Page 56 - EdUHK Annual Report 2016-2017

The ve principal risks, mitigation plans and relevant risk treatment activities identi ed as of this nancial year are illustrated as follows:
以下詳述本財政年度內識別的五個風險類別、相關減低 風險計劃及風險管理行動:
Risk themes
風險類別
Risk Statements
風險陳述
Mitigation Plans
減低風險計劃
Risk Treatment
風險管理
Reputation
聲譽
• Damage to reputation will adversely affect
the University’s ability
in achieving its overall (near and longer term) objectives 聲譽的受損會影響本校整體 實現(短期或長期)目標的 能力
• Sustain a good corporate governance culture and environment 維持良好的大學管治文化及 環境
• Maintain the University’s ranking in international league tables 保持本校國際排名
• Formed a Governance Review Taskforce with the objective to review the current governance structure 已成立管治檢討工作小組，以檢視現行的管治架構
• Established communication protocol among senior management team, Communications Of ce and other of ces in response to internal and external incidents under public concern 已為管理團隊、傳訊處及其他部門設立傳訊機制，用於回應 公眾關注的校內外事件
Compliance
遵守法規
• Non-compliance with UGC guidelines, and laws and regulations, which are subject to changes from time
to time, may result
in nancial loss and adverse impact on the University’s reputation 大學教育資助委員會的指 引、法律與規例，或會被不 時修訂。若本校未能遵守， 可能會蒙受財政損失，並影 響聲譽
• Maintain a good internal control system 維持良好內部監管系統
• Validate compliance and internal control system by the Internal Auditors 由內部審計人員作監察，以 確保本校遵守法規
• Provided trainings and brie ngs by respective departments to staff as needed to improve knowledge and awareness of compliance with UGC guidelines, laws and regulations 已由相關部門向員工提供所需培訓及舉辦簡報會，就大學教 育資助委員會的指引、法律與規例，加強員工的認知和遵從 規範的意識
• Appointed a consulting rm as the University’s internal auditors to perform risk-based independent review on the risk management and internal control system 已委任顧問公司為本校的內部審計人員，就風險管理及內部 監管系統進行風險為本的獨立檢視
Stakeholder engagement 持份者的參與
• Rising activism in different social sectors and lack of trust
and empathy from stakeholders may pose risks on the University’s sources of funding and reputation 社運活動不斷增加，持份者 亦往往缺乏互信及同理心， 均可能會影響本校資金的籌 集及本校的聲譽
• Continuous 2-way communications with various stakeholders through different channels 透過不同的管道與各持份者 保持雙向溝通
• Regular open-minded and direct dialogue with different stakeholders 定期與不同持份者作坦誠而 直接的對話
• Maintaining regular formal and informal communications with various stakeholders including students and staff representatives 與各持份者，包括:學生及教職員代表，保持定期的正式及非 正式溝通
• Established the position of and appointed the
Dean of Students with main responsibilities to (1) develop and propose the University’s policies relating to student development and affairs; (2) facilitate effective communication between students and the University; and (3) management of student-related crisis 新設並委任學生事務長職位，其主要職責包括:(1)發展及建 議有關本校學生發展及學生事務的政策;(2)促進學生與大 學之間的有效溝通;以及(3)加強與學生有關的危機管理
54 / The Education University of Hong Kong Annual Report 2016-2017