BSBRSK501 Manage R isk isk Assessment Task 1 – Assignment Part A 1. Defi Define ne risk risk mana manage geme ment nt.. Exp Expla lain in h! h! the the se"e se"en n ste steps ps f the the risk risk mana manage geme ment nt pr#ess as $tline% in the internatinal Stan%ar% fr risk management &AS'()S 1*000+,00- 1*000+,00- might appl/ in /$r rle . Step 12 3$tlining 3e#ti"es Outlining objectives is a key step because it sets the foundation for all risk management exercises on a project. It is crucial that project goals are recorded and comprehended by all team members. members. This includes includes identifying identifying project necessities, necessities, and creating an understand understanding ing of the achiev achieveme ement nt criter criteria ia for the projec project. t. Requir Requireme ements nts must must be revie revieed ed and tested tested early early on to guarantee they are practical and understood by all team members. !ase assumptions associated ith the project and key project tenets should also be evaluated. Step , – Risk Management Plan The The moti motive ve behi behind nd the the Risk Risk "ana "anage geme ment nt #lan #lan $R"# $R"#%% is to form formal ali&e i&e the the risk risk management process for a project. The R"# is a report that maintains the definition of the selected risk management methodology. methodology. It incorporates the goals of the risk process' the organi&ation, roles and obligations of team members' the tools and strategies to be actuali&ed' deliverables' revie and reporting cycle. Step * – 4%entifi#atin The identi identific ficati ation on of project project risks risks is accomp accomplish lished ed using using an assortm assortment ent of method methodss includ including ing concep conceptua tuali& li&ing ing,, questio questionin ning, g, fishbo fishbone ne outlin outlines, es, and brain brain mappin mapping. g. It should should be comprehensive ith identified risks being given names that are meaningful to everyone involved. It is difficult to evade all risks on any given project( hoever, the key goal of comprehensive risk identification is to ensure that risks are knon and not a surprise. Step – E"al$atin Risks Risks must must be evalua evaluated ted object objective ively ly so that that they they can be priori prioriti& ti&ed ed and managed managed effectively. effectively. )valuation techniques include*
+ualitative evaluation provides a detailed result and enables the relative positioning of risk issues. This is material to projects of any si&e. +uantitative appraisal gives a scientific depiction of risk and produces a numerical consequence $risk estimate%. +uantitative appraisal is embraced to address particular issues that merit a thorough investigation. Step 5 – Planning Once risks have been identified, it is critical to develop appropriate mitigation strategies. Risks should be assigned to team members best positioned to manage the issue. )ach person must then prepare an action plan ith commitments and milestone dates.
Step 6 – Management Risk mitigation plans must be continually audited throughout the life of the project. This audit includes ongoing analysis of the current risk profile as ell as identification of a best plan !. Step 7 – 8ee%a#k -onstructive feedback is an important vehicle for learning from successes and defeats. Throughout the project, this feedback helps ith constant re(assessment of the circumstances concerning risk and enables the team to react to guarantee an effective result. Throughout the life of numerous projects, feedback permits organi&ations to consistently enhance their execution, their arranging and evaluating, and the risk management process its elf.
. Des#rie h! /$r !rkpla#e r ne !ith !hi#h /$ are familiar applies the fll!ing+ a
D$t/ f #are
take reasonable care for their on health and safety take reasonable care for the health and safety of others ho may affected by their acts or omissions cooperate ith anything the employer does to comply ith O/0 requirements not 1intentionally or recklessly interfere ith or misuse1 anything provided at the orkplace for O/0. The 2ct also specifies that in determining hether a orker failed to take reasonable care, 1regard must be had to hat the employee kne about the relevant circumstances1.
En"irnmental la!
It is the responsibility of the employer to ensure that the orking conditions are safe and sound in any ay. The employer also has a variety of responsibilities, inter alia to ensure that the employees receive ork instructions. The employees must participate in the co(operation on safety and health. 3urthermore, they have an obligation to use the protective equipment provided by the employer.
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Pri"a#/ an% #nfi%entialit/
4orkplace confidentiality can be defined as keeping the employee, customer and client information private. 5sually, it is seen that organi&ations take a number of s teps to ensure that client information remains confidential but hen it comes to employee information, they are not so much concerned. /oever, this thought process needs to be changed and the employers need to understand the importance of confidentiality at ork, only t hen can they expect their staff to treat client and customer information ith care.
% A##ess an% e9$it/ t risk management pr#esses an% res$r#es fr peple !ith a %isailit/
#eople ith disability have the same opportunities as other people to access the services of, and any events organised by, the 6epartment.
#eople ith disability have the same opportunities as other people to access the buildings and other facilities of the 6epartment.
#eople ith disability receive information from the 6epartment in a format that ill enable them to access the information as readily as other people are able to access it.
#eople ith disability receive the same level and quality of service from the staff of the 6epartment as other people receive from the staff of the 6epartment.
#eople ith disability have the same opportunities as other people to make complaints to the 6epartment.
#eople ith disability have the same opportunities as other people to participate in any public consultation by the 6epartment.
#eople ith disability have the same opportunities as other people to seek employment ith the 6epartment
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:h/ is it imprtant t gain s$pprt fr risk management a#ti"ities; Explain h! /$ might appra#h this in /$r rganisatin .
It is important to gain support for risk management activities ithin organi&ation because of folloing reasons*
7eeps organi&ational values and policies ithin circle of current las and policiesof
state.
/elps to manage and reduce risk by developing strategies and risk control methods.
/elps in decision making process, finding eakness ithin organi&ation and determining strengths.
)ffective risk management strategies allo you to identify your project8s strengths, eaknesses, opportunities and threats. !y planning for unexpected events, you can be ready to respond if they arise. To ensure your project8s success, define ho you ill handle potential risks so you can identify, mitigate or avoid problems hen you need to do. 0uccessful project managers recogni&e that risk management is important, because achieving a project8s goals depends on planning, preparation, results and evaluation that contribute to achieving strategic goals. 9.
:h/ is it imprtant t #mm$ni#ate risk management pr#esses; Prepare a template fr a #mm$ni#atins plan that #$l% e $se% in /$r !rkpla#e .
:ood communication is essential for any effective risk management strategy. "anaging risks involves everyone in your organisation* board;committee, staff, volunteers, players;clients;members;visitors ( anyone ho comes into contact ith your group. It1s vital therefore that everybody in your organisation understands hat risk management is and hy it is important, and that they are involved in developing and implementing a risk management strategy.
Implementing risk management may ell require a significant culture shift in your group, affecting the ay you operate at every level. )ffective communication is therefore vital. Record your overall objectives in your plan.
8ig$re 1+ <mm$ni#atins Planning Template
-ommunications #lan 3or???????? Overall -ommunication Objective* -ommunication Objectives
2udience
5.
"essage
-hannel
Timing
:h/ is it imprtant t priritise risks; Des#rie the steps /$ might fll! !hen priritising risks.
Ranking or prioriti&ing ha&ards is one ay to help determine hich ha&ard is the most serious and thus hich ha&ard to control first. #riority is usually establis hed by taking into account the employee exposure and the potential for accident, injury or illness. !y assigning a priority to the ha&ards, you are creating a ranking or an action list. The folloing factors play an important role*
#ercentage of orkforce exposed.
3requency of exposure.
6egree of harm likely to result from the exposure.
#robability of occurrence.
There is no one simple or single ay to determine the level of risk. Ranking ha&ards requires the knoledge of the orkplace activities, urgency of situations, and most importantly, objective judgement. 0teps you might follo hen prioriti&ing risks. =% 6etermine #robability and Impact The second step in the risk planning process is to prioriti&e the knon project risks. This step can be completed in the same risk planning meeting, immediately after the brainstorming sess ion. 0tep = ill yield a long list of risks but some of those risks are unlikely to occur or their potential impact on the project may be minimal. 3or example, a freak snostorm could cancel a course pilot, but this ould be extremely unlikely. 3urthermore, it8s certainly likely that the #roject "anager may forget to bring donuts to the eekly status meeting, but this event is not going to jeopardi&e the project. 2t this point in the process, the development team ill decide hich risks can be ignored and hich deserve special
attention in terms of probability and impact. Prailit/ S#ale
The development team ill revie the risk list and first assign a probability ranking for each risk using a simple =(@ scale. = represents risks that are very unlikely to occur and @ are for risks that are very likely to occur
4mpa#t S#ale
Once the team has assigned probability rankings, they ill use a similar scale and method to rank impact. This time the = represents very lo impact risks hile the @ is for very high impact risks.
Prailit/ an% 4mpa#t Ranking Te#hni9$e
#roject teams sometimes find it difficult to rank probability and impact. It helps to break the process don into steps. Identify the risk that is the most likely to occur out of all the risks on your list.
Part B 1. =se /$r !rkpla#e r ne !ith !hi#h /$ are familiar t ans!er the fll!ing 9$estins. a >ist f$r %ifferent #ategries f risk present in /$r !rkpla#e.
3ire is a risk for your business, no matter hat type of company you are running. The 0eattle 3ire 6epartment 3ire #revention 6ivision estimates AB,BBB to CB,BBB fires occur in businesses in the 5.0. each year. 7noing here your fire extinguishers are, holding fire drills and informing employees of your emergency escape routes can ensure safety. Repetiti"e =se 4n$r/
4hen your employees repeat the same actions throughout the day, such as typing or rolling dough, or ashing indos, they are at risk of repetitive use injury. The parts of the body that suffer from repetitive use are the back, shoulders, forearms, rists and hands. )nsuring adequate breaks from job duties can reduce the risk of injury. Ele#tri#al ?a@ar%s #eople ho ork directly ith electricity, including electricians and engineers, are at risk of injury' personnel ho ork ith electrical equipment in the office are also at risk of injury. )ven an office orker making a fix ith poer tools outdoors can sustain electrical injury during adverse eather.
These are control options hich should be considered last as they do not control the source of the ha&ard but rely on human behaviour or supervision and are therefore less effective. They include' 2dministrative #rocedures* develop ork methods or procedures to reduce the conditions of risk, for example* o 4ritten 0afe Operating #rocedures o
Dob rotation to restrict hours orked on difficult jobs.
o
0taff trained in the correct operating procedures.
5se #ersonal #rotective )quipment $##)% and training in its use* offer the loest level of protection and should only be used as a last resort to deal ith the ha&ard, here the ha&ard cannot be removed or reduced by any other means, for example* /andling of chemicals gloves, safety glasses, aprons. o
#
o
#rotecting eyes from flying particles.
o
#rotecting feet safety boots.
Des#rie h! the #$rrent #ntrl treatments ma/ e impr"e%.
/aving identified the ha&ards in your orkplace, assessed their risks and revieed the existing controls, all ha&ards must be managed before people are hurt, become ill or there is damage to plant, property or the environment. The management of risks in the orkplace requires eliminating risks so far as reasonably practicable in the first instance. 4here elimination is not possible, then risks should be minimised, so far as reasonably practicable. 2ll ha&ards that have been assessed should be dealt ith in order of priority. The most
effective control option;s should be selected to eliminate or minimise risks. The /ierarchy of -ontrols $see diagram belo% ranks control options from highest level of protection and reliability to loest. This should be used to determine the most effective control;s
e
Des#rie h! /$ might appra#h implementing these impr"ements.
-onsultation ith orkers is required in the selection and implementation of control measure in the orkplace. -ontrols may need t o be trialled to determine effectiveness and orkers should be involved in the feedback process. )ach measure must have a designated person and date assigned for the implementation of controls. This ensures that all required safety measures ill be completed and documented. "onitor and Revie /a&ard identification, risk assessment and control is an on(going process. Therefore, regularly revie the effectiveness of your ha&ard assessment and control measures. "ake sure that you undertake a ha&ard and risk assess ment hen there is a change to the orkplace including hen ork systems, tools, machinery or equipment change. #rovide additional supervision hen ne employees ith reduced skill levels or knoledge are introduced to the orkplace. The effectiveness of control measures can be checked through regular revies as ell as consultation ith orkers. "aintaining records of the risk management process assi sts hen undertaking subsequent revies or risk assessments as it demonstrates decision making processes and informs ho controls ere intended to be implemented.
,. 4magine /$ are #n%$#ting a risk assessment fr all!ing a #mm$nit/ #hir t rehearse n Th$rs%a/ e"enings at a neigh$rh% h$se. a
:h might the stakehl%ers e in this risk assessment;
Team community choir , -hoir Eeaders ?! !$l% /$ priritise the stakehl%ers; i"e reasns fr /$r %e#isin.
6oing the stakeholder identification exercise is relatively straightforard. 0it don ith your team and ork out ho is going to be affected by the project. It can take a bit of time, and a lot of thought, but it isn8t a difficult job to do. "ost people do this as part of their ork in the early stages of a project, so that a version of the stakeholder register can be included in the project charter or other project documentation that sets the scene for the project. :etting a comprehensive list is one thing, but ho do you go about prioritising that list so that you can ork effectively ith all the relevant people> 2fter all, you don8t ant to spend too much time on lo priority stakeholders at the expense of stakeholders ho ould be really valuable to engage thoroughly. /ere are four types of stakeholders, and this frameork ill give you an idea about ho to prioritise your different stakeholder groups.
/igh poer, interested people This is the most important group of stakeholders. These people have high poer in the project, that either comes from their operational role or their role on the project, for example the sponsor and your manager.
#eople can move beteen different categories as ell. 0omeone ho starts off as not very interested may find themselves suddenly very interested if their personal priorities or their role in the company changes. That8s hy you have to ork ith all groups and constantly keep your stakeholder register up to date and reflective of movement in any of these groups.
?! might /$ resear#h the rele"ant risks;
Online survey in -ommunities Fetork % =se a fishne %iagram t #reate a list f ptential risks.
e :hat kin%s f ins$ran#e might e apprpriate; :h/ % /$ think s;
#ublic and #roduct Eiability Insurance 2 public liability insurance policy is necessary for an organisation to protect itself against claims of negligence made by third parties in relation to injury or property damage arising from the organisation1s operations. 3or example, it is likely to cover a person ho enters your premises, slips on a et surface and sustains a serious head injury. The policy may also cover injuries res ulting from products sold or supplied by your organisation.
Dire#trs an% 3ffi#ers >iailit/ 4ns$ran#e
2s mentioned above, hile incorporation does provide some protection to board and committee members, it does not protect individuals from being sued for acts of negligence. 2 board member ho negligently gives rong advice, asks s omeone to perform a dangerous task or dismisses staff ithout proper authority or process exposes themselves to being used. 4here such cases can be proven, the personal assets of negligent board;committee members can be sei&ed to meet any damages. This is here 6irectors and Officers Eiability Insurance comes in. It is orth noting that generally under such policies the organisation itself is not covered for the rongful acts. This ould generally be covered through the public liability insurance. Prpert/ 4ns$ran#e
This is similar to household property insurance and generally covers an organisation1s physical contents against fire, storm damage, accidental damage or theft.
!uilding insurance covers your physical premises $offices, clubrooms% against events such as fire, storms and vandalism. This insurance is generally not required if you do not on the facility $e.g. if you hire the facility or use council or cron land premises% because the oner ill generally have their on insurance, but do check the lease or hire agreement. 8ra$% &8i%elit/ 4ns$ran#e
3idelity insurance covers your organisation against misappropriation of funds by employees or committee members.
#ersonal accident insurance $or, as it is sometimes knon, volunteer insurance% generally covers members, volunteers, officials or participants for any out(of(pocket expenses folloing accidental injury, disability or death hile carrying out their ork on behalf of the organisation.
It normally covers loss of income, too, if the injured person is unable to ork as a result of the incident. This is different from public liability insurance, hich protects the organisation and volunteers against negligence involving third parties. Prfessinal 4n%emnit/ 4ns$ran#e
#rofessional indemnity insurance covers individuals against claims for breach of Gprofessional dutyG arising out of any negligent act, error or omission committed or alleged to have been committed during the conduct of professional activities. This insurance is particularly relevant for organisations involved in providing services such as health care, or those providing advisory services. a Part < 1. ?! might fll!ing a risk management pr#ess help the manager %e#i%e a$t the pening h$rs;
0tanding for long periods of time can induce problems such as varicose veins, poor circulation and selling in the feet and legs. In this category of risks manual handling of heavy goods or equipment can be implicated ith loer back injuries. !ad organisational procedures such as unclear distribution of responsibilities, extended orking hours, especially under intense conditions, and absence of rest periods aggravate the above symptoms. ,. :hat sh$l% e #nsi%ere% as part f resear#hing the #ntext fr this risk management pr#ess;
!efore risk can be clearly understood and dealt ith, it is important to understand the context in hich it exists.
Define a s#pe fr the risk management pr#ess.
defining the goals and objectives of the ell integrity risk assessment' defining responsibilities for and ithin the risk assessment process' Eoer back problems are usually caused hen the hairdresser stands for prolonged periods of time. 0uch problems also occur from spinal tisting or bending. They are further aggravated hen the employee is obliged to sit on stools ithout leg support or back rest. 0houlder problems occur hen the orker constantly holds his or her arms above shoulder level or i n abduction $upper arm positioned out to the side% for extended periods of time. .
saln h$rs.
a Des#rie the te#hni9$e /$ $se% t i%entif/ these risks . Risk probability and impact assessment investigating the likelihood that each specific risk ill occur and the potential effect on a project objective such as schedule, cost, quality or performance $negative effects for threats and positive effects for opportunities%, defining it in levels, through intervie or meeting ith relevant stakeholders and documenting the results
Explain h! ther staff memers !ere in#l$%e% in the risk i%entifi#atin pr#ess an% !h/.
If the use of less dangerous alternatives is not possible, it states that the employer should use materials, products and tools in a form that involves lo exposure. The substitution principle should apply to a range of materials, including products used for permanent ave treatments and blonding agents. 2 specific clause is devoted to "06s, call ing on employers to organise the rotation of tasks in order to avoid repetitive movements or strenuous ork over an extended period of time. 2part from complying ith legislation on orking time, employers should take account of the most recent ergonomic best practices hen acquiring ne equipment and tools. 2s an example, the parties make it clear that handheld hairdryers must be as light, quiet and lo in vibration as possible ithout this affecting their technical efficiency. The signatory parties also recommend that employees consult a doctor of their choice or an occupational physician as soon as they experience symptoms such as recurrent pain, numbness or tingling.
# E"al$ate ea#h f these risksC in#l$%ing the impa#t f the riskC the likelih%C an% the "erall risk le"el.
>4KE>4?33D Rating
The potential for problems to occur 5
Ba% rganisatinal pr#e%$res s$#h as $n#lear %istri$tin f respnsiilitiesC exten%e% !rking h$rsC
risks man$al han%ling f hea"/ g%s r e9$ipment #an e impli#ate% !ith l!er a#k in$ries. f respnsiilitiesC exten%e% !rking h$rsC
*
Sh$l%er prlems ##$r !he the !rker #nstantl/ hl%s his r her arms a"e sh$l%er le"el r in a%$#tin &$pper arm psitine% $t t the si%e fr exten%e% peri%s f time
,
Stan%ing fr lng peri%s f time #an in%$#e prlems s$#h as "ari#se "einsC pr #ir#$latin an% s!elling in the feet an% legs.
1
A!k!ar% gripping f $tensils a##mpanie% / repetiti"e an% fr#ef$l m"ements nrmall/ #a$ses el!C !rist an% han% prlems. exten%e% !rking h$rsC
%
4%entif/ apprpriate treatment ptins fr ea#h risk .
-alling on employers to organise the rotation of tasks in order to avoid repetitive movements or strenuous ork over an extended period of time. e
Des#rie /$r reasns fr #hsing these treatment ptins .
!ecause , if employers to organise the rotation of tasks in order to avoid repetitive movements or strenuous ork over an extended period of time. #reventing injuries or symptoms, it is important to take a number of measures. These can be divided into, first, a proper design of the ork environment and, second, appropriate ork practices. 5.
:rite a reprt fr the saln !ner !hi#h in#l$%es* a
a %es#riptin f the risk management pr#ess
0tep = )stablish the context 0tep Identify the risks 0tep 2nalyse the risks 0tep 9 )valuate the risks 0tep @ Treat the risks Throughout each step it is essential that there is consultation and communication ith everyone in your organisation8s functions, activities and events $refer to diagram%.
Step 1 – Estalish the #ntext !efore risk can be clearly understood and dealt ith, it is important to understand the context in hich it exists.
7ey questions to ask include* H 4hat can happen> Eist risks, incidents or accidents that might happen by systematically orking through each competition, activity or stage of your event to identify hat might happen at each stage. H /o and hy it can happen> Eist the possible causes and scenarios or description of the risk, incident or accident. H 4hat is the likelihood of them happening> H 4hat ill be the consequences if they do happen> Step * – Anal/se the risks & e"al$ate This involves analysing the likelihood and consequences of each identified risk and deciding hich risk factors ill potentially have the greatest effect and should, therefore, receive priority ith regard to ho they ill be managed. The level of risk is analysed by combining estimates of likelihood. Step – Treat the risks Risk treatment involves identifying the range of options for treating the risk, evaluating those options, preparing the risk treatment plans and implementing those plans. It is about considering the options for treatment and selecting the most appropriate method to achieve the desired outcome. Step 5 – Mnitr an% re"ie! 2s ith communication and consultation, monitoring and revie is an ongoing part of risk management that is integral to every step of the process. It is also the part of risk management that is most often given inadequate focus, and as a result the risk management programs of many organisations become irrelevant and ineffective over time. "onitoring and revie ensure that the important information generated by the risk management process is captured, used and maintained. an implementatin plan fr the risk treatment ptinsC in#l$%ing an assessment f res$r#es re9$ire%C prpse% timelinesC an% mnitring meth%s
= The hairdressing sector The hairdressing trade is dominated by small establishments. /air salons have, on average, feer than three orkers, and are, for the vast majority, run by self(employed hairdressers ho often ork on their on $ithout dependent employees%. The share of self( employment in the sector appears to be to to ten times higher than in the hole of the economy. 2part from the sharp rise of microbusinesses run by oneroperators, an expansion
in chain and franchise businesses can be noticed. These to trends imply a general decrease in hairdressing salons that employ five to ten orkers. 0elf(employed hairdressers may ork in their on salon set up in their home $home(based or domestic hairdressers% or at business premises, but may also ork as mobile hairdressers $visiting clients in their homes or place of ork, in retirement homes, at fashion shos, eddings, etc.% or rent chairs $or s ometimes rooms% at salons oned by someone else. -hair( renters do not have a contract of employment ith the salon but a contract based on services provided. "ain occupational safety and health risks These health problems can be challenged effectively by introducing measures hich usually cost very little. 3or instance, the purchase and use of gloves costs only about = J of the average annual turnover. Installing height(adjustable rotating chairs and non(slip flooring are also lo(cost interventions. 2s occurs in all orkplaces, in order to understand and appropriately confront occupational safety and health $O0/% risks, one must first identify the ha&ards in the orkplace and relate them to the likelihood of occurrence. The appropriate prevention measures should then be proposed and applied. This procedure is called risk assessment and is iterative. The main risks encountered in hairdressing salons could be divided among nine categories. 2t this point, i t should be emphasised that the description of the risks and their required measures are not exhaustive. .= )rgonomic factors Eoer back problems are usually caused hen the hairdresser stands for prolonged periods of time. 0uch problems also occur from spinal tisting or bending. They are further aggravated hen the employee is obliged to sit on stools ithout leg support or back rest. 0houlder problems occur hen the orker constantly holds his or her arms above shoulder level or in abduction $upper arm positioned out t o the side% for extended periods of time. This is observed during cutting or styling hair. Feck problems occur as a result of bending the head in the forard position or hen turning it constantly from side to side to vie the client8s hair. 2kard gripping of utensils accompanied by repetitive and forceful movements normally causes elbo, rist and hand problems. 0tanding for long periods of time can induce problems such as varicose veins, poor circulation and selling in the feet and legs. In this category of risks manual handling of heavy goods or equipment can be implicated ith loer back injuries. !ad organisational procedures such as unclear distribution of responsibilities, extended orking hours, especially under intense conditions, and absence of rest periods aggravate the above symptoms. . /a&ardous substances Irritant and allergic contact ec&emas may be caused by prolonged or repeated contact ith ater and skin(damaging ha&ardous substances because of the specific et ork in hairdressing salons. 4et ork involves activities in hich employees carry out ork in a et environment for a substantial proportion of their orking hours, earing liquid(tight $occlusive% gloves or ashing their hands Occupational health and safety in the hairdressing sector frequently or intensively. Typical et ork in the hairdressing profession involves, for instance, hair shampooing and orking ith $cutting, setting, etc.% et hair
Time line * every Thursday nights "onitor * Injuries and !ad organisational procedures such as unclear distribution of responsibilities, extended orking hours, #
a #mm$ni#atin plan fr the risk management pr#ess.
"eetings :etting everyone in one room $if that is possible% is possibly the best ay to start the risk management process, so you can explain face to face hat it is about and hy you are doing it. This initial meeting should give people the opportunity to ask questions and provide input into the process . 3urther briefings $the s horter the better ( you don1t ant to turn people off% held at regular intervals should aim to keep people i nformed of hat stage of the process your organisation is at, and give them the opportunity to help shape progress. "eetings ill continue to play an important role after the risk management strategy is in place, as part of the continual monitoring and revie of the strategy.
