There are essentially two main categories of risk:
The immediate risks associated with
constructing the infrastructure (stations,
tunnels and ancillary structures), developing
the systems and preparing for opening;
The risks affecting the future operation of
the metro.
The scope of this categorisation needs to be
qualified because, in practice, one category of
risk can have repercussions on the other.
Risks affecting project management
During the construction phase, a project as complex
as the Grand Paris Express presents many challenges
in terms of management and control: a large-scale
programme beset by the hazards of construction, a
complex industrial framework involving multiple
participants (contractors, engineers, architects,
programme management assistants), an ambitious
schedule, substantial cost items to be managed and
optimised, and technical and safety issues to be
controlled.
After the study phase, the start of operational
implementation (the current stage of the project)
requires activities to be monitored in
an even more integrated way and
control mechanisms to be
strengthened across all areas,
including costs, contracts, deadlines,
safety and quality.
The risk mapping therefore identifies six main families
of implementation risks, each of which requires a
different approach.
Risks related to local community relations: loss of
political support and failures in partnerships, lack of
local acceptance of projects, etc.
Internal programme management risks: fraud,
corruption, conflicts of interest, non-compliance
with standards, failure in crisis management,
functional disorganisation and inadequacy of the
managerial culture at different stages of the project,
functional inadequacy of the information systems,
lack of computer security, etc.
Financial risks: disruption to the balance of
the economic model, lack of financial liquidity,
disorganisation of the expenditure chain,
destabilisation of financial processes,
lack of cost management, etc.
Extra-financial risks: worksite safety,
environmental impacts and nuisance,
waste management and source
of materials used, greenhouse gas
emissions, consequences of climate change
or violent weather events, etc.
MAIN RISK FACTORS
Contractual risks: unfavourable competitive
conditions, risks related to the awarding of contracts,
contract execution, difficulties related to the
management of services, etc.
Risks related to studies and works: difficulties in
managing deadlines, programme instability,
interface problems, failure to obtain regulatory
authorisations, failure in land acquisition, lack of
worksite safety, risks related to preparatory
works, to underground works (risks related to the
construction of tunnels, stations, ancillary
structures), to surrounding areas, to land treatment,
failure to integrate systems, failure to protect
the environment, failure to prepare for operation
and maintenance, failure to meet functional
requirements, etc.
Activities monitored in an even more integrated way and control mechanisms strengthened across all areas, including costs, contracts, deadlines, safety and quality.
IDENTITY
RISKS AND CHALLENGES
Risks
CSR APPROACH
2020 ACTIVITY