Risk Management Asnwers

Student Assessment Tasks
BSBRSK501 Manage risk
STUDENT NAME: ………………………… JAGROOP SINGH SIDHU …….
STUDENT ID: ………… GMS1068………………………..

BSBRSK501 Manage Student Assessment Tasks
risk
2
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This learner resource guide supports BSBRSK501 MANAGE RISK
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This learner resource will help you build the skills required to meet the performance criteria of
this unit:
BSBRSK501 MANAGE RISK
It’s important that Learning and Assessment is conducted in a safe environment where your
assessment work demonstrates consistent performance of typical activities experienced in the
management and leadership field of work.
STUDENT INFORMATION
Assessment Information for students
Throughout your training we are committed to your learning by providing a training and assessment framework
that ensures the knowledge gained through training is translated into practical on the job improvements.
You are going to be assessed for:

 Your skills and knowledge using written and observation activities that apply to the workplace.
 Your ability to apply your learning.
 Your ability to recognise common principles and actively use these on the job.
All of your assessment and training is provided as a positive learning tool. Your assessor will guide your learning
and provide feedback on your responses to the assessment materials until you have been deemed competent in
this unit.
How You Will Be Assessed

The process we follow is known as competency-based assessment. This means that evidence of your current
skills and knowledge will be measured against national standards of best practice, not against the learning
you have undertaken either recently or in the past. Some of the assessment will be concerned with how you
apply your skills and knowledge in the workplace, and some in the training room as required by each unit.
Your Trainer will discuss with you whether your current or past workplaces are suitable to use and a basis
for your assessments.
Where you have a workplace that is supportive and resourced the preferred choice is that you will
complete the assessment tasks on their workplace using a similarly sized and similarly complex project. This
may provide better assessment outcomes for you. This choice should be negotiated with the Trainer.
If you do not have a suitable workplace on which to base your assessment, the Trainer / Assessor may
create a simulated workplace via a case study or sets of instructions based on your needs or use a standard
pre-prepared case study/simulated environment.
Because of variations within organisations and learner access it is permissible to use a combination of workplace
and the simulated business to complete the assessment tasks. Discuss this with your Trainer.
The assessment tasks have been designed to enable you to demonstrate the required skills and
knowledge and produce the critical evidence to successfully demonstrate competency at the required
standard.
Your assessor will ensure that you are ready for assessment and will explain the assessment process.
Your assessment tasks will outline the evidence to be collected and how it will be collected, for example; a
written activity, case study, or demonstration and observation.
The assessor will also have determined if you have any special needs to be considered during assessment.
Changes can be made to the way assessment is undertaken to account for special needs and this is called
making Reasonable Adjustment.
What happens if your result is ‘Not Yet Competent’ for one or more assessment tasks?
Our assessment process is designed to answer the question “has the desired learning outcome been achieved
yet?” If the answer is “Not yet”, then we work with you to see how we can get there.
In the case that one or more of your assessments has been marked ‘NYC’, your trainer will provide you with the
necessary feedback and guidance, in order for you to resubmit your responses.
What if you disagree on the assessment outcome?
You can appeal against a decision made in regard to your assessment. An appeal should only be made if you
have been assessed as ‘Not Yet Competent’ against a specific unit and you feel you have sufficient grounds to
believe that you are entitled to be assessed as competent. You must be able to adequately demonstrate that you
have the skills and experience to be able to meet the requirements of units you are appealing the
assessment of.
Your trainer will outline the appeals process, which is available to the student. You can request a form to
make an appeal and submit it to your trainer, the course coordinator, or the administration officer. The RTO will
examine the appeal and you will be advised of the outcome within 14 days. Any additional information you wish
to provide may be attached to the appeal form.
What if I believe I am already competent before training?

If you believe you already have the knowledge and skills to be able to demonstrate competence in this unit,
speak with your trainer, as you may be able to apply for Recognition of Prior Learning (RPL).
Assessor Responsibilities
Assessors need to be aware of their responsibilities and carry them out appropriately. To do this they need to:
 Ensure that participants are assessed fairly based on the outcome of the language, literacy and
numeracy review completed at enrolment.
 Ensure that all documentation is signed by the student, trainer, workplace supervisor and assessor
when units and certificates are complete, to ensure that there is no follow-up required from an
administration perspective.
 Ensure that their own qualifications are current.
 When required, request the manager or supervisor to determine that the student is
‘satisfactorily’ demonstrating the requirements for each unit. ‘Satisfactorily’ means consistently
meeting the standard expected from an experienced operator.
 When required, ensure supervisors and students sign off on third party assessment forms or third-
party report.
 Follow the recommendations from moderation and validation meetings.
How should I format my assessments?

Preferably, your assessments should be typed in a 11 or 12 size font for ease of reading or printed neatly on
provided assessment. You must include a footer on each page with the student name, unit code and date. Your
assessment needs to be submitted as a hardcopy or electronic copy as requested by your trainer.
If you have issues with word processed submissions, please discuss with your trainer
How long should my answers be?

The length of your answers will be guided by the description in each assessment, for example:
Type of Answer Answer Guidelines
Short Answer 4 typed lines = 50 words,

or 5 lines of handwritten
text
Long Answer 8 typed lines = 100 words, or
10 lines of handwritten text = 1⁄3of a foolscap page
Brief Report 500 words = 1 page typed report, or
50 lines of handwritten text = 11⁄2foolscap handwritten pages
Mid Report 1,000 words = 2 page typed report
100 lines of handwritten text = 3 foolscap handwritten pages
Long Report 2,000 words = 4 page typed report
200 lines of handwritten text = 6 foolscap handwritten pages
How should I reference the sources of information I use in my assessments?

Include a reference list at the end of your work on a separate page. You should reference the sources you have
used in your assessments in the Harvard Style. For example:
Website Name – Page or Document Name, Retrieved insert the date. Webpage link.
For a book: Author surname, author initial Year of publication, Title of book, Publisher, City, State
Assessment Guide
The following table shows you how to achieve a satisfactory result against the criteria for each type of
assessment task. The following is a list of general assessment methods that can be used in assessing a unit of
competency. Check your assessment tasks to identify the ones used in this unit of competency.
Assessment Method Satisfactory Result Non-Satisfactory Result
You will receive an overall result of Competent or Not Yet Competent for the unit. The assessment process is made up of a number
of assessment methods. You are required to achieve a satisfactory result in each of these to be deemed competent overall. Your
assessment may include the following assessment types.
Questions All questions answered correctly Incorrect answers for one or more questions
Answers address the question in full; referring to Answers do not address the question in full.
appropriate sources from your workbook and/or Does not refer to appropriate or correct
workplace sources.
Third Party Report Supervisor or manager observes work performance Could not demonstrate consistency. Could
and confirms that you consistently meet the not demonstrate the ability to achieve the
standards expected from an experienced operator required standard
Written Activity The assessor will mark the activity against the detailed Does not follow guidelines/instructions
guidelines/instructions
Attachments if requested are attached Requested supplementary items are not attached
All requirements of the written activity are Response does not address the requirements in
addressed/covered. full; is missing a response for one or more areas.
Responses must refer to appropriate sources from One or more of the requirements are
your workbook and/or workplace answered incorrectly.
Does not refer to or utilise appropriate or
correct sources of information
Observation All elements, criteria, knowledge and performance Could not demonstrate elements, criteria,
/Demonstration evidence and critical aspects of evidence, are knowledge and performance evidence and/or
demonstrated at the appropriate AQF level critical aspects of evidence, at the
appropriate AQF level
Case Study All comprehension questions answered correctly; Lack of demonstrated comprehension of the
demonstrating an application of knowledge of the underpinning knowledge (remove) required
topic case study. to complete the case study questions correctly.
One or more questions are answered
incorrectly.
Answers address the question in full; referring to Answers do not address the question in full; do
appropriate sources from your workbook and/or not refer to appropriate sources.
workplace
Practical Activity All tasks in the practical activity must be competed Tasks have not been completed effectively and
and evidence of completion must be provided to evidence of completion has not been
your trainer/assessor. provided.
All tasks have been completed accurately and
evidence provided for each stated task.
Attachments if requested are attached Requested supplementary items are not attached
STUDENT ASSESSMENT AGREEMENT
Make sure you read through the assessments in this booklet before you fill out and sign the
agreement below. If there is anything that you are unsure of, consult your assessor prior to
signing this agreement.
Have you read the assessment requirements for this unit?  Yes  No
Do you understand the requirements of the assessments for this unit?  Yes  No
Do you agree to the way in which you are being assessed?  Yes  No
Do you have any specific needs that should be considered?  Yes  No
If so, explain these in the space below.
Do you understand your rights to re-assessment?  Yes  No
Do you understand your right to appeal the decisions made in an assessment?
 Yes  No
Student name
Student number
Student signature
Start date
Assessor name
ASSESSMENT 1 COVER SHEET
Student Declaration
To be filled out and submitted with assessment responses
 I declare that this task is all my own work and I have not cheated or plagiarised the work or
colluded with any other student(s).
 I understand that if I am found to have plagiarised, cheated or colluded, action will be taken
against me according to the process explained to me.
 I have correctly referenced all resources and reference texts throughout these assessment
tasks.
Student name
Student ID number
Student signature
Assessor declaration
 I hereby certify that this student has been assessed by me and that the assessment has
been carried out according to the required assessment procedures.
Assessor name
Assessor signature
Assessment outcome S NS DNS Resubmission Y N
Feedback (If required)
A copy of this page must be supplied to the office and kept in the student’s file with the evidence.
ASSESSMENT 1 – ESTABLISH RISK CONTEXT
INSTRUCTIONS
The assessment must be written using an industry standard software package such as
Microsoft Word, Excel, PowerPoint, etc. Alternatively, a paper-based assessment can be
provided.
Name the file using the assessment task number and then save your file.
Ensure your submission identifies the unit code and title, the assessment task number and
the name of the assessment at the top of the page. Alternatively, you may place this
information in the document header.
Add your name and student number to the header or footer of every page.
On completion, submit your assessment to your assessor
Candidate assessment guide and evidence

This assessment requires you to establish a risk context, identify risks, analyse risks and select
and implement treatments for the Kingfisher Garden Centre. The whole project is broken down
into four stages mirroring the process used when planning, implementing and monitoring a risk
management plan. This assessment is based on the organisation Kingfisher Garden Centre.
Information about the business is available at the end of this Student Assessment.
If there is insufficient information about Kingfisher organisational or operational details to allow
you to complete an assessment task to the depth of detail you wish, you may make
assumptions about Kingfisher’s operations.
However, you must discuss this with your assessor and gain approval prior to commencing the
relevant assessment task. Any assumptions about organisational policies or procedures or
operational processes which affect the responses to an assessment task must be listed at the
start of your assessment.
IN THIS ASSESSMENT YOU ARE REQUIRED TO DO THE FOLLOWING.
Access and read the Kingfisher background information.

Access and read all supporting policies and procedures, documentation and templates as
listed throughout the assessment.
Complete Tasks 1.1 – 1.9 outlined below.
Stage 1: Establish risk context

Task 1.1 Review current organisational processes
Task 1.2 Risk management standards
Task 1.3 Determine scope for risk management standards
Task 1.4 Identify stakeholders and their issues
Task 1.5 Review risk context
Task 1.6 Review legislation
Task 1.7 Review strengths and weaknesses of existing arrangements
Task 1.8 Document goals
Task 1.9 Communicate with relevant parties
BSBRSK501 Manage risk Student Assessment Tasks
Task 1.1 Review current organisational processes

Review the processes and procedures of the current Kingfisher Garden Centre risk management plan located in the Project background
information, located at the end of this assessment.
List the identified risks List the treatments in place

Shelves collapsing due to age and wear • Supervisor to sign off on any items forklifted on top and middle shelves
• Supervisor to oversee all forklift shelf work – must have two people working
on it
• Any open bags need to be disposed of in the environmental waste

Inhaling compost from lack of effective WHS practices • Any staff member working with unbagged waste must wear appropriate
protective equipment (PPE) such as a mask and gloves
Slips, trips and falls in aisles, register area and the outdoor plant area from watered • Any spills need to be quickly identified and alerted with appropriate signage
plants or hoses (wet floor – spill hazard) and then mopped up immediately
• Mops are placed in plant area and the register area
• Weekly profit/ loss statements need to be produced for each section of the
Loss of income due to economic conditions. These include centre, and reported to the senior management committee
lack of customers in both the garden centre and café
Loss of income due to environmental conditions. These • Weekly report of expenditures incurred due to reactive
include heatwave causing extra costs for watering, or flooding in some environmental management. These may include extra staff for watering
locations incurring damage or stock loss. and relocation of stock in the face of heat waves, severe storms or
flooding events. These need to be reported to the senior management
committee
Legal issue due to insurance claim from injured customer • Conduct monthly compliance audits to identify and potential issues and create
action plan to address these
• Research options and purchase solar powered backup generator to manage

Technology failure of intranet server critical systems during power outages
risk
Task 1.2 Risk management standards

You are to complete a risk management plan in relation to the Kingfisher Garden Centre.
The first part of the risk assessment process is to establish the risk context. You will need to
complete the activities and answer any questions.
Refer to the Risk management standards from page 7 of your Learner Guide.
Using the risk management standards AS/NZS ISO 31000:2009 Risk management –
Principles and guidelines from the unit Manage risk, Topic 1, screen 7, list all the gaps
between Kingfisher’s current risk management process and the standards.
Risk standard Short answer. How is this currently

being implemented?
It is intended that ISO 31000:2009 be utilized to
Standard.1. Scope harmonize risk management processes in existing and
future standards. It provides a common approach in
support of standards dealing with specific risks and/or
sectors, and does not replace those standards. ISO
31000:2009 is not intended for the purpose of
certification.
There is much greater emphasis and guidance on how risk
Standard.2. Terms and conditions management should be
implemented and integrated into organizations through
the creation and continuous
improvement of a framework.
 increase the likelihood of achieving objectives.
Standard.3. Principles  be aware of the need to identify and treat risk
throughout the organisation.
 improve the identification of opportunities and
threats.
 comply with relevant legal and regulatory
requirements and international norms.
ISO 31000, Risk management – Guidelines, provides
Standard.4. Framework principles, a framework and a process for managing
risk. ... Using ISO 31000 can help organizations increase
the likelihood of achieving objectives, improve the
identification of opportunities and threats and effectively
allocate and use resources for risk treatment.
Stage one: Establishing the context.
Standard.5. Process Stage two: Risk assessment.
Stage three: Risk treatment.
Complementary processes.
Conclusion
Task 1.3 Determine scope for risk management standards
List all the situations, locations, people and other stakeholders that are included in your
risk management process. Base your answer on the Kingfisher background information.
Situations
• Political- Ban on imports from China. Increase of investment and creating of stricter regulations for
environmental protection.
• Economic- There is a steady growth of profit for past three years in all the sectors.
• Social- Environment protection policies are undertaken with the use of good quality products in social,
seeds etc.
• Legal- The legal are policies are all re negotiated with the addition of some new policies.
• Technological- Developing and making the total system up to date.
• Policy- The policies are carefully revised according to the changes in government policy.
• Staffing- Proper and eligible staff are employed.
Locations
There are around four head office and three garden center locations.
• Head Office in Fairfield, Victoria
• South Morang, Victoria
• Kenmore, Queensland
• Willoughby, New South Wales
Stakeholders
Internal stakeholders
• National General Manager
• National Manager of Operations
• National Manager of Finance & Legal
• National Manager – Legal Services
• National Manager of Human Resources
External stakeholders
• Plant supplier
• Seafood supplier
• Meat supplier
• Alcoholic beverage supplier
• Non-alcoholic beverage supplier
Task 1.4 Identify stakeholders and their issues
List at least three internal and three external stakeholders, and any possible issues that
they may have in the risk management process. Base your answer on the Kingfisher
background information.
Stakeholders Describe at least one possible issue each

stakeholder is facing
The marketing plan and strategies are not very capable to
make the organization prosper.
• National marketing managers
• National coordinator of garden center The coordinator does not supervise its subordinates in doing
any job.
• Food and Beverage manager The quality of food supplied is not up to the mark and the
foods are not fresh.
• National coordinators for customer service The coordinator lacks a lot, the customer
are not taken successfully.
External stakeholders Describe at least one possible issue each

stakeholder is facing
• The prices of the entry tickets are sometimes
• Cash register and stock charged more from the customer without any information.
management system
• Fresh produce supplier • The products such as fresh products are not at all
fresh and prices are high compared to other shops.
• Cleaning contractors • The cleaning agents hired do not

do their work properly as they are supposed to
Task 1.5 Review risk context
Identify the risk management issues that you need to consider when completing the risk
management process. Include one in each category. Base your answer on the Kingfisher
Project Background Information, presented at the back of this assessment. (Also page 21
of your Learner Guide).
Context At least 2 Issues to consider Possible effect

The policy-making policy. If not revised may sometimes cause problem in
the future
Political
Keeping of proper records of expense Profit recorded may show wrong balance.
Economic
Management of shop products Causes problem to the customers.
Social
Context
At least 2 Issues to Possible effect
consider
Renew of insurance policy.

In case emergency proper help will
not be available
Legal
New technology helps in quick work

process
Update of the data base
Technological
New points to be added to old New policy covers all the changes.
policy
Policy
Task 1.6 Review legislation
Complete an internet search and find three pieces of legislation or codes of practice that could
have an impact on the Kingfisher Garden Centre’s risk management process.
Include the following details:
 Name of the legislation/code of practice
 Explain how it impacts the risk management process of the Kingfisher Garden Centre
Area Legislation/codes of practice Impact

• Work Health and Safety Act Common people
(Harmonies occupational health and Employees
safety)
• Privacy Laws(To keep confidential
data intact)
Privacy
To keep the environmentally safe Nature
Environment
To follow certain standards of production Production Process

in industries
Workplace
Health
and safety
Task 1.7 Review strengths and weaknesses of existing arrangements
What are the strengths and weaknesses, opportunities and threats of the Kingfisher
Garden Centre’s current risk management process?
Strengths Weaknesses
 Goodwill  Risk are not calculated
 Easy accessibility  Accidents not taken into account
 Frequent use by old people  Changes in suppliers not known (Ho et al. 2015)
 No communication between the new groups
Opportunities Threats
 Provide insights and support to the Board of financial uncertainty, legal liabilities, strategic management
Directors. errors, accidents and natural disasters.
 Get credit for cooperation.
 Build a better defence to class-actions.
 Reduce business liability.
 Frame regulatory issues.
Remember:
Strengths are aspects of the risk management process that can help it to succeed.
Weaknesses are aspects of the risk management process that can cause it to fail.
Opportunities can be actions or stakeholders that could help the risk management process to
succeed.
Threats can be actions or stakeholders that could cause the risk management process to fail.
Task 1.8 Document goals
Using all the background information you have collected from 1.1 to 1.7, create at least
three goals and critical success factors for the risk management process. List them below.
Goal Critical Success Factor

Commitment and support from top management Develop a common understanding of risk across multiple
functions and business units so we can manage risk cost-
effectively on an enterprise-wide basis.
Organization structure Achieve a better understanding of risk for competitive

advantage.
Training Build and improve capabilities to respond effectively to low

probability, critical, catastrophic risks.
Critical Success Factors are aspects of the goal or risk management plan that will ensure that it
will succeed.
Task 1.9 Communicate with relevant parties
Outline the communication processes you will use to communicate each step of the risk
management process to managers, team members and other stakeholders.
Who will this need to

Risk management step Communication activity
be communicated
to?
Stakeholders Email
Step 1: Risk management

context
For example, determining
what is to be included in the
risk management process,
such as locations
Managers Word on mouth
Testers Email
Step 2: Identification of risks

Developers Program
Employees Word of mouth
Project Managers Email, Phone, SMS
Step 3: Analysis of risks and

prioritising risks for
treatment
Who will this need to
Risk management step Communication activity
be communicated
to?
Risk Control Department Word of mouth
Risk Analysis Word of mouth
Step 4: Risk treatments
Employees Email, sms
Step 5: Monitor action plan

Staff Email
ASSESSMENT 1 CHECKLIST
Student’s name:
Completed
Did the student provide a sufficient and successfully
Comments (If required)
clear answer that addresses the
suggested answer for the following? Yes No
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Task 7
Task 8
Task 9
Task Outcome: Satisfactory  Not Satisfactory 
Assessor signature
Madan Lepcha
Assessor name
Student Declaration
tasks.
Student name
Student ID number
Student signature
Madan Lepcha
Assessor name
Assessor signature
ASSESSMENT 2 – IDENTIFY RISKS
INSTRUCTIONS
provided.
Ensure your submission identifies the unit code and title, the assessment task number
and the name of the assessment at the top of the page. Alternatively, you may place this

In this assessment you are required to do the following.

Go to your ‘Course files’, access and read the Kingfisher background information.
Read the project information provided throughout the assessment and within task
descriptions.
Answer all questions (where applicable) within each assessment task.
Stage 2 – Tasks
Complete the following tasks using the information about the Kingfisher Garden Centre.
Remember you are able to add more information if you are unable to locate it on the Kingfisher
intranet or in the background information provided but discuss this with your assessor first.
Task 2.1 Complete a consultation plan of the activities you will run so that staff can assist with
the risk identification process.
Task 2.2 Outline all the tools and techniques you will use to identify risks.
Task 2.3 Identify all the risks in the Kingfisher Garden Centre. Place these in the risk
identification template.
Task 2.1 Consultation plan
Complete a consultation plan of the activities you will run so that staff can assist with the
risk identification process.
Consultation plan
Date of plan: Name of person completing plan:

Groups/people which Consultation activities: Timeline for
need to be consulted: consultation activities
Due date:
List what week in the
risk management
process the task will be
completed. For
example, Week 1,
Week 10, etc.
Risk assessments reduce the Week 2,
Senior management likelihood of a workplace accident Week 10, etc.
committee members
hether any existing control List what week in the

Garden centre measures are effective risk management
managers and staff process the task will be
completed. For
example, Week 4,
Week 6, etc.
Risk assessments show employees the List what week in the
business cares about their safety risk management
IT managers and staff process the task will be
completed. For
example, Week 5,
Week 8, etc.
risk assessments reduce and prevent List what week in the
External suppliers fines, lawsuits and penalties from non risk management
compliance issues process the task will be
completed. For
example, Week 2,
Week 10, etc.
risk
Task 2.2. Tools and techniques to identify risks

Outline all the tools and techniques you will use to identify risks in the Kingfisher Garden Centre. You looked at how to identify risks in
Topic 2 (page 28-29) of the unit Manage risk Learner Guide.
Risk identification tool/technique Who will be involved? Timeline Process

Risk management project team Week 4 Go through the supply chain of each section of the garden
Flow chart All team members in team meetings centre and create a flow chart. Identify any issues that can
occur at each stage of the supply chain.
Risk management project team Week 4 Each team attends a brainstorming session run by risk
Brainstorm All team members management project team.
Risk management project team Week 5 Go through existing risk logs/incident reports.
Worst-case scenario
All team members in team meetings 1. Determine what happened.
2. Determine why it happened.
3. Figure out what to do to reduce the likelihood that it
will happen again.
Each team attends a session run by risk management project

team.
Risk management project team Week 1-5 Use a generic checklist located online which identifies risks.
What-if
Risk management project team Week 4 A risk management expert is invited into the garden centre to
Walk-through workplace All team members in team meetings look around and check the documents and procedures
currently in place. They create a report of possible risks.
26
Task 2.3 – Business risk identification
Using all the information you have gathered and the Kingfisher background information, identify all the
risks in the Kingfisher Garden Centre.
Go to your ‘Course files’ and open Assessment 2B Business risk identification template. Save the
template locally to your computer and complete the information.
Save and submit your template to your assessor when completed.
You must identify at least one risk from each of following topics. List these in your template under
‘Category of risk’.
 Natural disasters
 Pandemic
 Legal
 Global events
 Technology
 Regulatory and government policy changes
 Environmental
 Work health and safety
 Property and equipment
 Security
 Staffing
 Suppliers
 Market
 Utilities and services
Identify potential harm or consequences, category of risk, level of risk, location of risk, worst-case
scenario, who was consulted (each column in the template).
You must identify at least eight risks altogether.
Remember: you are identifying all the business risks which could affect the business’s success.
 Natural disasters- Flood
 Pandemic- Fever
 Legal- Property dispute
 Global events- Adverse weather
 Technology- Use of old technology.
 Regulatory and government policy changes- Security
 Environmental- Asbestos
 Work health and safety - Vehicle accidents
 Property and equipment – Machinery and Land
 Security - Financial losses
 Staffing - staff leave, workplace bullying or staff disharmony
 Suppliers - Compliance
 Market - Changes in equity prices or commodity prices

 Utilities and services - Environmentally sustainable electricity
27
Task 2.3: Business risk identification template (see page 32 of Learner Guide). Use the process in Task.3.1. to determine the Level of Risk.
Date of assessment: Name of person completing assessment:

Department/work area/task assessed:
30
Date of assessment: BSBRSK501 MANAGE RISK Name of person completing assessment:
Department/work area/task assessed: Kingfisher Garden Centre
Business risks Potential harm Category of risk 1. Level of Location Worst- Who was
identified or Political risk case consulted
consequences Economic scenario ?
Severity
Likelihood
Risk priority
Social Legal
Technology
Procedure
Unable to have cups H H 3 Warehouse Customers are Suppliers inclined to

Supplier for all suffering business
and other
disposable items goes Supplier issue
consumables ready
out of business
for customers
Unable to provide Property and H H 1 Manufacturing unit Customers are Technical
Juicers break down suffering department
juice for customers equipment
Food spoils and they H H 2 Industrial unit Customers are Engineers and
will be unable to feed suffering and cost mechanics
Industrial fridge breaks Property and increased
customers – food will
down equipment
need to be thrown out
and replaced
Injured H H 1 Production unit Work performance is Health and Safety
Staff member severely hampered unit
person/workplace
injures themselves while Work health and
investigation –
preparing food and safety
workers’
using a knife
compensation
Business risks Potential harm Category of risk 1. Level of Location Worst- Who was
identified or Political risk case consulted
consequences Economic scenario ?
Severity
Likelihood
Risk priority
Social Legal
Technology
Procedure
Store will be Property and H H 1 Stores department Inventory will be Management

Store has a fire damaged
destroyed equipment
Both fresh food suppliers Unable to attain well H H 2 Inventory department Decrease in amount of New suppliers of
go out of business priced suppliers Supplier inventory and increase fresh food
in price
Water from the tap H H 2 Water management department Problem in preparing Engineers
Drought and new food
cannot be used to
regulations limiting the Regulatory change
prepare and clean
use of water products
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Customer is injured, H H 1 Organisation outlet More health hazards Health and safety
A customer is injured Worksafe department
Work, health and
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32
ASSESSMENT 3 – ASSESS RISKS
INSTRUCTIONS
provided


descriptions.
Stage 3 – Assess risks

Task 3.1 Choose eight of the risks that you have previously identified. Arrange the risks in terms
of their risk priority.
Task 3.2 Evaluate and prioritise risks for treatment based on the example given on page 37 of
the Learner Guide.
ASSESSMENT 3
Task 3.1. Choose eight of the risks that you have previously identified. Arrange the risks
in terms of their risk priority.
Risk Level of risk
Likelihood
Severity
Risk priority
Members leave the organization high
Fire break out mediu

m
Power issues high
Global financial crisis mediu

m
Problem of water High
Problem in maintaining security labels mediu

m
Inefficient alert system High
Absenteeism of staffs high
Likelihood The numbers 1 to 6 in the chart

Severity indicate the level of risk.
Very likely Likely Unlikely Very unlikely
1 to 2 = High (take action
Fatal 1 1 2 3 immediately)
Critical 1 1 2 3
3 to 4 = Medium (take action as
Major 1 2 3 4 soon as possible)
Minor 2 3 4 5
5 to 6 = Low (may not need to
Negligible 3 4 5 6 take action)
Red condition: High risk – these risk scores are high in impact and probability.
Yellow condition: These risks are somewhat high in impact and probability.
Green condition: Risks with a green label are generally fairly low in impact, probability, or both.
Task 3.2 Evaluate and prioritise risks for treatment based on the example given on page
37 of the Learner Guide.
Risk matrix
Industrial fridge Power shortage issues
breakdown
Very high
severity
4
Theft of
stock or damage
to the business
due to flood
Employees leave the Food
job contamination due to Breakout
water of fire
High severity
3
Finance crisis Supplier goes out of

business
Medium
severity Staff members
2 injured
Low severity New juice bar opens

1
Medium Very high

Low likelihood High likelihood
likelihood likelihood
1 3
2 4
LIKELIHOOD
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ASSESSMENT 4 – RISK TREATMENT
INSTRUCTIONS
provided
Add your name and student number to the header or footer on every page.
On completion, submit your assessment to your assessor.

descriptions.
Complete all tasks in Stage 4.
Submit your completed assessment tasks as directed.
Stage 4 – Select and implement treatments

Task 4.1 Select the most appropriate action for treating risks.
Task 4.2 Develop an action plan for implementing your risk treatments from Task 4.1.
Task 4.3 Document a risk treatment communication plan.
Task 4.4 Implement risk treatment monitoring processes.
Task 4.5 Evaluate the risk management process.
Task 4.6 Conduct a risk management review.
You work in the Kingfisher Garden Centre in customer service. In addition to all of the other risks that you have previously
identified, while completing a stocktake on the plants, you notice that many of the smaller plants and indoor plants are missing. You
go and check the storeroom and see there aren’t any there. You check the stock management system to see if they were disposed of
or written off due to damage or ill health and they haven’t!
It looks like you have a serious theft problem in the garden centre. The registers are located at the exits and it is up to the register
operators to check if customers have any extra items. You also currently have CCTV at the exits and the main areas of the garden
centre, but not within the indoor plant section. It is impossible for staff to steal the plants as they have their bags checked by a security
guard as they leave the store.
Task 4.1 Risk treatment template

Using the risks you identified previously, and the new risk above, choose and list the most appropriate options for treating each of the
risks. You must treat seven risks identified in the Kingfisher Garden Centre. Use the risk treatment template provided.
Risk rating after

Possible risk treatment options
The risk in treatment
priority order Answers will vary according to risks identified and treated in 2B and 3A. A
(use risk rating –
sample answer is listed below.
likelihood x consequence)
 Install sprinklers in restaurant kitchen and the rest of the restaurant
1.Fire in  Ensure fire extinguishers are serviced and located around kitchen hotspots Medium × high =
restaurant  Comply with fat fryer standards 2×3=6
 Clean exhaust ducts regularly
2. Flood from  Move garden centre away from the dam (not possible) Low× high = 4
nearby dam  Create diversion canals around the garden centre to minimise damage when a flood occurs 1×4=4
Version 3.2 11/2019 39

Risk rating after

Forklift safety procedures:
3. Serious  Enforce 8 km speed

workplace  Yellow paint used to indicate where pedestrians are walking
Medium × high= 6
accident – forklift All forklift drivers trained on safe loading
 2×3=6
injures a
 Forklift has a safety light and beeping noise when in operation
worker/customer
 Only team members who have forklift safety training allowed in the vicinity of the forklift
 Seatbelt must be worn at all times – forklift will not operate without this
 Install a back-up generator for trade centre, café, head office, gift shop Medium x medium=
4. Power outage
 Ensure a backup generator is installed for IT services/servers 2×2=4
 Install monitored alarm system with security company patrols

5. Vandalism and  Install CCTV all around garden centre, trade centre
Medium × medium= 4
robbery 2×2=4
 Ensure insurance is up to date with events and amounts insured
 Check the roof’s condition and ensure it is well maintained

 Install shutters over windows in garden centre, café, trade centre and at head office
Low × high=3
6. Storm damage
1×3=3
 Follow any emergency storm warnings and move all stock indoors in the warehouse
 Price match with new competitor

7. New local  Advertise more promotions
Low × medium = 2
competitor 1×2=2
 Promote these using social media
4
Version 3.2 11/2019
Risk rating after

8. Pandemic – Follow all government health regulations

 Low x medium= 2
Bird flu/swine
 Keep up to date with any health warnings 2×1=2
flu/other virus
Version 3.2 11/2019 41

Task 4.2 Risk treatment action plan
Complete the risk treatment action plan for the four risks you identified and prioritised in 4.1 Risk treatment template.
Risk treatment Action steps Respons Deadline Resources Potential Monitoring

List the risk What task will be ible By when? What do you barriers When and how
treatment/risk done? Who will need to complete What could get in will this risk
do it? this step? the way of task treatment be
(People, money, completion? How monitored?
tools, etc.) will you
overcome them?
Fire in restaurant Install sprinklers in Restaurant 4 weeks A1 fire sprinkler Not getting an At the completion
 Install sprinklers in the restaurant manager systems appointment for the date – 4 weeks – the
restaurant kitchen sprinkler system and risk management
and the rest of the Comply with fat fryer Hospitality industry hospitality industry team will check if
restaurant standards and equipment specialist in time to these tasks have
 Comply with fat regulations compliance specialist meet deadline. been completed.
fryer standards  Get quotes for The exhaust ducts
Clean exhaust ducts Kitchen hands various other need to be cleaned
 Clean exhaust
regularly vendors, even if fortnightly by kitchen
ducts regularly
they are pricey. hands. This will be
checked by the
restaurant manager
fortnightly and the risk
management team
monthly.
overcome them?
Flood from nearby dam Organise Risk 8 weeks Excavator/canal Location of electrical At the completion
 Create diversion excavator/canal manageme specialist wiring/gas pipes date – 8 weeks.
canals around the specialist to assess nt team when digging may
garden centre to area and provide a manager prolong the This will be monitored
minimise damage quote and team excavation and could at weeks 2, 4 and 6
when a flood Go ahead with quote members mean the exercise is by the risk
occurs Ensure appropriate more costly with the management team to
safety signage for gas and electric see if due date will be
customers and team company getting met.
members or when the involved.
excavation occurs
 Offer overtime to
contractors
completing this
task.
overcome them?
Forklift safety procedures: Trade 8 weeks Forklift is already Inability to book At completion date –
centre upgraded with safety accredited trainer at a 8 weeks.
 Enforce 8km manager features such as suitable time.
speed Garden flashing light and  Find another Trade centre manager
 Yellow paint used centre beeping sounds suitable trainer. to complete forklift
to indicate where manager monitoring checklist at
pedestrians are Risk Forklift safety Team members may the end of each day
walking manageme materials and signs be absent on the day
Serious workplace nt team of the training. Risk management
 All forklift drivers
accident – forklift Forklift training  Have a specialist team to speak to
trained on safe
injures a worker/ sessions with an absentee session. trade manager every
loading
customer accredited trainer two weeks to monitor
 Forklift has a options listed.
safety light and Signage may not
 Have forklift driver arrive in time for
training, safety beeping noise
when in operation training session.
signage, use a  Cancel training
spotter when  Only team
session and
forklift is in use members who
reschedule when
and speed limit. have forklift safety
signage arrives.
training allowed in
the vicinity of the
forklift
 Seatbelt must be
worn at all times –
forklift will not
operate without
this
Task 4.3 Risk treatment communication plan
Using the same risks identified in Task 4.2 Risk treatment action plan explain how this new risk treatment will be communicated to the
team members and other stakeholders of the Kingfisher Garden Centre. Use the risk treatment communication table provided.
Stakeholders/groups Communication
Risk treatment Timeline
requiring communication method
Fire in restaurant  Restaurant staff  Meeting for all restaurant Week 1
 Whole team staff
 Install sprinklers in restaurant kitchen and  Email
the rest of the restaurant
 Comply with fat fryer standards
 Clean exhaust ducts regularly
Flood from nearby dam  All staff  A risk management team Week 2
 Any suppliers that deliver, as this member will attend each
 Create diversion canals around the garden may disrupt their ability to deliver. group’s team meeting and
centre to minimise damage when a flood Diversions may be in place while explain the flood treatment
occurs excavations occur. process
 Follow up email
 Information alert on internet
Serious workplace accident – forklift injures a  All staff  A risk management team Week 2
worker/customer  Any delivery staff/contractors member will attend each
group’s team meeting and
 Have forklift driver training, safety signage, explain the accident
use a spotter when forklift is in use and treatment process
speed limit.  Follow up email
 Information alert on internet
 Email/phone call to
contractors
Task 4.4 Risk treatment monitoring template
Using the risk treatments that you completed in Task 4.2 Risk treatment action plan, explain how you will monitor if the treatments
implemented are successful. Complete the risk treatment monitoring template provided.
How frequently will a review How often will a risk

What will be occur? Who will be involved with status be reported to
monitored? For example, risk treatment the monitoring? the risk management
review and risk register review team?
Serious workplace accident  A review will be held every Friday on a  Trade centre manager  Fortnightly reports from trade
– forklift injures a weekly basis  Team members using and working in centre manager and team
worker/customer treatment: the forklift areas members
New forklift use safety
 Risk management project manager
procedures
Fire in restaurant treatments:  A review will occur monthly for the  Restaurant manager  Monthly
sprinklers and fat fryer  Risk management team  Bi-weekly for the exhaust fan
 Install sprinklers in  Exhaust ducts will need to be checked
restaurant kitchen and the fortnightly
rest of the restaurant
 Comply with fat fryer
standards
 Clean exhaust ducts
regularly
Flood from nearby dam  Completion of excavation of canals  Restaurant manager Excavation – 2-week
treatment:  Effectiveness of canals  Risk management team mark, 4-week mark, 6-
week mark and
 Create diversion canals completion at 8 weeks.
around the garden centre
to minimise damage Effectiveness of canals
when a flood occurs cannot be tested until
heavy rain/flooding
occurs. Risk
management team will
review this.
risk
Task 4.5 Evaluate risk management process

You have now implemented the risk management plan for the Kingfisher Garden Centre.
You have completed the following processes:
established a risk context

reviewed Kingfisher Garden Centre’s current risk management processes against the risk
management standards
determined the scope for risk management
identified internal and external stakeholders and their issues
reviewed political, economic, social and other situations which could affect the risk
management process at Kingfisher Garden Centre
identified risks at the Kingfisher Garden Centre
used various tools to identify these risks
assessed the likelihood of risks occurring
evaluated and prioritised risks for treatment.
As part of the risk management process you have created a risk register that is easily
accessible on the intranet. This lists all the risks that have been treated and any new risks
identified and treated are added to the risk register.
You have implemented all the risk treatments that you identified in Task 4.1 and Task 4.2 and
you have asked all the team members and other stakeholders about how the risk treatments are
working.
This feedback was collected on the intranet and through team meetings. A list has been
compiled of all the feedback and new issues that were identified with the risk treatment and the
risk management process.
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45
Risk treatment and risk management feedback
Risk treatment/
Risk management plan process Issue
1. Forklift driver safety procedures. Some forklift drivers are not adhering to the
8 km per hour speed limit.
2. Fire in the restaurant – installation of There have been two false alarms with the
the sprinkler system. sprinklers turning on for 30 seconds when
the chef was flambéing food.
3. ‘I wasn’t consulted about the forklift Not all appropriate stakeholders consulted.
driver changes and I am the
assistant trade centre manager’.
4. ‘I don’t think all the risks were All appropriate risks not included in scope.
included such as HR issues
regarding loss of experienced staff.’
5. ‘I don’t think changes to consumer All appropriate risks were not included in
preferences such as customers’ the plan and not all team members feel as
movement to drought-tolerant plants if they were consulted.
were included in the risk
management plan. No one asked us
about that.’ – Garden centre
customer service member.
6. Inadequate funding to complete the Anti-flooding canals have not been
flood canals around the garden completed.
centre as there was a budget blow
out due to gas piping around the
back section of the garden centre.
7. ‘I had some feedback regarding an Risk management team not always
issue with one of the risk treatments accessible to stakeholders.
for the risk management team. All
three were absent so I didn’t know
who to refer to for assistance.’
What mitigation actions would you take for each of the issues identified in the feedback of
the risk management process? Complete the issues and mitigation actions table.
Issue Mitigation actions

Answers could vary but may include the
following:
1. Some forklift drivers are not  Retrain all forklift drivers on speed limit.
adhering to the 8km per hour speed  Have the supervisor give warnings to drivers
limit. and follow up disciplinary action if 8km speed
limit is not adhered to.
2. There have been two false alarms  Contact the company which installed the
with the sprinklers turning on for 30 sprinklers and see if they can be adjusted so
seconds when the chef was that they do not turn on.
flambéing food.  Ask the company that installed them to move
them a bit further away from the sprinkler
system.
3. Not all appropriate stakeholders  Recommend that all future risk assessments
consulted. must incorporate all stakeholders.
 Ask for stakeholders’ input into the process
again.
4. All appropriate risks not included in  Go through the risk assessment process again
scope. for any risks that have not been identified.
 Broaden scope of risks and add to risk
assessment plan.
5. All appropriate risks were not  Re-consult with all team members about the
included in the plan and not all identification of risks.
team members feel as if they were  Add to risk management plan that risk
consulted. identification should be reviewed and monitored
after the initial risk identification.
6. Anti-flooding canals have not been  Review time allocated for anti-flooding canals in
completed. risk management plan and see if this was
realistic.
 Contract another company to complete the anti-
flooding canals.
7. Risk management team not always  Add more team members to the risk
accessible to stakeholders. management team who are perhaps not in
managerial roles and are more available for
staff.
Task 4.6 Risk management review
Answer the questions about the risk treatment process.
Q1: Where and how would you store the risk management documents you have
completed for the Kingfisher Garden Centre? Who should have access to each
document? Complete the risk management review table.
Risk management Where should this be Who should have

document stored? access to it?
Risk register  Intranet All staff
 Easily accessible file on shared
drive
Risk identification template  Intranet All staff
drive
Risk treatment  Intranet Risk management team
communication plan  Easily accessible file on shared
drive
Risk treatment template  Intranet Risk management team
drive
Q2: How would you ensure the accuracy of the risk management documents? How
would you ensure that the documents saved are the most current? Who would
oversee this?
The accuracy can be ensured if it done by the correct individual and it is maintained time
to time on a daily or hourly basis.
The documents are the most current, which can be ensured by giving dates and
mentioning the time at which such risk was recorded.
The stakeholders and the higher officials of the organisation can oversee this
(Brustbauer, 2016)
• Ensure only risk management team staff can make changes to master copies.
• Team members request changes through risk management team and they make the
changes to master documents.
Q3: List three ways you would evaluate the risk management process in the Kingfisher
Garden Centre, and why this is useful.
Include at least three ways you would evaluate the risk management plan and process.
In case of Kingfisher Garden Centre, the risks will be identified, analysed, and ranked based on their
intensity. Afterwards, they will be treated accordingly, monitored in order to review, and conclude.
The risk management plan and process will be evaluated by
• Designing risk breakdown plan
• Framing a contingency plan
• Examining and analysing the plan to mitigate risks (Olson and Wu, 2015)
• Ask for feedback from all team members and stakeholders via meetings, intranet and email.
• Review risks and effectiveness of treatments with risk management team, team members and
stakeholders.
• Check the risk register/risk treatment plan.
• Check if there have been changes to risk evaluation as a result of improvements in controls.
• Check the control breach logs and investigate issues and whether or not a mitigation action should
be introduced.
• Check the Kingfisher intranet to see if the risk register is being used.
Evaluation method Why is this useful?
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Task 6
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risk
ASSESSMENT 5 – CASE STUDY

INSTRUCTIONS
provided .
Add your name and student number to the header or footer on every page.
On completion, submit your assessment to your assessor.

This assessment requires you to use information from an organisation’s risk assessment to
complete a risk assessment and risk treatment action plan.
YOU ARE REQUIRED TO DO THE FOLLOWING.

Read the case study.
Complete Tasks 1, 2 and 3.
Complete online research for an organisation’s risk management policy/procedures.
Answer all the questions.
Use the list in the Candidate task checklist provided when submitting your assessments. Do
not submit your work until you have completed all parts of the checklist.
Case study
John owns a juice bar, John’s Juices, with his wife Danielle (his business partner). He currently
has five team members and manages the shop himself. His wife takes care of ordering and the
finances.
He has two produce suppliers and because John and Danielle have been loyal customers, they
get a great deal. They also have one supplier for all other items and materials used in the shop
including cleaning materials, disposable cups, straws, napkins, etc., used in the store.
John and Danielle inherited the shopfront and own the premises, so do not have any money
owing on the business. The shop has street frontage on a popular street in a very trendy beach
area.
Due to heightened social awareness of healthy products, their business is booming and turned
a profit of $200,000 last year. They are also the only juice bar within a 15 km radius.
Details about the store:
The juice bar has five juicers and a large industrial fridge for the fresh produce.
Fresh produce is delivered at 7 am each morning for that day’s juicing.
All other supplies (from the one supplier) are delivered weekly on a Friday ready for the busy
weekend trade.
There are three booths and tables and chairs in the store for customers to use.
The staff are all up to date with food safety training.
The staff use equipment such as knives, chopping boards and peelers to prepare fruit and
vegetables.
The store has fire extinguishers and appropriate fire equipment.
The store does not have sprinklers.
51
The store is insured for property damage and store contents.
John and Danielle didn’t think the business would be as successful as it is so they are looking at
purchasing a new shopfront and opening a new store in a shopping centre. As they are small
business owners, they do not have many policies and procedures in place, so they have been
hard at work on creating these policies.
John has recently started a risk management plan for the store. He has just identified business
risks with all team members and his business partner but hasn’t finished analysing them.
Task 5.1 John’s Juices business risk identification template

Go to your ‘Course files’ and access Assessment 5B John’s Juices business risk identification
template. Save the document locally to your computer.
Complete the remaining four sections of the table for John’s Juices business risk
identification template.
1. Level of risk – you will need to complete the Risk assessment template (in same
assessment document) to complete this section of the table
Locations of risks, harm or consequence
Worst-case scenario
Who was consulted?
risk
ASSESSMENT 5
Task 5.1 John’s Juices business risk identification template
Business risks identified Potential harm or Category of risk 1. Level of risk Locati Worst-case scenario Who would be
consequences Political on consulted?
Likelihood
Severity
Risk priority
Econom
ic Social
Legal
Technol
ogy
Procedu
re
Unable to have cups Suppliers stock Shops and all the market were Manager
Supplier for all
and other Medi closed
disposable items goes Supplier issue
consumables ready um
out of business for customers
High In Shop We have finish the whole stuff Staff
Unable to provide Property
Juicers break down which will be delivering the
juice for customers and
juices
equipment
Food spoils and they Low Equipment’s or
will be unable to feed In the area I will breakdown the whole staff
Industrial fridge breaks Property
customers – food will where shop is fridges and not able to
down and
need to be thrown out located provide the exact the taste
equipment
and replaced of juices with the customers
Injured It will create the problem as the Staff members

Staff member severely
person/workplace Medi Staff member staff got worsen the injury he
injures themselves while Work health
investigation – um injured anywhere or she will not come to work.
preparing food and and safety
workers’ while working at
using a knife compensation home or at work.
Low Will be at the All the stuff must be safe while Manager
Store will be Property store stored in store. So, for this
Store has a fire
destroyed and always store less stuff outside.
equipment
Both fresh food suppliers Unable to attain well Low In warehouse Due to weather when food get Employees and
Supplier
go out of business priced suppliers fungus Suppliers
53
Business risks identified Potential harm or Category of risk 1. Level of Location Worst-case Who would be
consequences Political risk scenario consulted?
Economic
Likelihood
Severity
Risk priority
Social Legal
Technology
Procedure
Customer is injured, Medi At the location where store Table or chair is not Customer
A customer is injured Worksafe um opened properly arranged
Work, health and
while sitting at a booth investigation ensues
safety and legal
or table in the store and possible legal
action
No one will be able to Medi While eating outside or at Due to weather, they Natural
manage the business, um home are not well
Something happens to
or complete the
John or Danielle and Staffing
financial activities like
they are unable to work
paying staff or
ordering stock
Shop and stock is Medi Due to natural and store All the shop were Natural
Storm surge from nearby damaged, is unusable um damaged stocked and damaged
Natural disaster
beach causes flooding and will need to be
repaired
The juice bar will lose Low While opening the new juice Effect the customers
A new juice bar opens customers as it near by the store Market
Market
up nearby currently has a
monopoly
Juice bar will be fined, High Where ever near store Due to customer Customer
Customer is injured,
have to pay legal
Worksafe investigation
expenses and Legal
ensues and possible
potentially go out of
legal action business
risk
Risk matrix
Very high Supplier

severity for all disposable
4 items goes out of
business
Juicers break Something
down happens to John
or Danielle and
they are unable to
work
Customer is
injured, Worksafe
High severity investigation
3 ensues and
possible legal
action
Both fresh food
suppliers go out
of business
Medium Something
severity happens to John
2 or Danielle and
they are unable to
work
A new juice bar
opens up nearby
Staff member
severely injures
Low severity themselves while
1 preparing food
and using a knife
Industrial fridge
breaks down
55
Medium Very high
Low likelihood High likelihood
likelihood likelihood
1 3
2 4
LIKELIHOOD
Task 5.2. Risk Treatment

Using seven of the risks listed in 5.1, prioritise the risks from most important to least
important and decide what treatment you would put in place for each.
Most important risks to treat Treatment

This refers to Integration and Interoperability (I&I) issues as they affect
the alternative's ability to achieve its stated outcome. The extent that I&I
Maturity of technologies associated is understood has been demonstrated. It is assumed I&I considerations
with the alternative associated
Key technologies will not be available and there is no For this alternative, I&I considerations are show-stoppers with the respect
alternative to the ability of this alternative to achieve its stated objectives.
Key technologies will not be ready and mature and For this alternative, I&I considerations are not very well understood.
will have a severe impact on the alternative Many challenging concerns are not resolved and/or successfully
tested/demonstrated under representative or actual field conditions. As
such, I&I considerations are expected to have severe negative effects on
the ability of this alternative to achieve its stated objectives.
There are no technical or performance expectations Each risk identified should be given a ranking based on the likelihood of
identified that will have any impact on achieving the them occurring.
stated outcome objectives expected from the
alternative
Technical or performance limitations have been For this alternative, I&I considerations are somewhat-borderline
identified that will have a moderate impact on understood. Nearly all (including the most challenging concerns) have
achieving the stated outcome objectives expected been resolved and/or successfully tested/demonstrated under
from the alternative representative or actual field conditions. As such, I&I considerations are
expected to have modest negative effects on the ability of this alternative
to achieve its stated objectives.
Confidence in performance expectations Mitigating the highest calculated risks does not completely deter them
from occurring, but establishes a workarounds and contingencies to lessen
the overall impact to the project.
There are no technical or performance expectations Depending on the scale used to measure likelihood and impact, a formula
identified that will have any impact on achieving the can be put together to calculate the overall risk associated with a certain
stated outcome objectives expected from the event.
alternative
Least important risks to treat

Task 5.3. Treatment Action Plan
Treat the risks that were identified in Assessment 5B John’s Juices business risk identification template. Choose five of the risk
treatments you have identified and assessed in Task 5.2 and create an action plan for how these could be implemented at John’s
Juices.
John’s Juices business risk treatment action plan

Resources Potential barriers Monitoring
Risk treatment Action steps
Responsible Deadline What do you need to What could get in the way of When and how will
List the risk What task will be
Who will do it? By when? complete this step? task completion? How will you this risk treatment be
treatment/risk done?
(People, money, tools, overcome them? monitored?
etc.)
Remove the risk Make sure that Staff 23 Feb 2021 People Delegation does not mean you are Identify new risks
altogether adequate resources running away from your The modus operandi of
are available for responsibilities but are instead your business is always
those involved in learning proper management of your evolving, and even if it’s
risk mitigation. tasks. doing so slowly, new risks
may pop up. Your risk
mitigation strategy will be
ineffective if you’re not
tracking new risks based
on personnel, vendor, and
software changes.
Updating your list of risks
is another critical part of
maintaining an effective
risk management plan.
Change the Accurate, timely Managers 15 Feb 2021 Tools Procrastination is one of the things Mitigation Plan Progress
likelihood (such as risk analysis is the that has a negative effect on Ongoing review of the risk
move servers to a key to ensuring the productivity. It can result in wasting mitigation plan is required
higher floor to right risk treatment essential time and energy. It could be to ensure that it is meeting
reduce risk of flood plan can be a major problem in both your career the needs of the
damage) developed. and your personal life organization. Review all
mitigation strategies,
including the status and
effectiveness of the actions
risk you have taken. Surveying
those strategies not
implemented also ensures
that your plan is moving
forward.
Resources Potential barriers Monitoring

Risk treatment Action steps
Responsible Deadline What do you need to What could get in the way of When and how will
List the risk What task will be
Who will do it? By when? complete this step? task completion? How will you this risk treatment be
treatment/risk done?
(People, money, tools, overcome them? monitored?
etc.)
Change the Ensure the owner of Staff 20 March People, Money Prepare thoroughly if you want to get Triggers
consequences the treatment plan is 2021 things done. List every step of the job A risk trigger is an
able to specify how in advance. Break the job down into indicator that signals that
implementation will its constituent parts before you begin. the risk event has occurred
be monitored, Simply writing out every detail and or is about to occur. In
including key thoroughly preparing in advance will other words, what may
indicators that note help you to stop procrastinating. cause the impact or the risk
increasing or to occur? This provides
decreasing risk you with a level of reaction
levels. that may limit the impact
to your organization if the
risk event occurs.
Share the risk Ensure the right Employees 12 March Tools Once you have taken even one small Validate Your Plans
through structure is used to 2021 step to start the job, you will often When reviewing the risks
agreements, support the find yourself continuing on with the you’ve previously
partnerships, further treatment plan. This task to completion. identified and taken action
insurance etc may involve on, remember to validate
additional task your previous risk
delegation. assessments based on your
risk’s likelihood and
impact
Retain and mitigate Review treatment HR management 15 March monitoring doesn’t have to be done if it is reasonably possible
the risk by informed plan effectiveness 2021 People equally across all risks that fall into the change with the risk or
decision and risk levels this category. risk source will require
regularly through action, the risk should be
meetings. Include monitored.
all stakeholders in
these meetings.
58 Gamma Education & Training Pty Ltd RTO Code: 41477 CRICOS PROVIDER CODE: 03580F V3.2 112019
risk
Task 5.4. Relevant legislation

What legislation would John need to refer to when going through the risk assessment process?
How would this be relevant to the risk management process?
Complete the table:
Legislation Relevance to risk management process

Every employer shall make a suitable and sufficient the risks to the health and safety of his employees to
assessment of which they are exposed whilst they are at work; and
the risks to the health and safety of persons not in his
employment arising out of or in connection with the
conduct by him of his undertaking
Every self-employed person shall make a suitable and he risks to his own health and safety to which he is
sufficient assessment of exposed whilst he is at work; and
the risks to the health and safety of persons not in his
employment arising out of or in connection with the
conduct by him of his undertaking...
The WHS Act and Regulations persons who have a duty to ensure health and safety to
'manage risks' by eliminating health and safety risks so
far as is reasonably practicable, and if it is not reasonably
practicable to do so, to minimise those risks so far as is
reasonably practicable.
Student’s name:
Completed
Task 1
Task 2
Task 3
Task 4
Assessor signature
Madan Lepcha
Assessor name
PROJECT BACKGROUND INFORMATION
Kingfisher Garden Centre’s goal is to spread the joy of gardening by helping its customers to create
beautiful garden spaces, no matter the budget or space. It specialises in selling plants and garden tools,
and it also has a gift shop and a restaurant on-site, which caters for events in the beautiful landscaped
garden.
It currently has 120 employees:
44 staff members in head office.
This includes the roles of National General Manager, National Manager of Operations, national marketing
managers, state marketing managers, national coordinators for customer service, the garden centre and food and
beverage, plus the state managers in New South Wales, Victoria and Queensland.
50 staff members in store.
This includes store managers, assistant store managers, garden centre, trade centre managers, garden designers,
customer service attendants, Dig-it customer service, drivers and delivery team, IT supervisor, accounts and
purchasing staff.
Six staff in the gift shop.
This includes the gift shop manager and customer service attendants.
20 staff in the restaurant.
This includes restaurant manager, event coordinator, head chef, section chefs, cooks, kitchen hands and food and
beverage attendants.
Setting
There are four locations including head office and three garden centre locations.
1. Head office is in Fairfield, Victoria.

It is in an industrial estate surrounded by other offices and factories. The factories on either
side are a pharmaceutical company head office and an auto repair shop on the other side.
The garden centre locations are:
2. South Morang, Victoria

The garden centre is currently set in a semi-rural location with farmland surrounding two sides of the
garden centre and bushland on the other. The farmland has a dam near the right side of the garden
centre near the trades shed. It is one of the few areas in South Morang which is yet to be scooped up
by developers. There are many new estates popping up in the area
3. Kenmore, Queensland
The garden centre is in an urban location. It is near Moggill Creek, which joins onto the Brisbane
River nearby. It is at the end of a busy road and is surrounded by parkland.
The gift shop and restaurant are in the same building next to the garden centre. The trades section is
at the front of the site near the driveway. The plants and storefront are next to the trades centre.
4. Willoughby, New South Wales

This garden centre is in an urban location near Sailors Bay. It is located next to a reserve and a
residential area is on the other side. The entrance is the garden centre and the trades centre is next
to
this. The gift shop and the restaurant are on the side of the allotment with the restaurant to the rear,
with beautiful views of the reserve next door.
Company information
Make sure you are familiar with the following documents available on Kingfisher Garden Centre’s intranet:
www.didasko-online.com/kingfisher/about-us.php#overview.
Company overview
Company and store organisational charts
Current risk management procedures
As identified in the unit Manage risk the current risk management plan includes the following.
Kingfisher Garden Centre risk management plan

Date: 5th February Risk team: Jerry and Ryan
2019
Introduction This risk management plan is for the Kingfisher Garden Centre
Risk assessment Risks were assessed in the register area, indoor plant area and the larger
plant outdoor area
Risk identification 1. Shelves collapsing due to age and wear
2. Inhaling compost from lack of effective WHS practices
3. Slips, trips and falls in aisles, register area and the outdoor plant
area from watered plants or hoses
4. Loss of income due to economic conditions. These include lack
of customers in both the garden centre and café
5. Loss of income due to environmental conditions. These include
heatwave causing extra costs for watering, or flooding in some
locations incurring damage or stock loss.
6. Legal issue due to insurance claim from injured customer
7. Technology failure of intranet server
8. Not enough staff to cover shifts, or senior staff leave
organisation
Analysis and 1. Shelves collapsing – moderate risk with high severity
evaluation 2. Inhaling compost – high risk with high severity
area from watered plants or hoses – moderate risk with
moderate severity
4. Loss of income due to economic conditions requires managers
to monitor and understand the economic standing of their area
on a weekly basis.
5. Loss of income due to environmental conditions requires
managers to monitor and document inputs into activities that are
affected by changes in environmental conditions.
6. Legal issue due to insurance claim from injured customer could
result from lack of WHS focus in public areas of the Garden
Centre
7. Technology failure of intranet server from inappropriate
technology or loss of power
8. Not enough staff to cover shifts, or senior staff leave
organisation due to lack of leadership or deteriorating workplace
conditions
Risk treatment 1. Shelves collapsing
 Purchased fortified steel shelves
 Clear signage of weight limit of each shelf.
 Supervisor to sign off on any items forklifted on top and middle shelves
 Supervisor to oversee all forklift shelf work – must have two people
working on it
2. Inhaling compost
 All compost to be bagged.
 Any open bags need to be disposed of in the environmental waste
 Any staff member working with unbagged waste must wear appropriate
protective equipment (PPE) such as a mask and gloves
 A form must be completed each time this task is completed and signed
off by supervisor
 Hazardous signage warning of the effects of inhaling compost to be
placed all around the compost area
area from watered plants or hoses
 All hoses are only to be used after closing time after customers have
left
 Any spills need to be quickly identified and alerted with appropriate
signage (wet floor – spill hazard) and then mopped up immediately
 Mops are placed in plant area and the register area
4. Loss of income due to economic conditions. These include lack of
customers in both the garden centre and café
 Weekly profit/ loss statements need to be produced for each section of
the centre, and reported to the senior management committee
 Any trends (2-3 weeks) of declining sales need to raised and solutions
to increase sales suggested and actioned upon direction of the senior
management committee
5.Loss of income due to environmental conditions. These include
heatwave causing extra costs for watering, or flooding in some
locations incurring damage or stock loss
 Weekly report of expenditures incurred due to reactive environmental
management. These may include extra staff for watering and
relocation of stock in the face of heat waves, severe storms or flooding
events. These need to be reported to the senior management
committee
 Any trends (2-3 weeks) of environmental issues need to raised and
solutions to manage these suggested and actioned upon direction of
the senior management committee
6.Legal issue due to insurance claim from injured customer.
 Maintain effective WHS practices, especially in public areas.
 Conduct monthly compliance audits to identify and potential issues
and create action plan to address these
7.Technology failure of intranet server
 Monthly IT audit of server and software to monitor and manage
efficiency
 Research options and purchase solar powered backup generator to
manage critical systems during power outages
8. Not enough staff to cover shifts, or senior staff leave organisation
 Conduct six monthly leadership and supervisor management courses
to continuously upskill staff
 Monitor sales trends and review staffing to respond to these trends
on a monthly basis
 Conduct yearly 360o interviews to monitor and manage staff culture
 HR to provide catchup sessions with staff to seek active feedback for
improvements in staff welleing
Risk treatment Reviewed by risk team Jerry and Ryan
review March 2018
There is also a:
WHS policy
Standard operating procedure for biohazard spill clean-up.
There are no current documents for business risks within the organisation.
There is a contingency plan and a risk assessment template on the intranet but completed copies have not
been updated and stored appropriately. You can view these on the intranet at: www.didasko-
online.com/kingfisher/work-health-and-safety.php.
Risk management standards

There are currently no risk management standards within the Kingfisher Garden Centre. However, the risk
management standards AS/NZS ISO 31000:2009 Risk management – Principles and guidelines have been
purchased to guide the risk management process.
All the internal staff of the Kingfisher Garden Centre include the following.
1. National General Manager
2. National Manager of Operations
3. National Manager of Finance & Legal
4. National Manager of Human Resources
5. National marketing managers
6. National Merchandising Manager
7. National Manager – Purchasing
8. Manager of IT
9. State purchasing managers – Victoria, New South Wales and Queensland
10. National sales managers
11. R&D special projects officer
12. National coordinator of garden centre
13. State marketing managers
14. Garden centre manager
15. Food and beverage manager
16. State managers – New South Wales, Victoria and Queensland
17. Store managers
18. Garden centre staff
19. Gift shop manager
20. Gift shop customer service staff
21. Garden designers
22. Trade centre staff
23. Drivers
24. Delivery team members
25. Gift and homeware administrative officers
26. National sales executives
27. Food and beverage administrative officers
28. Garden centre administrative officers
29. National contracts coordinator
30. Information technology supervisor
External stakeholders
1. Plant supplier
2. Seafood and Meat supplier
3. Alcoholic beverage supplier
4. Non-alcoholic beverage supplier
5. Fresh produce supplier
6. Delivery truck company – TMT
7. Accountants – ABS financial services
8. Printer for marketing material – ‘Roll out the barrel’
9. Website server management – ‘Too easy website design and hosting’
10. Online store payment merchant – ‘Safe online transactions’
11. Cash register and stock management system – ‘Ring it up’
12. Giftware supplier – ‘Dim sum’s imports’
13. Soil, rock, mulch and bark supplier – ‘From the Earth Supplies’
14. Cleaning contractors (store, restaurant and head office cleaners)
15. Cleaning products supplier (used in the restaurant, in store and trade centre)
16. Training company – ‘Let’s get certified’ (used for certification for staff, for example, fork lift licenses and
food handling)
Suppliers
1. Plant supplier – ‘Uprooted plant supplies’
2. Seafood supplier – ‘The seafood man’
3. Meat supplier – ‘Carcass it up’
4. Alcoholic beverage supplier – ‘San Remo alcoholic beverages’
5. Non-alcoholic beverage supplier – ‘Pops and fizzes beverages’
6. Fresh produce supplier – ‘From garden to you’
7. Supplier of pesticides and fertilisers – ‘Bug off garden products’
8. Supplier of hardware like tools and equipment – ‘Tool it up’
9. Supplier of other gardening products – pots, edging, garden hoses, irrigation, etc. – ‘Johnno’s gardening
supplies’
Current communication strategies

Weekly team meeting
Monthly all staff on-site meeting
Monthly all managers at head office meeting (senior management committee)
All important information shared on the intranet
All important information emailed to all staff
External customers and external stakeholders are contacted through email lists, Facebook page, website
and Twitter
Documentation maintenance
Currently all policies and documentation required for all staff are saved in folders in various shared
drives. The induction program is easily accessible on SharePoint (internal intranet).
The risk assessment template is accessible on SharePoint.
The WHS policy is accessible on SharePoint.
The contingency plan template is accessible on SharePoint.
Operating environment
Social
There has been a real shift towards sustainable products and concern for using environmentally safe
products.
More water conserving and drought-tolerant plants are being sold.
More soils with a higher water capacity are being sold.
More interest in home vegetable gardens or vertical vegetable gardens for high density living.
Significant interest in native plants versus overseas plants.
Significant interest in healthy food and healthy eating.
Interest in sustainable gardening products.
Significant interest in buying Australian products.
Legal
Currently renegotiating business insurance with insurer as they have excluded floods to the current
insurance policy.
As a result of this the New South Wales site currently does not have public liability insurance.
Currently questioning an invoice from Earth Supplies as you think you have been overcharged.
New regulations on non-native plants.
Technological
Currently upgrading all computers and equipment in head office due to outdated equipment.
Newest operating system software to be updated.
Self-serve registers have been purchased and will need to be installed in-store.
Online store is being upgraded and expanded to meet demand.
Policy
Human resource policy has not been updated for seven years and does not include information about
information technology (IT) use incorporating emails and social media.
No mention of bullying and updated equal employment opportunity legislation.
Current work contracts are not in line with the National Employment Standards.
Staffing
Performance reviews currently in process but yearly pay rises will only be given to national and state
managers.
Five resignations in the restaurant in the past six months including chefs and food and beverage service
operators.
Political
The government currently in power is trying to limit the importing of goods from China. They are investing in
local manufacturers and local small business. They are also thinking about creating stricter regulations on
the environmental impact of non-native plants and would like only native plants to be sold and prohibit the
importing of seeds and plants from overseas for selling purposes. They are pro-environmental
sustainability.
Economic
The Kingfisher Garden Centre is in a period of growth. The centres in Victoria and New South Wales are
consistently performing well and have made a profit for the past three years. The Queensland centre has
been stagnant for the past three years and has not made a loss, but not a profit either. This has included
growth with the trade centre.
The three restaurants have tight margins but are making a profit on events and breaking even on the café.
The gift shop is making a profit as the goods are being sold at a significant mark-up. Here is the latest
monthly profit and loss statement:
Kingfisher monthly profit and loss statement

Total revenue $ 1,000,000 $ 100%
Less Cost of goods sold 426,200 42.6%
Gross profit 573,800 57.4%
Less Expenses
Garden centre stock 10,000
Café and restaurant supplies 8,500
Trade centre 9,500
Gift shop supplies 5,000
Accounting and legal fees 11,700
Advertising 15,000
Depreciation 5,000
Electricity 2,700
Insurance 15,200
Interest and bank charges 27,300
Postage 1,500
Printing and stationery 8,700
Professional memberships 1,800
Rent for premises 74,300
Repairs and maintenance 21,100
Training 6,900
Vehicle operating costs 20,000
Wages and salaries 223,500
Workers compensation 6,500
All other expenses 14,100
Less Total expenses 488,300 48.8%
Equals Net profit (BOS) 85,500 8.6%
BSBRSK501
MANAGE RISK
ASSESSMENT SUMMARY SHEET
After the assessment, the Assessment Summary Sheet should be signed the Assessor, Student and the
Academic Manager. If a Not Competent, has been achieved then strategies to address the gaps in the
performance should be have been identified and a time for reassessment organised on the attached
resubmission / feedback sheet.
Code Title
Student Name
Student ID
Commencement Date Completion Date
Student Declaration I declare that:

◻ The Trainer/assessor advised me of the date and time of the assessment
◻ The Trainer /assessor explained appropriate evidence required to complete assessment
◻ The Trainer/assessor explained the purpose and the consequence of assessment
◻ I was provided with any special needs required relating to the assessment process
◻ The Trainer/assessor explained my rights regarding the appeals process
◻ This assignment is my own work and that I have correctly acknowledged the work of others
◻ This assignment is in accordance with Gamma Education & Training guidance on good academic conduct (and how to
avoid plagiarism and other assessment irregularities)
Student Name Student Signature Date
Marking Guide - The principles of assessment of fairness, flexibility, validity and reliability have been met and the learner has been
assessed as competent in the elements for this unit. S – Satisfactory NS – Not Satisfactory
Assessment: Assessment Type: S/NS

Assessment 1 Establish risk context
Assessment 2 Identify risks
Assessment 3 Assess risks
Assessment 4 Risk treatment
Assessment 5 Case study
Overall Result C – Competent N/C - Not Competent
Authentic Valid Reliable Current Sufficient
Assessor Name Assessor Signature Date
VERSION 2.0
BSBRSK501
MANAGE
Gamma Education & Training RISKCode: 41477|CRICOS PROVIDER CODE: 03580F
Pty Ltd |RTO
Address: Level 2, 266 Brunswick Street, Fortitude Valley, QLD 4006 Phone: 07 30757099
Website: www.gammaeducationtraining.edu.au
VERSION 2.0
ASSESSMENT FEEDBACK SHEET / RESUBMISSION
Comments: Trainers feedback and notes on the assessment of the unit.
Assessments have been discussed with the student and unsatisfactory elements addressed
Overall Result
Competent Not Competent
(After Resubmissions )
If a Not Competent, has been achieved then strategies to address the gaps in the performance should be identified and a
time for reassessment or other assistance organised.
What arrangement have been made:
Special Class Date:
One on One session Date:
Re-sit Date:
I have received feedback and been informed of the assessment result and the reason for the
decision I agree with the assessment result and any resulting actions
Student Name Student Signature Date
Entered VETtrak Yes Date: By:
Academic Manager Name Academic Manager Signature Date
2
Gamma Education & Training Pty Ltd |RTO Code: 41477 |CRICOS PROVIDER CODE: 03580F
Address: Level 2, 266 Brunswick Street, Fortitude Valley, QLD 4006 Phone: 07 30757099
Website: www.gammaeducationtraining.edu.au

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Student Assessment Tasks

BSBRSK501 Manage risk

STUDENT NAME: ………………………… JAGROOP SINGH SIDHU …….

STUDENT ID: ………… GMS1068………………………..

BSBRSK501 MANAGE RISK

Assessment Information for students

You are going to be assessed for:

 Your ability to apply your learning.

How You Will Be Assessed

What if I believe I am already competent before training?

 Ensure that their own qualifications are current.

 Follow the recommendations from moderation and validation meetings.

How should I format my assessments?

How long should my answers be?

Short Answer 4 typed lines = 50 words,

How should I reference the sources of information I use in my assessments?

Assessment Method Satisfactory Result Non-Satisfactory Result

Assessment outcome S NS DNS Resubmission Y N

Feedback (If required)

Candidate assessment guide and evidence

IN THIS ASSESSMENT YOU ARE REQUIRED TO DO THE FOLLOWING.

Access and read the Kingfisher background information.

Stage 1: Establish risk context

Task 1.1 Review current organisational processes

List the identified risks List the treatments in place

• Any open bags need to be disposed of in the environmental waste

• Research options and purchase solar powered backup generator to manage

Task 1.2 Risk management standards

Risk standard Short answer. How is this currently

Stakeholders Describe at least one possible issue each

External stakeholders Describe at least one possible issue each

• Cleaning contractors • The cleaning agents hired do not

Context At least 2 Issues to consider Possible effect

Renew of insurance policy.

New technology helps in quick work

Area Legislation/codes of practice Impact

To keep the environmentally safe Nature

To follow certain standards of production Production Process

Goal Critical Success Factor

Organization structure Achieve a better understanding of risk for competitive

Training Build and improve capabilities to respond effectively to low

Who will this need to

Step 1: Risk management

Managers Word on mouth

Step 2: Identification of risks

Employees Word of mouth

Project Managers Email, Phone, SMS

Step 3: Analysis of risks and

Risk Analysis Word of mouth

Step 4: Risk treatments

Employees Email, sms

Step 5: Monitor action plan

Task Outcome: Satisfactory  Not Satisfactory 

Assessment outcome S NS DNS Resubmission Y N

Feedback (If required)

Candidate assessment guide and evidence

In this assessment you are required to do the following.

Date of plan: Name of person completing plan:

hether any existing control List what week in the

Task 2.2. Tools and techniques to identify risks

Risk identification tool/technique Who will be involved? Timeline Process

Each team attends a session run by risk management project

 Natural disasters- Flood