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Ntroduction. Discusses the issues of risk reduction with strategic leadership in construction area. We focus on leadership strategy in construction from the perspective of reducing risks (environmental, occupational, enterprises and so on) and costs. In strategic management, one of the general strategies of building enterprise goals is aimed at creating competitive advantages. Using a cost leadership strategy in construction, the company focuses on a wide market and produces large quantities of goods, minimizing costs and offering low prices. Subject of research business leaders in construction, top managers, department heads, with characteristic signs of a leader. Materials and methods. When analyzing the questions posed, methods of system analysis, modeling and synthesis were used. Results. Leadership in construction can develop a strategy to reduce risk and improve processes to also result in minimizing costs. The strategy for reducing risk is to carry out activities that reduce either the probability or the damage, or both, from medium to low, from high to medium or low. It was revealed that in order to achieve high results of the economic and corporate activities of an organization, one cannot hope only for a happy coincidence of circumstances. One of the most important conditions for the successful development of any construction company is the interested personnel and quality of leadership. Each success in construction is the result of the well-coordinated and painstaking work of the whole team, as a single mechanism. The smooth functioning of such a mechanism is ensured by the team, which is formed by the leader. In the context of globalization of markets, it is not enough for the head of an organization to be a leader, in the traditional sense. A modern leader in construction must be an ideologue, strategist and technologist in one person. The presence of a complex of three qualities is a strategic leadership. Conclusion. It is determined that strategic leadership in construction is not a fashionable tendency of the denomination of classical leadership, but an inherent need for long-term planning of the organization’s activities. One of the main consequences of strategic leadership in construction is the reduction of enterprise risks to facilitate and maybe guarantee the success of a construction company.

Introduction. Consider the system of organization and implementation of risk management in the building enterprise. The introduction and management of risks in an industrial enterprise is an actual problem due to the occurrence of the following list of factors: incomplete information, elements of randomness, unpredictability of actions of a partner or competitor, among others. Risk management is a process that must begin at the development stage of a industrial company’s strategy, and necessarily with the participation of its owners, since it is the owners who, when developing a strategy, should determine the maximum level of total risk that the industry company will be ready to accept in the course of its activities. Risk management in industrial enterprises should be implemented within the framework of the system and process approaches, taking into account the specifics of the industry using modern effective management methods and production organizations, as well as using risk management tools. Materials and methods. The methodology of the continuous risk management process was used to study the industry organization and implementation of risk management, and systems analysis, modeling and synthesis methods were used. Results. It was determined that the creation of a risk management department is appropriate for effective risk management at the industry enterprise. The main responsibilities of this unit, including for staff and other users (including employees, consultants and contractors), in order to successfully implement the management strategy, require unconditional implementation to minimize risks and eliminate costs in implementing risk management. It was revealed that as a result of introducing risk management in industry enterprises of various industries, a set of measures should be developed to evaluate the operational risks of an enterprise, integral risk, quantitative assessment of which is based on a comprehensive analysis of financial and accounting reports, and conducting an integrated risk assessment based on all levels of responsibility within the industrial enterprise. Conclusions. Risk management at industrial enterprises should be carried out within the framework of the system and process approaches, taking into account the specifics of the industry using modern effective management methods and production industrial organizations, as well as using risk management tools.