Stephen Unwin

Head, Risk Programs Development, Pacific Northwest National Laboratory

Dr. Stephen Unwin’s career has centered on the development of uncertainty and risk-analytic methodologies, their application to multi-domain problems of national and commercial importance, and the founding of businesses on those capabilities. He has developed methods and models for risk-informed decision-making that continue to be applied in numerous sectors, including nuclear energy, oil & gas, power grid infrastructure, renewable energy, national security, climate adaptation, the chemical process industries, and the fossil energy sector. Before joining Pacific Northwest National Laboratory (PNNL) in 2006 he founded Brookhaven National Laboratory’s Safety Integration Group, SAIC’s Risk & Reliability Management Division, Battelle’s Integrated Risk Management Group, and Unwin Company – Integrated Risk Management which is a continuing risk management resource to commercial and government clients. He was an author of the US Nuclear Regulatory Commission’s NUREG-1150 study – a landmark in risk methodology development, he co-led PNNL’s Technosocial Predictive Analytics Initiative, and has contributed substantially to the international literature on risk/uncertainty methods and applications. He holds a bachelors degree in physics from Imperial College, London and a doctorate in theoretical physics from the University of Manchester, UK. Currently he oversees risk management programs in PNNL’s Energy & Environment Directorate.


Enterprise Risk Management of Large Facility Projects
Thursday, April 4, 2019 – 9:10 am
Large facility projects are exposed to a shifting variety of risks throughout their lifecycles – performance, regulatory, budgetary, research, contracting and political, among others. Key pre-requisites to the effective management of such risks is understanding them and characterizing them. This characterization can be qualitative and it can be quantitative, but what it must always be in order to meet the needs of all stakeholders, including the project management team, is systematic, transparent and defensible. Once the risks are understood and actionable, handling actions can then be developed to reduce the probabilities or the impacts of scenarios driving these risks. This presentation highlights critical elements of the process for implementing a comprehensive enterprise risk management program, and lessons learned over years of experience in large project risk management.

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