Risk Management
Organization: {{COMPANY_LEGAL_NAME}} Document owner: {{POLICY_OWNER_ROLE}} Approved by: {{APPROVER_NAME}}, {{APPROVER_TITLE}} Version: {{VERSION}} · Effective: {{EFFECTIVE_DATE}} · Next review: {{REVIEW_DATE}} Classification: Internal
1. Purpose
This policy gives {{COMPANY_LEGAL_NAME}} a simple, repeatable way to find, rank, and act on the risks that matter, with particular attention to protecting {{DATA_TYPES}} held in {{CRITICAL_SYSTEMS}} and to obligations across {{GEO_SCOPE}}. The goal is a living picture of risk that stays lightweight enough to actually maintain.
2. Scope
This policy covers strategic, operational, technical, vendor, legal, and financial risks that could affect the organization. It applies to the {{LOCATION}} workforce and to any {{DEVICE_TYPES}} or workloads that connect to {{CRITICAL_SYSTEMS}}.
3. Policy statements
3.1 Risk register
We keep a single, current risk register. Each entry names the risk and records its impact, likelihood, owner, chosen treatment, and status. The register is never left empty.
3.2 Keeping the register current
We add or revise entries when launching a new service, taking on a vendor, changing {{CRITICAL_SYSTEMS}}, or learning of a relevant threat. Risks to {{DATA_TYPES}} and any cross-border considerations in {{GEO_SCOPE}} are captured explicitly.
3.3 Scoring and prioritization
Impact and likelihood are each scored on a simple one-to-five scale. Every quarter we surface the three highest-scoring risks for attention and record the reasoning behind any change in score.
3.4 Risk treatment
For each prioritized risk we choose to mitigate, transfer, avoid, or accept. Any choice other than acceptance produces at least one owned task with a due date. Accepted risks are recorded with the date and the approving manager.
3.5 Threat intelligence
We follow reputable, freely available advisories (such as national cyber agencies and the vendors behind {{CRITICAL_SYSTEMS}}) and share relevant items internally. Where available, we fold in bulletins specific to {{INDUSTRY}} and open new risks or actions when warranted.
3.6 Measuring the program
The program is working when the register exists, the top three risks are flagged, and no mitigation task is more than 30 days overdue. Larger teams (over {{EMPLOYEE_COUNT}} people) widen quarterly sampling to cover more of {{CRITICAL_SYSTEMS}} and {{DATA_TYPES}}.
3.7 Continual improvement
Closed or obsolete risks are pruned during the quarterly review so the list stays useful, and scoring guidance is adjusted after incidents or material changes to {{CRITICAL_SYSTEMS}} or to obligations affecting {{GEO_SCOPE}}.
4. Roles and responsibilities
| Role | Responsibility |
|---|---|
| Executive sponsor | Accountable for the program; approves this policy |
| {{POLICY_OWNER_ROLE}} | Maintains this policy and the risk register |
| Managers | Own assigned risks and drive treatment within their teams |
| All personnel | Report new or changed risks promptly |
5. Compliance and exceptions
A register that is empty or stale (older than 90 days) is raised at the next management meeting until resolved. Accepting any high-impact risk requires documented senior-management approval that names the residual risk to {{DATA_TYPES}}. Exceptions require documented risk acceptance by {{APPROVER_TITLE}} and are time-limited and reviewed.
6. Review
This policy is reviewed at least annually and when significant change occurs.
Aligned to ISO/IEC 27001:2022. {{COMPANY_LEGAL_NAME}} is not affiliated with or endorsed by the relevant standards body; full standard text is copyrighted and is not reproduced here.