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 the categorise 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 in October/November 2006 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. Equality & Diversity The Partnership is determined to deliver its vision of a better future for Halton'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. This states that the Partnership: ❑ is committed to promoting equal opportunities in Halton ❑ values diversity and encourage...
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). REQUIREMENTS HSE Risks are identified and classified in the Retail Contractor Engineering Case. For all medium Risks the Prime Contractors are responsible for creating Safe Work Guidelines, in which controls are identified to mitigate the risks to ALARP. The Prime Contractors are required to: - train all employees and subcontractors working on Motiva sites via Toolbox Talks or other training programs so that all employees and contractors are aware of these controls - assure themselves that employees and subcontractors understand the controls described in the Safe Work Guidelines and have implemented them in their JHAs to mitigate the medium risk activities. The Prime Contractors need to review the Retail Contractor Engineering Case annually, as existing operations/activities can change in a way that that can potentially reduce the effectiveness of the Controls and Recovery Measures. This annual review should consider all Incidents, Near Misses and Potential Incidents, Audit Findings and new Activities. After the review, Motiva should be informed, and all contractors should also update their Toolbox Talks and JHAs to ensure mititgation of new risks that are identified.
Managing Risk. 5.1. Our aim is to minimise employer related risk to the Fund across all the employers in the Fund.
Managing Risk. 1.18 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. 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.
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).
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.
