Page 117 - Hong Kong Housing Society 香港房屋協會 - Annual Report 2018 年報

Enterprise Risk Management 企業風險管理

Risk management processes are also embedded within our business ࠬᎈ၍ଣ೻ҏ͵ፄɝุਕݴ೻ձӻ୕຅ʕd
processes and systems to ensure that our responses remain current and ᆽڭҢࡁঐቇࣛʿᜳݺᏐ࿁fίุਕ஝ྌ
dynamic. During the business planning cycle, the Management assesses մಂʕd၍ଣᄴ൙Пί༺ߧഄଫͦᅺɪऒ
the risks in achieving our strategic objectives and incorporates relevant ʿٙࠬᎈdԨॶɝಯЭʿછՓࠬᎈٙણ݄d
mitigating and control measures that are subsequently monitored. In ˸ک˚ܝආБ္છfɚཧɓɖŊɓɞϋܓ
2017/18, operational reviews were conducted for different businesses, ʕdҢࡁʊఱʔΝุਕආБᐄ༶Ꮸীdఱ
while critical issues with substantial impact on the Housing Society ࿁ג՘࿴ϓࠠɽᅂᚤٙԫධdѩቇࣛΣੂ
were reported to the Executive Committee and Audit Committee in a Б։ࡰึձᄲࣨ։ࡰึිజf
timely manner.
Risk Assessment and Management 風險評估及管理

Once a year, the Management conducts an organisation-wide ӊϋd၍ଣᄴఱג՘዆ࡈዚ࿴ආБΌࠦٙ
assessment of the Housing Society’s overall risk exposure across ࠬᎈ൙Пdᔧႊ΢ධุਕݴ೻dΪᏐ຅ۃ
different business processes, reviewing strategic and operational risks ุਕᐑྤᏨীഄଫձᐄ༶ࠬᎈd˸ʿһอ
and updating respective controls to reflect the current business ޴ᗫ္છ೻ҏfࠬᎈ൙Пഐ؈ॶɝΆุࠬ
environment. The risk assessment results are captured in a Corporate ᎈ೮া̅dԨΣੂБ։ࡰึʿᄲࣨ։ࡰึ
Risk Register, with the findings reported to both the Executive ිజf׵ɚཧɓɖŊɓɞϋܓd၍ଣᄴ͵ʊ
Committee and Audit Committee. In 2017/18, the Management also ։໌ᚥਪ࿁ג՘ତϞΆุࠬᎈ၍ଣٙ࣪ݖ
engaged a consultant to perform an assurance review on our current ʿঐɢආБᏨীdה੻ഐሞܸ̈Ϟᗫ࣪ݖ
ERM framework and capabilities. It concluded that the framework was ᙮Ϟࣖ˲ԑ੄dϾ၍ଣᄴ͵ঐ˴ኬʿϞࣖ
both effective and adequate, while the Management had demonstrated ήੂБϞᗫ࣪ݖf
ownership and competency in maintaining it.

Business continuity drills are also performed periodically to ensure that ג՘͵֛ಂආБุਕܵᚃ׌စᇖdᆽڭՉ
the Housing Society’s Business Continuity Plan (BCP) is effective and ˜ܵᚃุਕ༶Ъ஝ྌ™ٙϞࣖ׌dԨίၡܢ
that critical services can be delivered during emergency or crisis אΚܢٙઋرɨঐν੬౤Զᗫᒟ؂ਕf˜ܵ
situations. The BCP covers certain critical processes, alternate office ᚃุਕ༶Ъ஝ྌ™଄ႊ߰ʍࠠࠅݴ೻e௪͜
arrangements and activation procedures, an IT disaster recovery process ፬ʮ܃τરʿ઼ਗ೻ҏe༟ৃ߅ҦӨᗭࡌ
as well as the resumption of office procedures. This year, an alternative ూ೻ҏd˸ʿ፬ʮ܃ూࡡ೻ҏfʦϋʊආ
office drill was conducted and the BCP was tested and found to be Бɓϣ௪͜፬ʮ܃዁ᇖd˜ܵᚃุਕ༶Ъ஝
functioning smoothly. ྌ™຾಻༊ܝᗇྼ༶Ъ࿫නf

The Housing Society is exposed to strategic risks in the pursuit of its ג՘׵ྼስΆุͦᅺٙཀ೻ʕࠦ࿁ഄଫࠬ
corporate objectives. For balanced and systematic risk management ᎈfމ̻ፅʿϞӻ୕ή၍ଣ଄ႊܵ΅٫ʿ
covering stakeholders and capabilities, we have defined strategic risks ዚ࿴ঐɢٙࠬᎈdҢࡁʊ፫ᗆ̬ࡈᇍᖚٙ
in four perspectives: Customers, Government & Community, Corporate ഄଫࠬᎈdʱйމ˜ᚥ܄™e˜ִ݁ၾٟਜ™e
Governance & Process and Resources. ˜Άุ၍طၾ೻ҏ™d˸ʿ˜༟๕™f

香港房屋協會2017/18年度年報 115