APPENDIX B – Changes to Corporate Risk Register risk scores since last Committee update
|
Risk category |
Risk subject area |
September 2024 |
January 2025 |
||||
|
Impact score |
Likelihood score |
Combined score/RAG |
Impact score |
Likelihood score |
Combined score/RAG |
||
|
1a-Housing – Development and Targets |
Alternative Development delivery options |
3 |
4 |
12 |
3 |
4 |
12 |
|
1a-Housing -Development and Targets |
Timelines for delivery |
3 |
4 |
12 |
3 |
4 |
12 |
|
1a- Housing -Development and Targets |
Local Plan |
3 |
4 |
12 |
3 |
|
9 |
|
1a- Housing -Development and Targets |
Housing Development Programme |
3 |
4 |
12 |
3 |
|
9 |
|
1b-Housing – Affordable |
Housing Supply and Demand |
3 |
2 |
6 |
3 |
|
12 |
|
1b-Housing – Affordable |
Housing Provision and addressing need |
3 |
4 |
12 |
3 |
|
12 |
|
2-Economy |
Long term uncertainty of macroeconomic environment |
3 |
3 |
9 |
3 |
3 |
9 |
|
2-Economy |
Cost of doing business crisis |
2 |
3 |
6 |
2 |
3 |
6 |
|
3-Financial Resilience and Commercial Assets |
Commercial investment portfolio |
3 |
2 |
6 |
3 |
3 |
9 |
|
4-Financial Resilience and Supporting Communities |
Financial Pressures – increased costs |
3 |
3 |
9 |
3 |
3 |
9 |
|
4-Financial Resilience and Supporting Communities |
Restricted borrowing levels |
3 |
3 |
9 |
3 |
3 |
9 |
|
4-Financial Resilience and Supporting Communities |
Financial Pressures – Cost of living Crisis and increased demand on Council Services |
3 |
3 |
9 |
3 |
3 |
9 |
|
5- Treasury Management |
Return on investments |
3 |
3 |
9 |
3 |
3 |
9 |
|
5- Treasury Management |
Borrowing |
3 |
3 |
9 |
3 |
3 |
9 |
|
6-Climate Change |
Climate - change threat and impact |
3 |
4 |
12 |
3 |
4 |
12 |
|
6-Climate Change |
Responding and adapting to Climate Change |
2 |
4 |
8 |
2 |
4 |
8 |
|
6-Climate Change |
Integration into decision making |
2 |
3 |
6 |
2 |
3 |
6 |
|
6-Climate Change |
Targets for Climate Change |
3 |
3 |
9 |
3 |
3 |
9 |
|
7- Corporate Capacity, Resources, Recruitment and Retention |
Corporate capacity |
3 |
3 |
9 |
3 |
3 |
9 |
|
7- Corporate Capacity, Resources, Recruitment and Retention |
Recruitment and retention |
2 |
4 |
8 |
3 |
|
12 |
|
8-Equality, Diversity and Inclusivity |
Legislative requirements |
2 |
3 |
6 |
2 |
3 |
6 |
|
8-Equality, Diversity and Inclusivity |
Coordinated approach |
2 |
3 |
6 |
2 |
3 |
6 |
|
9- Working arrangements across LG tiers |
Change Management |
3 |
3 |
9 |
4 |
|
16 |
|
9- Working arrangements across LG tiers |
Strategic decisions |
3 |
3 |
9 |
4 |
|
16 |
NOTES:
When assessing the Council’s risks in terms of likelihood and impact, we take into account the national and global picture for wider externalities such as the macroeconomic environment and geopolitical factors. Spelthorne’s operations remain influenced by these external challenges and pressures, as is the case for other Councils. Due to these externalities, there are many activities that the Council cannot directly control/mitigate, or influence and continued recognition is important. Red risks require prompt, planned management action Amber risks require planned management action Green risks are accepted risks.
How risks are scored: We assess and score risks, with their current controls and current mitigations in place, for likelihood and impact. Impact can be measured in many ways and will be specific to what you are assessing, but the most common are on objectives, finance, and reputation.
|
IMPACT |
4 Catastrophic |
|
|
|
|
|
3 Major |
|
|
|
|
|
|
2 Medium |
|
|
|
|
|
|
1 Trivial |
|
|
|
|
|
|
|
|
1 Rare |
2 Unlikely |
3 Likely |
4 Almost certain |
|
|
|
LIKELIHOOD |
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