Frequency of reporting and monitoring

Thoughts on linking to your operating calendar

Risk identification and assessment, including emerging risk management, should be an ongoing process in a resilient and learning organisation. Often the corporate calendar and the organisation’s governance arrangements provide a number of logical points outside of the normal risk cycle to review. These include: > The organisation’s planning cycle to identify the risk associated with the achievement of planned objectives > Performance reporting (e.g. monthly or quarterly) to consider the status of significant risks being managed – including new and emerging risks > Key strategy development as emerging risks often directly impact the viability of achieving strategic outcomes

> The schedule of Board, Committee and other Senior Management Team meetings and groups which provide an opportunity to engage with the organisation’s leaders on the management of risk Each of these presents an opportunity to focus on risk, and to do so in a logical and holistic way with other key corporate business activities and processes - strategy, planning, governance, financial and performance management. Linking risk reviews into the wider corporate context in this way also serves to focus on managing risk as an integral part of how the organisation is run, and ensures it is a collaborative effort, rather than limited to the risk management function.