It has emerged that EOSC Risk Governance mission is not limited to only linking datasets, federating infrastructures and aligning policies, but it starts by harmonizing multiple stakeholders across the European research and political ecosystem, and aligning their mission and their vision.
AON has found a human capital very rich in multidisciplinary technical skills, sensitivity to governance issues, passion for the activities to be carried out and for the belief in EOSC itself. Moreover, the presence of all, or almost all, the essential pillars for the construction of effective risk management has been found.
The main findings that emerged from the gap analysis, as partially expected, were related to the weakness of the governance process in which competences are not organically integrated and structured for the management of the overall spectrum of risks.
The main findings that emerged from the gap analysis were:
- EOSC operates in an context with a high degree of complexity affecting the governance structure. The factors include organisational model, political influences, transnationality and cross-disciplinary usership;
- A clear and defined risk governance structure with assigned roles and responsibilities for risk management has not yet been established;
- Specific policies and procedures supporting the risk governance are lacking;
- Some skills, experience, and attention to risk governance are present within the organisation, but are far from a synergistic and organic integration within an articulated and rigorous governance framework;
- Risk management activities for EOSC have been limited to project-based analysis and therefore fragmented across the numerous EOSC projects, which are still ongoing. An overall risk assessment of EOSC has not yet been performed and a reporting process to allow structured decisions on risks has not yet been defined;
- The missions of the Association and of the EOSC Ecosystem are only partially overlapping.
EOSC needs to significantly strengthen its Risk Management System, in order to:
- Increase the value of the EOSC Association and its benefit to stakeholders;
- Support its business objectives and allow for a more effective use and allocation of capital and resources within the organisation;
- Achieve the above by protecting the assets, the corporate brand, the know-how of the key people, and also by optimising the operational efficiency