Organisational Risk Management Flashcards

1
Q

Define ‘risk’

A

The effect of uncertainty on objectives

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2
Q

To understand risk, what else do we need to understand?

A

We need to understand what our objectives are

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3
Q

What is the difference between risks, and threats and hazards?

A
  • A threat or a hazard can contribute to a risk and are chiefly what we know about
  • Risk, however, takes that information from many other sources and then considers uncertainty- the unknown - to make an assessment of overall risk
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4
Q

Name the four key risk categories

A
  • Operational
  • Corporate
  • Portfolio
  • Strategic
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5
Q

What should you do throughout all stages of the risk management process?

A

Communicate and consult

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6
Q

Step one of the risk management process

A
  1. Establish context:

- This help us to see the wider picture of the risks we need to manage.

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7
Q

Regarding step 1 of the risk management process, describe the two types of context we need to understand?

A

Internal context - things within Police that influence how we manage risk eg, your objectives, policies and processes, resources, knowledge and skill level.

External context - things outside Police that affect our ability to manage risk. For example, social, cultural, political and legal environment as well as relationships with stakeholders.

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8
Q

Step 2 of the risk management process

A
  1. Identify risks:
    - present in all of our work
    - doesn’t mean we cannot do it - does mean we must understand why and how it is risky, and ensure these risks are proactively managed.
    - we must be able to identify a risk to be able to manage it and to prevent harm to us, our colleagues, our communities, or the organisation.
    - we are responsible for identifying risks in our areas of responsibility.
    - consider risks and opportunities.
    - record risks in a way that can be used by yourself or others at a later date.
    - be clear about the cause, what could happen and who will be responsible for taking action
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9
Q

What is step 3 of the risk management process?

A

Step 3: Analyse risk

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10
Q

What does step 3: analyse risk involve?

Hint: risk and controls

A

It involves seeking further information to develop an understanding of two key things -

  1. The level of risk
  2. Controls in place
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11
Q

What tool might you use to help analyse your level of risk?

A

A risk matrix

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12
Q

Which two areas does a risk matrix analyse?

A

The likelihood and the consequence

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13
Q

What does determining the likelihood and consequence of a risk allow you to do?

A

You are then able to categorize and communicate the significance of it

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14
Q

List some different types of controls

A

Policies, SOPs, training, supervision

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15
Q

What is step 4 of the risk management process?

A

Step 4: Evaluate

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16
Q

What does step 4: Evaluate allow us to do?

A

It allows us to consider how comfortable we are with this information, and what we need to take action on.

17
Q

List the different types of action we could take when managing risk

A
  • Act
  • Monitor
  • Accept
  • Acknowledge that effective management is achieved
18
Q

What is step 5 of the risk management process?

A

Step 5: Take Action

19
Q

What two actions does a risk owner have if existing controls are not managing a risk to an acceptable level of comfort?

A

They can either ACT or MONITOR the risk

20
Q

If you act on a risk, what impact does this have on the risk itself?

A

It should reduce the likelihood or consequences pre- (prevents) or post- (responds to) the uncertain event.

21
Q

How often should a risk owner monitor and review a risk after a risk evaluation?

A

As often as is appropriate for the level of risk and assurance we have.

22
Q

Regarding active risk management, what are the three lines of defence that we have at our disposal?

A

1st line - all Police personnel
2nd line - Districts/Service Centres/PNHQ work groups
3rd line - the assurance group

23
Q

List some risk management activities

A
  • planning/SPTs
  • new initiatives
  • changing how we do things
  • changes in our operating environment
  • near misses/lessons learnt/events