APPENDIX 1

GUIDE TO RISK MANAGEMENT

1. Risk Identification

1.1 The purpose of risk identification is to produce a list of the potential risks that could impact on the University achieving its objectives.
Risks will be identified under four commonly used headings i.e.

 Strategic Risks: the inability to achieve the University’s strategic and operational objectives as set out in the Strategic Plan and not
availing of opportunities when they arise;

 Operational Risks: the inability to prevent a loss resulting from inadequate internal processes and systems;

 Financial Risks: exposure to losses arising as a result of the need to improve the management of the University’s financial assets;

 Reputational Risks: exposure to losses arising as a result of bad press, negative public image and the need to improve
stakeholder relationship management.

Risks will be identified and prioritised using a variety of techniques such as interviews, workshops, Faculty/Divisional meetings etc.

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2. Risk Assessment

2.1 Having identified a risk, the potential impact and likelihood of the risk being realised will be rated.

2.1.1 Impact

To ensure consistency across the University, the following method will be used in assessing risk impact (examples supplied):

IMPACT
Financial Impact Examples of Intangible Impacts
RATING
Financial Strategic Operational Reputational

Over €1 million Non completion of new facility Closure/disruption of the Prominent coverage of the
Extreme 4 resulting in non-recruitment of University for greater than 2 days University in national news
students to new programme Serious debilitating injury/loss of media.
life

€500,000 – Reduced research income of Unavailability of facility/service of Embarrassment within a

Serious 3 €1 million greater than 10% per annum the University for up to 2 days department/function leading to
adverse media coverage.
Widespread irregularity in Injury requiring hospitalisation.
academic processes resulting in
overhaul/review of processes

€100,000 – Reduced research income of up Disruption to a few departments Reputational impact in local/
Moderate 2 €500,000 to 2% per annum. delaying the academic process specialist area covered in the
for up to 1 day. media.
Significant delay in the delivery Injury requiring attendance at
of planned new academic medical facility
programmes
Up to €100,000 Minor delay in e.g. achievement Non-delivery of classes for up to Potential damage evident to
Minor 1 of goals relating to integration of half a day. those close to the event/area of
teaching & research. Injury resulting in cuts/bruises. interest.

Corporate Secretary‘s Office

University of Limerick

Approved by Governing Authority – February 2016

2.2 Likelihood

2.2.1 Analysing risks requires an assessment of their frequency of occurrence also. The following table provides broad descriptions used to
support risk likelihood ratings:

Rating Likelihood
4 Very Likely, will occur in most circumstances (within the next year)
Very Probable
3 Likely, may occur (once every 1-2 years)
Quite Probable
2 Very Unlikely, may occur at some point (once in 3-5 years)
Possible
1 Rare, never happen, may occur in exceptional circumstances (once in 5-10 years)
Improbable

2.3 When are Risks Assessed

2.3.1 The above risk assessment exercise should be carried out at two levels:
 At an ‘inherent’ risk level where the potential risks affecting the University are assessed in the absence of current controls (at least
annually);
 At a ‘residual’ risk level where the risks affecting the University are considered with selected current controls fully implemented (at
least annually).

Having identified the inherent risk and the impact and likelihood of that risk, it is necessary to consider the controls which would mitigate
the impact and likelihood of that risk being realised.

A control has three characteristics:

1 An action - what is the control trying to achieve,
2 An owner - who excercises the control and
3 A timeline - how often is the control excercised?

It is essential to distinguish between those controls that are in place (current controls) and those that are planned (future controls).

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Current Controls

A current control is any measure or action that is in place and mitigates risk. Controls include the implementation of any policy,
procedure, practice, process or technology that modifies or manages risk.

It is important to note that the assessment of residual risk can only be based on current controls being implemented.

Future Controls

A future control is any measure or action that has been identified to be implemented to mitigate the risk and reduce the residual risk
score. Future controls and action items are always required for each identified risk with a residual risk rating of 3 or more.

A future control moves to a current control when it has been implemented fully.

It should be noted that a current control can also be deemed a future/ongoing control where a future action is required to ensure
continual monitoring and mitigation of the risk identified.

If the risk identified has a Residual Risk rating of 3 or less it should remain as an identified risk at this residual risk rating for two review
periods. At the end of the second review if the Register Owner is satisfied that the residual risk is being managed and maintained at the
minor score level then the risk may be removed from the Register.

Corporate Secretary‘s Office

University of Limerick

Approved by Governing Authority – February 2016

2.4 Risk & Control Template

2.4.1 The following Risk & Control Template shows an example of a risk in the financial area and the Residual Risk Heat Map should be
used in the assessment of Risk (the Risk & Control Template is set out in Appendix 2):

Risk & Control Template

Risk Risk Description Risk Category Inherent Risk Rating
No Highlight those Impact Likelihood Score
that apply
Strategic
1 Failure to achieve budget strategy Reputational 3 4 12
Operational
Financial
Current Controls Residual Risk Rating
Impact Likelihood Score
1. Financial Controller has a budgetary process in place that is reviewed on a quarterly basis
to ensure actual spend is within budget 3 3 9
2.
3. Risk Owner
4.
Director of Finance
Future Controls Action Plan and Timeframe
1. Ensure adherence to budgetary constraints 1. Communication with Faculties/Admin Units – end of AY
2. 2. Implementation of increased controls over spending end of AY
3. 3.
4. 4.

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2.5 Overall Risk Rating - Based on Impact x Likelihood

Risk Likelihood

Improbable Possible Quite Probable Very Probable

(1) (2) (3) (4)
Risk Impact

Extreme (4) 4 8 12 16

Serious (3) 3 6 9 12

Moderate (2) 2 4 6 8

Minor (1) 1 2 3 4

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University of Limerick

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2.6 Residual Risk and Level of Reporting Required

Residual Risk & Level of Report Further Information

Extreme If the residual risk is deemed to be extreme, then immediate action is required.
In this case the activity/project should not proceed or if it relates to an existing
The Executive Committee activity/project then the Manager of the area who is a member of the Executive
Committee must inform the Executive Committee of the matter so that action
can be taken immediately to either moderate the risk or close the
activity/project.

Serious Serious risks require careful on-going management with frequent evaluation of
the risk factors by the manager of the area who is a member of the Executive
Dean of Faculty or Director of Committee in order to restore them to more acceptable levels of risk. Risks at
Department who is a member of the this level should be reported to the Executive Committee at its bi-annual risk
Executive Committee management meetings. In the interim, any escalation of risk should be
reported to the Executive Committee immediately by the relevant Executive
Committee member.

Moderate Moderate levels of risk may be acceptable for certain projects and these risks
require approval of the Head of Department/Unit prior to commencing the
Head of Department/Unit activity/project or to allow the project/activity to continue. Re-assessment of
the risk factors should be conducted at regular intervals to assure stakeholders
that the risk has not escalated.

Minor This is the lowest and most tolerable level of risk. Student projects and
individual staff research should carry no higher than tolerable risk without the
Line Manager express approval of the Head of Department/Unit. Re-assessment of the risk
factors should be conducted at regular intervals to assure stakeholders that
the risk has not escalated.

Corporate Secretary‘s Office

University of Limerick

Approved by Governing Authority – February 2016

 2.7 Risk Register

2.7.1 The University’s Risk Register is a risk recording and monitoring tool for the management of the University. It is a hierarchical entity, for
example, the University’s Fundamental Risk Register is informed by Faculty/Division Risk Registers. The following is the format of the risk
register using the Finance example used at 2.4 above. The Risk Register Template is set out in Appendix 2.

UNIVERSITY OF LIMERICK
(Insert Area) Risk Register

N Risk Risk Inherent Current Controls Residual Risk Future Controls & Dates
o Category Owner Actions Required

Likelihood

Likelihood
Impact

Impact
Score

Score
1. Financial Failure to achieve 3 4 12 Budgetary process in place 3 3 9 Dir. of Communication with End of
budget strategy that is reviewed on Finance Faculties/Admin Units Academic
quarterly basis to ensure Implement increased Year
spend is within budget controls

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University of Limerick

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 APPENDIX 2

RISK & CONTROL TEMPLATE

and

RISK REGISTER TEMPLATE

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 Risk & Control (insert name of area)
Risk No Risk Description Risk Category Inherent Risk Rating
Highlight those that apply Impact Likelihood Score
Strategic
Reputational
Operational
Financial
Current Controls Residual Risk Rating
Impact Likelihood Score
1.

2.
Risk Owner
3.

4.

Future Controls Action Plan and Timeframe

1. 1.

2. 2.

3. 3.

4. 4.

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University of Limerick

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 UNIVERSITY OF LIMERICK
(Insert Area) Risk Register

N Risk Risk Inherent Residual Risk Future Controls & Dates

o Category Current Controls Owner Actions Required

Likelihood

Likelihood
Impact

Impact
Score

Score
An online risk management tool is used to record the risks of each Division/Faculty. Please refer to www.ul.ie/risk

Corporate Secretary‘s Office

University of Limerick

Approved by Governing Authority – February 2016