Steve Charters Msc MAPM CEng
- Steve Charters is an international risk management consultant, offering specialist risk management consultancy and training across the globe, at both strategic and tactical levels. Steve is well-versed in current developments in the field of risk management. He combines this with a strong focus on customer requirements and with a determined approach to overcoming barriers to implementation.
- Steve has conducted successful consulting assignments in a wide variety of industries, including aerospace, mining, construction and power generation/distribution. His assignments range from facilitation of individual risk workshops through to major strategic studies, focused on assessing risk process effectiveness and delivering subsequent improvement through training, process re-design and tool deployment.
- Before he moved into consultancy, Steve was Head of Risk Knowledge Management at Rolls-Royce plc, a pioneering role where
he had led the initial implementation of enterprise-wide risk management software and the design of risk knowledge-bases.
- In previous roles he initiated the adoption of more methodical approaches to Marketing and Stategic Planning.
- He established Etimos Ltd. to develop and deliver better risk and planning processes to help organisations meet their objectives more reliably.
Etimos's approach is based on finding synergies between different processes such that they work better together and, at the same time, reduce their cost of operation.
- Steve is a regular contributor at professional conferences and meetings, having presented at the Project Management Congress in Athens, the APM Risk SiG and at the AIRMIC annual conference.
- Steve won the Risk Doctor poetry competition in 2005, based on poems on the theme of risk management.
Anyone who deduces from this that Steve is some sort of renaissance man clearly has not heard him play the mandolin.
|Steve presenting at a workshop session at the 2007 AIRMIC Conference|
A highly experienced senior executive
specialising in risk management,
project & business change
management and in strategic
planning. Has considerable
experience of working within a world-
renowned global aviation supplier.
Thrives on new challenges, is a
collaborative team player and people
manager and is culturally sensitive.
Particularly interested in the effective
use of IT, is highly analytical and
tenacious in delivering effective
change through Programme
- Operates with a high level of integrity in variety of cultural situations.
- A team player who takes a collaborative approach to working with people.
- An articulate communicator using both formal presentations and the written word.
Risk Management Processes, Tools & Techniques
- Subject matter expert on
risk management. Assessed new
developments in risk and knowledge
management and devised strategy to
deploy them effectively across Rolls-Royce globally.
- Developed a risk maturity
model and associated metrics.
Assessed the health of the risk
process within project or businesses,
recommended improvements and
demonstrated tangible benefits of risk
- Developed the concept of
a risk knowledge base, including a
categorisation structure. An effective
risk knowledge base helps prevent
repetition of past mistakes and
provides access to assessment and
treatment strategies that are proven to
- Drove through the
evaluation and approval of
deployment of the Active Risk
Manager (ARM) software and led the
programme to configure and deploy
the first wave of the software.
Involved supplier management,
requirements definition, scheme
approval and design of training and
- Delivered conceptual
designs to apply ARM to a variety of
risk-related applications, including
Business Continuity and Insurance.
This identified several opportunities to
Project & Business Change Management
- Led a major company-wide
change programme in Risk
Management, improving levels of
compliance, consistency and
engagement of staff.
- Recently obtained an MSc
in Project Management, winning the
course prize for best dissertation.
- Launched the 'One Plan'
approach, based on Hoshin Kanri
principles, in an operating division.
Hoshin Kanri is a process of deploying
meaningful objectives throughout an
organisation, aimed at delivering its
overall goals. In this case the overall
goal was to deliver an £18m
improvement in performance. This
objective was further supported by
the implementation of Integrated
Programme Management (IPM),
which improved the delivery of
committed improvement activity,
particularly in areas that were
unaccustomed to project
- Used programme
management principles when
implementing ARM & IPM, including
Work Breakdown Structure design,
earned value reporting, requirements
management & project reviews.
- Chaired the EXMAR club,
made up of 10 major British
companies plus participation from the
UK government and three
consultancy suppliers. Overcame
several serious problems with funding
and suppliers to enable the
development of a prototype expert
system to support marketing planning.
- Pioneered the use of Visual
Interactive Modelling in Rolls-Royce
to improve the design, evaluation and
effectiveness of proposed investment
in manufacturing cells based on the
use of new technology.
- Introduced new sub-
contracting and agency arrangements
to handle an increase in engineering
workload without a corresponding
increase in permanent headcount.
- Managed the production of
a Business Unit's inputs to the
company's strategic plan, which were
aimed at achieving a doubling of
market share over 5 years.
- Produced a joint forecast of
the China 100-seat airliner market with
representatives of the Chinese
- Delivered accurate market
forecasts of a downturn, counter to
the prevailing mood of optimism in the
company and its customers. The
company prepared for the
consequences and enhanced its
reputation with major aircraft
manufacturers when the forecast was
demonstrated to be accurate.
|A global company providing power on land, sea and air, with leading positions in civil aerospace, defence marine and energy markets|
|Head of Risk Knowledge Management||2006-2007|
|Head of Risk System||2002-2005|
|Strategic Planning Manager, Turbine Systems||2001-2002|
|Business Improvement Manager, Turbine Systems||1998-2001|
|Business & Quality Manager, Turbine Systems||1996-1998|
|Market Research Manager, Commercial Engines||1990-1996|
|Marketing Planning Manager, Military Engines||1986-1990|
|Operational Research Team Leader, Military Engines||1980-1986|
|An energy company in the oil and gas industry, covering exploration, production, transport, marketing, refining and power|
|Operational Research Analyst||1978-1980|
|North Thames Gas Ltd||1974-1978|
|An energy company engaged in distribution, supply of natural gas and retail and servicing of gas appliances|
|Operational Research Officer||1974-1978|
QUALIFICATIONS, EDUCATION AND TRAINING
|Qualifications||2007||Member of the Association of Project Management|
|2004||MSc in Programme Management, UMIST (now Manchester University) - Won prize for best dissertation|
|1990||Member of British Computer Society, CEng|
|1974||MSc in Operational Research, Hull University|
|1973||BA(2.II) in Economics, Coventry University|
|Professional Memberships||Project Management Institute|
|Institute of Risk Management|
|Operational Research Society|
|Professional Training||2000||EFQM Assessor|
|1999||Mastering Process Improvement (PMI Course)|
| ||SAP-PS Resource, Control Account and Programme Manager profiles|
Varying levels of ability in foreign languages. Main languages are French, Spanish and Greek but also some German, Italian and Mandarin Chinese.
I like to take up new challenges regularly and my interests are very broad, but include sailing, dancing, and playing the mandolin badly. I am married with two grown-up children, both at University. I hold a full driving licence.