pac32-r-2538(i) b meeting 14/11/2019...2019/12/31 · university strategic plan 2018-2022 in place...

PAC32-R-2538(i) B Meeting 14/11/2019

Risk area Main risk Sub-risksSeverity

(1-9)

Probability

(1-9)

Raw

RiskUE owner Risk Mitigation and Management

Risk

reduction

Residual risk

2019

Residual risk

2017

Existing

New

Removed

Strategy, Quality and

Planning

University fails to properly plan

for and manage enrolment

growth

Risk that University’s capacity to absorb growth in student and staff numbers lags behind actual

growth.

Risk that academic staffing fails to match student enrolment growth.

Risk that support services and staffing fail to match student enrolment growth.

Risk that physical teaching and learning infrastructure fails to match student enrolment growth.

Risk that research infrastructure, facilities and systems fail to match academic staff growth.

Risk that digital and information systems fail to keep pace with the growth of the University.

Risk that social, sporting and recreational infrastructure and services fail to match student

enrolment growth.

Risk that numbers of students enrolled may fall short of enrolment plans, especially in

postgraduate enrolments.

Risk that quality of student intake may fall below acceptable levels.

Risk that there will not be sufficient student accommodation on campus or in the local area.

Risk that growth of the University will place an inappropriate burden on accommodation and

infrastructure in the Maynooth area.

8 4 32 President Clear responsibilities set for University Executive and its members.

University Strategic Plan 2018-2022 in place with underpinning enrolment

projections.

Enrolment projections are used to inform Campus Masterplan, financial plan,

and other planning processes.

Loan agreement entered into with EIB.

A five-year financial stability plan in place.

HEA Compact on enrolment and performance in place.

Internal model for resource allocation refocused on Strategic Plan exists.

Admissions Office leading recruitment campaign supported by focussed

advertising.

Post graduate recruitment plans developed by Faculties.

Additional part-time study options provided at post-graduate level.

Additional Apartments are available and on-going engagement property

owners in the Maynooth and surrounding areas.

University successful with HESIF capital funding bid in 2019 enabling €57m

capital programme.

Annual Staff Planning Review process in place.

50% 16 17 Existing

Strategy, Quality and

Planning

The University fails to

systematically develop, oversee,

implement and review a coherent

University Strategic Plan

Risk that the University fails to identify and set appropriate strategic goals and objectives in the

University Strategic Plan.

Risk that the University Strategic Plan is not appropriately aligned with system and national

objectives.

Risk that University strategic objectives are not communicated or understood throughout the

University.

Risk that University Strategic Plan is not supported by Faculty-level planning.

Risk that the University does not have the organisational capacity to implement the University

Strategic Plan.

Risk that resources are not allocated in a way which fully supports the achievement of strategic

objectives.

Risk that University’s strategic management resources are spread too thinly, lack specific

expertise, or are overly focussed on operational issues.

Risk of University failing to control the costs and timelines of implementing the

recommendations of the Strategic Plan.

7 4 28 President The University has followed an inclusive strategic planning process including

staff, students, alumni and other stakeholders.

Governing Authority takes responsibility for the development and oversight

of the Strategic Plan with comprehensive KPI Framework.

Successive Performance Compacts fully compatible and consistent with the

Strategic Plan agreed with the HEA.

Regular engagement with HEA and Dept. of Education and Skills.

Key responsibilities for implementation of strategic plan are allocated to the

University Executive.

UE have agreed and assigned responsibility for key enabling projects.

University Update for all staff at regular intervals.

University Internal Communications Plan.

50% 14 11 Existing

Research and

Innovation

Risk that national strategy for

research, development and

innovation does not support the

full range of research and

scholarship that is valued by MU

Risk that national research policy offers inadequate support to humanities and social sciences.

Risk that national research policy drives concentration of research into larger institutions.7 6 42 VPR MU actively engaged in influencing national research policy through IUA and

other organisations.

University research strategy aligned to national priorities.

Explicit strategy to build links with and participation in SFI research centres.

Plan to diversify funding sources implemented in particular for non-

exchequer & EU H2020 funding.

40% 25 27 Existing

Research and

Innovation

Risk associated with

Commercialisation and

Knowledge Transfer

Risks arising from Commercialisation and Knowledge Transfer activities.

Risk of inadequate risk management in Commercialisation and Knowledge Transfer.

Risk of poor decision-making or poor documentation of decision making in relation to

investment in spin-out activities.

Risk of inadequate senior management oversight of Commercialisation and Knowledge

Transfer.

6 6 36 VPR Frequent meetings held between Director of Commercialisation and VPR

Investment decisions template and documentation in place.

A working risk management approach is in place between the Director of

Commercialisation and VPR.

IP and Conflict of Interest policies updated 2019 in line with national review

30% 25 New

Research and

Innovation

Risk of failure to protect MU or

third-party intellectual property

Risk of failure to protect valuable MU IP either through ignorance or lack of training.

Risk of improper use of or failure to protect third party IP due to increasing number and

complexity of industry research agreements.

8 6 48 VPR National and institutional intellectual property policies.

Research integrity and ethics policies.

IP management a key element of research training.

Oversight role of RDO and Commercialisation Office.

50% 24 29 Existing

Research and

Innovation

Risk of failure to comply with

research funding and reporting

conditions

Risks related to reporting requirements becoming more onerous and more complex. 7 5 35 VPR Researchers aware of consequences of non-compliance and supported

through new information systems.

Strong Research and Development Office.

35% 23 25 Existing

Maynooth University Risk Register 2019 (Q3)

MU Risk Register 2019 Q3 1 of 12

PAC32-R-2538(ii) B Meeting 14/11/2019


(1-9)

Probability

(1-9)

Raw


Risk

reduction

Residual risk

2019

Residual risk

2017

Existing

New

Removed

Research and

Innovation

Risk that the University fails to

attract sufficient funding to

support its research objectives

from national, EU or other

sources

Risk that the University fails to attract sufficient research funding from national government

sources (SFI, IRC etc.).

Risk that the University fails to attract sufficient research funding from EU sources.

Risk that the University fails to attract sufficient research funding from industry and other

sources.

7 5 35 VPR Strong Research Development office.

Strategy in place to win increased EU funding.

Research Incentivisation Fund promotes grant application.

Supporting diversification of funding sources in Research Development

Office.

Research Institutes supporting strong research culture.

40% 21 28 Existing

Research and

Innovation

Risk that research undertaken by

the University has ethical or other

implications that affect reputation

Risk that researchers are unaware of the ethical issues associated with their research.

Risk of non-compliance with University, agency, national and European guidelines relating to

ethics in research.

Risk of breach of research ethics norms.

Risk of reputational damage due to ethics breach.

Risk that approved and institutionally-supported research is controversial and attracts adverse

public interest or malicious activity.

7 6 42 VPR Research Committee exists with agreed Terms of Reference.

Research Development Office with experienced staff.

Ethics Committee established (as a subcommittee of the Research

Committee) to underpin need to adhere to highest ethical standards.

New streamlined ethics appraisal process in place.

Research integrity policy adopted in line with national policy.

New protocols developed alerting staff to ethics and integrity issues.

Ethics and integrity included in new staff induction and continuing

professional development.

High-risk research identified and an appropriate response mobilised.

Confidentiality issues highlighted at kick-off meetings for new research

awardees.

60% 17 25 Existing

Research and

Innovation

Risk of Research Misconduct Risk that staff are not adequately trained, and research misconduct and integrity issues not

adequately understood by staff.

Risk that research students are not adequately trained, and research misconduct and integrity

issues not adequately understood by research students.

Risk that a research misconduct or research integrity issue is not adequately investigated or

appropriately dealt with.

Risk of reputational damage related to research misconduct.

8 4 32 VPR Research integrity policy adopted in line with national policy.

Integrity education built into PhD skills programmes.

Research conflict of interest policy in place.

Participation for PIs in national training programme

Participation in National Research Integrity Forum.

Review of data storage and data management practices

50% 16 31 Existing

Research and

Innovation

Risk of breach of contract with

funding agency or external

partner

Risk that diversification of funding leads to increased numbers of contracts with different or

higher risks.

Risk that university researcher fails to deliver on agreed research contracts.

Risk of failing to adhere to general terms of contract.

Risk of financial irregularities in discretionary research expenditure.

5 4 20 VPR Stronger legal expertise in place in RDO.

Review and approval of sample contracts in range of areas undertaken by

insurers on regular basis.

External legal advice obtained when necessary.

Additional training in contract issues for research support staff.

Research ethics and integrity policies in place.

Risk assessment on awards from non-traditional/minor funders performed.

20% 16 27 Existing

Postgraduate Education Risk that the University

postgraduate programmes are

not sufficiently attractive to

students, and the University fails

to meet enrolment targets

Risk that the postgraduate programme portfolio is not attractive to students.

Risk that postgraduate programmes are not sufficiently flexible to meet the needs of lifelong

learners.

Risk that postgraduate programmes are not perceived as supporting the professional and

personal development needs of students.

Risk that scholarships for taught postgraduate programmes are not appropriate or optimal.

Risk that research postgraduate enrolments fall short of the norm for research-led universities.

Risk that scholarships for research postgraduate studentships are not appropriate or optimal.

8 7 56 DGS University Strategic Plan includes focus on PGT programmes.

Master's Task Force and its implementation.

Graduate programmes being designed with stronger emphasis on flexibility

and employability.

Investment in Graduate Studies Office.

Review of postgraduate taught scholarships.

Investment in doctoral scholarships, co-funding and graduate teaching

assistantship programmes.

40% 34 25 Existing

Teaching and Learning Risk that student progression

rates decline with negative impact

on student success

Risk that students progression and completion rates decline.

Risk that progression standards are inappropriately high, or inconsistent.

Risk that students drop out for non-academic reasons (e.g. financial pressure, stress, mental

health).

Risk that "at-risk" students are not identified and supported.

Risk that "at-risk" students are unaware of the supports offered by the University.

Risk that failure to correctly estimate progression rates leads to financial losses.

5 8 40 VPA Risks mitigated by quality of teaching and learning.

University strategy to maintain academic staff:student ratio and annual staff

planning process

Progression and completion rates monitored in KPI process.

Academic Advisory Office provides support to students experiencing

academic difficulties.

Programme Advisory Office developed to provide proactive advice on subject

selection for students.

Extensive information on full range of advisory and support services given to

all students during Orientation Week.

All student support services (Health Centre, Counselling, Budgeting, Student

Support) prioritise appointments for any student at risk of dropping out.

20% 32 New



(1-9)

Probability

(1-9)

Raw


Risk

reduction

Residual risk

2019

Residual risk

2017

Existing

New

Removed

Teaching and Learning Risk that the University

undergraduate programmes

become less attractive to

students, and the University fails

to meet enrolment targets

Risk that the undergraduate portfolio fails to meet changing demands and expectations.

Risk that MU courses are not perceived as matching labour market needs or preparing

graduates for employment.

Risk that the number of applications for MU courses declines.

7 5 35 VPA Undergraduate curriculum reform created very attractive programme

structure and capacity for sustained innovation

Regular undergraduate portfolio review.

Planned and phased introduction of new undergraduate specialisms.

Experiential learning initiatives.

Excellent marketing, recruitment and admissions functions.

70% 11 8 Existing

Teaching and Learning Risk that quality of teaching and

learning or academic standards

decline undermining graduate

employability and university

reputation

Risk that quality of teaching and learning declines due to insufficient resources.

Risk that quality of teaching declines due to inadequate staff development.

Risk that quality of teaching declines if teaching commitment and excellence not incentivised

appropriately.

Risk that teaching does not address the needs of our diverse student population.

Risk that inadequate resources hinder development of new teaching and assessment methods.

Risk that overcrowding or inadequate learning spaces impacts student learning.

Risk that poor teaching on a specific course goes undetected and is not appropriately addressed

by the University.

8 5 40 VPA University Strategy to maintain academic staff:student ratio.

Curriculum review and enhancement.

Academic Programme approval and review.

Student feedback mechanisms.

Leadership roles of VP Academic and Dean of Teaching and Learning.

Centre for Teaching & Learning promotes quality throughout the University

and offers training.

Emphasis on inclusive teaching and assessment.

Mathematics, Writing and Programming support.

Programme Advisory Office.

Agreement of MU Teaching Guidelines.

Teaching and Learning Committees.

Appointment and Promotion processes assess and incentivise teaching

committment and excellence.

Regular upgrading of VLE.

Quality Reviews and External Examiners.

Professional accreditation of relevant courses.

Capital development programme in train.

Regular Academic Staff Planning.

95% 2 8 Existing

Student experience,

support and welfare

Risk of failing to protect the

mental health of students

Risk of an increase in incidence of Student Depression or number of students at risk of suicide

and the failure to recognise this

Risk of alcohol and substance abuse by students.

Risk of students being subject to bullying and this not being controlled by the University

Risk associated with increased mental illness, including the risk of non-disclosure by students.

Risk of injury to staff or students by students with mental illness.

Lack of out of hours’ supports

MSU sometimes first point of call for students

7 8 56 VPA Comprehensive Student Support Services (including professional Counselling

Service, Student Health Centre, Student Support Officer, Hub, Pastoral Care

Service and Chaplaincy, Academic Advisory Office, and Budgeting Advice)

MSU role in creating active campus life, delivering welfare campaigns, and

engaging with students to direct them to support services

MSU role in co-design of student services and supports

Policy on Alcohol

Protocol on Student Death

Protocol on Missing Students

Consultative service available from Counselling Service for all university staff

and students in relation to supporting students experiencing mental health

issues or distress.

Information on relevant mental health issues and a listing of relevant

emergency and support services is available on the Counselling Service

website.

Student welfare issues reviewed regularly in consultation with MSU

Information sessions on Guidelines on Referral offered to all new tutors

Security presence on campus 24/7

40% 34 21 Existing

Student experience,

support and welfare

Risk arising for Maynooth

University Student Clubs &

Societies

Risk that student is injured while engaging in sport or activity

Risk of accident when using personal transport to attend official Clubs and Societies events e.g.

off-campus competitions, inter-varsity events.

Inadequate notice of events

Risk of inadequate oversight of MSU management of Clubs and Societies

5 8 40 VPA Training is provided for clubs and societies including disability support

training

Insurance in place

Capitation Sub- Committee recommends, where possible, the use of public

and private transport providers to provide official club/Society transport for

events.

Management of Clubs and Societies to transfer to the University

25% 30 30 Existing



(1-9)

Probability

(1-9)

Raw


Risk

reduction

Residual risk

2019

Residual risk

2017

Existing

New

Removed

Student experience,

support and welfare

Risk of inadequate care or injury

to children in the University

Crèche

Risk that children might not be adequately protected.

Risk of injury.

Risk of children being cross infected with serious illnesses e.g. meningitis, mumps.

Risk of inadequate care due to inadequate child:staff ratio, especially where staff are absent

due to illness.

7 4 28 VPA Child Protection Policy in place

Regular liaison with the Health Service Executive to ensure compliance with

current regulations and standards

Heating/Control of hot water

Employment of qualified staff

Garda Vetting procedures in place

Safety statement in place

Regular inspection by external regulatory agencies with actions followed up

by internal staff

Annual review by H&S Officer with Crèche Manager

Ongoing training programme in place

No. of children capped to ensure compliance with staff: child ratio

Panel of relief staff established

35% 18 18 Existing

Internationalisation Risks associated with Maynooth

International Engineering College,

Fuzhou University

Risk that the MIEC project fails to meet its academic objectives

Risk that the MU curriculum does not effectively transfer to FZU

Risk that the business plan has not captured the full cost of the joint venture so that it is not

sustainable

Risk that MU cannot meet its obligations to or the expectations of FZU

Risk that FZU support for the project is not sustained in the long term

Risk that MU fails to build an effective collaborative relationship with FZU

Risk that MU cannot source the staff required to deliver the programme

Risks to staff related to international travel, living and working overseas

7 7 49 VPA Strong leadership, governance and project management team

Clear agreements in place

Strong collaborative relationship with FZU

Clear business plan with regular review

Protocols and procedures in relation to staff working overseas

25% 37 New

Internationalisation Risk associated with students

studying abroad.

Risk of injury to students while abroad through accident or assault.

Risk of students abroad having medical difficulties.8 6 48 VPA Insurance cover in place.

Pre departure briefing of students.

Oversight from local universities in most cases.

50% 24 New

People and Organization Risk that organisational structure

fails to support effective and

efficient implementation of

decisions and/or policies

Risk that levels of responsibility associated with some positions becomes unsustainable and

inhibit implementation of decisions.

Risk that offices containing support functions (such as Procurement, Estates Teams, Human

Resource, H&S) do not have resources to monitor that University policy is implemented.

Risk of poor communication of policy and decisions

Risk that Policies and Procedures might be breached by University Staff who may be unaware of

those Policies and Procedures

8 7 56 DHR University Executive’s responsibilities have been clarified and organisation

chart published

Written policies and procedures and guidelines approved, published and

disseminated and monitored by the University

Single web page with all policies

Supports provided for newly appointed Heads of Departments including

Heads of Department Forum.

Information for staff at induction on University Policies

30% 39 39 Existing

People and Organization Risk of unanticipated liabilities

due to poor management of fixed-

term and occasional contracts of

employment

Risk of serial fixed-term contracts becoming an unplanned contract of indefinite duration.

Risk of postdoctoral researchers and other research staff employed for a specified purpose on

externally-funded projects becoming entitled to contracts of indefinite duration placing an

unsustainable burden on the core finance of the University.

Risk of being unable to exit contracts of indefinite duration where redundancy situation arises.

Risk that staff acquiring contracts of indefinite duration have been through a less rigorous

appointments process than other permanent staff.

Risk of co-employment between occasional and part-time employment and risk of moving

between full-time or part-time contract and occasional employment

Risk of terminating a substantive employment relationship, whilst occasional arrangements

continue.

8 8 64 DHR Researcher career framework, postdoctoral research charter and recruitment

protocol in place.

HR review of researcher contracts.

Formal policy and guidelines issued on occasional arrangements.

Ongoing engagement between Director of HR and Heads of Departments to

identify emerging contract issues and risks.

Ongoing CoreHR upgrade and improvement in information systems and

reporting.

Development of reporting tool to indentify multiple engagements of a single

person.

Continue engagement unions and representative associations through

partnership and individual cases.

Early engagement with IBEC or framework legal advisers where appropriate.

Experienced Staff in HR

Adherence to the legal entitlements of employees existing in legislation even

if university policy not up-to-date.

50% 32 39 Existing

People and Organization Risk of failure to optimally

support, develop and retain

employees, or to ensure fair and

equitable treatment, due to

inadequate HR policies and

procedures.

Risk that HR policy framework is incomplete or out of date.

Risk of inconsistency in implementing or interpreting HR policies and procedures.

Risk of successful external claims of breach of employment law with associated reputational

damage.

Risk of failing to comply with new legislative requirements with regard to university staff

(immigration, child protection)

7 6 42 DHR Senior Staff inducted in key HR policies and procedures.

Campus Mediation services re-launched in 2011.

Ongoing contact between Director of HR and Heads of Departments to

surface emerging contract issues and problem areas.

Engagement of legal advice early where disputes arise

Ongoing revision/updating of all HR Policies to a standard template to deliver

a robust Policy, Procedures and Process Framework for the University

including Garda Vetting

ED&I classroom training provided to all heads of Department,new employees

and members of decision-making boards

Bi-annual report on ED&I to Governing Authority

30% 29 30 Existing



(1-9)

Probability

(1-9)

Raw


Risk

reduction

Residual risk

2019

Residual risk

2017

Existing

New

Removed

People and Organization Risk of that MU fails to attract and

retain highly talented academic

and professional staff

Risk that recruitment and selection processes fail to secure the highest quality candidates

Risk that talented researchers and teachers may be lost to institutions with better research

infrastructure and support, lower teaching workloads, better teaching facilities and supports, or

more favourable funding environments

7 7 49 DHR Robust recruitment and selection processes

University Research Institutes and Research Development Office promoting

strong research culture

Research priorities identified creating critical mass aligned to national and EU

priorities

Significant investment in research and teaching infrastructure

Strategic Retention Policy in place

Strong linkages being developed with industry and public bodies

Investment in staff development

Enhancement of promotion processes

Maynooth University generating strong profile as research-led university

Workload models in place and being developed in a new process to support

research output.

Increased investment in the learning and development function of the

University

Enhanced induction process for new employees, including enhanced

supports during probation

Exit interviews offered to employees leaving permanent positions or fixed

term contracts in advance of the original termination date.

40% 29 34 Existing

Information Systems

and Services

Risks related to Systems Security Risk of IT security breaches due to inadequate security on departmental servers

Risk of misuse of University’s IT services and/or loss of or compromise of sensitive or highly

sensitive data due to user account compromise through cyberattack or breach of physical

security

Risk of loss or leakage of sensitive or highly sensitive data on portable devices such as laptops,

disks, PDAs, USB memory sticks etc.

Risk to University of inappropriate use of computer systems by staff or students

Risk of misuse or abuse on social media

Risk related to patch management

Risk related to the age of servers and databases

Risk related to patch management on staff and student laboratory PC’s

Risks of inadequate security training

Risks related to web security

Risks of inadequate security monitoring

Risk of inadequate security incident management

Risk of inadequate security vulnerability management plan

Risk associated with local administrator access to PC’s

Risk associated with inadequate Network Segmentations

Risk associated of inadequate email security protocols

Risk of inadequate monitoring of user activity

9 9 81 CIO Recruitment of IT Security Manager

Comprehensive Date Protection Policies

Departmental servers being phased out

Specific security measures: email security, anti-phishing, password policy,

multi-factor authentication, physical security

Increased training and awareness of security issues

Computer Usage Policy and Disciplinary Policy

Code of Conduct for Staff and Students

Monitoring of social media

Patch Management process being developed

Review of all servers and legacy systems carried out in 2019

Security training provided by HEAnet

Firewalls updated in 2019

Network segmentation ongoing

Decision to implement a Security Incident Event Management (SIEM) solution

Email security project in place

30% 57 New

Information Systems

and Services

Risk of inadequate provision for

disaster recovery and business

continuity

Risk that systems will not be recoverable and there will be sustained interruption of business

following a major incident

Risk of an incomplete, inadequate or outdated disaster recovery and business continuity plan

Risk of Data Centre facility not functioning in the event of disruption.

Risk of damage to or partial loss of a University Data Centre due to fire or flood or electrical

issue likely to cause serious disruption to services for more 96 hours due,

Risk of damage to the fibre backbone in certain crucial locations will result in campus network di

for certain areas.

Risk of loss of internet access for a prolonged period

Risk of cyber attack, for example, a distributed denial-of-service (DDOS) attack.

Risk of inadequate testing of data or system recovery process in place

Risk of back-up generators and UPS not functioning in the event of disruption

8 8 64 CIO Disaster recovery plan in place or in development for key systems

Disaster recovery testing plan in place

University Data Centres on the North and South Campus have been designed

with resilience and failsafe systems, as follows: resilient, redundant power

supply, including generator, resilient, redundant cooling, monitored Intruder

alarm, FM200 fire suppression system, environment monitoring, rack

monitoring.

Data Centre standard operating and testing procedures under development

in conjunction with Campus Services.

Data backup strategies include the use of an onsite location that is not in the

Data Centre. This ensures that data from key systems is available for

recovery.

The use of a virtual environment and replicated storage for the majority of

services contributes to a speedy restoration of services

HEAnet standard service to mitigate effects of distributed denial-of-service

(DDOS) attacks.

Implement recommendations provided in HEAnet. Security and Risk

assessment

Implement recommendations from IBM DR Capability Assessment.

Ensure all new buildings have dual routes to fibre backbone. Process in place

from Campus Service for works on campus to reduce risk of cable damage.

30% 45 New



(1-9)

Probability

(1-9)

Raw


Risk

reduction

Residual risk

2019

Residual risk

2017

Existing

New

Removed

Information Systems

and Services

Risk that IT Projects fail to be

governed and managed

appropriately and do not deliver

best value to the University

Risk that project is poorly or inappropriately specified

Risk that project is poorly governed or managed

Risk that not enough resources are dedicated to the project

Risk that the wrong resources are assigned to the project

7 7 49 CIO Programme Office established

Regular meetings of ITMSC

IT projects require UE member to act as sponsor

Regular progress reporting

20% 39 New

Information Systems

and Services

Risk of loss of key or critical

services and consequent business

interruption during normal

working hours

Risk of loss of one or more of the following key services during normal working hours.

-Key infrastructural services on which most other services depend, such as dns, dhcp,

authentication.

-Wired and wireless network equipment

-Authentication service.

-Campus telephony.

-VLE.

-Institutional website.

-Student Administration System.

-Financial Control System.

-Payroll.

-Human Resources system.

-Library management systems.

Risk that a service is not scaled/designed for increased or peak usage

Risk of failure to maintain services due to dependencies on third parties and/or sole traders

Risk of failure in a managed service (e.g. security compromise, supplier ceasing trading) noting

single SME on bespoke systems and processes (e.g. exams uploads, HEA returns, parking

system, etc.)

8 8 64 CIO Governance/oversight of IT Services

IT Management Steering Committee

Professional IT Services management and staff.

JDE Finance Systems hosted in the cloud

CORE HR and CORE Payroll hosted in the cloud

ITS plan for recovery developed (subject to investment)

CORE recovery tested

JDE recovery plan proposed

Alerting and monitoring systems and processes in place.

Security practices in place for network and systems security.

Physical Security in place for key campus data centre locations.

Security software installed on university laptops and desktops.

Reduced use of generic accounts for users and administrators.

Lockable, fireproof safes for storage of backup media

Internal redundancy and resilience in critical servers and associated storage

Virtual environment allows rapid restore, where necessary.

Maintenance (4-hour response) contract in place for campus core & data

centre networks and telephony system.

Documentation on supported services being standardised

SLAs between IT Services and third-party suppliers in development

Financial reviews during supplier selection

Best practice contract management practices including performance and

security reviews

50% 32 32 Existing

Information Systems

and Services

Risk of loss of key or critical

services and consequent business

interruption outside normal

working hours

Risk of one or more of the key service being unavailable due to failure of on-call/call-out

procedures.

Risk that service level agreements do not adequately cover out-of-hours incidents.

Risk that reliance on single suppliers means inadequate cover for out-of-hours incidents.

8 8 64 CIO Maintenance contracts in place with key suppliers.

Review and where appropriate enhance SLAs with key suppliers.

Proactive service monitoring

Service Catalogue in development

Examine feasibility of formal on-call arrangements for IT Services staff.

50% 32 32 Existing

Information Systems

and Services

Risk of inadequate or ineffective

Information Systems Strategy,

Operational Plans, or Project

Management

Risk of inadequate, ineffective or inappropriate strategy for Information Systems and Services

Risk of underdeveloped policies in relation to Information Systems and Services

Risk that new IT initiatives are not fully aligned to the University strategy or benefits are not

realised due to resistance to change.

Risk of inadequate project management including: incomplete specification of requirements;

incomplete testing; poor execution of data/system change requests; lack of resources;

inadequate project management discipline and experience

8 6 48 CIO Governance/oversight of IT Services

IT Management Steering Committee

Professional IT Services management and staff.

Recruitment of additional staff in IT roles

Increased focus on management of IT systems

Developing Service Descriptions of supported services.

IT Services workplan

Projects use an appropriate project management methodology.

PMO established and process in place for projects

Testing resources in place

Dedicated and assigned business analyst for each key system

Project Management resources in place

Project risk registers developed

40% 29 New

Governance Risk of inadequate Risk

Management Framework

Risk that risk management policy is inadequately documented.

Risk that risk management not adequately governed by Governing Authority and Audit and Risk

Committee.

Risk that University Executive is not properly engaged in risk management process.

Risk that risk management process does not comprehensively capture the risk profile.

Risk that the University fails to assess, document and mitigate the risks associated with new

ventures, diversification of operations, or subsidiaries.

6 8 48 Secretary Risk considered by UE in all new ventures

Internal audit reports on risk monitored by ARAC including a review of the

implementation of previous findings

Report from ARAC to each meeting of GA

Periodic consideration of risk register by UE and ARAC

Risks associated with all decisions considered by UE

Dynamic, live reporting of risks to Secretary as they arise.

20% 38 New



(1-9)

Probability

(1-9)

Raw


Risk

reduction

Residual risk

2019

Residual risk

2017

Existing

New

Removed

Governance Risk that there is a failure of

oversight

Risk that Governing Authority fails to properly oversee the strategy and operations of the

University

Risk that Governing Authority Committee structure is does not properly support the Governing

Authority in its oversight role.

Risk that Governing Authority is not properly informed or briefed on issues relevant to its remit.

Risk that governance structures fail to provide proper oversight of subsidiary and associate

companies.

8 6 48 Secretary Ongoing training provided to Governing Authority.

Code of Corporate Governance adopted.

Sub-Committees of Governing Authority with clear Terms of Reference

revised early 2016.

Annual Governance Statement published.

Risk Register in place.

Codes of Conduct for GA members and Staff have been adopted.

University contributing to sectoral Governance initiatives.

Independent Chairperson of Governing Authority and Audit and Risk

Assessment Committee.

Review of the Effectiveness of Governing Authority carried out in 2019.

Financial Statements and detailed notes presented annually to Governing

Authority.

Delegation of authority to the President in relation to subsidiaries (to be

reviewed and updated in line with code of governance)

30% 34 25 Existing

Governance Risk of inadequate governance

documentation

Risk that Governing Authority role, procedures, delegations and regulations are not adequately

documented.

Risk that Governing Authority processes and procedures are not properly aligned with 2019

Code of Governance.

Risk that Governing Authority decisions and actions are not adequately documented or

tracked.

6 8 48 Secretary GA operates in accordance with the Universities Act 1997 and Code of

Governance.

GA has had an external review of its own effectiveness.

New GA comes into office in November 2019 and will implement the

recommendations of the effectiveness review.

40% 29 New

Governance Risk that there is a breach of data

protection regulations

Risk that personal data is compromised

Risk that data is used for a purpose other than that for which it is provided

Risk that policies in relation to data retention and data distribution not followed

Risk that academic researchers fail to secure personal data

8 7 56 Secretary Policies called for by GDPR are in place

Consent sought from students in relation to information use at registration

GDPR training provided

RDO Policy aware of GDPR and obligations on researchers (including the need

for Data Privacy Impact Assessments)

Data Retention Schedules exist and published

50% 28 New

Governance Risk that Maynooth University

incurs a liability arising from a lack

of clarity with regard to the legal

arrangements with SPCM.

Risk relating to liability in relation to works/artefacts held in Libraries.

Risk relating to conflict regarding the ownership of Public Liability relating to incidents /

accidents on campus.

Risk of Maynooth University liability in relation to SPCM student welfare and safety.

6 4 24 Secretary Detailed legal agreement covering property issues between SPCM and

Maynooth University until October 2020.

Formal arrangements in place for sharing of costs between the two

institutions.

Good relationship between the two institutions.

Regular meetings held between Senior Managers of both Institutions.

Maynooth University have insurance cover and asset register.

20% 19 19 Existing

Financial Risk that University has

insufficient financial resources to

support achievement of strategic

objectives

Risk that the HEA will propose a new funding model which fails to recognise the scale, quality

and diversity of University activity.

Risk that state funding fails to grow at the same rate as student enrolment.

Risk that the state fails to invest appropriately in higher education (capital and recurrent).

Risk that University income is insufficient to meet the goals set down in the University Strategic

Plan 2018-2022.

Risk that the University fails to compete successfully for competitively-awarded capital and

infrastructure funding.

Risk that the University fails to compete successfully for competitively-awarded teaching and

learning funding.

8 8 64 Bursar Further diversification of income sources being examined.

Case being made to HEA for appropriate performance matrix and effect on

recurrent funding.

Clear UE focus on specific responsibility areas ensuring best possible

submissions to funding agencies.

Documented policies and procedures on income and expenditure.

Use of external and internal auditors.

Adherence to HEA guidelines on Financial Statements and borrowings.

C&AG reviews and audit controls.

Experienced finance staff.

Relationship building with HEA, DES and other agencies.

Regular Finance /Business Unit review.

Shared UE decision-making about long-term financial commitments.

Long term planning in place.

EIB loan in place.

Aged debts followed up annually by Fees and Grants under supervision of the

Director of Finance.

Fees policy under development.

25% 48 45 Existing



(1-9)

Probability

(1-9)

Raw


Risk

reduction

Residual risk

2019

Residual risk

2017

Existing

New

Removed

Financial Risk of breaching Procurement

policies

Risk that budget holders directly procure products or services in breach of procurement policy

and guidelines.

Risk that budget holders expend funds without acknowledging the advertising requirements of

the funding agency.

Risk that budget holders put the University at risk by entering into contracts / agreements with

third parties that do not have adequate insurance or health and safety procedures in place.

Risk that budget holders “roll-over” or extend contracts / framework agreements outside of

legally allowable time-frames.

Risk that third parties may become involved in University contracts without adequate

assessment.

Risk that Procurement Office is not involved appropriately or in a timely manner in major

procurement decisions.

Risk that IReL procurements are not fully in compliance with Directives.

8 7 56 Bursar Ongoing communication of Maynooth University procurement policies with

budget holders.

Regular training programme available for buyers.

Advertising and financial compliance now highlighted to PI by RDO with

additional training at award kick-off meetings.

Use of specialist legal advice.

Growing participation in collaborative procurements with OGP and EPS.

Growing availability of centrally procured categories of service and supply.

Procurement Office maintains Contracts Register for all goods and services

contracts procured via National and EU procurement process with details of

contract duration and renewal options.

Internal audit examines an element of procurement on an annual basis.

Regular independent third-party audits implemented on behalf of funding

agencies and University.

Internal contracts manager with specified responsibilities appointed on all

new procurement contracts.

Procurement Policies updated in 2017/2018.

PIN notice published for all IReL purchases.

40% 34 39 Existing

Financial Risk of poor financial and budget

planning and poor budget control

Risk that financial and budget planning are not well aligned to strategic plan.

Risk that financial plan is based on incorrect assumptions.

Risk that new initiatives are not properly costed and inadequate budgets provided.

Risk that investments are made in subsidiary companies, associated companies, joint ventures

or new ventures without proper and complete business plans.

Risk that new initiatives are established but associated income streams are unsustainable.

Risk that specific income streams for specific activities will be unexpectedly reduced or

terminated leaving the University with an unanticipated liability.

Risk of inability to withdraw resources from areas of reduced performance or strategic

importance.

Risk that the resource allocation mechanism used in the University will prove inappropriate or

inflexible.

Risk of overspend due to lack of “accruals/commitment” based procurement system.

Risk that individual budget holders may not take responsibility for budget (or feel that they

have no effective control).

Lack of up-to-date spending information because purchase order processing is not universally

available.

7 7 49 Bursar University medium-term enrolment plan in place, with associated financial

projections.

Resource Allocation Model which recognises how income is earned and the

strategic intent of the University being implemented.

Regular reporting of budgetary position to University Executive and

Governing Authority.

Finance introduced a business partner model to assist with budgeting and

control.

Availability of full economic cost system outputs.

New budget control reports agreed in 2016/17 and available from 2019.

Regular analysis of actual vs projected budget.

Reviews of spending with key department heads (including forward

projections).

Daily circulation of spending data to budget holders including PIs.

Improved financial feedback to PI from new financial information system.

Payment sign-off procedures in place.

Purchase Order Processing partially implemented

40% 29 29 Existing

Financial Risks stemming from poor

financial controls

Risk of failure to collect fee revenue and bad debt.

Risk of error.

Risk of fraud.

Risk of non-compliance with tax regulations/rules.

Risk that related entities such as MSU or subsidiary companies, associated companies, joint

ventures, campus companies have poor financial controls, create vicarious liabilities unknown

to the University, or make inappropriate investment decisions which cost the University.

Risk related to the management and control of credit cards.

Risk related to the incomplete implementation of the purchase order processing system.

8 7 56 Bursar System of Internal Financial Control within clear organisation structure.

Systematic expenditure reviews.

Fraud policy under development.

Internal Audit Programme.

Cyber security and phishing training and awareness provided by IT Services.

Recommendations following Audit Report being implemented and monitored

by internal audit.

Tax consultants engaged.

Expenditure control policies adopted, training provided and available to all

on web.

New investments require business plan, with external peer review for

detailed monitoring of investments by Finance team.

Regular review of related entities.

The administration of Clubs and Societies transferred to the University.

Credit card management policy agreed in 2019.

Purchase order processing system at roll-out stage.

50% 28 18 Existing



(1-9)

Probability

(1-9)

Raw


Risk

reduction

Residual risk

2019

Residual risk

2017

Existing

New

Removed

Financial Risk of underinsurance Risk that the University has inadequate insurances.

Risk that research projects expose the University to significant uninsured risks.

Risk that Buildings are inadequately insured.

Risk that staff or students undertake activity with insurance requirements without University

oversight.

Risk that not all research activities are properly insured, especially clinical trials.

7 6 42 Bursar Member of Intervarsity Insurance Group.

Appointment of professional insurance brokers to advise the University on

Insurance matters.

RDO monitor research applications for insurance issues.

Annual review of building insured values by Campus Planning and

Development Office.

New buildings added to Insurance Register on completion.

New insurance products and risks reviewed on annual basis.

Campus Services ongoing review of new activities proposed or undertaken.

40% 25 25 Existing

Estates and Campus

Services

Risks in the delivery of capital

projects

Risk that capital projects are not appropriately overseen and governed.

Risk that projects are not adequately or appropriately specified and thus do not deliver on

strategic objectives or user needs.

Risk that projects exceed budget.

Risk that projects are delayed.

Risk that projects proceed without appropriate approvals.

Risk that projects do not comply with public procurement or funding agency rules and

guidelines.

Risk that contractors go out of business during/before completion of Maynooth University

projects.

Risk that the contractor or the University are not appropriately insured.

8 7 56 VPECD VPECD appointed

Capital Development Sub-Committee established and chaired by President

Capital projects management processes agreed

Campus master plan in place following extensive consultation

Capital development plan in place

Brief development and consultation phase prior to initiation of any capital

projects

Stage reports prepared and presented to Capital Development Sub-

Committee for approval

Governing Authority and FHRDC role defined, capital programme update to

every meeting

Regular workshops and communication with project stakeholders

CPD Office is focussed on Capital Projects

Close monitoring of financial strength of contractors at both Tender and

Construction stages

Process in place to ensure that the contractor can secure the appropriate

insurance cover and project specific performance bond, before contracts are

awarded.

25% 42 45 Existing

Estates and Campus

Services

Risk that space and facilities will

be inadequate for growing

numbers of students and staff

Risk of inadequate teaching and learning spaces.

Risk of inadequate student learning, social and recreational space and facilities.

Risk of inadequate research space.

Risk of insufficient student accommodation.

Risk that buildings and spaces are not inclusive and do not comply with accessibility standards.

8 8 64 VPECD Campus master plan in place following extensive consultation

Capital development plan in place

Formal enrolment planning

EIB loan funding in place, HESIF funding secured and further finance sought

Detailed space review carried out in 2018 to support physical infrastructure

planning

Plans for additional student accommodation

Access audit under way

35% 42 42 Existing

Estates and Campus

Services

Risks relating to students, other

persons residing in campus

accommodation

Risk of serious injury in the event of fire, gas explosion, lift failure.

Risk of unauthorised access and break-ins including risk of assault of students or staff.

Risk of reputational damage to University due to anti-social behaviour.

Risk to students with disability where the fire alarm fails to alert them.

Risk to students with physical disabilities who need emergency evacuation.

Risk associated with use of former boiler rooms/store rooms as additional unofficial rooms in

residences.

Risk of failing to provide adequate pastoral supports for students in on-campus

accommodation.

9 6 54 VPECD Fire Management Programme in place, including regular fire drills, clearly

displayed Fire Evacuation procedures, regular inspection of fire alarm,

emergency lighting, gas systems, boilers, lifts and other plant elements.

Individual apartment domestic gas boilers have been replaced with

commercial boiler rooms serving blocks which allow greater controls and

safety features

Security personnel based on campus 24hrs, CCTV camera infrastructure

upgrade ongoing, arrangements for controlled access to plant rooms in place

Induction programme for all new students staying in campus residences

includes a briefing on fire safety, security and on disciplinary code, licence to

reside states the responsibilities of residents

Liaison with Conference Office during conference period

Personal Emergency Evacuation Plans (PEEPs) are prepared by the Access

Office in conjunction with Campus Services for students with special needs,

including safe egress, deaf alerts, etc.

Regular contact with neighbouring Residents’ Associations

35% 35 35 Existing



(1-9)

Probability

(1-9)

Raw


Risk

reduction

Residual risk

2019

Residual risk

2017

Existing

New

Removed

Estates and Campus

Services

Risks relating to work carried out

on University property by external

contractors

Risk that personnel may be injured by high risk activities e.g. work at heights, entry into

confined spaces, work on electrical services, work on diverting essential services.

Risk that unauthorised work is undertaken by unapproved personnel.

7 7 49 VPECD University has list of approved and insured contractors, procurement of

contractors carefully considers appropriate management and personnel

competencies, insurance, turnover, tax clearance, and health and safety

experience

Contractor site rules developed in October 2018, oversight of contractors

added to Health & Safety Sub-Committee Terms of Reference

Method Statements required for all high-risk activities, including Permit to

Work systems developed for Electrical, Work at Heights, confined Spaces,

Excavations and Hot Work activities

Regular inspections of building works, and liaison with Safety Office and

Security staff

Up-to-date building safety file maintained by Campus Planning &

Development Office

Annual review of insurance programme

40% 29 29 Existing

Health and Safety Risk relating to older buildings

which do not conform to modern

safety standards

Risk due to poor access for disabled staff/students.

Risk due to limited means of escape from older multi-storey buildings.

Risk due to lack of safe access for maintenance staff/contractors.

Risk due to poor fire separation.

Risk of structural weaknesses.

Risk of overcrowding.

Risk due to absence of accessibility audit of University campus.

Risk associated with timing of South Campus lease renewal.

8 7 56 VPECD Programme for upgrade of older buildings is ongoing to enhance compliance

with access and safety requirements

PEEP Plans are prepared by the Access Office in conjunction with Campus

Services for students with special needs

Fire risk assessment of existing buildings are reviewed on an ongoing basis,

including assessment of structural risks, accessibility, and building systems

Actions taken to mitigate risks identified through collaboration between

Safety Office, Campus Services and Capital Planning & Development Office

30% 39 39 Existing

Health and Safety Risk relating to Fire, Explosion,

and Extreme Weather Conditions

Risk of injury to staff and students, damage to property & contents, and risk of disruption to

business of University, due to fire or explosion.

Risk of fire spreading in a building due to inadequate or poor fire separation.

Risk of injury due to some older buildings (particularly some pre-fabricated units) being in poor

condition.

Risk of injury to staff and students, damage to buildings and contents and risk of disruption to

business of University due to extreme weather conditions (including flooding).

Risk that personal emergency evacuation plans are not in place for staff and students with

disabilities.

Risk to all persons on campus from falling trees, particularly on the south campus where the

tree age profile is much older.

9 6 54 VPECD University Health and Safety Sub-Committee incorporates representation

from all levels of the organisation, and now reports to the University

Executive

University Safety Policy Statement reviewed in 2018, and Departmental

Safety Statements are audited on regular basis

Major Emergency and Critical Event Response Plan (including adverse

weather conditions) approved in 2019, pre fire planning reviewed on an

ongoing basis, emergency file developed for campus buildings

Health and Safety Office information available on website, and Department

Guidelines for staff and students on avoidance of risk are in place

Regular Health and Safety Training in key areas, fire safety, fire wardens, safe

pass, chemical risk assessment, and first aid

Regular inspection and maintenance of fire alarm, emergency lighting, gas

pipeline, regulator, proving and detection systems, boilers, pressure vessels,

lifts and other plant elements.

Building design guidelines issued to design teams emphasising building

regulation compliance with respect to fire, access and egress

Active tree management plan in place

Procedures for contractors working on site

40% 32 43 Existing

Health and Safety Risks relating to fieldwork and off

campus assignments

Personal injury and/or loss of or damage to equipment when students and or staff are engaged

on off-campus research.

Personal injury, illness, or death of students or staff studying or teaching abroad.

9 6 54 VPECD Guidelines on fieldtrips included in model safety statement

Guidance provided to departments on health and safety in fieldwork by the

University Health and Safety Office

University Travel Policy and relevant insurances in place for staff,

postgraduate students and undergraduate students participating in fieldwork

abroad as part of their course requirements.

Travel Insurance in place for Study Abroad

40% 32 32 Existing



(1-9)

Probability

(1-9)

Raw


Risk

reduction

Residual risk

2019

Residual risk

2017

Existing

New

Removed

Health and Safety Risks relating to dangers linked to

hazardous substances

Risk of physical injury in a teaching/research laboratory due to an accident associated with

handling dangerous chemicals, biological or radiological agents, including carcinogens,

mutagens, teratogens, etc.

Risk of contamination by hazardous substances (including chemicals, radioactivity, biological

hazards and GMOs), either during use or in storage.

Potential health risks to staff, students and contractors due to accidental exposure to asbestos.

8 5 40 VPECD Risk assessments for all laboratory activity and defines clear management

practices for the use, storage, collection and disposal of all laboratory

materials. Department Safety Committees in place, internal safety audits,

inspections and regular spot checks are carried out.

Access control to high risk laboratories

Updated Safety Guide for Laser Use

There is a secure ventilated and bunded storage yard at a central location to

collect laboratory waste prior to its disposal. Biohazard waste is autoclaved

and disposed of through an appropriate registered waste contractor.

The University has a license from the Environmental Protection Agency for

the use of controlled ionising radiation material. A security review was

carried out by Gardai in conjunction with the EPA in May 2018. Radiation

Protection Officer (RPO) appointed to advise and monitor on the use of

ionising radiation. Radiological Protection Advisor appointed whose role is to

carry out an independent audit and training on a structured basis of the

radiological activities and to produce a resulting report to the RPO. A security

review was carried out by Gardai in conjunction with the EPA in May 2018.

An Intervention Plan for radioactive sources was updated in October 2018 is

reviewed regularly.

Instruction and training of staff and students for hazardous materials is

mandatory

Asbestos Register in place and ongoing programme of asbestos removal from

older buildings;

Regular liaison with Fire Brigade and Garda Síochána

45% 22 22 Existing

Health and Safety Risk that incident reporting and

management is inadequate

Risk that incidents are not properly reported.

Risk that incidents are not optimally managed.

Risk that the University fails to learn from of incidents referred to insurers or handled locally.

Risk that recurring themes in incidents are not recognised and addressed.

5 6 30 VPECD Clear and documented reporting procedures in place. All incidents reported

to H&S Committee

Log kept of all incidents, including all matters referred to insurers

High risk issues and recurring themes identified, quantified and addressed

30% 21 New

Health and Safety Risk of injury to a member of

staff, student or the public on

campus

Risk of injury due to poor buildings or grounds maintenance.

Risk of injury from authorised or unauthorised use of equipment, including laboratory

equipment.

Risk to visitors not complying with H&S regulations in laboratory areas.

Risk of serious cyclist or pedestrian injury in traffic accident on campus.

Risk that access for emergency vehicles onto campus may be impeded.

7 4 28 VPECD Regular inspection and preventive maintenance programme

Regular liaison with Safety Office

Notices in place at all entrances on Campus Regulations – Updated October

2018

Supervision of undergraduate students and visitors in laboratories

Traffic Management Policy in place, close liaison with Traffic Management

team and wider stakeholders

Regular reporting of accidents to the Health & Safety Committee, identifying

corrective action where appropriate to prevent re-occurrence.

60% 11 11 Existing

Security Risk of serious incident or attack

on campus

Risk that injury or death may occur as a result of an attack on campus. 9 4 36 VPECD Security risk reduction mechanisms in place

Close liaison with local and national Garda authorities

Training Plan in place for Security Team

Additional resources deployed for higher risk events

30% 25 25 Existing

Security Risk that security for special

events and VIP visits is inadequate

Risk of damage, injury or other adverse incident during visits to campus.

Reputational risk to University of adverse incidents involving visitors to campus.7 5 35 VPECD Close liaison with relevant University functions regarding visits/events

Close liaison with local/national Garda authorities

Contingency plans prepared

Procedures relating to student/other protests agreed in advance with

relevant stakeholders

Additional security resources deployed as required

35% 23 23 Existing

Security Risks relating to cash handling Risk that staff may be placed in danger due to presence of cash on campus. 6 5 30 VPECD In house cash transactions dramatically reduced

Fees no longer accepted in cash50% 15 21 Existing



(1-9)

Probability

(1-9)

Raw


Risk

reduction

Residual risk

2019

Residual risk

2017

Existing

New

Removed

Security University property is damaged,

stolen or accessed by

unauthorised persons

Risk of loss of computers or other devices with sensitive data.

Risk of loss of research information, samples or data.

Risk of theft or criminal damage of university property.

Risk of theft or criminal damage of personal property.

Risk of assault.

Risk of theft of property.

5 5 25 VPECD General Services Manager appointed with responsible for security, and an

appropriately structured and resourced security team

Security staff on campus 24 hours a day with 24/7 operations room, active

Campus Watch programme, ongoing review of security to meet evolving

campus needs

Excellent liaison between Security, Campus Services, Campus Planning &

Development Team and wider University stakeholders, regular security

information campaigns

Student Residence supervisory team on campus at all times, including

overnight residences security

Ongoing upgrade programme for CCTC, access control, external lighting

including car registration capture installed at the campus

Specialist advice regarding the safeguarding of priceless artefacts

All student cards are now on the access control system.

Student Orientation incorporates information on security and personal safety

Campus insurances reviewed regularly with key stakeholders and service

provider

52% 12 13 Existing


pac32-r-2538(i) b meeting 14/11/2019...2019/12/31 · university strategic plan 2018-2022 in place...

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