Managing Risk. The purpose is to establish a process to identify HSSE Hazards and to reduce the Risks to As Low As Reasonably Practicable (ALARP).
Managing Risk. The Partnership recognises the scale of its ambition and is realistic in its expectations of what can be achieved given the scale of resources being deployed. It also recognises that risk management must be an integral part of the performance management framework and business planning process. This will increase the probability of success (and reduce the likelihood of failure) by identifying, evaluating and controlling the risks associated with the achievement of its objectives. The risk management process focuses attention and resources on critical areas, provides more robust action plans and better informed decision-making. It also fosters a culture where uncertainty does not slow progress or stifle innovation and ensures the commitment and resources of the Partnership to produce positive outcomes. As part of implementing this LAA the Partnership will use its agreed Risk Management Strategy and establish a Strategic Risk Register. This will set out the risk management objectives, the role and responsibilities for risk management of the Board and individual SSPs, and will categorise the risks and the approach to risk management action plans. The risk management objectives include the; ▪ Adoption of Risk Management as a key part of the LAA ▪ Identification, evaluation and economic control of strategic and operational risks ▪ Promotion of ownership through increased levels of awareness and skills development The Partnership’s risks can be broadly categorised as either “strategic” or “operational”. Strategic risks cover those threats or opportunities which could impact upon the achievement of medium and long-term goals. The review of strategic risks will be carried out when the LAA has been adopted. This will be followed up by an assessment of operational risks through each of the SSPs as part of their Action Planning of the LAA implementation process. The Partnership is determined to deliver its vision of a better future for Xxxxxx's people. We are committed to equality for everyone regardless of age, sex, caring responsibilities, race, religion, sexuality, or disability. We are leaders of the community and will not accept discrimination, victimisation or harassment. This commitment to equity and social justice is clearly stated in the adopted equal opportunities policy of the Partnership, and covers this LAA. The Partnership wants to create a culture where people of all backgrounds and experience feel appreciated and valued. Discrimination on the grounds o...
Managing Risk. 5.1. Our aim is to minimise employer related risk to the Fund across all the employers in the Fund.
5.2. There must be no significant additional risk to the Fund from any outsourcing by a scheme employer or admission of any other new body for which a scheme employer is guarantor. We would want to ensure that the decisions made by an employer when outsourcing services or providing a guarantee have no adverse impact on the Fund or on other employers in the Fund. We would look to protect both the Fund and other employers in these circumstances.
5.3. In particular, where Scheduled body employers under Part 1 of Schedule 2 outsource services, there will be a presumption that the Scheduled body has agreed to subsume any assets and liabilities attributable to the new admission on its exit from the Fund (excluding any assets and liabilities transferring to another employer in the Fund).
5.4. Scheme employers must be prepared to manage any pension risk of an outsourcing.
Managing Risk. The Partnership recognises the scale of its ambition and is realistic in its expectations of what can be achieved given the scale of resources being deployed. It also recognises that risk management must be an integral part of the performance management framework and business planning process. This will increase the probability of success (and reduce the likelihood of failure) by identifying, evaluating and controlling the risks associated with the achievement of its objectives. The risk management process focuses attention and resources on critical areas, provides more robust action plans and better informed decision-making. It also fosters a culture where uncertainty does not slow progress or stifle innovation and ensures the commitment and resources of the Partnership to produce positive outcomes.
Managing Risk. “The Churches did not offer any evidentiary materials in support of their position that the realtor [sic] did not have express or apparent authority to sign the pre-in- spection agreement on their behalf,” the court stated.
Managing Risk. Thematic Partnerships should also put in place a process for managing the risk of not achieving desired outcomes. The following 5 step approach should be used.
Step 1: Risk identification
Step 2: Risk analysis, profile/prioritisation The results from the identification stages of the process should be captured into risk scenarios and then assessed for impact and likelihood and plotted onto a matrix. The impact should be measured as being negligible, marginal, critical or catastrophic. The likelihood should be measured as being almost impossible, very low, low, significant, high or very high.
Step 3: Setting the tolerance line
Managing Risk. This section summarises the key strategic risk areas as well as those specific to each functional area as identified through the functional workshops. Importantly, alongside each of the issues raised, initial mitigation strategies have been identified which can be factored in the detailed programme implementation and stage plans. These will be further developed once the final participating Councils are known and the Management Team for the Xxxxx Valley Shared Support Service CVSSS is in place. As highlighted in the Outline Business Case, undertaking change of this scale and complexity brings with it a number of risks. The detailed business case process has sought to further highlight these and identify how they can be managed. The Councils will be breaking new ground in creating a Shared Service arrangement of this size and this will be challenging at both a partnership level and internal to each Council. The participating Councils also recognise that their own internal change programmes are not without significant risk and that participation in the Shared Service programme has the benefit of enabling pooled access to substantial expertise and change resources which will help mitigate some of these risks and challenges.
10.1 Key strategic risks Table 28 – Key strategic risks Key strategic risk area Mitigation approach Key strategic risk area Mitigation approach
Managing Risk. (a) You must have and keep up to date: (a) a risk management policy; and (b) risk management processes to ensure optimum management of all risks (these include policies and procedures for the prevention and management of all incidents including serious incidents).
(b) You must be able to provide evidence of the above upon Our request.
(c) You must at all times ensure the safety of the Service Users and continuously review and analyse all incident report forms and make improvements to Your Services as a result.
