CAQ Risk Management Policy

The vision of Croquet Association Queensland (CAQ) is: To become a thriving, active, vibrant, and well-respected organisation encouraging growth and innovation in croquet.

PURPOSE

The purpose of this risk management policy is to communicate CAQ’s commitment to managing enterprise-wide risks and to establish clear responsibilities for itself to maximise strategic and operational achievement.

POLICY SCOPE and CONTEXT

CAQ acknowledges that risks are inherent in all aspects of sport. CAQ also acknowledges that it faces a variety of other risks related to the pursuit and delivery of its strategy and day-to-day operations. For these reasons, CAQ understands the importance of a structured and systematic approach to the identification and management of risks.

CAQ is committed to managing and minimising risk by identifying, analysing, evaluating, and treating risks to ensure CAQ has the best prospects for achieving its strategic objectives and maintaining effective and efficient operations for the benefit of its members, participants, and the broader community.

POLICY KEY OBJECTIVES

CAQ will regularly monitor, review and report on the effectiveness of its approach to risk management and aims to develop and maintain a risk aware culture. It will do this by adhering to the principles reflected in ISO 31000:2018 Risk Management – Guidelines as follows:

• Risk management activities are integral to Croquet Queensland and will be integrated across all Croquet Queensland areas and activities.
• Croquet Queensland will ensure a structured and comprehensive approach to risk management.
• Croquet Queensland’s approach to risk management will be customised and appropriate for the nature and scale of the organisation and the risks it faces.
• Croquet Queensland will be inclusive of relevant stakeholders to improve risk awareness and better inform its risk management efforts.
• Croquet Queensland will be dynamic in anticipating, detecting, acknowledging, and responding to changing circumstances, events, and the risk landscape.
• Croquet Queensland risk management efforts shall utilise the best available information and inputs, spanning historical, current, and predictive information from all relevant and available stakeholders.
• Croquet Queensland acknowledges that human and cultural factors influence all aspects of risk management and will promote a risk aware culture.
• Croquet Queensland will strive for continuous improvement in its risk management performance.

RESPONSIBILITY

CAQ Management Committee is responsible for overseeing the establishment and implementation of risk management systems and reviewing their effectiveness. These include CAQ providing leadership and direction, allocating appropriate resources, monitoring, and responding to information as it becomes available and encouraging a culture speaking up and raising concerns is encouraged.

THE CAQ RISK MANAGEMENT PROCESS

The Croquet Queensland Risk Management process is based upon the AS/NZs ISO 31000:2009 Risk Management Process as shown in Figure 1

Risk Management Framework steps:

• Consultation
• Identifying the Hazards
• Assessing the Risk
• Identifying appropriate risk control measures
• Implementing the control measures
• Monitoring
• Regular review

CAQ Risk Management Compliance and Control

In developing a culture of risk management, CAQ Management Committee is responsible for developing appropriate responses to manage risk aided by risk action plan and the creation of a risk register.

To enable this CAQ will:

• implement a systematic process to assist in the identification, assessment, treatment, and monitoring of risks.
• provide the necessary tools and resources to support the effective management of risks and
• review and communicate risk management best practice on a regular basis.

Organisation Level of Maturity

The level of maturity is dependent on the complexity of the organisation and its inherent risks. The following table provides a guide of tools considered most appropriate by level of maturity. CAQ initially identifies at Base level and upgraded to next level when appropriate.

Risk Management Level of Maturity

Risk Management Appetite Statement

The Risk Management Appetite Statement aims to articulate the current Management Committee risk appetite to assist in establishing boundaries for sound decision making and risk taking. It provides the basis for setting acceptable levels of risk tolerance and identifying and implementing mitigation strategies. CAQ Management Committee acknowledges that, in pursuit of its strategic objectives, CAQ will face risks related primarily to the following matters: Health and Safety; Child Safety and Safeguarding; Technology; Financial; Commercial; Cultural; Strategic; Reputational; Legal; Data Security and High Performance.

CAQ has an appetite for risks where the risk:

• aligns with achievement of strategic objectives.
• improves member experience and interaction
• fosters partnerships that benefit member clubs
• improves safety or quality of service to member clubs
• improves sustainability of our operations
• is mitigated and will result in positively outcomes

CAQ does not have an appetite for risk:

• which is in breach of legal obligations.
• where the outcome is likely to be unsafe, unethical, or inappropriate.
• any risk that not aligned with strategic objectives.
• any risk that impacts on our ongoing financial sustainability

Risk Matrix

The Risk Management Matrix typically expresses the risk attributable to a particular event considering the relationship between likelihood of event occurring and the gravity of that event occurring. For each risk identified The Management Committee will determine the Risk Categories, Risk Likelihood and Consequence ratings which will define the corresponding risk tolerance levels and resultant action level to manage the risk.

CAQ Assessment of Effectiveness

The effectiveness of the CAQ Risk Management Plan is through structured continuous improvement processes to ensure risks and controls are regularly reviewed by CAQ. This includes ongoing feedback loop via regular management meetings and appraisal of risk owners.

Risk Register

The Risk Register documents the risks as well as recording information in relation to those risks and the progress in management and review. It sets the foundation for CAQ’s Risk management efforts. The Risk management framework and the CAQ risk management activities must reflect the nature and scale of CAQ’s profile. This is only possible once CAQ’s material risks have been identified, documented, and accurately assessed in a Risk Register.

The Risk Register is reviewed by CAQ in formal meetings and updated as new risks emerge or when significant changes occur.

CAQ Management Committee - Risk Reporting

The Management Committee should receive regular Risk Reports of significant risk management issues and actions undertaken to manage risks on a regular basis to allow them to properly discharge their duties.

Regular reporting helps to promote conversations around risk and drive accountability for risk related activities and tasks.

CAQ Risk Management Plan - Process and Procedures

The CAQ Risk Management procedures are contained in a separate document.

References

• Game Plan: Guidelines: Australian Sports Commission
• AS/NZs ISO 31000:2009 Risk Management Process
• Australian Croquet Association - Risk Management Policy
• Risk and Strategy for Directors (Sport) Australian Institute for Directors
• CAQ Strategic Plan
• Risk Management Appetite Appendix A (CAQ Risk management procedures)

AUTHORISATION

Ms Pat Habner

President CAQ