BSBRSK401A Ozford assignment 代写 Ozford Business College
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ASSESSMENT Receipt
BSBRSK401A Ozford assignment 代写 Ozford Business College
Complete this receipt together with your assessment cover page and get your trainer/teacher to sign it when you submit your assessment.
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Assessor:
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BSBRSK401A Identify Risk and Apply
Risk Management Processes
Assessment Task 1: Identify risk and plan risk management
Submission details
The assessment task is due on
15 June 2015.
Any variations to this arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for details.
Performance objective
This assessment task requires candidates to demonstrate the skills and knowledge necessary to identifying risk and planning risk treatment in the context of a simulated business.
Assessment description
To complete this assessment task, you will need to review a simulated business and associated documentation, identify and document risks, analyse and evaluate risks to determine level of risk for the organisation, and plan to treat risk. You will need to perform these activities in accordance with organisational requirements and the international and Australian standard for risk management,
AS/NZS ISO 31000:2009.
Procedure
1. Review the simulated business information for MacVille in the Appendices of your Student Workbook.
2. Review the scenario information contained in the Appendices of this assessment task.
3. Identify the internal and external context for risk management with respect to the MacVille scenario.
4. Identify three risks using tools, for example, checklists, research notes, notes of meetings with stakeholders.
5. Analyse each identified risk to identify likelihood and consequence of each risk.
6. Determine the level of risk for each risk.
7. Consult with three stakeholders to assist your analysis and evaluation of risk. Ask questions to gather information from stakeholders.
Note: Your assessor will role-play or assign stakeholder roles to others. Ensure you arrange a time, place, or method of consultation with your assessor.
8. Weigh possible control measures for each risk, assessing strengths and weaknesses of each measure.
9. Determine control measures for each risk.
10. Determine resources and responsibilities for control of risks. Resources may include financial resources, human resources, or any equipment you determine to be necessary to implement control of risks.
11. Document process and outcomes of identification, analysis, and evaluation:
a. Write a
two- to three-page reflection on the process you undertook to identify risks and plan risk management:
i. ensure you refer to specific legislation and/or key provisions of legislation relevant to risks
ii. ensure you explain how your process was consistent with organisational requirements and
AS/NZS ISO 31000:2009
iii. ensure you identify tools used and explain your use of tools to identify risks
iv. ensure you explain how you used research and information gathering skills to identify risks and determine the acceptability of risk
v. ensure you explain how information from consultation with stakeholders informed your analysis and evaluation of risk
vi. ensure you explain how you weighed control options and determined controls.
b. Complete the
risk register template.
c. Complete the
risk treatment action plan template.
Ensure your own responsibilities and those of others are clearly recorded. Ensure you have included at least two activities that you will be able to implement in full or in part for Assessment Task 2.
Note: for Assessment Task 2, you will need to implement and monitor success of, for example, two activities, such as:
i. producing policies
ii. producing procedures
iii. producing role descriptions
iv. producing signage
v. producing written communications
vi. producing video evidence of risk treatment
And/or directly demonstrate implementation:
vii. presenting plans
viii. presenting information sessions for workers/managers
ix. training for workers or managers
x. demonstrating use or setup of risk management tools
xi. demonstrating procedures to reduce risk.
Ensure two such activities are included in your risk treatment action plan template.
12. Submit documentation in accordance with the specifications below. Ensure you keep copies of your work for your own reference and for reference as you complete Assessment Task 2.
Specifications
You must:
● submit your completed tools
● submit a two- to three-page reflection
● submit a risk register template
● submit a risk treatment action plan
● participate in three consultation role-plays with risk stakeholders.
Your assessor will be looking for:
● literacy skills sufficient to read and understand policies and procedures, and standards documentation, and to write, edit and proofread documents to ensure clarity of meaning, accuracy and consistency of information
● research and data collection skills to identify risks using tools, analyse and evaluate risks in consultation with stakeholders
● problem-solving skills to appropriately address identified risks
● Australian and international standards for risk management
● demonstrated knowledge of key provisions of relevant legislation from all levels of government that may affect aspects of business operations, such as:
○ anti-discrimination legislation
○ ethical principles
○ codes of practice
○ privacy laws
○ environmental issues
○ occupational health and safety.
● demonstrated knowledge of organisational policies and procedures relating to risk management processes and strategies.
Appendices
Appendix 1: Scenario: MacVille
MacVille is an Australian coffee supply business. The company imports coffee and supplies cafes and restaurants with top quality coffee, which is produced and distributed in line with the highest social and environmental standards. Within five years, MacVille intends to have established itself as the number one coffee supplier for fine coffee shops and restaurants in Australia. To achieve the company vision, MacVille’s strategic directions include:
● engaging clients with excellent service to increase sales volume
● reducing expenditure and achieving financial control over expenses
● establishing MacVille as employer of choice through supporting innovative thinking, performance management and leadership skills through training, and exemplary health and safety performance
● monitoring supplier quality and triple bottom-line impact.
These strategic directions are reflected in sales and operational targets at every level of the company and are also reflected in individual performance measures. The organisation must effectively identify and manage risk to strategic goals.
MacVille strategic assets
In general terms, MacVille possesses the following strategic assets which may be considered at risk in any venture, project or aspect of day-to-day operations:
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Description |
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Workforce |
The MacVille workforce is loyal, expert and motivated. The workforce includes:
● sales teams and managers
● roasters and managers of production and packaging team
● distribution team and managers.
MacVille’s reputation as employer of choice is a key strategic asset. MacVille trains its workforce and management team and commits to staff development and advancement. MacVille pays extremely competitive wages and commits to staff wellbeing through wellness and health and safety management programs. MacVille’s commitment to staff extends to involving staff and seeking feedback on organisational strategic directions and activities, particularly activities directly or potentially affecting staff. |
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Technology |
MacVille possesses expert, proprietary roasting equipment and techniques. Techniques are most important and are a closely guarded secret. Using MacVille in-house equipment and techniques allows MacVille to tightly ensure production quality and supplies of product for sale. |
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Supplier relationships |
MacVille maintains a tightly knit network of suppliers to ensure supply and advance notice of potential supply issues. Suppliers are loyal to MacVille. MacVille encourages such loyalty by paying fair prices for raw beans and making regular purchases. |
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Reputation |
The MacVille business model is underpinned by its commitment to triple bottom line reporting and responsibility: social, economic, environmental responsibility. A key to MacVille’s success with customers has been its commitment to Fair Trade practices. |
Identifying particular risks to individual projects or ventures will require research and information gathering on the internal and external context of risk concerning MacVille. Such information gathering may include research into local, domestic and international political, environmental, social and technological conditions, standards, codes of conduct. It will necessitate direct or indirect consultation with internal and external risk stakeholders.
Note that, in analysing risk consequence, MacVille adheres to the following guidelines:
● Insignificant: Less than 5% of revenue
● Minor: 5–10% of revenue
● Moderate: 10–20% of revenue
● Major: 20–40% of revenue
● Catastrophic: above 40% of revenue.
A new venture
MacVille has established a relationship with a small village in the highlands of Papua New Guinea (PNG) that grows coffee beans. MacVille is committed to providing equipment and high-level skilled training to the village so that the local villagers can harvest and roast the beans in-country, rather than exporting the green beans as they currently do. MacVille will develop the village’s capacity in exchange for cheaper roasted beans. The costs of development are budgeted to be less than or to equal to the savings gained. The village will incorporate, with every villager a shareholder in the new venture. The village will eventually become a completely independent supplier.
It is anticipated that PNG could potentially supply up to 20% of MacVille’s roast bean supplies.
This endeavour is a major marketing coup for MacVille, as they can strongly market the Fairtrade certification aspects of this, due to the large investment they are making into the village and the skilled trade ability they are giving to the villagers.
It will have additional benefits to MacVille, which include saving considerable amounts of money in both energy and water use, not to mention domestic labour costs and cost of sales.
The venture is not expected to have any effect on domestic production, jobs, advancement, etc., due to increased efficiencies, expansion into new markets, and increased sales made possible by the venture.
Stakeholders and project team members:
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Position |
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John Wu |
Operations Manager |
● Chair of FARM Committee and project owner: full decision-making powers for project
● overall responsibility for ensuring supply, production, supplier relationships
● monitoring supplies
● monitoring production expenses. |
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You |
Communications and Training Officer
Project Leader |
● responsibility for overseeing, planning, implementation and risk management
● particular responsibilities for implementation include communications and training for project team members, Board of Directors, FARM Committee and Australian staff and managers
● you will be reporting to the MacVille board of directors and the Finance and Risk Management (FARM) Committee. |
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Oliver Hughes |
Australian Human Resources and Training Manager |
● monitoring production to achieve production targets
● maintaining and overseeing staff performance and morale. |
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Yosef Malouf |
PNG Fairtrade Consultant (contracted to Macville) |
● ensuring and monitoring safety standards, and the social, economic and environmental impacts of MacVille operations on PNG
● does not speak local dialect. |
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Geoffrey Blanche |
PNG Quality and Production Officer
(Macville employee) |
● ensuring and monitoring MacVille standards of quality and rate of production to meet MacVille requirements
● point of contact between MacVille and PNG supplier
● does not speak local dialect. |
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Connie Black |
Sales and Marketing Manager |
● responsibility for monitoring and meeting sales targets, understanding customer and client needs and concerns. |
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Harold Jones |
Consultant in PNG
(contracted to Macville on monthly basis) |
● speaks both pidgin and the local village dialect, so he can liaise with clan chief Dikana
● high-level contacts and influence within PNG Government. |
Your role and task
You have recently been assigned to work in a project team charged with the implementation of the new business endeavour for MacVille. Your duties within the project team include:
● risk identification
● analysis
● evaluation
● implementing and monitoring risk treatment, particularly in own areas of specific responsibility: communications, training, demonstrating procedures for affected managers and staff.
As the project leader, you will need to identify possible risks, particularly risks with strategic impact for MacVille. Some research, for example, internet research of PNG conditions or legislative requirements, may be necessary to identify risk and establish context. In accordance with the relevant risk management standard, you will need to analyse and evaluate risks, ensuring you consult with stakeholders to assist you with this important task.
In accordance with MacVille requirements, you will need to follow MacVille risk management policy and framework and reporting requirements. MacVille requires the completion of a risk register for each venture or project and a risk treatment action plan.
It is now the beginning of the first quarter of the financial year. MacVille expects risk management activities to have begun (or be ongoing) simultaneously with implementation of production by end of second quarter.
