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From page 57... ... 57 Example Maturity Model A p p e n d i x B Lev el 1 Undev eloped Lev el 2 Formalized Lev el 3 Established Lev el 4 Embedded Lev el 5 Optimized Go ve rnance and Infrastructure ▪ An ERM plan does not exist for the airport ▪ Responsibili ty for ERM has not been established ▪ No provision for ERM activit y in the budget ▪ No revi ew of the effectiveness of any ERM activi ty ▪ No improvement process for ERM ▪ ERM policy and procedures in place and signed off on by senior management ▪ Risk revie ws are scheduled for each main department ▪ Risk coordinators are formally identified ▪ Irregular updates on effectiveness of ERM (response optional) ▪ Accountability and authorit y fo r ERM is formalized ▪ Benefits of ERM have been communicated ▪ The airport has documented the methodology for ERM wi th in departmental plans and activi ty ▪ The benefits of ERM have been communicated ▪ A risk committee has been established ▪ Risk coordinators have the skills, training, and resources to deliver on ERM expectation ▪ Board formally receives updates on the effectiveness of ERM ▪ ERM aligned and coordinated across all risk activities (e.g., SMS, insurance, crisis management, ke y projects) Read the entire page →
From page 58... ... 58 Application of enterprise Risk Management at Airports Lev el 1 Undev eloped Lev el 2 Formalized Lev el 3 Established Lev el 4 Embedded Lev el 5 Optimized ▪ Assessment (if performed) may not use a scoring scheme or ma y use inconsistent variables ▪ No defined measure of risk appetite ▪ Alternative methods for risk identification are considered when planning risk identification sessions ▪ The sources of kno wl edge to be used during risk identification are clearly identified (i.e., lessons learned logs, keyw ords, Hazard Identification Prompt Lists, and external functions/ experts) Read the entire page →
From page 59... ... example Maturity Model 59 Lev el 1 Undev eloped Lev el 2 Formalized Lev el 3 Established Lev el 4 Embedded Lev el 5 Optimized Reporting ▪ There is no formal process for key risk revie ws ▪ Management reports are sporadic and/or ad hoc and are often incomplete or inaccurate ▪ There are no formal risk escalation procedures/ processes in place ▪ There is no airport- wi de communication on ERM ▪ Departmental risk reporting and dashboards ▪ The risk register is revi ew ed and updated in accordance wi th the ERM policy and procedures ▪ There is a formal mechanism for escalating and aggregating risks ▪ Each risk response has a target completion da te that is actively and routinely tracked ▪ Those individuals wi th ERM responsibilities are regularly provided wi th ERM communications ▪ There is a defined process to revie w and report risk status and key risk indicators (KRIs) , using standard reports to key stakeholders up and do wn the airport hierarchy ▪ Creation of risk dashboard ▪ Regular communication on "risk status" is distributed to key stakeholders and interested parties as defined in the ERM policy and procedures ▪ Alignment bet we en ERM and internal audit process ▪ Risk Management Information Sy stem (RMIS) Read the entire page →
From page 60... ... 60 Application of enterprise Risk Management at Airports Lev el 1 Undev eloped Lev el 2 Formalized Lev el 3 Established Lev el 4 Embedded Lev el 5 Optimized level (e.g., on intranet) indicators are included in personal goals ▪ Development of open, challenging, and learning-based risk culture Managing Partnerships ▪ The airport's ERM does not ext end to wo rking wi th other external airports ▪ Definition of partnership agreed on and risk register in place ▪ Airport partners are required to provide evidence of health and safet y, environmental, and corporate ERM prior to contract (part of standard procurement process) Read the entire page →

From page 57...

... 57 Example Maturity Model A p p e n d i x B Lev el 1 Undev eloped Lev el 2 Formalized Lev el 3 Established Lev el 4 Embedded Lev el 5 Optimized Go ve rnance and Infrastructure ▪ An ERM plan does not exist for the airport ▪ Responsibili ty for ERM has not been established ▪ No provision for ERM activit y in the budget ▪ No revi ew of the effectiveness of any ERM activi ty ▪ No improvement process for ERM ▪ ERM policy and procedures in place and signed off on by senior management ▪ Risk revie ws are scheduled for each main department ▪ Risk coordinators are formally identified ▪ Irregular updates on effectiveness of ERM (response optional) ▪ Accountability and authorit y fo r ERM is formalized ▪ Benefits of ERM have been communicated ▪ The airport has documented the methodology for ERM wi th in departmental plans and activi ty ▪ The benefits of ERM have been communicated ▪ A risk committee has been established ▪ Risk coordinators have the skills, training, and resources to deliver on ERM expectation ▪ Board formally receives updates on the effectiveness of ERM ▪ ERM aligned and coordinated across all risk activities (e.g., SMS, insurance, crisis management, ke y projects)

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From page 58...

... 58 Application of enterprise Risk Management at Airports Lev el 1 Undev eloped Lev el 2 Formalized Lev el 3 Established Lev el 4 Embedded Lev el 5 Optimized ▪ Assessment (if performed) may not use a scoring scheme or ma y use inconsistent variables ▪ No defined measure of risk appetite ▪ Alternative methods for risk identification are considered when planning risk identification sessions ▪ The sources of kno wl edge to be used during risk identification are clearly identified (i.e., lessons learned logs, keyw ords, Hazard Identification Prompt Lists, and external functions/ experts)

Read the entire page →

From page 59...

... example Maturity Model 59 Lev el 1 Undev eloped Lev el 2 Formalized Lev el 3 Established Lev el 4 Embedded Lev el 5 Optimized Reporting ▪ There is no formal process for key risk revie ws ▪ Management reports are sporadic and/or ad hoc and are often incomplete or inaccurate ▪ There are no formal risk escalation procedures/ processes in place ▪ There is no airport- wi de communication on ERM ▪ Departmental risk reporting and dashboards ▪ The risk register is revi ew ed and updated in accordance wi th the ERM policy and procedures ▪ There is a formal mechanism for escalating and aggregating risks ▪ Each risk response has a target completion da te that is actively and routinely tracked ▪ Those individuals wi th ERM responsibilities are regularly provided wi th ERM communications ▪ There is a defined process to revie w and report risk status and key risk indicators (KRIs) , using standard reports to key stakeholders up and do wn the airport hierarchy ▪ Creation of risk dashboard ▪ Regular communication on "risk status" is distributed to key stakeholders and interested parties as defined in the ERM policy and procedures ▪ Alignment bet we en ERM and internal audit process ▪ Risk Management Information Sy stem (RMIS)

Read the entire page →

From page 60...

... 60 Application of enterprise Risk Management at Airports Lev el 1 Undev eloped Lev el 2 Formalized Lev el 3 Established Lev el 4 Embedded Lev el 5 Optimized level (e.g., on intranet) indicators are included in personal goals ▪ Development of open, challenging, and learning-based risk culture Managing Partnerships ▪ The airport's ERM does not ext end to wo rking wi th other external airports ▪ Definition of partnership agreed on and risk register in place ▪ Airport partners are required to provide evidence of health and safet y, environmental, and corporate ERM prior to contract (part of standard procurement process)

Read the entire page →

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