщиков. Поставщики могут предоставить лучшие условия за счет
конкуренции друг с другом.
• Тест по сходству и анализу. Всегда полезно проверять, что происходит с похожими
продуктами на вашем или других рынках.
• Автоматизированное гибкое (Lean) производство. Можно привлекать консультантов или
использовать принципы бережливого производства самостоятельно.
• Использование коммерческих частей. Речь идет об использовании коммерческих частей из
других продуктов.
• Agile разработка. При разработке, согласно agile mindset, появляются дополнительные
возможности, помимо тех, которые есть в waterfall.
Кроме угроз и возможностей в риск-менеджменте существует слово «проблема». Риск может
стать проблемой, но отличается тем, что риск — это обстоятельство, которое возможно
случится, а проблема — угрожающее для проекта событие, которое уже точно происходит.

На самом деле, внедряя работу с рисками в проект, менеджер ответственно подходит не

только к запланированной деятельности, но и к событиям, которые могут случиться.
Стратегия состоит не в том, чтобы обезопасить проект от любого риска. Главная задача —
определить, что может пойти не так, и смягчить влияние возможных угроз на процесс.
Постоянная работа с рисками однозначно должна стать частью подготовки к запуску,
элементом планирования и регулярных встреч в каждом проекте, независимо от его
продолжительности.
(Source: https://blog.ganttpro.com/ru/pravila-raboty-s-riskami-na-proekte/)

4. Research task
Develop a plan and prepare a 4 - 5 minute presentation using AV on the following topics:

1. Risk Management Strategies for Small Businesses

2. The Role of Risk Assessment in Business Success
3. Risk and Resilience: Balancing the Two in Decision Making
4. The Impact of Organizational Culture on Business Resilience and Risk Management
5. The Intersection of Risk, Resilience, and Innovation
6. The Impact of Climate Change on Business Risk and Sustainability
7. The Importance of Environmental, Social, and Governance (ESG) Factors in Business Risk
Assessment
8. The Role of Technology in Enhancing Sustainable Risk Management
9. The Future of Business Risk Management: Trends and Predictions
10. The Role of Leadership in Navigating Business Risks and Building Resilience
 37
Unit 4 Risk
Classroom activities 4

I Presentation Zone
While watching your group-mates’ presentations, fill in the table and be ready to take part in the
discussion.

Participant & Topic Beginning Body Conclu sion Language Visuals

Total Questions
max 10 each max 10 each max max 10 each max 10
20
Hook Outline Info Logic Ex-s AV Fluency

II Consolidation and reporting Zone

Summarise the article using AV

ESG факторы — риски и возможности

В мировой практике сформировался новый подход к раскрытию информации — концепции

«двойной существенности» резюмирующей ценность раскрытия информации об учете
организацией ESG-факторов и связанных с ними рисков и возможностей и их влияния на
финансовые результаты Компании, а также информации о воздействии бизнеса на внешний
мир — окружающую среду (в том числе на климат), социальную сферу и экономику.
Согласно данной концепции, ESG-факторы, риски и возможности, связанные с указанными
факторами, могут с высокой вероятностью привести к изменению финансовых показателей.
Не зависимо от сферы и масштаба деятельности стратегической целью бизнеса является рост
акционерной стоимости бизнеса. Достижение этой стратегической цели прежде всего
связано с обеспечением устойчивых финансовых результатов деятельности, что является
основой устойчивого развития.
Учет влияния ESG факторов при управлении рисками с позиции не только как предотвращение
угроз, но и возможность компании создавать долгосрочную ценность становиться как
никогда актуальным.
 38
Интеграция учета ESG-факторов и вопросов устойчивого развития в стратегию, систему
корпоративного управления, в том числе систему управления рисками играет важную роль в
создании долгосрочной стоимости.
Поэтому система управления рисками становится фундаментом устойчивого развития и
залогом достижения стратегических целей.
Учет ESG-факторов способствует приобретению бизнесом конкурентных преимуществ и
выходу на новый уровень развития.
Так, например факторы, связанные с климатическими аспектами, открывают для бизнеса
следующие новые возможности:
• в развитии конкурентных преимуществ в области ресурсосберегающих технологий;
• в снижении издержек путем перехода на возобновляемые источники энергии с низким
уровнем выбросов парниковых газов;
• в производстве новых товаров и оказания услуг для удовлетворения потребительского
спроса, ориентированного на потребление экологических «зеленых» товаров и услуг;
• в выходе на новые географические рынки и использовании новых типов активов
(оборудования, технологий), способствующих достижению ЦУР;
• в привлечении капитала посредством финансовых инструментов «зеленое финансирование
для устойчивого развития» («зеленое финансирование для устойчивого развития»,
финансовые инструменты устойчивого развития — инвестиции и другие финансовые
инструменты, направленные на реализацию проектов и видов деятельности,
способствующих реализации целей Парижского соглашения, достижению Целей
устойчивого развития ООН, в том числе снижению негативных последствий от изменения
климата и адаптации к изменению климата, снижению воздействия на окружающую среду
и восстановление природных территорий, строительство или модернизацию социальной
инфраструктуры);
• в повышении устойчивости деятельности организации к возможному негативному
воздействию климатических факторов.
Кроме того, успешное управление человеческим капиталом, улучшение условий труда,
охрана здоровья и создание безопасных условий труда создают конкурентные преимущества
для компаний в части привлечения и удержания квалифицированного персонала,
способствуют формированию репутации работодателя с высокими стандартами деловой
этики, экологической и социальной ответственности.
В общем виде ESG факторы отражают следующие направления в деятельности
компании: E-факторы
• влияние компании на климат планеты (выбросы углерода в атмосферу);
• использование природных ресурсов (загрязнение водных источников, негативное
воздействие на флору и фауну);
• загрязнение окружающей среды (токсичные и радиационные отходы, использование
химически вредных упаковок для продукции);
• использование «зелёных» технологий (энергия из возобновляемых источников,
восстановление территории деятельности компании).
S- факторы
• отношение к персоналу (охрана труда, здоровья, карьерные возможности, условия работы);
• ответственность при производстве продукции (качество продукции, безопасность данных,
надёжность, ответственные инвестиции);
• социальные преимущества (обеспечение общения персонала, финансовые программы
помощи, дополнительное страхование здоровья сотрудников, обеспечение питания).
G- факторы
 39
• управление компанией (деятельность исполнительных органов, эффективность совета
директоров, независимый аудит, открытость компании для акционеров);
• линия поведения компании (деловая репутация, корпоративная этика, прозрачность в
налоговой сфере, отсутствие коррупции, честная конкуренция на рынке).
Для разработки долгосрочной стратегии устойчивого развития бизнеса необходимо
определить конкретные факторы свойственные для данного вида деятельности с
последующей интеграцией этих факторов с комплексной системой управления рисками.
В настоящее время единого исчерпывающего классификатора ESG факторов не существует.
В зависимости от конкретной цели используется различные факторы.
Международные и российские рейтинговые агентства разрабатывают собственные методики
с определенными ESG факторами. Организации по стандартизации отчетности определяют
свой набор факторов для раскрытия информации об экологических, социальных и
управленческих аспектах деятельности компаний.
Как итог, с целью обеспечения догосрочного устойчивого развития компании с ростом
акционерной стоимости бизнеса необходимо при разработке долгосрочной стратегии
учитывать ESG факторы с оценкой их степени влияния на риски и возможности.
Залогом успешной деятельности является создание в компании комплексной системы
управления рисками и возможностями интенгрированной в стратегию устойчивого развития.
(Source: https://sovman.ru/article/9709/)
 40
Unit 4 Risk
Home activities 4

Reading Zone

Teamwork
Teamwork means the ability of people to work together. It occurs when the members of a
team work together and utilise their individual skills to achieve a common goal. It is a cooperative
process that allows ordinary people to achieve extraordinary results. A team has a common goal or
purpose where team members can develop effective, mutual relationships to achieve team goals.
Successful teamwork relies upon synergism existing between all team members. Team members
create an environment where they are all willing to contribute and promote and nurture a positive,
effective team environment. Team members are flexible enough to adapt to cooperative working
environments. The goals are achieved through collaboration and social interdependence rather than
individualised, competitive goals.
Why is teamwork alleged significant? It is rare that a piece of work is successfully
completed by a single individual working alone without interacting with anyone. With teamwork,
the work gets done more quickly and with higher quality. Teamwork helps to promote deep
learning, which occurs through interaction, problem-solving, dialogue, cooperation and
collaboration. Shared goals can easily be achieved by working together and pooling experience and
expertise.
Teamwork has emerged in recent years as one of the most important ways of organising
work. Many organisations have realised that teamwork enables employees to perform better, hence
resulting in good organisational performance. Teamwork has the potential to improve the
performance of individual employees and the organisation. Teamwork helps in developing the skills
and perspectives of the employees through positive opinions, feedback, experiences and viewpoints.
Teamwork is an important tool that is used to carry out varied functions accurately and efficiently.
The core value of teamwork is the reduction of workload, which helps the employees perform better
without any kind of work pressure because the tasks are distributed equally among all the members.
Here is a short story that will help you to understand the importance of teamwork. Once
upon a time, in a jungle, there was a monkey and an elephant who were good friends. One day an
unusual quarrel happened between the two about who was better. Each one thinks of himself to be
better than the other. While the elephant advocated it was better to be strong, the monkey was
adamant that being fast and agile was better.
Unable to resolve the matter, they headed to the wise owl and posed the same question to
him. The owl promised to answer the question provided they had to take a challenge. They had to
go far away across the river, where a golden fruit was hung on a tall tree. Whosoever will bring the
fruit will be the best.
So, the monkey and the elephant set out on their journey to bring the fruit to the wise owl.
When the monkey reached the banks of the river, he realised that the river was too deep for him and
the currents too strong. The elephant saw his friend and asked the monkey to climb on his back, and
together they crossed the river. When they reached the tree, the elephant tried to push the tree. But
the tree was huge and wouldn’t budge. So the monkey climbed up the tree and plucked the fruit. He
climbed down, sat on the elephant’s back, and they reached the wise owl.
The owl then asked, “Of the two of you, who brings this fruit to me?” The monkey said he did
because he plucked the fruit from the tree and the elephant said he did because he helped the
monkey get onto the other side of the river. At this point, the wise owl stopped the argument and
 41
said, “Each one of us has unique abilities and strengths. Collectively as a team, we can achieve the
impossible. All because we used your strength at the right time to do the right thing.”
Finally, teamwork is the collective effort made by each member of a team to achieve the
team goal. Individually, we all have certain skills, and we are good in one area. If all of us come
together and use our strength and expertise in the right direction, then it will give the best result.
Also, it gives an opportunity to each member to learn something new from each other.
(Source: https://byjus.com/cbse/teamwork-essay/)

Answer the questions:

1. What is teamwork and why is it important in achieving goals?
2. How does teamwork contribute to the overall success of an organization?
3. How does teamwork promote deep learning among team members?
4. What are some potential benefits of teamwork for individual employees and the organization as a
whole?
5. Can you provide an example of a situation where teamwork was crucial in achieving a goal?
6. In your opinion, what are some of the most important benefits of teamwork in a professional
setting?
7. How do you think teamwork can contribute to the success of the well-being of its employees?