Project

Name Project's Risk Register

Risk Identification Qualitative Risk Assessment Risk Response Plan

Main Response
# Risk Category Risk Event Causes T/O Probability Impact Severity Risk Matrix Response Actions Owner
Impacts Strategy

1 Legal / Contractual

VH
Legal / Contractual

H X

Probability
Failure to study M
Parties accepted advanced scan copy as

Threat
Delay in contract and reach Time/ The
1.1 High High High L Mitigate an official document during preparation
signature contractual terms Cost Contractor
of hard copies awareness sessions
on time VL

VL L M H VH

Impact

VH
Legal / Contractual

H X

Probability
Misunderstand of M
Failure to carryout

Threat
contract terms and Time/ Assigning a Contract Administrator The
1.2 contractual High High High L Mitigate
conditions by the Cost supported by contract department Contractor
obligations
parties VL

VL L M H VH

Impact

2 Engineering

VH

H X

Probability
Engineering

M
Engineering team
Threat

Time/ Outsource some of the works to avoid The

2.1 Delay in Submittals infection with High High High L Mitigate
Cost any delay in the submission Contractor
COVID-19 VL

VL L M H VH

Impact
Project
Name Project's Risk Register

Risk Identification Qualitative Risk Assessment Risk Response Plan

Main Response
# Risk Category Risk Event Causes T/O Probability Impact Severity Risk Matrix Response Actions Owner
Impacts Strategy
VH

H X

Probability
Engineering

M
Delay in The long duration

Threat
Time/ Several meetings took places to secure The
2.2 Stakeholders’ of the Approval High High High L Mitigate
Cost the approval in a shorter time Contractor
Approvals Cycle VL

VL L M H VH

Impact

VH

H X

Probability
Engineering

M
Design doesn’t Shortage in Design

Threat
Time/ RFIs has been sent to secure the The
2.3 meet the Client’s provided High High High L Mitigate
Cost information by the owner Contractor
requirements Information VL

VL L M H VH

Impact

VH

H X

Probability
Engineering

M
Defects in the
Threat

Rush in design Time/ A third party has been hired as a design engineering
2.4 Design Final High High High L Mitigate
preparation Cost of record department
Quality VL

VL L M H VH

Impact

VH

H X

Probability
Engineering

Challaning design M
Failure in A third part designer already has been
Threat

experience in these Time/ engineering

2.5 Specialized Areas High High High L avoid hired with solid experience in these types
certain types of Cost department
of Design of projects
projects VL

VL L M H VH

Impact
Project
Name Project's Risk Register

Risk Identification Qualitative Risk Assessment Risk Response Plan

Main Response
# Risk Category Risk Event Causes T/O Probability Impact Severity Risk Matrix Response Actions Owner
Impacts Strategy

3 Supply chain

VH

H X

Probability
Supply chain

Threat
Delay in project’s Delay in delivering Time/ Early Procurement shall take place to procurement
3.1 High High High L Mitigate
Procurement Cycle the long lead items Cost avoid any delays dep.
VL

VL L M H VH

Impact

VH

Probability
Supply chain

M X

Threat
Delay in project’s Purchase from Time/ Mitigate/ Alternative local suppliers with the same procurement
3.2 Medium High Medium L
Procurement Cycle overseas suppliers Cost Transfer quality to be submitted for approvals dep.
VL

VL L M H VH

Impact

VH

H X

Probability
Supply chain

M
Suppliers
Threat

Delay in project’s Time/ Proposing two alternative suppliers for The

3.3 withdrew or go High High High L Mitigate
Procurement Cycle Cost each item Contractor
out of business VL

VL L M H VH

Impact

VH

H
Delay in the

Probability
Supply chain

procurement M X
Threat

Delay in Material process and long Time/ Mitigate/ Creating a contingency reserve and early procurement
3.4 Medium High Medium L
Delivery duration of Cost Transfer procurement of the manufactured items dep.
supplier’s work VL

cycle VL L M H VH

Impact
Project
Name Project's Risk Register

Risk Identification Qualitative Risk Assessment Risk Response Plan

Main Response
# Risk Category Risk Event Causes T/O Probability Impact Severity Risk Matrix Response Actions Owner
Impacts Strategy
VH

H X

Probability
Supply chain

Subcontracting M
Defining each subcontractors scope on

Threat
Rejected Concrete two different Time/
3.5 High High High L avoid site and monitoring the quality of the site team
Pouring Samples suppliers for Cost
supplied sample tests by the QC
concrete VL

VL L M H VH

Impact

VH

Waterproofing H

Probability
Supply chain

System in the
Failure in M X
Specs is Request to change it and submitting

Threat
Procuring the Time/ Mitigate/ project
3.6 Complicated, rare, Medium High Medium L alternatives to the Consultant for
Waterproofing Cost Transfer management
expensive and not Approval
System VL
available in Saudi
Arabia VL L M H VH

Impact

VH

Probability
Supply chain

Loss of Unqualified M X
Threat

productivity in subcontractors and Time/ Mitigate/ Avoid sole selection criteria and creating
3.7 Medium High Medium L site team
Subcontracted failure in the Cost Transfer a backup Procurement Strategy
Works selection criteria VL

VL L M H VH

Impact

4 Stakeholders

VH

H X

Probability
Stakeholders

Miscommunication
Engagement M
with Security
Threat

Failure with Time/ Eng. Anas (A Saudi Engineer) has been

4.1 Department High High High L avoid site team
Security Cost appointed to communicate with them
throughout the
Department VL
process
VL L M H VH

Impact
Project
Name Project's Risk Register

Risk Identification Qualitative Risk Assessment Risk Response Plan

Main Response
# Risk Category Risk Event Causes T/O Probability Impact Severity Risk Matrix Response Actions Owner
Impacts Strategy
VH

H X
Client's difficulties

Probability
Stakeholders

elaborating the M
Failure in Hiring Eng. Abd El Aziz Rabia, to

Threat
Contractor’s The
4.2 Communicating Time High Medium High L Mitigate communicate with them and reach
Queries. Thus, Contractor
with MODON conclusions concerning the misconceptions
there were VL

misconceptions VL L M H VH

Impact

VH

Delay in the H X

Probability
Stakeholders

Approval cycle
M
Failure to obtain and change in the

Threat
Early Approach and finding alternative project
4.3 SFDA and CD requirements, Time High Medium High L Mitigate
communication channels management
approvals hard VL
communication
and reach VL L M H VH

Impact

5 Operation

VH

H X

Probability
Operation

Labors, Employees M Hiring a transportation company to

Traffic Offenses
Threat

and Material Time/ transport the workers as well as the

5.1 and Fines inside High High High L Mitigate site team
transportation Cost merchandise and material every day to
the site
inside the site VL the site
VL L M H VH

Impact

VH

H X

Probability
Operation

Bad Weather and M

Fast Tracking the Works and
Threat

Sand storms Time/

5.2 Delay in Execution High High High L Mitigate Implementing Extra Resources to recover site team
causing work Cost
the delays
suspension for days VL

VL L M H VH

Impact
Project
Name Project's Risk Register

Risk Identification Qualitative Risk Assessment Risk Response Plan

Main Response
# Risk Category Risk Event Causes T/O Probability Impact Severity Risk Matrix Response Actions Owner
Impacts Strategy
VH

H X

Probability
The Client wasn’t
Operation

M
Work rejection at clear and precise Using Interactive Communication Tools

Threat
Time/ project
5.3 the End of the with their requests High High High L Mitigate and Updating the Client with work
Cost management
Process and demands VL
status using daily updated photos on site
from the beginning
VL L M H VH

Impact

VH

H X
Due to work load

Probability
Operation

and delay in M Sitting out a workshop on site to

Threat
Equipment Work maintenance and Time/ maintain the equipment periodically and logistic
5.4 High High High L Mitigate
Failure long duration to Cost coordinating with the logistics department
replace damaged VL department
equipment VL L M H VH

Impact

VH

H X

Probability
Operation

M
Unqualified
Threat

Construction Site Time/ Hiring private security team and sitting

5.5 present Security High High High L Mitigate site team
Theft Incidences Cost out site surveillance system
Personal on site VL

VL L M H VH

Impact

VH

H X
Technical issues

Probability
Operation

concerning the size M

Delay in the Review and coordination of the drawings
Threat

of the gladding Time/ engineering

5.6 installation of the High High High L Mitigate with other trades before the Gladding is
with the Cost department
Cladding Works being manufactured by the Suppliers
coordination of VL

the drawings VL L M H VH

Impact
Project
Name Project's Risk Register

Risk Identification Qualitative Risk Assessment Risk Response Plan

Main Response
# Risk Category Risk Event Causes T/O Probability Impact Severity Risk Matrix Response Actions Owner
Impacts Strategy
VH

H X

Probability
Operation

Threat
Due to specific or Time/ Using time contingency and buffer while
5.7 Work Suspension High High High L active acceptance site team
particular events Cost creating the baseline
VL

VL L M H VH

Impact

VH

H X

Probability
Operation

M Periodic health tests & checks, Increase of

Due to the third

Threat
Time/ safety and contingency measures beside The
5.8 Work Suspension wave of Corona High High High L Mitigate
Cost Following Prevention, security and safety Contractor
Pandemic VL instructions
VL L M H VH

Impact

VH

H X

Probability
Filled atmosphere
Operation

M
with paint dust
Threat

Delay in Work Time/ Production of the intumescent paint in

5.9 due to the High High High L avoid site team
Progress Cost the factory
intumescent paint VL
production on site
VL L M H VH

Impact

VH

Delay in obtaining
H X
approvals,

Probability
Operation

coordination M
Threat

Delay in Work before concrete Time/ Early Approach for approvals and
5.10 High High High L Mitigate site team
Progress pouring and Cost coordination to avoid delays
coordination with VL

existing VL L M H VH
infrastructure
Impact

VH

The results of the H X

Probability

workman sheet
Operation

M
might be poor, Hiring qualified labors and Setting out
Threat

Failure in PVDF Time/

5.11 and if not, it might High High High L Mitigate quality control measure and step by step site team
Works Cost
be scratched VL
monitoring of the PVDF execution
during the
installation VL L M H VH

Impact
Project
Name Project's Risk Register

Risk Identification Qualitative Risk Assessment Risk Response Plan

Main Response
# Risk Category Risk Event Causes T/O Probability Impact Severity Risk Matrix Response Actions Owner
Impacts Strategy

6 Financial

VH

Probability
Financial

M
Delay in invoices Contractual Agreement , Accuracy in

Threat
6.1 Cash Flow Failure payments and Cost Low Medium Medium L X Mitigate creating a cost baseline and assigning control dep.
approval cycle VL
management reserve

VL L M H VH

Impact

After the Risk assessment and Study, The Contracts & Risk Department recommendation regarding the project Risk is to evaluate the Risk reserve to be % from the Net direct Cost.