1. Developed for: ORIMS Professional Development Session October 22, 2013 Presented by: Steve Pottle, York University Michelle Williamson-Reid, TSSA Risk Reporting – A How To Guide

2. http://www.youtube.com/watch?v=laKprX-HP94

3. Discussion Points To be heard or not to be heard – that is the question... How to communicate risk intelligently and effectively Risk Report Content – York and TSSA perspective Your turn (tell us your good ideas)

4. Is Risk on the Radar? Risk Management has many homes in any organization Champion - who has the ear of the Board?

5. Getting on the Agenda Befriend the person(s) that creates the: Board work plan Committee work plans Audit Committee Governance Committee Etc. Management meeting agendas

6. When in Doubt Read the Board Charter Read company policies Read your job description

7. Make it Relevant What do they want to know What should they know: CICA’s “20 Questions” risks to mission, vision and strategy risks to business plan reputational risks

8. Be Brief Be clear Be concise Relate the risk information to their role: Board charter position description / job profile Relate it to the big picture Engage them (push versus pull)

9. Be Careful While there is job security in always being on the agenda... Make management accountable Encourage management to report on risk Facilitates greater buy-in Influences a risk aware culture

10. The York U Experience.....

11. York Board Reports Annual Risk Report Audience: Audit and Finance Committee of Board of Governors Focus: Risk Management tied to University’s Academic Plan (Key driver for senior admin decision making) Supplement: Board memo on insurance coverage

12. York Board Reports Table of Contents Introduction Risk Management Awareness and Educational Initiatives Insurance Program Update Premiums Claims

13. York Board Reports Legislative Compliance Annual Report New report for Risk Management as of 2013 Update on Universe of Legislation applicable to York (Board Directive) What are we going to report on? Developed three-year reporting cycle approved by CFO and VP Admin. (Board Stakeholders)

14. York Board Reports Legislative Compliance Annual Report (three-year reporting cycle) Review Proposed Acts for Inclusion in the Top 15 Review Federal, Provincial, and Municipal legislation (Updating for changes to existing legislation and updating the Universe with new Acts) Review existing Universe of Legislation (Updating Inherent Risk Assessment)

15. York Board Reports Legislative Compliance Annual Report (three-year reporting cycle) Year one: Review Top 15 Acts (based on risk impact); refresh Universe of Legislation (Federal, Provincial, Municipal) Year two: Identify new Acts for possible inclusion in Top 15 Year three: Review Universe of Legislation

16. The TSSA Experience.....

17. Quarterly reporting on: priority enterprise risks and their impact on strategic and business plan initiatives status of risk mitigation activities and impact on level of risk assurance (audit) activities status of audit action plans large losses (insured and uninsured) Audit, Finance and Risk Committee

18. Annual reporting on: insurance program (renewal) changes to ERM framework, Guideline, Risk Register Business Continuity Plan (changes, results of tests, etc) three-year audit plan Audit, Finance and Risk Committee

19. Quarterly reporting on priority enterprise risks and their impact on strategic and business plan initiatives Quarterly reporting on status of risk mitigation activities and impact on level of risk Reporting on results of assurance/audit activities, as appropriate Governance, Safety and Human Resources Committee

20. Annual reporting on results of enterprise risk assessment Annual reporting on risk mitigation activities (in conjunction with strategic and business plan) Reporting on results of assurance/audit activities as appropriate Board of Directors

21. Tricks of the Trade Risk legend for all agendas Relate individual agenda items to risks Add dedicated section / heading for risk to all reports, briefing material, etc.

22. StrategiesPriority Risks LRKLeverage Risk KnowledgeRisk 4Enabling legislation CFCompliance FirstRisk 6Data and information SRSShared Responsibility for SafetyRisk 7Business processes and controls OEOrganizational EffectivenessRisk 12System acquisition and implementation WKPLBoard Governance Work PlanRisk 13System functionality NANot ApplicableRisk 19Culture Risk 20Board of Directors Risk 22Ministry of Consumer Services NANot Applicable Agenda Legend (For Illustrative Purposes Only)

23. Agenda Reference (For Illustrative Purpose Only) Internal Audit TimeItem *Strategy *Priority Risk # ReferenceLead 12:40 p.m. (30 min) 1.Review updated internal audit business case (FOR DISCUSSION) WKPL/Action item N/AUpdated internal audit business case briefing note attached Richard Smart Grant Thornton LLP (David Florio) 1:10 p.m. (30 min) 1.Internal audit plan update: A.Update on current year internal audit plan and status of actions from completed internal audits (FOR DISCUSSION) A.Review and recommend to the Board 2012/2013 safety incident data review report (FOR DECISION) A.Review report on timing of addressing observations relating to the procurement audit plus action plan to address contracts that are non- compliant with the Procurement Policy (FOR DISCUSSION) WKPL WKPL/ Action item N/A 6 7 A.Status report on internal audit plans attached; B.2012/2013 safety incident data review briefing note and GT report attached; C.Procurement Audit update attached Grant Thornton LLP (David Florio) Michelle Williamson Brenda Buchanan

24. Dedicated section for risk in meeting material (For Illustrative Purposes Only) Purpose – For Discussion This report provides information to the Audit, Finance and Risk Committee (AFRC) on the implementation status of the fiscal year 2012/2013 internal audit plan, and internal audit action plans arising from previously completed audits, consistent with the AFRC work plan. Desired Outcome This report is intended to engage AFRC in discussions relative to the level of residual risk present as a result of control weaknesses identified during internal audit activities. Impact on Strategic Plan and Priority Enterprise Risks The internal audit action plans are designed to mitigate identified control weaknesses and/or risks and enable the achievement of objectives. Specifically, the action plans arising from the incident data, technical data and Oracle-Operating Engineers inspection process audits mitigate elements of the data and information risk (#6) and business controls and process risk (#7). The action plan arising from the information technology general controls audit also aims to mitigate aspects of the business controls and processes risk. Background XXX

25. Best Practices You’d Like to Share...