IRGC aims to reach a global community of public and private policymakers while simultaneously ensuring a strong local, contextual and cultural rooting. In order to achieve this aim, IRGC has adopted a decentralized structure and facilitates a network of academic and scientific institutions active in the field of risk governance.

Thanks to the cooperation and knowledge transfer that occurs among its network members, this structure allows IRGC to address the diversity of cultures and contexts, to maximize its impact in terms of geographic outreach, to deal with diverse audiences, and to increase its economic efficiency.

Every network member is an active contributor to IRGC’s work, whether via the provision of funding, expertise, and research work, or a combination of these. In return, members benefit from access to the entire network and the significant pool of knowledge and useful contacts this represents. They also have the opportunity to participate in events (such as international workshops and conferences) organised by the IRGC network, and to influence the further development of IRGC’s activities.

Public and private sector organisations as well as universities and scientific organisations all participate in and benefit from the policy development and specific project work, which is accomplished through coordination and collaboration within the network, at minimal cost.

IRGC’s functions and activities

Network members work with the IRGC Board, Scientific and Technical Council and Director to develop activities, in the context of the following main functions:
1. Facilitation of collaborative international activities in the field of risk governance. Here, IRGC has a convening role and provides a neutral platform for workshops or conferences, acting as a vehicle to disseminate the results of academic applied research to international organisations, the private sector and governments. These activities summarise or synthesise risk knowledge, research output and governance methods for governments and business leaders.
2. International cooperation in education, communication and outreach to decision-makers and others concerned with risk governance. In particular, the network provides opportunities to promote new and advanced international educational and training programmes in risk governance at the PhD level or for executives. Training and capacity building will increasingly become a central activity for IRGC, allowing it to convey its knowledge to a wider audience and foster the implementation of IRGC concepts in risk decision-making.
3. Development of specific risk governance policy options and recommendations based on substantive analysis, where needed. These activities identify, frame, draw attention to and analyse ignored, neglected or emerging risk issues for governments, for business and for the risk community. It is expected that such project work on specific risk issues will increasingly be led and conducted by network members, when relevant to their own expertise.

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