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X):   APPENDIX D: Risk Management Procedure Template Table of Contents  TOC \o "1-3" \h \z  HYPERLINK \l "_Toc202672320" Risk Management Procedure  PAGEREF _Toc202672320 \h 1  HYPERLINK \l "_Toc202672321" Template  PAGEREF _Toc202672321 \h 1  HYPERLINK \l "_Toc202672322" Table of Contents  PAGEREF _Toc202672322 \h 2  HYPERLINK \l "_Toc202672323" Introduction  PAGEREF _Toc202672323 \h 3  HYPERLINK \l "_Toc202672324" Definitions  PAGEREF _Toc202672324 \h 3  HYPERLINK \l "_Toc202672325" Objectives of Risk Management  PAGEREF _Toc202672325 \h 4  HYPERLINK \l "_Toc202672326" Benefits of Risk Management  PAGEREF _Toc202672326 \h 4  HYPERLINK \l "_Toc202672327" Roles and responsibilities  PAGEREF _Toc202672327 \h 5  HYPERLINK \l "_Toc202672328" Risk Management Governance Structure  PAGEREF _Toc202672328 \h 5  HYPERLINK \l "_Toc202672329" Relationship with other processes  PAGEREF _Toc202672329 \h 7  HYPERLINK \l "_Toc202672330" Key Process Steps  PAGEREF _Toc202672330 \h 8  HYPERLINK \l "_Toc202672331" One: Communicate and Consult  PAGEREF _Toc202672331 \h 9  HYPERLINK \l "_Toc202672332" Two: Establish the Context  PAGEREF _Toc202672332 \h 10  HYPERLINK \l "_Toc202672333" Three: Identify Risks  PAGEREF _Toc202672333 \h 11  HYPERLINK \l "_Toc202672334" Four: Analyse Risks  PAGEREF _Toc202672334 \h 12  HYPERLINK \l "_Toc202672335" Five: Evaluate Risks  PAGEREF _Toc202672335 \h 13  HYPERLINK \l "_Toc202672336" Six: Treat Risks  PAGEREF _Toc202672336 \h 14  HYPERLINK \l "_Toc202672337" Seven: Monitor and Review  PAGEREF _Toc202672337 \h 15  HYPERLINK \l "_Toc202672338" Risk Reporting  PAGEREF _Toc202672338 \h 18  HYPERLINK \l "_Toc202672339" Risk Management Reporting Responsibilities  PAGEREF _Toc202672339 \h 18  HYPERLINK \l "_Toc202672340" Risk Escalation  PAGEREF _Toc202672340 \h 19  HYPERLINK \l "_Toc202672341" Risk Reports and Recipients  PAGEREF _Toc202672341 \h 19  HYPERLINK \l "_Toc202672342" Review and Approval  PAGEREF _Toc202672342 \h 20  HYPERLINK \l "_Toc202672343" Access to Risk Management Reporting Framework  PAGEREF _Toc202672343 \h 20  HYPERLINK \l "_Toc202672344" References  PAGEREF _Toc202672344 \h 20  HYPERLINK \l "_Toc202672345" Appendix: Risk Control Likelihood Consequence Rating  PAGEREF _Toc202672345 \h 18  HYPERLINK \l "_Toc202672346" Control Effectiveness Rating Criteria  PAGEREF _Toc202672346 \h 18  HYPERLINK \l "_Toc202672347" Likelihood Rating Criteria  PAGEREF _Toc202672347 \h 18  HYPERLINK \l "_Toc202672348" Consequence Rating Scale  PAGEREF _Toc202672348 \h 18  HYPERLINK \l "_Toc202672349" Appendix: Risk assessment templates and heat map  PAGEREF _Toc202672349 \h 18  HYPERLINK \l "_Toc202672350" Risk Assessment Template  PAGEREF _Toc202672350 \h 18  HYPERLINK \l "_Toc202672351" Risk Assessment Treatment Plan Template  PAGEREF _Toc202672351 \h 18  HYPERLINK \l "_Toc202672352" Appendix: Risk Reporting potential risk reports  PAGEREF _Toc202672352 \h 1  HYPERLINK \l "_Toc202672353" Templates (Examples)  PAGEREF _Toc202672353 \h 18  HYPERLINK \l "_Toc202672354" Risk Profile  PAGEREF _Toc202672354 \h 18  HYPERLINK \l "_Toc202672355" Risk Treatment Actions Status Detailed  PAGEREF _Toc202672355 \h 18  HYPERLINK \l "_Toc202672356" Assurance Coverage of Key Risks  PAGEREF _Toc202672356 \h 19  HYPERLINK \l "_Toc202672357" Risk Management Annual Activity Schedule and Improvement Initiatives  PAGEREF _Toc202672357 \h 20  HYPERLINK \l "_Toc202672358" New and Emerging Threats and Opportunities  PAGEREF _Toc202672358 \h 21  HYPERLINK \l "_Toc202672359" Detailed Risk Register  PAGEREF _Toc202672359 \h 21  Introduction The role of this risk management procedure is to provide  FORMTEXT       staff with guidance in how to apply consistent and comprehensive risk management. This procedure provides information on how to identify, analyse, evaluate and treat risks. In addition, it identifies other key activities needed for an effective risk management approach. The risk management process contained in this procedure aligns with the Australian Standard for Risk Management (AS/NZS ISO31000:2009). Risk is the chance of something happening that will have an impact on objectives. It is important that we manage risks in order that the negative impact of risks upon achievement of our objectives is minimised and our ability to realise potential opportunities is maximised. Set out below is a diagram illustrating how this procedure interacts with  FORMTEXT       other key risk management documents:  Definitions Risk Management is the culture, processes and structures that are directed towards realising potential opportunities whilst managing adverse effects (AS/NZS ISO31000:2009). A risk is the chance of something happening that will have an impact on objectives (AS/NZS ISO31000:2009). A control is a process, affected by an entitys board of directors, management and other personnel, designed to provide reasonable assurance regarding the achievement of objectives. Objectives of Risk Management Risk management is a responsibility of all, with specific risk responsibilities being allocated to different groups and levels within the organisation. It is important to have complete and current risk information available as this information assists the  FORMTEXT       to make more informed decisions around both strategic direction and operational objectives. Risk management is not a stand-alone discipline but requires integration with existing business processes such as business planning and Internal Audit, in order to provide us with the greatest benefits. The objectives of a risk management framework are to: Provide a systematic approach to the early identification and management of risks; Provide consistent risk assessment criteria; Make available accurate and concise risk information that informs decision making including business direction; Adopt risk treatment strategies that are cost effective and efficient in reducing risk to an acceptable level; and Monitor and review risk levels to ensure that risk exposure remains within an acceptable level. Benefits of Risk Management Risk management will support us in being able to meet our values and deliver upon our objectives. Application of a consistent and comprehensive risk management process will: Increase the likelihood of us achieving our strategic and business objectives; Encourage a high standard of accountability at all levels of the organisation; Support more effective decision making through better understanding of risk exposures; Create an environment that enables us to deliver timely services and meet performance objectives in an efficient and cost effective manner; Safeguard our assets human, property and reputation; and Meet compliance and governance requirements. Roles and responsibilities An organisations ability to conduct effective risk management is dependent upon having an appropriate risk governance structure and well-defined roles and responsibilities. It is important for everyone to be aware of his or her individual and collective risk management responsibilities. In order for risks to be effectively managed, it is essential to have people behaving in a way that is consistent with the organisations approved approach. This indicates that risk management is not merely about having a well-defined process but also about effecting the behavioural change necessary for risk management to be embedded in all organisational activities. Set out below is  FORMTEXT       risk management governance structure. This structure illustrates that risk management is not the sole responsibility of one individual but rather occurs and is supported at all organisational levels. Risk Management Governance Structure   SHAPE \* MERGEFORMAT   FORMTEXT Provide a high level description of the roles of the various people or groups involved in the risk governance structure. This will be expanded in the procedures.  Board  FORMTEXT Indicate the detailed responsibilities of the Board (if applicable).   FORMTEXT       Committee  FORMTEXT Indicate the detailed responsibilities of the relevant committee (if applicable).  Chief Executive Officer  FORMTEXT Indicate the detailed responsibilities of the relevant CEO or relevant position (if applicable).  Risk Committee  FORMTEXT Indicate the detailed responsibilities of the relevant internal risk committee or relevant group / forum (if applicable).  Risk Manager  FORMTEXT Indicate the detailed responsibilities of the relevant internal risk committee or relevant risk manager - this may be a specific role or it may be one role has specific risk oversight responsbilities for the organisation (if applicable).  Managers  FORMTEXT Indicate the detailed responsibilities of the management team, may include managing risks, fostering risk culture.  Staff and Contractors  FORMTEXT Indicate the detailed responsibilities of staff. May include applying risk management within their roles.  Relationship with other processes Risk management is not a stand-alone discipline. In order to maximize risk management benefits and opportunities, it needs to be integrated with existing business processes. Some of the key business processes with which risk alignment is necessary are: Internal Audit Internal Audit reviews the effectiveness of controls. Alignment between the Internal Audit function and that of the controls within the Risk Management process is critical, and the role of Risk & Compliance Manager will seek to align these core processes. Business Planning (including budget) Identifying risk during the business planning process allows us to set realistic delivery timelines for strategies/ activities or to choose to remove a strategy/ activity if the associated risks are too high or unmanageable. The impact of changing risk levels over the year can then be mapped to the relevant objective, enabling us to conduct more timely expectation management with key stakeholders. Performance Management All risk responsibilities, whether a general responsibility to use the risk management process or specific responsibilities such as risk ownership or implementation of risk treatments should be included within the relevant individuals performance plans. Key Process Steps  Risk management is a continual process that involves the following key steps: Communicate and consult Establish the context Identify risks Analyse risks Evaluate risks Treat risks Monitor and review. It is important to follow this process when conducting risk management as this ensures that the  FORMTEXT       approach to risk management is both comprehensive and consistent. This process is formally conducted across the entire organisation on an annual basis. This occurs in conjunction with the corporate and business planning process and involves the review and update of risk profiles for the enterprise as a whole includes a review for each individual division. This illustrates a top-down and a bottom-up approach to risk management. Although this process is conducted across the entire organisation on an annual basis, risk management is not solely an annual process. It should be occurring at all times and in relation to all business activities. Therefore everyone has a responsibility to continually apply this process when making business decisions and when conducting day-to-day management. To assist you in completing the risk management process, each process step is described in further detail. Process Step Overview FORMTEXT       ProcessOne: Communicate and Consult Communication and consultation with internal and external stakeholders is important throughout the risk management process to ensure the organisation has a comprehensive picture of the risks we face. External communication and consultation is targeted at informing external stakeholders of: The organisations risk management approach. The effectiveness of our risk management approach. Requesting feedback where appropriate. Risk management is a key governance and management function, which external stakeholders, including Government and industry, are paying, increased attention to. Satisfying these stakeholders that we use appropriate risk management practices will influence their perception of the organisation. Internal communication and consultation is aimed at informing internal stakeholders of: The risk management process. Seeking feedback in relation to the process. Key risks and their responsibilities relating to management of these. Two: Establish the Context This means considering: 1. The external context Building an understanding of our external stakeholders and hence the extent to which this external environment will impact on our ability to achieve corporate objectives: Business, Social, Regulatory, Cultural, Competitive, Financial and Political Environments in which we operate. It also involves considering our strengths, weaknesses, opportunities and threats. 2. The internal context This is aimed at understanding organisational elements and the way they interact, such as: Culture, internal stakeholders, structure, capabilities (in terms of resources such as people, systems, processes and capital), goals and objectives and the strategies in place to achieve these. 3. The risk management context The goals, objectives, strategies, scope and parameters for the risk management process itself must also be considered. Note: The Establish the Context part of the risk management process will only need to be repeated when there are significant changes to either our external environment or business operations. Three: Identify Risks Risk identification is a key step in the risk management process to ensure a complete list of risks is identified. Risks can be identified using various tools and techniques including:  Part of risk identification also involves identifying risks that may arise over the horizon. Some examples of possible considerations could include: Worldwide events. Rising public expectations re public sector entities. Changing public attitudes towards Government. Identifying all risk elements provides a better understanding of the risk and assists when considering current controls and identifying further treatment actions. It also reduces risk duplication and minimises confusion as to risk meaning.  Four: Analyse Risks Once a risk is identified, it is important to adequately describe it. The components of a comprehensive risk description are: Event e.g. High staff turnover; Cause e.g. Staff job dissatisfaction; and Impact i.e. Inability to achieve strategic objectives. Risk analysis involves: Identifying controls currently in place to manage the risk by either reducing the consequence or likelihood of the risk; Assessing the effectiveness of current controls; Identifying the likelihood of the risk occurring; and Identifying the potential consequence or impact that would result if the risk was to occur. When evaluating the effectiveness of current controls, the factors to consider include consistency of application, understanding of control content and documentation of controls where appropriate. Controls are aimed at bringing the risk within an acceptable level. The evaluation of current controls can occur through several different processes including: Control self assessment; Internal Audit reviewing the effectiveness of controls; and External Audit reviewing the effectiveness of controls. The consequence and likelihood ratings, as identified after consideration of current controls, are combined to determined the overall risk levelFive: Evaluate Risks Risk evaluation involves considering the risks overall risk level. This allows determination of whether further risk treatment actions are required to bring the risk within a level acceptable. The output of the risk evaluation phase is a prioritised list of risks. There may be times when the action required will differ from that identified above; however where this is the case, the Chief Executive Officer must approve deviation from the above action. Six: Treat Risks Risk treatment involves examining possible treatment options to determine the most appropriate action for managing a risk. Treatment actions are required where the current controls are not managing the risk within defined tolerance levels. Treatment options could involve improving existing controls and implementing additional controls. Possible risk treatment options include: Avoid the risk change business process or objective so as to avoid the risk; Change the likelihood undertake actions aimed at reducing the cause of the risk; Change the consequence undertake actions aimed at reducing the impact of the risk; Share/transfer the risk transfer ownership and liability to a third party; and Retain the risk accept the impact of the risk. When determining the preferred treatment option, consideration should be given to the cost of the treatment as compared to the likely risk reduction that will result (cost benefit analysis). On selecting the preferred treatment option, the following should occur: The cost of any actions should be incorporated into the relevant budget planning process; A responsible person should be identified for delivery of the action, with this expectation being communicated to them; A realistic due date should be set; and Performance measures should be determined.  Seven: Monitor and Review Risk information requires regular monitoring and review to ensure currency. The environment in which we operate is constantly changing and so therefore are our risks. If risk information is inaccurate, we may make poor decisions that could otherwise have been avoided. Therefore Risk Owners and Risk Treatment Owners have key risk and control review and update responsibilities to ensure continued currency of information pertaining to their particular risks. In addition, on an annual basis, the entire risk register will be reviewed, with review participation being broader than solely Risk Owners and Risk Treatment Owners. It is also important for the effectiveness of the risk management framework to monitored and reviewed. This framework drives the extent to which risks will be adequately managed throughout the organisation. Monitoring implementation of the Risk Management Strategy is one available monitoring mechanism. In addition, the risk management framework itself will be reviewed annually, with results being reported to the ARC and the Board. As risk management developments are constantly occurring, this review mechanism will provide us with information on current risk management developments, facilitating us making continuous risk management improvements  Risk Reporting Set out below is a diagram illustrating how the risk management reporting process fits into  FORMTEXT       overall risk management framework. Risk management reporting is a key element of the Monitor and Review phase of the risk management process, and needs to occur at each step of the process. This risk management reporting process supports a formalised, structured and comprehensive approach by  FORMTEXT       to the monitoring and review of its risks, thereby enhancing its risk management process. Risk Management Reporting Responsibilities GroupResponsibilitiesBoardReview reports Communicate risk information issues back to the organisation Identify new and emerging risksAudit and Risk CommitteeReview reports Communicate risk information issues back to the organisation Communicate key risk issues to the Board Identify new and emerging risksCEOReview reports Closely monitor extreme risks Identify new and emerging risksRisk Management Executive CommitteeReview reports Communicate key risk issues to the Audit and Risk Committee Identify new and emerging risksGeneral ManagersReview reports Communicate key risk issues to the RMEC Identify new and emerging risksRisk OwnersMonitor and review the risks which they own Prepare reports for the risks which they own Provide the Risk and Compliance Manager with information on the risks which they own Identify new and emerging risksGeneral Manager, Finance and Corporate ServicesReview reports prepared by the Risk and Compliance Manager Provide executive support to the Risk and Compliance Manager, for example, requiring timely provision of risk information from the organisation to the Risk and Compliance Manager Identify new and emerging risksRisk and Compliance ManagerPrepare reports Gather risk information from the relevant organisational people, for example, Risk Owners Identify new and emerging risksManagement and StaffProvide risk information to those that request it Monitor and review risks within their areas Identify new and emerging risksRisk Escalation Risk escalation is an important tool for ensuring that risks are known and understood by the people with the authority to appropriately manage them. If a risk poses an extreme risk and requires allocation of substantial risk treatment resources, then it would not be appropriate for this to be managed at the divisional level. The Board has overall accountability for managing risks and therefore, where a risk poses such a high threat, the Board should be immediately informed of it. Everyone has the ability to identify risks at any time of the year. When these risks are identified outside of the formal annual risk review process, escalation of the risk to the appropriate recipient needs to occur. The table set out below indicates the appropriate escalation process. The  FORMTEXT       will act as the conduit between the person who has identified the risk and the relevant escalation recipient. Therefore if you identify a risk which requires escalation please report it directly to the  FORMTEXT      . The  FORMTEXT       will assess and review the risk information provided to them and escalate the risk in line with the requirements set out in the below table. Risk LevelEscalation RecipientTimingHighSignificantMediumLow Risk Reports and Recipients Report Type Recipient Type of ReportOverview Templates for these reports are available in the Appendices. Review and Approval The Risk Management Reporting Framework and report templates will be reviewed annually by the  FORMTEXT       and approved at least every  FORMTEXT       by the  FORMTEXT      . Access to Risk Management Reporting Framework The Risk Management Reporting Framework will be made available to each employee of  FORMTEXT       The Risk Management Reporting Framework will be available as follows:  FORMTEXT        FORMTEXT       References For further information on risk management, the following documents provide a comprehensive and practical overview: AS/NZS ISO 31000:2009  Risk management - Principles and guidelines ISO Guide 73:2009 Risk management - Vocabulary IEC/ISO 31010:2009 Risk Management - Risk assessment techniques HB 327:2010 Communicating and consulting about risk AS/NZS 5050:2010 Business continuity - Managing disruption-related risk HB 266:2010 Guide for managing risk in not-for-profit organisations Appendix:  FORMTEXT       Risk Control Likelihood Consequence Rating The following were endorsed by the  FORMTEXT       in  FORMTEXT       for  FORMTEXT      . These will be subject to review in  FORMTEXT      . Control Effectiveness Rating Criteria RatingDefinitionIndicatorsLikelihood Rating Criteria RatingDescriptorFrequency DescriptionConsequence Rating Scale Description RatingFinancial Service Quality Reputation People & Knowledge StakeholdersCompliance, Governance & LegalSystems & Processes Appendix: Risk assessment templates and heat map RISKS FOR  FORMTEXT       - UPDATED AND ENDORSED  FORMTEXT       BY THE  FORMTEXT       OwnerRisk DescriptionRisk CategoryNoConsequenceLikelihoodRisk RatingAlmost CertainLikelyPossibleUnlikelyRemoteInsignificantMinorModerateMajorExtremeHighSignificantMediumLow Risk Assessment Template Title: FORMTEXT      Risk Assessment Completed By: FORMTEXT      Category: FORMTEXT      Date Assessed: FORMTEXT       Identify Risks Analyse Risks Evaluate Action Risk  Description / ImpactCauseExisting ControlsControl AssessmentRisk AssessmentTreat Risk? Consequence FORMCHECKBOX Avoid Risk.  FORMCHECKBOX  Accept Risk.  FORMCHECKBOX  Reduce Risk.  FORMCHECKBOX  Transfer Risk.  FORMCHECKBOX  Increase Risk LikelihoodRisk RatingRisk Assessment Treatment Plan Template Risk Owner: FORMTEXT      Preferred Risk Treatment and Objective FORMTEXT       Treat Risks Monitor & Review InsuranceKRI KCIRisk Treatment / Action PlanAccountabilities TimelinesRisk RatingReview / Monitor Insurance StatusMeasurement and monitoring FORMCHECKBOX Insurable?  FORMCHECKBOX  Insured?  Appendix: Risk Reporting potential risk reports Risk Profile Purpose The Risk Profile Report provides a graphical representation of the placement of key risks on a heat map. This report provides a quick reference for Directors and Executives as to the organisations risk exposure. It helps to guide the allocation of resources to treat those risks, which pose the biggest threat, both in terms of likelihood and consequence. This report is a snapshot of the organizations current organisational risk profile. In addition, the Risk Profile Report will document the extent of risk rating changes that have occurred and explain the known or likely reasons for the change. The types of reasons that might be presented include: Change in operations Internal Audit findings indicate that controls are less effective than anticipated Implementation of risk treatment actions Change in the external environment, for example, creation of a new stakeholder body, and / or Knowledge of events that have occurred which raise either the likelihood of or consequence if an event occurs, for example, a competing business has begun a market poaching exercise increasing the likelihood of staff turnover. This report can be used to track the movement of risks and their specific ratings across the organisation and to develop an understanding of what factors (external / internal) can influence changes in risk ratings. It enables tracking of the effectiveness of risk treatment actions in reducing risks, while also supporting awareness of risk increases so that proactive management of these may occur. Information included The organisational risks plotted on its risk heat map. Beneath the heat map in the report, the following summary information is provided for each risk: Risk description Prior risk rating (Extreme, High, Medium, Low) Current risk rating (Extreme, High, Medium, Low) Any trend / movement that has occurred Reasons for change in risk rating Any improvements required The status of any approved treatment actions. Risk treatment actions status - detailed Purpose The Risk Treatment Actions Report contains a status update on progress against approved risk treatment actions. People are more likely to deliver upon what they are measured against. Therefore this report increases accountability for delivery against agreed risk management actions. It also provides comfort to Directors and Executives that risks are being treated as anticipated. Information included Risk description Risk rating Description of the risk treatment action Date for completion of risk treatment Person(s) responsible Status (e.g. in progress, completed) Additional comments (e.g. specific detail around the status) Assurance coverage of key risks Purpose The Assurance Coverage of Key Risks Report indicates which risks have been covered by assurance activities in the previous year and which are proposed to be covered over the coming year. This assurance can cover reviewing current control existence and effectiveness, as well as treatment action completion. Gaining assurance around key risks provides an objective review of self-assessed risk and control effectiveness ratings. Sometimes perceptions about a given risk may be incorrect. This objective assessment of risks provides comfort that the risk information, as contained in the risk register, is reflective of the actual situation. Information included Risk description Controls / treatments being covered by assurance activities Risk rating Trend (increase / decrease) Description of the assurance activities Previous year Description of the assurance activities Current year. The key findings of assurance activities, as they influence risk, would be reflected in the organisations Risk Profile Report within the reason for change column. Risk management annual activity schedule and improvement Initiatives Purpose The Risk Management Improvement Initiatives Report tracks progress against the risk management improvement initiatives approved to be implemented over the coming year. It provides assurance around the continual improvement of the risk management processes and practices. Information included Description of the initiative; Description of the risk management activity; Person(s) responsible; Date for completion; Status (e.g. in progress, completed); and Additional comments (e.g. specific detail around the status). New and emerging risks Purpose The New and Emerging Risks Report provides an opportunity to highlight emerging risks or add new risks to the risk register throughout the year. It is important to retain the risk register currency outside of the formal annual risk review process. Personnel from within the organisation would notify the Risk and Compliance Officer of any new or emerging risks. They would then need to be source the information for inclusion in this report. This report helps to develop awareness and understanding of the importance of managing new and emerging risks and provides a formalised structure for the reporting of these risks. Information included This report is a summary risk register that includes the following information: Risk description; Risk category; Risk rating; Causes; Impacts; and Current controls. The  FORMTEXT       would then determine whether the risks contained in this report warranted inclusion in the risk register. 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Detailed risk register Purpose The Detailed Risk Register Report contains all information contained in the risk register. All information provided in other risk reports should be reflected in the risk register. This report is only produced at completion of the annual risk review process unless otherwise specifically requested by the Board, Audit and Risk Committee or the  FORMTEXT      . Information included Risk description; Risk category; Risk owner; Shared responsibility; Description of the cause / contributing factors; Description of the impact; Description of current controls; and Description of risk treatment information including action, responsible person, due date and status. Templates (Examples) Risk Profile Almost Certain6Likely2,38Possible1159,5,10Unlikely71312,4Remote1411LIKELIHOOD/ CONSEQUENCEInsignificantMinorModerateMajorExtreme RankRefRisk CategoryRisk DescriptionRatingTrendReason for ChangeImprovement Required?Improvement Status16High(Yes SHAPE \* MERGEFORMAT 28 High(Yes SHAPE \* MERGEFORMAT 39Significant(Yes SHAPE \* MERGEFORMAT 45Significant(Yes SHAPE \* MERGEFORMAT 510Significant(No  SHAPE \* MERGEFORMAT 612Significant(No  SHAPE \* MERGEFORMAT 74Significant(Yes SHAPE \* MERGEFORMAT 82Significant(Yes SHAPE \* MERGEFORMAT 93Significant(Yes SHAPE \* MERGEFORMAT 1013Medium(Yes SHAPE \* MERGEFORMAT 111Medium(No  SHAPE \* MERGEFORMAT 1211Low(Yes SHAPE \* MERGEFORMAT 137Low(No  SHAPE \* MERGEFORMAT 1414Low(No SHAPE \* MERGEFORMAT 1515Medium(Yes SHAPE \* MERGEFORMAT  CompletedIn ProgressOverdueNot ApplicableKey Risks in red are new/ emerging risks Rows highlighted  SHAPE \* MERGEFORMAT  contain opportunities Improvement Status Risk Treatment Actions Status Detailed RefRisk DescriptionRatingTreatment ActionsDue Date Responsible PersonStatusComments 6HighIn progress  SHAPE \* MERGEFORMAT 95% complete (example) Completed SHAPE \* MERGEFORMAT In progress  SHAPE \* MERGEFORMAT Completed SHAPE \* MERGEFORMAT 9SignificantIn progress  SHAPE \* MERGEFORMAT In progress  SHAPE \* MERGEFORMAT Completed SHAPE \* MERGEFORMAT In progress  SHAPE \* MERGEFORMAT  CompletedIn ProgressOverdue Assurance Coverage of Key Risks RankRisk DescriptionControl / TreatmentRisk Rating Trend Assurance Activities Previous Year (i.e. internal audit, external audit) Assurance Activities Next Year (i.e. internal audit, external audit) 1High(None.Internal Audit.9Significant(None.Internal Audit.5Significant(None.Internal Audit6Significant(Internal Audit. External Audit. 4Significant(Internal Audit. None. 8Significant(Internal Audit. None.  Risk Management Annual Activity Schedule and Improvement Initiatives Improvement InitiativeActionResponsible Person Due dateAchievedComments New and Emerging Threats and Opportunities Title: FORMTEXT      Risk Assessment Completed By: FORMTEXT      Category: FORMTEXT      Date Assessed: FORMTEXT       Identify Risks Analyse Risks Evaluate Action Risk  Description / ImpactCauseExisting ControlsControl AssessmentRisk AssessmentTreat Risk? Consequence FORMCHECKBOX  Avoid Risk.  FORMCHECKBOX  Accept Risk.  FORMCHECKBOX  Reduce Risk.  FORMCHECKBOX  Transfer Risk.  FORMCHECKBOX  Increase Risk LikelihoodRisk Rating Detailed Risk Register Title: FORMTEXT      Risk Assessment Completed By: FORMTEXT      Category: FORMTEXT      Date Assessed: FORMTEXT      Identify Risks Analyse Risks Evaluate Action Risk  Description / ImpactCauseExisting ControlsControl AssessmentRisk AssessmentTreat Risk? Consequence FORMCHECKBOX  Avoid Risk.  FORMCHECKBOX  Accept Risk.  FORMCHECKBOX  Reduce Risk.  FORMCHECKBOX  Transfer Risk.  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"2`;x Kyx`!`  !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~Root Entry Fj#eIData &WordDocumentaObjectPoolFi\I-#eI_1246443689 @%1hgj\Ip\IOle CompObjZObjInfo ! @%1h OrgPlus.4 OrgPlus.4OrgPlusWOPX.49q dO)"Microsoft PowerPoint PresentationMSPresentationPowerPoint.Show.89q CONTENTS ,OlePres000_1248512094dO)q\I?~\IOle ,UOCF i(c) Copyright 1992 Banner Blue Software Incorporated. All rights reserved. The OPX file format is the confidential and proprietary property of Banner Blue. Banner Blue requires prior written consent and advanced royalty payment to use this format. A violation of these rights is against the law and Banner Blue will aggressively pursue prosecution. ) Copyright 1992 Banner Blue Software Incorporated. All rights reserved. The OPX file format is the confidential and proprietary property  \  \@@@@`Name`Title` Comment 1` Comment 2`"r Bl#`@!dDD33 ""$.,|"T,%% F\\vmia03\L26_SP_HP9050DN,winspool,Ne12:\\vmia03\L26_SP_HP9050DNX 4dXXA4DINU"4$|]א!$IUPH dA4 [none] [none]Arial4P d?NATALIEW<Automatic>dORGCHART.EXE  @#### ` @%Arial `@aaaaaa aa a a a aa` @&`@aa`&` Chart Title@aa`&`@aa`&`@aa`&`@aa`&`@aa` `$#RSTZV@AB@PQ$$S@`Board@aaa``!- provides oversight and review.@aaa aa a``@aaa``@aaa``` @VVVVVVVV `AB @PQ$$ST$@`Risk Committee@aaa``@aaa a``@aaa``@aaa``PQ$$ST` @VVVVVVVVVV V V V `AB@PQ$$S@`CEO@aaa``- drives culture of risk.@aaa a``@aaa``@aaa``` @VVVVVVVV `AB@PQ$$ST$@`Risk Committee@aaa``- reviews risk status.@aaaa a``"- endorses risk strategy, policy.@aaa a``@aaa``` @VVVVVVVV `AB@PQ$$ST$@`Executive & Management@aaa``- support risk culture.@aaa a``- manage & identify risks.@aaa a``@aaa``` @VVVVVVVV `AB@PQ$$ST$@`Staff & Contractors@aaa``- comply with risk procedures.@aaa a``- identify risks.@aaa a``@aaa``` @VVVVVVVV ``@`@```` m=,.$  9 . oq-- =  = = = t" = = =  = oq oq oq =--B( UUUU-' --&iii&i'R&R&i''----$RRLL'MS-   "Arial%  w)w 0wf- <2 <Risk Committee  f  "Arial  w)w 0wf- >  f - >  f - > -'--RLRL' =- - E'' =- - E'' =- - E'' t"--*''----$dd'e- j - $2 Staff & Contractors  t" I - 42 - comply with risk procedures.          t" 1 - D!2 D- identify risks.    t"  - > t"-'--dd' =----$RRdd'eS- 3 - (2 Executive & Management = 3 - B*2 B- support risk culture.      = 3 - /.2 /- manage & identify risks.      = 3 - > =-'--RdRd' =----$RRmm'nS- 3 - <2 <Risk Committee = t3 - D 2 D- -  '2 M reviews risk status.        = S3 - 92 !- endorses risk strategy, policy.         = ;3 - > =-'--RmRm' =----$RRLL'MS- 3 -  2 CEO = 3 - >-2 >- drives culture of risk..        = 3 - > = 3 - > =-'--RLRL'  =----$RRUU'VS- 3 - z2 zBoard = 3 - 62 - provides oversight and review         -   2 %. = 3 - > = 3 - > =-'--RURU' oqNANIPRINT EPRINT\CompObj {ObjInfo15% U *&@ p &&#TNPPP2OMi & TNPP &&TNPP   p@  --- !p@ ---&1F&w@J P w)w 0wgf- &iF& --f-- Cg--F-- @"Arial# p w)w 0wgf- .%2 4Corporate Plan 2007       . . 2 - . . 2 2010.Cg--F@--  .$2 <Business Plan 2007     . . 2 - . . 2 2008.Cg--F"--  .2 i Risk Policy   .Cg--;F--  .*2 ;Risk Management Process&  !"  .Cg--Fo--  .2  Risk Tools   .Cg----  .2 DARisk Management   !" . .$2 t!Reporting Framework    " .--!-- --Nh-- Cg--F|--  .$2 CRisk Strategy 2007       . . 2 - . . 2 2008.&<C--%))#-- $!*@9!--&&:--%''-- $(7--&&<$--%))-- $*"9--&&<--%))-- $*9--&&8<q--%):)Q-- $O*n9O--&&BO-- %LLa-- $dDd--&&BJ-- %MLa-- $dDd--&--"Systemgf !-&TNPP &l 19% EMF\z@ zdF, EMF+@XXF\PEMF+"@ @ $@ 0@?!@ @ F(GDIC FXLEMF+*@$?? 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