Ademar Crotti Junior
Junli Liang
Natalia Duda
Nick McDonald
Rob Brennan
Yalemisew Abgaz
The ARK Cube ontology represents the concepts and relationships that are represented in organisational change and its risk. To analyse the organisational change and the risks associated with it, the Centre for Innovative Human Systems, Trinity College Dublin (Prof Nick McDonald and his team) developed the cube methodology which uses a series of questions categorised into project phases, dimensions and aspects of reality. The ARKCube ontology models the cube methodology and modelled the process, content and outcome of such processes (ARK Cube ontology).
Access Risk Knowledge Cube Ontology
Links a follow-up project to its original project.
follow-up project of
Links the additional controls and measures necessary to eliminate or further reduce the level of risk. Consider the hierarchy of controls: elimination/substitution/engineering/administrative/PPE. Try to consider both long and short-term measures.
has addtional required control
The name of the person responsible for the action necessary to mitigate the risk. The Action Owner is responsible for reporting on progress relating to the achievement of the action assigned to them. The Action Owner should be one of the following, the Risk Owner, a member of the Risk Owner’s Management Team or the person to whom the Risk Owner reports.
assigned person
The cited evidence provides an authoritative description or definition of the subject under discussion.
cites as authority
The cited evidence provides or contains a possible solution to the issues being discussed.
cites as potential solution
The evidence is related to the project.
cites as related
The evidence is a source of information on the subject under discussion.
cites for information
Links a project to the project from which it was derived. A derivation is a transformation of a project into another, an update of a project resulting in a new one, or the construction of a new project based on a pre-existing project.
derived from project
Links a Project Analysis to a particular Stage of a Project. Also links a Handover Report to its associated stages.
describes stage
The person who designed the project analysis and the cube questionnaire.
The user who designed the project.
designed by
The project discusses statements, ideas or conclusions presented in the evidence.
discusses
Represents and links the answer to the question.
has answer
Links an approval status to a risk assessment.
has approval status
has aspect
Links a risk description to a cause.
has cause
The context of a project phase.
has context
Evidence may contain dataset descriptions
Links an action and its deliverable
has deliverable
has delivery
Links a project to a derived project. A derivation is a transformation of a project into another, an update of a project resulting in a new one, or the construction of a new project based on a pre-existing project.
has derived project
has efficacy
An answer has its own evidence.
has evidence
Represents and links an evidence rule with a question.
has evidence rule
true
Links a Risk with a description of what administrative/procedural/existing controls measures are currently in place to mitigate the risk. Include engineering controls, policies, procedures, protocols, guidelines (clinical and non-clinical), training, emergency arrangements, preventative maintenance controls etc. When examining existing control measures, consider the adequacy, method of implementation and level of effectiveness in eliminating or minimising risk to the lowest practicable level.
has existing control
Links a project to a follow-up project.
has follow-up project
Connects risk verifaction assessment with gain achieved
has gain achieved
Links a Risk to its Impact Severity. What Impact Severity score would you give the risk?
has impact
has importance
Links a risk to the likelihood of it occurring. What likelihood score would you give the risk?
has likelihood
This property links the project phase with Mechanism.
has mechanism
Links an Organisation with an organisational unit or department within the Organisation.
Represents the outcome of the phases of a project.
has outcome
has potential loss
Links a Risk Assessment with a Primary Impact Category taken from the HSE Risk Assessment Tool, Impact Table.
has primary impact category
Used to link a CUBE question to a priority.
has priority
Relates a project to an analysis of the project.
has project analysis
Links a project to its description.
has project description
has projected gain
has projected reliability of gain
has projected risk
has projected risk in change
Links a CUBE questionnaire to a CUBE question.
has question
Used to link a Project with a CUBE analysis questionnaire.
has questionnaire
Links entites in ARK Cube to related concepts in ARK terminologies.
Links one project to another in order to indicate that they are related in some way.
has related project
Connects a risk implimentation assessment with a reliability of gain value
has reliability of gain
Links a Project to a Report.
has report
has residual risk rating
Links a project to a revised version of the project.
has revision
Links a Risk Assessment Record, a Project, a Project Analysis or a Stage to a risk.
has risk
Links a Risk Register to a Risk Assessment Record.
has risk assessment record
The person(s) who completed the risk assessment.
has risk assessor
Links a risk class with a specific colour.
has risk colour
Specialised sub-property of hasContext used for linking a RiskDescription with a RiskContext.
has risk context
The role of the Risk Coordinator is to assist with the initial assessment of the risk by providing expertise on the subject matter of the risk being assessed and following this to assist with its ongoing review and monitoring.
has risk coordinator
Links a Risk to its description. When describing risk it is important to describe the risk using the ‘ICC’ (impact, cause, context) approach. Describe the potential ‘IMPACT’ if the risk were materialised. Describe the ‘CAUSAL FACTORS’ that could result in the risk materialising. Ensure that the ‘CONTEXT’ of the risk is clear, e.g. is the risk ‘target’ well defined (e.g. staff, service user), department, hospital etc.) and the ‘nature’ of the risk clear (e.g. financial, safety, physical loss, perception, etc.).
has risk description
has risk in change
All risks require assignment of a Risk Owner and it is the responsibility of the Risk Owner to ensure that the risk is assessed and managed in line with organisational policy. This includes ensuring that any actions identified as required to manage the risk have been assigned to an Action Owner along with an agreed date for completion of the action. The Risk Owner is normally the Manager of the area/service in which the risk is identified. It is the responsibility of the Risk Owner to notify risks or actions where appropriate. This is the individual who will be held accountable for the risk and its effective control.
has risk owner
Links a Risk to its Risk Rating. Multiplying the inherent Impact Severity by the Likelihood will give the risk rating.
Links a Risk to its current status: ‘Open’, ‘Monitor’ or ‘Closed’. Open, i.e. additional controls have been identified as necessary. Monitor, i.e. existing controls are deemed adequate to manage the risk but these need to be periodically reviewed. Closed, i.e. that the risk no longer exists e.g. where an unsuitable premises is replaced by a suitable one.
has risk status
Links a risk to the specific type of risk being assessed.
Links a Risk Assessment to an organisation or a hospital site/service.
has site/service
Links a parent project to a child project. A Project can have one or more subprojects.
has subproject
Represents and links the subquestion of a question
has subquestion
Links a child project to its parent project.
has superproject
has sustainability
has viability
Links a Person to their Post or position within an Organisation.
holds post
The person who provides information about the project questions.
informant
Links a CUBE question to a CUBE questionnaire.
is question of
Links a Person to an Organisation or an Organisational Unit.
member of
The project obtains intellectual or factual support from the evidence.
obtains support from
Links a Post to an Organisation.
post in
The project refutes statements, ideas or conclusions presented in the evidence.
refutes
If this property is present, then this data entity describes information that is related to the Context of the problem, system or risk being analysed. This may be used for Rationalist analysis.
related to context
If this property is present, then this data entity describes information that is related to the Mechanism of the problem, system or risk being analysed. This may be used for Rationalist analysis.
related to mechanism
If this property is present, then this data entity describes information that is related to the Outcome of the problem, system or risk being analysed. This may be used for Rationalist analysis.
related to outcome
The person/office to whom the outcome of an analysis is reported.
report analysis to
A reporting relationship between Persons or Posts in an Organisation.
reports to
Links a revised version of a project to its original.
revision of
The project supports statements, ideas or conclusions presented in the evidence.
supports
The project updates statements, ideas, hypotheses or understanding presented in the evidence.
updates
The project uses data presented in the evidence.
uses data from
Links people who work together within, or across, Organisations.
works with
Data that can support/comes from some analytics.
analytics data
The a textual answer to the cube question.
answer text
The date of the risk assessment.
date of assessment
A comment provided about the project.
comment
The status of the data. Deleted when the data is deleted by the user.
data status
The date on which the project is designed.
design date
Used to link an Action to the date by which implementation of the actions to mitigate the risk are due.
due date
The efficacy of the solution.
efficacy
A rule provided to evaluate evidence.
evidence rule
Text which describes the evidence.
evidence text
The person, department or unit to whom a project is handed over.
handover to
Links a risk to a department, service or station e.g. Maternity Service/St Joseph’s Residential Unit.
has dept/service site
The people, groups, departments or organisations with whom a report can be shared/distributed.
has distribution
Links a risk to a division e.g. Social Care, Primary Care, Acute Hospital, Mental Health, Health & Wellbeing, HR etc.
has division
Links a risk to a specfic Hospital Group, Community Healthcare Organisation, National Ambulance Service or Function e.g. RCSI, CHO8.
has HG/CHO/NAS/Function
Importance of the problem under analysis.
importance
Used to annotate a value, for example a risk, that is predicted or estimated.
is projected
Holds the name of an entity or agent as a string.
name
Potential loss due to the problem.
potential loss
progress notes
The current status of a project
project status
The gain achieved by the project.
projected gain
The projected value of the project.
projected value
The text of the cube question. This represents the actual question asked.
question text
review comments
review date
The identifier of a Risk Assessment.
unique ID number
The source from which the risk was identified e.g. Incident Management, Audit, Health and Safety Risk Assessment, Inspection Report, Complaint.
risk source
Used to hold a signature of the responsible person in a risk assessment.
signature
Used for textual description of a risk impact or other type.
textual description
The date that a data entity is valid from.
valid from
The date that a data entity is valid to.
valid to
An entity’s value is created, preserved, eroded or realized based on the relationship between the benefits derived from resources deployed and the cost of those resources.
value
The version of the project.
version
In order to mitigate or reduce risks, additional actions (controls) may be required. These should be described in a manner that will result in a tangible deliverable and be capable of being assigned to a specified post holder for implementation.
Action
The condition in which things are happening or being done. Activity refers to the measurable activity within the system.
Activity
A written account in response to a question asked.
Answer
The approval status of a risk assessment.
Approval Status
Artefacts are associated to an evidence collection. An artefact may be, for example, a dataset containing information relevant to an answer.
Aspect of Reality is a dimension which explores the Functional System, Activity, Sensemaking and Culture across four System Dimensions: Goals, Process, Social, and Knowledge and Information.
Aspect of Reality
The cause of a risk. Something that brings about an effect. Used for a risk description in ICC (impact, cause, context) format.
Cause
To establish the context means to define the external and internal parameters that organizations must consider when they manage risk. An organization’s external context includes its external stakeholders, its local, national, and international environment, as well as any external factors that influence its objectives. An organization’s internal context includes its internal stakeholders, its approach to governance, its contractual relationships, and its capabilities, culture, and standards.
Context
Any measure or action that modifies or regulates risk. Controls include any policy, procedure, practice, process, technology, technique, method, or device that modifies or regulates risk. They can exist or be required as additional in order to further mitigate the risk. Risk treatments become controls, or modify existing controls, once they are implemented. A mechanism, process, procedure or action which can be verified, that seeks to reduce the likelihood and/or consequence of a risk.
Control
A set of collective attitudes, values, goals and practices that characterize a community or system
Culture
The output of an action.
Deliverable
The extent to which plans and improvements have been delivered and are performing consistently.
Delivery
A develop stage question is a Cube question which is asked at the development stage of the Cube questionnaire.
Develop Stage
The extent to which the solution or improvement can overcome the problem and produce the required result.
Efficacy
Evidence is composed of artefacts and are associated with an answer.
A report on the evidence linked to a project.
Evidence Report
A format template for an evidence report.
Evidence Report Template
Uses HSE primary impact table for definition.
Extreme
A report that summarises a completed project.
Final Report
A format template for a final report.
Final Report Template
The Functional System refers to the basic causal structure of the system and the relationships that produce outcomes.
Functional System
Identfied during the CUBE solution stage.
Gain Achieved
An aim or desired outcome.
Goal
A report for handing over a project from one stage to another.
Handover Report
A format template for a handover report.
Handover Report Template
The impact of a Risk. The powerful effect that something has on somebody/something. The outcome or consequence of an event affecting objectives. It can be expressed either qualitatively or quantitatively, being a loss, disadvantage or gain. There may be a range of possible outcomes associated with an event. Used for risk description following the ICC (impact, cause, context) approach.
Impact
The primary area impacted by a risk.
Primary Impact Category
Risk impact scoring based on the HSE Risk Assessment Tool.
Impact (HSE)
Impact Severity
Implementation is the execution of a plan. To monitor implementation is to supervise and to continually check and critically observe; to determine the current status and to assess whether required or expected performance levels are being achieved; and to adjust the activity as required.
Implement Stage
The extent to which the problem is deserving of serious attention because it has great (actual or potential) effects on people or things, or great value is at stake.
Importance
Knowledge gained through communication, research, instruction. Familiarity gained by personal experience, vicariously or through collective processes
Information and Knowledge
The chance of something happening (also described as the probability or frequency of an event occurring).
The probability that an unsafe event or condition might occur. Likelihood scoring based on the Aer Lingus risk matrix.
Likelihood (Aer Lingus)
Likelihood scoring based on the DFB risk matrix.
Likelihood (DFB)
Likelihood scoring based on the HSE Risk Assessment Tool.
Likelihood (HSE)
CUBE risk analysis factor
Defined by HSE primary impact table.
Major
The way in which something is transformed, produced, circulated. A mechanism is a device that transforms input forces and movement into a desired set of output forces and movement. Underlying entities, processes, or (social) structures which operate in particular contexts to generate outcomes of interest.
Mechanism
Minor
Moderate
Uses HSE primary impact table definition.
Negligible
Used in the CUBE project analysis process to assign a weight or priority to the obligation to act generated at a specific project stage.
Obligation to Act Rating
A group of people who work together in an organized way for a shared purpose e.g., a hospital, a clinic or a service. An organization can be part of or contain other organisations.
arkc:Organisation is a subclass of prov:Agent.
A unit that part of an Organisation, e.g., a ward, department, branch or statutory body, and that only has full recognition within the context of that Organisation. In particular the unit would not be regarded as a legal entity in its own right.
Organisational Unit
The end product of a purposive activity. Outcomes can be either intended or unintended, can be proximal, intermediate or final, and result from the activation of different mechanisms in different contexts.
Outcome
Defines a person, for example in an organisation.
arkc:Person is a subclass of prov:Agent.
Person
Identifies the diverse activities required to achieve a desired goal and represent these in a plan. Prepares for the implementation of the plan.
Plan and Prepare Stage
A position held by a Person within an organisation.
Post
CUBE Problem Stage. Loss is the fact of no longer having something or having less of it than before.
Potential Loss
The significance of an item (compared to all the Cube dimensions) in contributing to defining the context, identifying key mechanisms or describing critical outcomes, in a particular phase of an ARK Project.
Priority
Describes the ‘as-is’ situation and identifies aspects which may not be working as well as they could be, leading to potential damage, harm or other unwanted outcomes. Describes the relevant dimensions of the problem space.
Problem Stage
The key activity of the operation; a sequence of activities and stages through which an initial state is transformed into the final state
Process/Sequence
An individual or collaborative enterprise that is carefully planned to achieve a particular aim.
Project
In the CUBE methodology this is an assessment of: Risk (or Operational risk) in the problem stage. (Potential) mitigation of risk in the solution stage. (Potential) Risk in Change in the planning stage. Risk in Implementation (actual risk in change) / Implementation risk in the implementation stage. Residual risk (verified following implementation) in the verify stage.
Project analysis is a high-level ark project analysis used to identify values, loss, efficacy etc
Project Analysis
A description of a Project.
Project Description
Projected Gain
Identfied during the CUBE plan stage.
Projected Reliability of Gain
Projected Risk Rating
A question is an expression used to request information about a specific topic. A question may be asked in various forms and may seek different kinds of answers.
Question
A set of structured questions which seek information on a topic of interest from respndents.
Questionnaire
Identfied during the CUBE implement stage.
Reliability of Gain
A written account of an activity or investigation.
Report
A report format template.
Report Template
Risk is the effect of uncertainty on objectives. It is measured in terms of consequences and likelihood. In the context of the HSE and its services, it is any condition or circumstance which may impact on the achievement of objectives and/or have a significant impact on the day-to-day operations. This includes failing to maximise any opportunity that would help the HSE or service meet its objectives.
Risk
Identfied during the CUBE problem stage.
Risk Assessment
Used to collect risk information from a risk assessment, for example in a risk register.
Risk Assessment Record (Form)
Risk Assessment Record Aer Lingus
Risk Assessment Record DFB
Used to collect risk information from a risk assessment, for example in a risk register. Supports HSE risk assessment form fields.
Risk Assessment Record HSE
Risk Assessment Record SJH
Establishing the context means to define the external and internal factors that the HSE and its services must consider when they manage risk. Used for risk description in ICC (impact, cause, context) format. Used to relate HSE concept of the context of a risk to CUBE concept of context.
Risk Context
Desribes a risk in ICC (Impact, Cause, Context) format.
Risk Description
Risk Implementation Assessment
Risk in Change Assessment
Risk Mitigation
The estimated level of risk taking into consideration the existing controls in place. Defined by cross-referencing the impact severity and likelihood in the risk matrix.
Risk Rating
A grouping of Risk Assessment Records (Forms).
Risk Register
Used to record the status of a risk: ‘Open’, ‘Monitor’ or ‘Closed’. Open, i.e. additional controls have been identified as necessary. Monitor, i.e. existing controls are deemed adequate to manage the risk but these need to be periodically reviewed. Closed, i.e. that the risk no longer exists e.g. where an unsuitable premises is replaced by a suitable one.
Risk Status
The type of risk being assessed in a risk assessment form.
Risk Type SJH
Risk Verification Assessment
Sensemaking focuses on the different ways people understand the situation they are in and how they respond to it, while Culture represents the shared values, norms, expectations of various parties in the organization.
Sensemaking
The extent of the damage to the institution, its people, and its goals and objectives resulting from a risk event occurring.
Severity
Possible consequences of an unsafe event or condition, taking as reference the worst foreseeable situation. Severity scoring based on the Aer Lingus risk matrix.
Severity scoring based on the DFB risk matrix.
Severity (DFB)
Dimension relating to a community or its organization.
Social
Describes a potential ‘to-be’ situation in which the problem dimensions are addressed with an effective solution or improvement. Identifies control measures that can prevent unwanted outcomes.
Solution Stage
A stage is the stage on the cube questionnaire.
Stage
Standard Risk Assessment Record
A report that provides an update on the status of a project.
Status Report
A template for a status report.
Status Report Template
The extent to which the elements of the plan are being implemented in a way that sustains the expected performance level.
Sustainability
This focuses on the Goals, Process, Social, and Knowledge and Information.
System Dimension
No impact level specified.
Unspecified Impact
No likelihood specified.
Unspecified Likelihood
Lucy McKenna
Unspecified Severity
Verification determines whether or not the outcomes of a project fulfil the requirements established during the Solution Stage, taking into account the quality of planning and implementation. Embedding implies that a particular feature has become a permanent and noticeable feature of the system or organisation.
Verify and Embed Stage
The extent to which the plan is able to work as intended and succeed in achieving its objectives.
Viability
A User of the ARK Platform.
The user of the project can take three types: Owner, Collaborator, ReadOnlyUser.
User
Governance
Human Resources
Risks relating to the procedures/technologies etc. employed to achieve particular objectives and projects.
Objectives/Projects
Patient Care and Safety (Provision of Care)
Risks to the public reputation of the organisation and their effects.
Adverse Publicity/Reputation
Inadequate health and safety controls, an accident will occur. Probability 90-100%.
Almost Certain
Probability: 99%. Actual Frequency: At least monthly.
Awaiting Final Approval
Being Reviewed
Risks which threaten the organisation’s ability to deliver its services and serve the community.
Business Continuity
Plain: Fatalities or destruction of equipment / loss of aircraft. Qualified (Injury): Fatal. Qualified (Damage): Complete destruction of equipment, grounding of operation. Qualified (ICAO): Total loss or hull loss. Qualified (Operational Impact): Prolonged fleet grounding. Organisational Impact: Change in public perception of Airline's reputation.
Catastrophic
Death or multiple irreversible injuries.
Closed, i.e. that the risk no longer exists e.g. where an unsuitable premises is replaced by a suitable one.
Closed
Risks associated with compliance with requirements in relation to the standards set out in relation to the organisation and delivery of high quality services i.e. Statutory, Clinical, Professional and Management Standards.
Compliance
Risks which threaten the prevention, limitation, elimination, abatement or reduction of environmental pollution and the preservation of a quality environment.
Environment
National/International media/adverse publicity, > than 3 days. Editorial follows days of news stories & features in National papers.Public confidence in the organisation undermined.HSE use of resources questioned. CEO’s performance questioned. Calls for individual HSE officials to be sanctioned. Taoiseach/Minister forced to comment or intervene. Questions in the Dáil. Public calls (at national level) for specific remedial actions to be taken. Court action. Public (independent) Inquiry.
Extreme Impact - Adverse Publicity/Reputation
Permanent loss of core service or facility. Disruption to facility leading to significant ‘knock on’ effect.
Extreme Impact - Business Continuity
Gross failure to meet external standards. Repeated failure to meet national norms and standards/regulations. Severely critical report with possible major reputational or financial implications.
Extreme Impact - Compliance
Toxic release affecting off-site with detrimental effect requiring outside assistance.
Extreme Impact - Environment
>2.0% budget deficit.
Extreme Impact - Finance
Incident leading to death or major permanent incapacity. Event which impacts on large number of service users or member of the public. Permanent psychosocial functioning incapacity.
Extreme Impact - Harm to a Person
Inability to meet project objectives. Reputation of the organisation seriously damaged.
Extreme Impact - Objectives/Projects
Totally unsatisfactory service user outcome resulting in long term effects, or extremely poor experience of care provision.
Extreme Impact - Service User Experience
Plain: Unlikely to occur. Qualified (Calendar): No event in more than 10 years. Qualified (Context): Has occurred in industry but not in Aer Lingus. Qualified (per flight): Less than 1 out of 750,000 flights. Probability: >2 x 10^(minus 6).
Extremely Improbable
Plain: Not llikely to, but could, occur. Qualified (Calendar): More than twice a year. Qualified (Context): Sporadic occurrence in Aer Lingus. Qualified (per flight): 1 out of 35,000 flights. Probability: >3 x 10^(minus 5).
Extremely Remote
Final Approval
Risks relating to procedures/systems/accounting records which expose the organisation to financial risks, including risks to assets.
Finance
Risks which may contribute to the physical or psychological harm of an individual.
Harm to a Person
Plain: A large reduction in safety margins, physical distress or a workload such that operators cannot be relied upon to perform their tasks accurately or completely. Serious injury. Mahor equipment damage. Qualified (Injury): Serious injuries and/or permanent disability with serious illness or health impairment. Qualified (Damage): Significant damage leading to prolonged loss of service, cost impact. Qualified (ICAO): Accident with serious injuries and/or significant damage to aircraft. Qualified (Operational Impact): Fleet grounded for a brief period. Organisational Impact: Extended national or international media coverage.
Hazardous
High Delivery
High Efficacy
High Importance
High Priority
Red (High Risk)
High Sustainability
High Viability
In Holding, Awaiting Review
Inadequate health and safety controls in place. If conditions remain unchanged there is a high probability of an accident. Probability: 60-90%.
Likely
Probability: 75%. Actual Frequency: Bimonthly.
Low Delivery
Low Efficacy
Low Importance
Low Priority
Green (Low Risk)
Low Sustainability
Low Viability
National media/adverse publicity, less than 3 days. News stories & features in national papers. Local media – long term adverse publicity.Public confidence in the organisation undermined. HSE use of resources questioned. Minister may make comment. Possible questions in the Dáil. Public calls (at national level) for specific remedial actions to be taken possible HSE review/investigation.
Major Impact - Adverse Publicity/Reputation
Sustained loss of service which has serious impact on delivery of service user care or service resulting in major contingency plans being involved.
Major Impact - Business Continuity
Repeated failure to meet external standards. Failure to meet national norms and standards/Regulations (e.g. Mental Health, Child Care Act etc). Critical report or substantial number of significant findings and/or lack of adherence to regulations.
Major Impact - Compliance
Release affecting minimal off-site area requiring external assistance (fire brigade, radiation, protection service, etc.)
Major Impact - Environment
1.0-2.0% budget deficit.
Major Impact - Finance
Major injuries/long term incapacity or disability (loss of limb) requiring medical treatment and/or counselling. Impaired psychosocial functioning greater than six months.
Major Impact - Harm to a Person
Significant project over-run.
Major Impact - Objectives/Projects
Unsatisfactory service user experience related to poor treatment resulting in long term effects.
Major Impact - Service User Experience
Plain: A significant reduction in safety margins, a reduction in the ability of the operators to cope with adverse operating conditions as a result of increase in workload, or as a result of conditions impairing their efficiency. Serious incident. Injury to persons. Qualified (Injury): Serious but non-permanent injuries (e.g. lost time injury). Qualified (Damage): Damage leading to delay or operational impact. Qualified (ICAO): Serious incident with injuries or substantial damage. Qualified (Operational Impact): Aircraft grounded temporarily. Organisational Impact: Short term negative media coverage.
Medium Delivery
Medium Efficacy
Medium Importance
Medium Priority
Amber (medium risk) risk ratings are trickier in that they are not intolerable (high risk) or acceptable (low risk). Whilst all reasonable efforts should be taken to reduce the risk to a low rating this may not be possible given constraints within the overall system or indeed by applying the additional effort required to mitigate it further other opportunities will be lost. Such risks require consideration by the Management Team and it may be that a decision is taken to accept the risk but keep it under review (monitor) with an option to open it for further management in the future.
Amber (Medium Risk)
Medium Sustainability
Medium Viability
Local media coverage – short term. Some public concern. Minor effect on staff morale/public attitudes. Internal review necessary.
Minor Impact - Adverse Publicity/Reputation
Short term disruption to service with minor impact on service user care.
Minor Impact - Business Continuity
Single failure to meet internal PPPGs. Minor recommendations which can be easily addressed by local management.
Minor Impact - Compliance
On site release contained by organisation.
Minor Impact - Environment
0.33-0.5% budget deficit.
Minor Impact - Finance
Minor injury or illness, first aid treatment required. <3 days absence. <3 days extended hospital stay. Impaired psychosocial functioning greater than 3 days less than one month.
Minor Impact - Harm to a Person
Minor reduction in scope, quality or schedule.
Minor Impact - Objectives/Projects
Unsatisfactory service user experience related to less than optimal treatment and/or inadequate information, not being to talked to & treated as an equal; or not being treated with honesty, dignity & respect – readily resolvable.
Minor Impact - Service User Experience
Plain: Nusance event: Operating limitations, Use of emergency procedures, Minor incident with little consequences. Does not impede a person, aurcraft or process from continuing to operate. Qualified (Injury): First aid treatment only. Qualified (Damage): Little adverse consequence, minor damage not preventing work. Qualified (ICAO): Incident with minor damage or injury. Qualified (Operational Impact): Minor delay. Organisational Impact: No media coverage.
No injury.
Local media – adverse publicity.Significant effect on staff morale & public perception of the organisation. Public calls (at local level) for specific remedial actions. Comprehensive review/investigation necessary.
Moderate Impact - Adverse Publicity/Reputation
Some disruption in service with unacceptable impact on service user care. Temporary loss of ability to provide service.
Moderate Impact - Business Continuity
Repeated failure to meet internal PPPGs. Important recommendations that can be addressed with an appropriate management action plan.
Moderate Impact - Compliance
Moderate Impact - Environment
0.5-1.0% budget deficit.
Moderate Impact - Finance
Significant injury requiring medical treatment e.g. Fracture and/or counselling. Agency reportable, e.g. HSA, Gardaí (violent and aggressive acts). >3 Days absence. 3-8 Days extended hospital Stay. Impaired psychosocial functioning greater than one month less than six months.
Moderate Impact - Harm to a Person
Reduction in scope or quality of project; project objectives or schedule.
Moderate Impact - Objectives/Projects
Unsatisfactory service user experience related to less than optimal treatment resulting in short term effects (less than 1 week).
Moderate Impact - Service User Experience
Injury / harm that is of a temporary nature and results in less than 3 days absence.
Monitor, i.e. existing controls are deemed adequate to manage the risk but these need to be periodically reviewed.
Monitor
Rumours, no media coverage. No public concerns voiced.Little effect on staff morale. No review/investigation necessary.
Negligible Impact - Adverse Publicity/Reputation
Interruption in a service which does not impact on the delivery of service user care or the ability to continue to provide service.
Negligible Impact - Business Continuity
Minor non-compliance with internal PPPGs. Small number of minor issues requiring improvement.
Negligible Impact - Compliance
Nuisance Release.
Negligible Impact - Environment
0.33% budget deficit.
Negligible Impact - Finance
Adverse event leading to minor injury not requiring first aid. No impaired Psychosocial functioning.
Negligible Impact - Harm to a Person
Barely noticeable reduction in scope, quality or schedule.
Negligible Impact - Objectives/Projects
Reduced quality of service user experience related to inadequate provision of information.
Negligible Impact - Service User Experience
Open, i.e. additional controls have been identified as necessary.
Open
Operational risks relate to the day-to-day delivery of activities, operational business plans and objectives. Operational risks typically have a short-term focus. Whilst they may impact a number of areas of the service, this does not necessarily make them a strategic risk. Operational risks may have the ability to impact strategic and other operational risks.
If the situation is not well managed an accident is likely to occur. Probability 30-60%.
Possible
Probability: 50%. Actual Frequency: Occurs every 1-2 years.
Plain: Likely to occur. Qualified (Calendar): More than once a week. Qualified (Context): Has occurred many times in Aer Lingus. Qualified (per flight): 1 out of 1500 flights. Probability: >7 x 10^(minus 4).
Probable
Accidents could only happen under certain conditions. The situation is very well controlled, and all reasonable precautions have been taken. Probability: <10%.
Rare
Probability: 1%. Actual Frequency: Occurs every 5 years or more.
Rare/Remote
Rejected
Plain: Could occur, or has occurred. Qualified (Calendar): More than once a month. Qualified (Context): Has occurred in Aer Lingus. Qualified (per flight): 1 out of 6000 flights. Probability: >2 x 10^(minus 4).
Remote
Injury / harm that is of a temporary nature and results in more than 3 days absence but not more than 28 days.
Serious
Risks which threaten the delivery of a service provision to service users in terms of quality, in a comfortable, caring and safe environment, delivered in a calm and reassuring way; having information to make choices, to feel confident and to feel in control; being listened to and talked to as an equal; being treated with honesty, respect and dignity.
Service User Experience
A strategic risk has the ability to impact on the achievement/delivery of the organisation's strategic objectives/directions. Strategic risks relate to the highest level of objective for the organisation, which typically have a long-term focus and are linked to the organisation's strategic plan.
Strategic
The situation is well under control, but occasional lapses could occur. Probability 10-30%.
Unlikely
Probability: 10%. Actual Frequency: Occurs every 2-5 years.
Unspecified Efficacy
No primary impact category specified.
Unspecified Primary Impact Category
Unspecified Importance
Unspecified Priority
Unspecified Risk Rating
No severity level specified.
Unspecified Sustainability
Unspecified Viability
Injury resulting in more than 28 days absence / irreversible injury / permanent disablement.
Very Serious
Defines the range of the likelihood value for a risk in terms of frequency.
actual frequency
Defines the probability of a risk likelihood category.
probability
Defines a numerical value for a risk rating, risk likelihood or impact based on the HSE risk tables.
score