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[null,"Strategic Risk Area:"]
[]
[null,"No.","Risk  (what could happen)","Risk Owner","Risk Manager","Consequences (how would this affect the University)","Likelihood","Impact","Unmitigated Score\n(gross)",null,null,"Response","Mitigations (what is being/has been done to control the risk) ","Status (in place/in progress/under consideration)","Likelihood","Impact","Mitigated Score\n(net)",null,null,"Risk Movement"]
[null,null,null,null,null,null,null,null,"n",{"$f":"IF(K4<4,\"GREEN\",IF(AND(K4>3,K4<7),\"YELLOW\",IF(AND(K4>7,K4<10),\"AMBER\",IF(AND(K4>9,K4<17),\"RED\",\"ERROR\"))))","v":"GREEN"},{"$f":"G4*H4","v":0},null,null,null,null,null,"n",{"$f":"IF(S4<4,\"GREEN\",IF(AND(S4>3,S4<7),\"YELLOW\",IF(AND(S4>7,S4<10),\"AMBER\",IF(AND(S4>9,S4<17),\"RED\",\"ERROR\"))))","v":"GREEN"},{"$f":"O4*P4","v":0},"Up"]
[null,null,null,null,null,null,null,null,"n",{"$f":"IF(K5<4,\"GREEN\",IF(AND(K5>3,K5<7),\"YELLOW\",IF(AND(K5>7,K5<10),\"AMBER\",IF(AND(K5>9,K5<17),\"RED\",\"ERROR\"))))","v":"GREEN"},0,null,null,null,null,null,"n",{"$f":"IF(S5<4,\"GREEN\",IF(AND(S5>3,S5<7),\"YELLOW\",IF(AND(S5>7,S5<10),\"AMBER\",IF(AND(S5>9,S5<17),\"RED\",\"ERROR\"))))","v":"GREEN"},{"$f":"O5*P5","v":0},"Down"]
[null,null,null,null,null,null,null,null,"n",{"$f":"IF(K6<4,\"GREEN\",IF(AND(K6>3,K6<7),\"YELLOW\",IF(AND(K6>7,K6<10),\"AMBER\",IF(AND(K6>9,K6<17),\"RED\",\"ERROR\"))))","v":"GREEN"},0,null,null,null,null,null,"n",{"$f":"IF(S6<4,\"GREEN\",IF(AND(S6>3,S6<7),\"YELLOW\",IF(AND(S6>7,S6<10),\"AMBER\",IF(AND(S6>9,S6<17),\"RED\",\"ERROR\"))))","v":"GREEN"},0,"No Change"]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0,"New Risk"]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0,"Up"]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]

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["University of Aberdeen: Strategic Risk Register (SRR)"]
[null,"Risk Areas","Count of Risks"]
[null,null,"Green","Yellow","Amber","Red","Total","% of Total"]
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[{"$f":"ROW()-4","v":1},{"$f":"LEFT('Financial Sustainability'!D1,31)","v":"Financial Sustainability"},{"$f":"IFERROR(COUNTIFS(INDIRECT(\"'\"&LEFT($B5,31)&\"'!$S$4:$S$27\"),\"<4\",INDIRECT(\"'\"&LEFT($B5,31)&\"'!$S$4:$S$27\"),\">0\"),0)","v":0},{"$f":"IFERROR(COUNTIFS(INDIRECT(\"'\"&LEFT($B5,31)&\"'!$S$4:$S$27\"),\"<7\",INDIRECT(\"'\"&LEFT($B5,31)&\"'!$S$4:$S$27\"),\">3\"),0)","v":1},{"$f":"IFERROR(COUNTIFS(INDIRECT(\"'\"&LEFT($B5,31)&\"'!$S$4:$S$27\"),\"<10\",INDIRECT(\"'\"&LEFT($B5,31)&\"'!$S$4:$S$27\"),\">6\"),0)","v":7},{"$f":"IFERROR(COUNTIFS(INDIRECT(\"'\"&LEFT($B5,31)&\"'!$S$4:$S$27\"),\"<17\",INDIRECT(\"'\"&LEFT($B5,31)&\"'!$S$4:$S$27\"),\">9\"),0)","v":4},{"$f":"SUM(C5:F5)","v":12},{"$f":"G5/G20","v":0.38709677419354838}]
[{"$f":"ROW()-4","v":2},{"$f":"LEFT('Estates and Facilities'!D1,31)","v":"Estates and Facilities"},{"$f":"IFERROR(COUNTIFS(INDIRECT(\"'\"&LEFT($B6,31)&\"'!$S$4:$S$27\"),\"<4\",INDIRECT(\"'\"&LEFT($B6,31)&\"'!$S$4:$S$27\"),\">0\"),0)","v":0},{"$f":"IFERROR(COUNTIFS(INDIRECT(\"'\"&LEFT($B6,31)&\"'!$S$4:$S$27\"),\"<7\",INDIRECT(\"'\"&LEFT($B6,31)&\"'!$S$4:$S$27\"),\">3\"),0)","v":2},{"$f":"IFERROR(COUNTIFS(INDIRECT(\"'\"&LEFT($B6,31)&\"'!$S$4:$S$27\"),\"<10\",INDIRECT(\"'\"&LEFT($B6,31)&\"'!$S$4:$S$27\"),\">6\"),0)","v":6},{"$f":"IFERROR(COUNTIFS(INDIRECT(\"'\"&LEFT($B6,31)&\"'!$S$4:$S$27\"),\"<17\",INDIRECT(\"'\"&LEFT($B6,31)&\"'!$S$4:$S$27\"),\">9\"),0)","v":4},12,{"$f":"G6/G20","v":0.38709677419354838}]
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[4,{"$f":"LEFT('Education (UG and PGT)'!D1,31)","v":"Education (UG and PGT)"},0,6,1,0,7,{"$f":"G8/G20","v":0.22580645161290322}]
[5,{"$f":"LEFT(#REF!,31)","v":{"$error":"#REF!"}},0,0,0,0,0,{"$f":"G9/G20","v":0}]
[6,{"$f":"LEFT(#REF!,31)","v":{"$error":"#REF!"}},0,0,0,0,0,{"$f":"G10/G20","v":0}]
[7,{"$f":"LEFT(#REF!,31)","v":{"$error":"#REF!"}},0,0,0,0,0,{"$f":"G11/G20","v":0}]
[8,{"$f":"LEFT(#REF!,31)","v":{"$error":"#REF!"}},0,{"$f":"IFERROR(COUNTIFS(INDIRECT(\"'\"&LEFT($B12,31)&\"'!$S$4:$S$27\"),\"<7\",INDIRECT(\"'\"&LEFT($B12,31)&\"'!$S$4:$S$27\"),\">3\"),0)","v":0},0,0,0,{"$f":"G12/G20","v":0}]
[9,{"$f":"LEFT(#REF!,31)","v":{"$error":"#REF!"}},0,0,0,0,0,{"$f":"G13/G20","v":0}]
[10,{"$f":"LEFT(#REF!,31)","v":{"$error":"#REF!"}},0,0,0,0,0,{"$f":"G14/G20","v":0}]
[11,{"$f":"LEFT(#REF!,31)","v":{"$error":"#REF!"}},0,0,0,0,0,{"$f":"G15/G20","v":0}]
[12,{"$f":"LEFT(#REF!,31)","v":{"$error":"#REF!"}},0,0,0,0,0,{"$f":"G16/G20","v":0}]
[13,{"$f":"LEFT(#REF!,31)","v":{"$error":"#REF!"}},0,0,0,0,0,{"$f":"G17/G20","v":0}]
[14,{"$f":"LEFT(#REF!,31)","v":{"$error":"#REF!"}},0,0,0,0,0,{"$f":"G18/G20","v":0}]
[]
[{"$f":"COUNTA(RiskTable[[#All],[Column1]])","v":14},"Total",{"$f":"SUM(C5:C18)","v":0},{"$f":"SUM(D5:D19)","v":9},{"$f":"SUM(E5:E19)","v":14},{"$f":"SUM(F5:F18)","v":8},{"$f":"SUM(C20:F20)","v":31}]
[null,"% of Total",{"$f":"C20/G20","v":0},{"$f":"D20/G20","v":0.29032258064516131},{"$f":"E20/G20","v":0.45161290322580644},{"$f":"F20/G20","v":0.25806451612903225},{"$f":"SUM(C21:F21)","v":1}]

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[]
[]
[]
[null,null,null,"Impact"]
[null,null,null,"Low (1)","Moderate (2)","High (3)","Critical (4)",null,null,null,null,null,null,null,null,null,null,"Avoid"]
[null,"Likelihood","Highly Likely (4)",4,8,12,16,null,null,null,null,null,null,null,null,null,null,"Treat"]
[null,null,"Likely (3)",3,6,9,12,null,null,null,null,null,null,null,null,null,null,"Tolerate"]
[null,null,"Feasible (2)",2,4,6,8,null,null,null,null,null,null,null,null,null,null,"Transfer"]
[null,null,"Unlikely (1)",1,2,3,4]

{"sheet":"Abbreviations","index":3,"n_rows":19,"n_cols":2,"rows_kept":19,"cut":false,"hidden":false,"merged":[]}
["Risk Owners and Managers: abbreviations"]
[]
["SVP","Senior Vice-Principal"]
["US & COO","University Secretary and Chief Operating Officer"]
["CFO","Chief Financial Officer"]
["DD ER","Deputy Director External Relations"]
["DoAS & OE","Director of Academic Services & Online Education"]
["DoDDIS","Director of Digital and Information Services"]
["DoDAR","Director of Development and Alumni Relations"]
["DoEF","Director of Estates and Facilities"]
["DoER","Director of External Relations"]
["DoPlanning","Director of Planning"]
["DoR&I","Director of Research & Innovation"]
["HoSD","Head of Sustainable Development"]
["VP E","Vice-Principal Education"]
["VP R ","Vice-Principal Research"]
["VP RE","Vice-Principal Regional Engagement"]
["VP GE","Vice-Principal Global Engagement"]
["DDER (TNE IP)","Deputy Director External Relations (TNE and International Partnerships)"]

{"sheet":"Financial Sustainability","index":4,"n_rows":15,"n_cols":20,"rows_kept":15,"cut":false,"hidden":false,"merged":[[2,8,2,10],[2,16,2,18],[0,3,0,5],[0,1,0,2]]}
[null,"Strategic Risk Area:",null,"Financial Sustainability"]
[]
[null,"No.","Risk  (what could happen)","Risk Owner","Risk Manager","Consequences (how would this affect the University)","Likelihood","Impact","Unmitigated Score\n(gross)",null,null,"Response","Mitigations (what is being/has been done to control the risk) ","Status (in place/in progress/under consideration)","Likelihood","Impact","Mitigated Score\n(net)",null,null,"Risk Movement"]
[null,1,"Failure to meet loan covenants and associated impact on going concern assurance.","SVP","CFO","The University would need to open discussions with loan providers, the SFC and USS if covenant tests were not met. In an extreme situation, lenders may require repayment of loans which would also trigger loan break penalty costs. It is not possible to estimate these costs as each lender / stakeholder will have different responses. \n\nCurrent tuition fee shortfall has meant that debt service covenant is under pressure.  ",3,4,"n",{"$f":"IF(K4<4,\"GREEN\",IF(AND(K4>3,K4<7),\"YELLOW\",IF(AND(K4>7,K4<10),\"AMBER\",IF(AND(K4>9,K4<17),\"RED\",\"ERROR\"))))","v":"RED"},{"$f":"G4*H4","v":12},"Treat","Lobbying Universities Scotland (US), UUK, USS\n\nThe USS members have recently accepted a short term settlement which has capped the Pension contributions by employers for the next three years, subject to the 2023 valuation, thereby reducing the largest recent risk in this area.\n\nFinance prepare modelling tests for compliance with covenants at least twice a year. If a breach was anticipated (and so far it has not) from such modelling, we would negotiate with lenders and other stakeholders (eg SFC and USS) to develop solutions. \n\nInvestment Committee manages asset allocation using fund management experts to achieve a balanced risk profile.\n\nThe current financial projection indicates the £1.9m projected deficit should be achieved for 2022/23. This will ensure covenance compliance.                                                                                     In June Court approved the 3 year financial plan which predicts a deficit in 2023/24 of £3.9m, largely to reflect the full REF cut. The Plan projects break-even in 2024/25 and a surplus of £3m in 2025/26. Each of these financial results will achieve covenant compliance. However, the financial plan includes both ambitious (but realistic) growth in student fee income, controlled cost reduction and an assumed level of additional income through philantrothopic sources.","In place \n\n\n\n\n                                                                                                                                                                                                                                                                                                                ",3,4,"n",{"$f":"IF(S4<4,\"GREEN\",IF(AND(S4>3,S4<7),\"YELLOW\",IF(AND(S4>7,S4<10),\"AMBER\",IF(AND(S4>9,S4<17),\"RED\",\"ERROR\"))))","v":"RED"},{"$f":"O4*P4","v":12},"Up"]
[null,2,"Surging inflation restricts our capacity to invest. ","CFO","CFO","Inflation erodes our purchasing power and more resource is consumed with operating the estate (including energy, construction and repair materials). Market pressure pushes up recruitment and staff costs. ",4,4,"n","RED",16,"Treat","We are experiencing high levels of inflation on pay,  insurance, maintenance and utitlities which are well in excess of three  year plan levels, so impact has been increased.  The higher costs are included within the regular monthly MMR forecasts and savings meetings are being held with Schools and Estates/IT Directorates. We continue to aim to maximise all revenue streams and manage costs to minimise the risk.","In place",2,4,"n","AMBER",8,"Up"]
[null,3,"Geopolitical disruptions could cut off student income from one or more markets with little warning. ","CFO","CFO","Outstanding income could be at risk of non payment (eg as happened with fees due from a government sponsoring agency in Ghana) or students are prevented from attending. This risk is relative to both govt agencies such as AFG, partners such as GSS and individual students.",3,4,"n","RED",12,"Treat","Debts have risen in 2022/23, largely due to increases in funds due from GSS. However, dialogue is on-going and a payment plan has been agreed. However, the risk rating has been increased to reflect the current level of debt and economic situation in Nigeria.","In place",3,4,"n","RED",12,"Up"]
[null,4,"Land sales (Rowett) unsuccessful or value reduced and asset sales fail to raise planned capital receipts. ","SVP","CFO","Financial impact\n\nFuture capital projects delayed\n\nCash flow worsens",2,4,"n","AMBER",8,"Treat","Reduced investment  in strategic priorities\n\nEstates Committee reviewing progression of UOA land sales and monitoring developments in the construction industry.\n\nAlternative asset sales identified","In place",2,3,"n","YELLOW",6,"No Change"]
[null,5,"Brexit has led to a loss of funding streams, particularly in student fee income. The risk relates to this shortfall not being made up by home students","SVP","CFO","Ability to meet minimum target to break-even and associated impact on investment\n\nConcern over loss of non controlled funded places due to not meeting this target for early statistics SFC return in 2022.  Concern over high level of clawback of funding possible for 2022/23 and potential removal of funded places in future financial years.",4,3,"n","RED",12,"Treat","EU fee structure agreed with scholarships in place\n\nLiaison with all areas of UoA re supply chain\n\nResearch strategy to access Horizon funding\n\nRegular dialogue will be required with SFC re clawback of non controlled funded places, or potential removal of future years funded places. This includes the CFO meeting with the DOF at SFC regularly. Provision has been made in the 2022/23 year end position and within the 3 year financial plan approved by Court in June 2023.\n","In place\n\n\n\n",4,2,"n","AMBER",8,"Up"]
[null,6,"SFC funding declines in the medium to long term due to economic pressures ","SVP","CFO","Financial impact\n\nConcern over removal of funded places due to pressures on SFC budget.\n\nConcern over cutting of Capital Maintenance Budget.",4,3,"n","RED",12,"Treat","Plan to reduce dependence on SFC funding streams through diversification to overseas student markets . Three year plan reviews demonstrate gradual reduction in SFC Income as share of total income. \n\nRegular dialogue will be required with SFC re clawback of non controlled funded places, or potential removal of future years funded places.                                                              The 3 year financial plan includes assumptions to develop and expand all sources of revenue. An Associate Director of Commercial services is being recruited, the fundraising campaign is ramping up and the Regional Engagement Team have been strengthened.  ","In place",3,3,"n","AMBER",9,"No Change"]
[null,7,"Failure to generate sufficient surpluses to fund strategic ambition (Inability to fund the 2040 plan & commitments).\n","SVP","CFO","Strategic plan implementation  is delayed or downgraded.\n\nReputational damage & associated implications for education & research\n\nCurrently in significant deficit position. Level of income generation in 2023/24 unlikely to to be sufficient to fund the original budgeted investment.",4,4,"n","RED",16,"Treat","Improve transparency in the planning process. Increase challenge to budget holders to increase net income and reduce or redeploy cost to increase its positive impact. \n\nReview of Schools and service areas in deficit, review of courses and programmes being delivered and rationalising these.  ","In progress",3,4,"n","RED",12,"Up"]
[null,8,"Sustained loss of research income above sector average","SVP","CFO","Reduction in REG (b) and (c). The full £5m reduction will kick in in 2023/24.",3,3,"n","AMBER",9,"Treat","Greater focus on how Schools can increase Research Income with Directorate support. Increase transparency in regular performance monitoring of leading indicators for research success. \n\nResearch income projected to increase.  Increased staffing complement conducting research.                                                                                                                                          The REG action plan has been drafted and approved by SMT and Court. £1m has been included within the 2023/24 budget to fund research leave. No funding has yet been directly identified for the rest of the Plan.","In progress\n",3,3,"n","AMBER",9,"No Change"]
[null,9,"Tuition fee income drops below  plans over a sustained period, particularly international students at PGT level","SVP","VP GE","Sustained loss of revenue\n\nLoss of new entrant tuition fee income\n\nImpact on School strategies and financial position\n\nLoss of income for existing students not returning\n",4,4,"n","RED",16,"Treat","See risk 3.1 and 3.2 under Student Recruitment. This risk should remain at 16 pending Snapshot 1 in early October 2023.","See risk 3.1 and 3.2 under Student Recruitment",4,4,"n","RED",16,"Up"]
[null,10,"Business-critical projects not delivered which are required for revenue growth This risk now relates to the investments plans following the decision not to proceed with the new Business School and King’s College.","SVP","VPR","Financial impact\n\nReputational damage\n\nStudent and staff experience\n\nFuture student recruitment\n\nCash position will become tighter if we generate deficits as less operating cash flow can be reinvested in the capital programme.\n\nFuture staff recruitment",4,3,"n","RED",12,"Treat","Improved governance and project management is being put in place to manage strategic projects\n\nBusiness plan, timeline and risk register prepared for each project\n\nCash flow plan updated at least annually to advise on whether capital projects can be delivered.  \n\nProjects to be prioritised to ensure that available funds are earmarked for the most critical projects.                                                                                                                       Much of this mitigating action will rest with the Campus Masterplan which has just commenced.\n","In progress \n\n\nIn progress\n\n\n",3,3,"n","AMBER",9,"No Change"]
[null,11,"Supply chain impacted for critical goods and financial stability of suppliers reduces","SVP","CFO","Inability to carry out research or key operational activities\n\nPotential for capital works to be significantly impacted by lack of availability of key building materials.  This could impact programme and cost",3,3,"n","AMBER",9,"Treat","APUC reviewing supply chain identification of key framework suppliers\n\nAdditional credit checks on suppliers\n\nImporting and exporting guidelines issued to community following Brexit\n\nIdentify contingencies for critical supply chains e.g.  building materials\n\nProvide adequate contingencies in projects for time and cost overruns\n\nSelective use of building materials where supply chain is more stable\n\nConsideration of procurement methods that reduce the above risks","In progress\n\nIn progress\n\nComplete\n\nIn progress\n\nFor future Estates Committee \n\nProject Boards to consider\n\nProject Boards to consider",3,3,"n","AMBER",9,"Up"]
[null,13,"Unable to deliver major fundraising campaign","SVP","DoDAR","Could have a signficant and adverse impact across a range of areas, including inability to deliver major capital projects, loss of financial support for research projects and for students. ",4,4,"n",{"$f":"IF(K15<4,\"GREEN\",IF(AND(K15>3,K15<7),\"YELLOW\",IF(AND(K15>7,K15<10),\"AMBER\",IF(AND(K15>9,K15<17),\"RED\",\"ERROR\"))))","v":"RED"},16,"Treat","Ensure fundraising projects and appeals are attractive to donors, develop a case for support\nEnsure staffing and resource meets the needs of delivering a comprehensive campaign\nExpansion of prospect pool and diversification of income streams (individuals, corporates, Trusts & foundations, regular giving, legacy)\nEnsure appropriate marketing and communications including digital and personalised communications\nEffective leadership and governance\nFunding of an ongoing programme of alumni engagement and fundraising activity.                                                                                                                                                              The 3 year financial plan approved by Court in June 2023 includes £3m per annum targets from philanthropic sources. Hence the risk scoring has been increased.","In progress",3,3,"n",{"$f":"IF(S15<4,\"GREEN\",IF(AND(S15>3,S15<7),\"YELLOW\",IF(AND(S15>7,S15<10),\"AMBER\",IF(AND(S15>9,S15<17),\"RED\",\"ERROR\"))))","v":"AMBER"},{"$f":"O15*P15","v":9},"No Change"]

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[null,"Strategic Risk Area:",null,"Estates and Facilities"]
[]
[null,"No.","Risk  (what could happen)","Risk Owner","Risk Manager","Consequences (how would this affect the University)","Likelihood","Impact","Unmitigated Score\n(gross)",null,null,"Response","Mitigations (what is being/has been done to control the risk) ","Status (in place/in progress/under consideration)","Likelihood","Impact","Mitigated Score\n(net)",null,null,"Risk Movement"]
[null,1,"New risk added August 2023                     Property Terrier  Lack of comprehensive land, property, building, commercial and service information, data, digital systems to store, manage and report","SVP","DoEF","1) inability to manage efficiently or plan strategically \n2) missing or unreliable sources of information to base decisions upon\n 3) basic property ownership and interest queries are very time consuming\n 4) income not being recovered correctly from external parties\n 5) potenial risks associated with unknown property related liabilities \n6) potential to miss income or value generating opportunities\n 7) reputational damage of note being accountable for heritable assets\n 8) the financial statements do not reflect the heritable assets",4,3,"n","RED",12,"Treat","1) create and maintain a dynamic property terrier 2) fully resource an estate management function","Under consideration",4,3,"n","RED",12,"New Risk"]
[null,2,"New risk added August 2023               Strategic Alignment    Lack of alignment of estates strategy and mangement with corporate priorities and strategy  ","SVP","DoEF","1) failure to anticipate and intepret future real estate requirements\n 2) failure to be able to deliver real estate solutions to meet operational requirements\n 3) failure to plan resources to be able to deliver real estate solutions \n4) risk that future potential income streams will be put less likely to succeed",4,3,"n","RED",12,"Treat","1) formulate manner in which to gather and articulate business strategies and priorities \n2) formulate manner to become aware and be able to anticipate major funding and research income that will create requirement for real estate investment \n3) create a portfolio of potential investment projects with corresponding funding opportunities to provide best opportunity to deliver timely property solutions ","Under consideration",4,3,"n","RED",12,"New Risk"]
[null,3,"New risk added August 2023   Strategic role of Estates in corporate finance The management of the value and potential opporutnities and risks of the heritable assets on the university's balance sheet and income statements is not managed or exploited  ","SVP","DoEF","1) the interests and values on the balance sheet do not fully represent the university's estate \n2) opportunities to leverage the value of heritable assets could be missed \n3) opportunity to recover outstanding payments may be missed \n4) opportunity to effectively manage estates costs are missed\n 5) failure to fully represent property economics in property investment analysis",4,3,"n","RED",12,"Treat","1) closer co-ordination between Finance and Estates to explore role of heritable assets in financial statements \n2) Estates to be proactive participants in creating RAM charges\n 3) Estates to be proactive in supporting management of unpaid rental debt","1) in progress 2) under consideration 3) under consideration",4,3,"n","RED",12,"New Risk"]
[null,4,"Estates Strategy         Failure to adequately manage future Estate development including lack of key strategic frameworks e.g. Estate Strategy, Masterplan, data analysis and effective Space Management procedures.\n","SVP","DoEF","Estate unable to support institutional strategy (Aberdeen 2040).\n\nCapital project planning and development portfolio disrupted or fails to deliver on time, budget or quality.\n\nEstate poorly aligned to support onsite functions e.g. research, teaching, accommodation, greenspace, sport, events, community access.\n\nFocus on buildings rather than people and activities\n\nReputational impact, including EDI and H&S impacts\n\nProject governance processes not followed\n\nProject finance interrupted or lost",3,4,"n",{"$f":"IF(K7<4,\"GREEN\",IF(AND(K7>3,K7<7),\"YELLOW\",IF(AND(K7>7,K7<10),\"AMBER\",IF(AND(K7>9,K7<17),\"RED\",\"ERROR\"))))","v":"RED"},{"$f":"G7*H7","v":12},"Treat","Estates Committee oversight\n\nConsistent project management methodology and governance\n\nEffective Space Management processes (to be informed by the Masterplan and Strategy) (fully redeveloped and in place by 2024)\n\nEstate Masterplan consultation and development (SMT have agreed consultation plan Feb 23, full Masterplan developed and in place by late 2024)\n\nEstate Strategy / Masterplan consultation and development\n\nRegular review of capital planning\n\nDesign Team structure adopted and applied consistently","In place\n\nIn place\n\nIn progress\n\n\nIn progress\n\n\nIin progress\n\nUnder consideration\n\nIn place\n\n\n\n\n",3,3,"n",{"$f":"IF(S7<4,\"GREEN\",IF(AND(S7>3,S7<7),\"YELLOW\",IF(AND(S7>7,S7<10),\"AMBER\",IF(AND(S7>9,S7<17),\"RED\",\"ERROR\"))))","v":"AMBER"},{"$f":"O7*P7","v":9},"No Change"]
[null,5,"Investment Management   Failure to adequately appraise and manage the benefits realised by capital projects and the level of return","SVP","DoEF","Reputational impact\n\nNot delivering return on investment \n\nNot achieving outputs outlined in the Business Case \n\nHigh market volatility in respect of price increases in tender returns results in projects being put on hold ",3,3,"n",{"$f":"IF(K8<4,\"GREEN\",IF(AND(K8>3,K8<7),\"YELLOW\",IF(AND(K8>7,K8<10),\"AMBER\",IF(AND(K8>9,K8<17),\"RED\",\"ERROR\"))))","v":"AMBER"},{"$f":"G8*H8","v":9},"Treat","Management of benefits is considered at each Project Board through Project Risk Register\n\nNew Benefits Management Process under development, which will span full project lifecycle and benefits realisation post-project delivery.\n\nEarly modelling of the Business Case to evaluate any changes in ROI calculation and benefits potentially impacting project viability ","In place\n\n\nUnder development via PMO\n\n\nUnder consideration - this item directly influences the change in score after mitigation until resolved",2,3,"n",{"$f":"IF(S8<4,\"GREEN\",IF(AND(S8>3,S8<7),\"YELLOW\",IF(AND(S8>7,S8<10),\"AMBER\",IF(AND(S8>9,S8<17),\"RED\",\"ERROR\"))))","v":"YELLOW"},{"$f":"O8*P8","v":6},"New Risk"]
[null,6,"Estate Management Failure to ensure appropriate Estate functionality to support efficient utilisation","SVP","DoEF","Assets are under-utilised\n\nSpace is poorly used\n\nImpact on delivery of services e.g. Security, Cleaning, H&S, maintenance, catering\n\nLack of suficient, accessible storage impacts service delivery and key activities e.g. exams, sport, engagement etc.\n\nUser satisfaction\n\nReputational\n\nConsequences of increased home working\n\nLack of linkage between Estates, Timetabling, Event Management and Occupation by Third Parties\n\n",3,4,"n","RED",12,"Treat","Ongoing analysis of impacts of Homeworking Policy\n\nEffective Space Management processes (to be informed by the Masterplan and Strategy) (fully redeveloped and in place by 2024)\n\nEstate Strategy (to be informed by the Masterplan) consultation and development (developed and in place by 2024)\n\nEstate Masterplan consultation and development (SMT have agreed consultation plan Feb 23, full Masterplan developed and in place by late 2024)\n\nSpace benchmarking data reviewed (ongoing)\n\nRecommencement of Space Management Group\n\nDevelopment of Space Modelling plans for Schools (ongoing)\n\nDevelopment of Space Modelling plans for Professional Services (ongoing)\n\nOngiong monitoring of space requirements and student growth (ongoing)\n\nAppointment of Property and Asset Manager \n\nFurther appointments of specialist staff\n\nCo-ordination of systems of space usage","Under consideration\n\nIn progress\n\n\nIn progress\n\n\nUnder consideration\n\n\nIn progress\n\nIn place\n\nIn progress\n\nIn progress\n\nIn progress\n\nIn place\n\nUnder consideration\n\nUnder consideration",3,3,"n","AMBER",9,"No Change"]
[null,7,"Building Maintenance   Deterioration in material condition and/or functional obsolescence of the estate (including teaching, research and support functions)","SVP","DoEF","Inability to deliver core services and supporting activities \n\nHealth & Safety risk\n\nReputational damage\n\nReducing attractiveness to students and staff \n\nRepeated failures in key buildings\n\nSome buildings in poor state of repair and/or inoperable\n\nLoss of relevant licences and permissions to operate\n\nLiability to users and adjoining landowners ",3,4,"n","RED",12,"Treat","10-year cash flow plan\n\nEstates Committee management, with consideration given to research, teaching and support facilities\n\nRegular review of capital programme to ensure adequate annual investment is maintained\n\nRegular review of maintenance spend and programme\n\nRegular review of relative performance against sector IRV metrics\n\nOngoing programme of refurbishment and upgrade works (ongoing)\n\nCreation of works programme following condition surveys (ongoing)\n\nIncrease in resources, including both financial and people \n\nFunctionality survey of Estate to be scheduled for 2023/2024","In place\n\nIn place\n\n\nIn place\n\n\nIn place\n\nIn place\n\nIn progress\n\nIn progress\n\nUnder consideration\n\nUnder consideration",3,3,"n","AMBER",9,"No Change"]
[null,8,"Business Continuity    Systems fail to identify potential risks to assets or to ensure appropriate operational resilience of assets, systems or utilities\n\nSee also Environmental Sustainability Risks","SVP","DoEF","Reputational impact\n\nSignificant cost implications (regardless of insurance position)\n\nDisruption to aspects of campus activity e.g. teaching, research professional support\n\nLoss of an asset / assets resulting in significant business continuity problems e.g. due to fire, flood\n\nLoss of key systems e.g. K2, door entry\n\nLoss of utilities \n\n",3,4,"n","RED",12,"Treat","Business continuity processes\n\nKey business continuity risks identified as part of Business Continuity Plans\n\nRegular maintenance and servicing of key mitigation systems e.g. fire suppression\n\nAppropriate insurance in place\n\nHealth & Safety practices e.g. lab safety measures\n\nDevelopment of appropriate investment programme (including plans for replacement) for critical systems, assets & utilities, including CHP and DIstrict Heat Network (ongoing)\n\nMaintenance and development schedules for critical infrastructure e.g. CHP\n\nProgramme Board to review campus heating options\n\nLong-term plans for replacement of key infrastructure e.g. CHP, District Heat Network\n\nTesting of backup generators and oversight by the Resilience Advisory Group","In place\n\nIn place\n\nIn place\n\n\nIn place\n\nIn place\n\nIn progress\n\n\n\nIn place\n\nIn place\n\nIn progress\n\n\nIn progress",3,3,"n","AMBER",9,"No Change"]
[null,9,"Net Zero     Failure to manage energy consumption and carbon management including lack of structural investment required to drive down emissions baseline leads to uncontrolled energy costs.\n\nSee also Environmental Sustanability Risks","SVP / US & COO","DoEF","Inability to manage utilities budgets\n\nMultiplier effect of cost of carbon\n\nReputational damage\n\nReduces capacity for investment to drive down emissions and costs\n\nIncreased consumption and costs of ongoing COVID mitigations e.g. air filtration, exacerbate challenge\n\nGlobal energy price rises magnify other impacts\n\nEnergy security issues affected by ongoing war in Ukraine",4,3,"n","RED",12,"Treat","Net-Zero Strategy (ongoing)\n\nEnergy efficiency embedded in projects (ongoing)\n\nConsideration of micro-renewables (ongoing)\n\nConsideration of networked solutions e.g. local heat network (ongoing)\n\nConsideration of alternative fuels (ongoing)\n\nControls measures including Monitoring & Targeting \n\nAdvance purchasing through sector procurement routes\n\nBudgetary impacts of volatile global energy markets being monitored\n\nProgramme Board reviewing campus heating options\n\nEffective space management\n\nAppropriate and timely collaboration with internal experts, including Dean for Green and other experts","In progress\n\nIn progress\n\nIn progress\n\nIn progress\n\nIn progress\n\nIn place\n\nIn place\n\nIn place\n\nIn place\n\nUnder consideration\n\nIn place",3,3,"n","AMBER",9,"No Change"]
[null,10,"Commercial Income   Failure to achieve targeted income from non-corporate, commercial and residential activities\n\nSee also Financial Sustainability Risks","US & COO","DoEF","Financial impact\n\nRisk to subsidy of other business activity\n\nReduced student numbers impact on residential and catering income\n\nImpact on third party and other site support e.g. shop, bus service\n\nChanges in legislation governing student tenancies gives ability to leave at short notice and/or University offers rent rebates (both COVID related)\n\nRecovery delayed by ongoing Covid restrictions, with reduced footfall/income and limiting scope to mitigate impact\n\nLimited/reduced commercial activities undermining revenue generating opportunities ",3,3,"n","AMBER",9,"Treat","Scenarios have been prepared under which financial impacts are budgeted \n\nOperating costs reviewed (ongoing)\n\nWorking with other HE / FE providers to generate new accommodation business e.g. SRUC, NESCOL (ongoing)\n\nExtensive marketing activity and working with student recruitment to opimise offer e.g. virtual open days with student recruitment, incentives for students staying over summer etc (ongoing)\n\nRolling programme of accommodation upgrades\n\nExtensive on-site support for students compared to private sector\n\nPlan to recruit to a Business Development Exec post to generate new income\n\nWeekly monitoring of transaction levels and income against resource to deliver activity\n\nAdequate investment strategy to enable effecitve facilities                                       Creation of and recruitment to post of Associate Director Commercial Services","In place\n\nIn progress\n\nIn progress\n\n\nIn progress\n\n\n\nIn place\n\nIn place\n\nOn hold\n\nIn place\n\nUnder consideration                          In progress",2,3,"n","YELLOW",6,"No Change"]
[null,11,"Supply Chain Multiple impacts of geopolitical unrest, Covid and Brexit continue to magnify problems within the supply chain (both cost and availability)\n","SVP","DoEF","Small and medium suppliers fail\n\nKey suppliers lost or staffing reduced\n\nExtensive re-tendering\n\nDelays in critical parts lead to equipment offline e.g. CPH engine\n\nLarge contractor failure\n\nContractors and supply chains disrupted and/or  significant price increases on key materials\n\nInterruption to gas supply\n\nSpecific effects on Aberdeen market given geographical remoteness, including lack of market competition leading to higher prices in both capital and operational activities ",4,4,"n",{"$f":"IF(K14<4,\"GREEN\",IF(AND(K14>3,K14<7),\"YELLOW\",IF(AND(K14>7,K14<10),\"AMBER\",IF(AND(K14>9,K14<17),\"RED\",\"ERROR\"))))","v":"RED"},{"$f":"G14*H14","v":16},"Treat","Government initiatives and mitigation\n\nMost operational suppliers are via APUC and as such are large/established entities although not always operating in Aberdeen\n\nRe-tendering would normally be by APUC\n\nCHP/ District main is a ‘risk’ but UoA can operate without it (at a cost). Contract in place for maintenance with some critical part help on campus and some held by maintenance company\n\nPayments are retrospective to works \n\nParent Company Guarantee \n\nHorizon scanning e.g. of construction trade\n\nReview by Resilience Advisory Group\n\nExplore other procurement routes, including potential expansion of shared services with other large organisations in the area\n\nNote: mitigations available to manage the geopolitical aspects of this risk are limited and impact is uncertain given the external variables in place\n\n\n","Under consideration\n\nIn place\n\n\nIn place\n\nIn place\n\n\n\nIn place\n\nIn place\n\nIn place",3,4,"n",{"$f":"IF(S14<4,\"GREEN\",IF(AND(S14>3,S14<7),\"YELLOW\",IF(AND(S14>7,S14<10),\"AMBER\",IF(AND(S14>9,S14<17),\"RED\",\"ERROR\"))))","v":"RED"},{"$f":"O14*P14","v":12},"No Change"]
[null,12,"Staffing Capacity Insufficient to deliver strategic functions of the Directorate","SVP","DoEF","Failure to implement recommendations of E&F Review\n\nSingle points of failure\n\nStaff wellbeing and stress related issues for existing staff due to increased workloads\n\nReduced capacity to support campus activity / events (one-off and routine) e.g. cleaning rosters\n\nInability to maintain statutory compliance which allows the University to operate\n\nHarmonisation of terms and conditions leads to  inability to deliver key functions",3,4,"n","RED",12,"Treat","All required posts put forward for approval\n\nReview of structures following appointment of Director of Estates and Facilities\n\nRecruitment into key pinch-point areas","In progress\n\nUnder consideration\n\nUnder consideration",3,3,"n","AMBER",9,"New Risk"]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,null,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]

{"sheet":"Education (UG and PGT)","index":6,"n_rows":15,"n_cols":20,"rows_kept":15,"cut":false,"hidden":false,"merged":[[0,1,0,2],[0,3,0,5],[2,8,2,10],[2,16,2,18]]}
[null,"Strategic Risk Area:",null,"Education (UG and PGT)"]
[]
[null,"No.","Risk  (what could happen)","Risk Owner","Risk Manager","Consequences (how would this affect the University)","Likelihood","Impact","Unmitigated Score\n(gross)",null,null,"Response","Mitigations (what is being/has been done to control the risk) ","Status (in place/in progress/under consideration)","Likelihood","Impact","Mitigated Score\n(net)",null,null,"Risk Movement"]
[null,1,"Assessment and feedback on assessment is not of a high quality and / or provided within the required timeframes.\n\n","VP E\n","Director of Academic Services & Online Education","Impact on student performance and progression\n\nNSS Assessment and Feedback results do not improve with impact on League Table rankings\n\n",4,3,"n",{"$f":"IF(K4<4,\"GREEN\",IF(AND(K4>3,K4<7),\"YELLOW\",IF(AND(K4>7,K4<10),\"AMBER\",IF(AND(K4>9,K4<17),\"RED\",\"ERROR\"))))","v":"RED"},{"$f":"G4*H4","v":12},"Treat","Continue with the agreed approach to monitoring the timeliness of providing student feedback at School level so that Heads of School / Directors of Education can intervene where necessary\n\nContinue with the agreed approach that ensures that all students are provided with all information about assessment (including but not limited to: type of assessment, criteria for marking, timelines for submission and return of grades/feedback)\n\nTake forward actions at institutional level that support Schools to improve feedback (e.g., provision of training)\n\nTake forward a pilot of the use of TESTA (Transforming the experience of students through assessment) in one or more School\n\nIdentify good practice in assessment at course, discipline and / or School levels and disseminate appropriately\n\nEach School will review the NSS results at discipline level and will put in place action plans at discipline level\n\nQuality assurance processes in place to ensure appropriate assessment is in place, including liaison with external examiners\n\nGuidance in place on assessment: development of assessment, inclusivity, integrity with continued work on matters of integrity (e.g., essay mills)\n\n\n","In place\n\n\n\nIn place\n\n\n\n\nIn place\n\n\nIn progress (complete in AY23/24)\n\nIn progress (complete in AY23/24)\n\nIn place\n\n\nIn place\n\n\nIn place\n\n\n",2,3,"n",{"$f":"IF(S4<4,\"GREEN\",IF(AND(S4>3,S4<7),\"YELLOW\",IF(AND(S4>7,S4<10),\"AMBER\",IF(AND(S4>9,S4<17),\"RED\",\"ERROR\"))))","v":"YELLOW"},{"$f":"O4*P4","v":6},"No Change"]
[null,2,"Non-continuation of students with some student groups being more at risk of non-continuation","VP E\n","Director of Academic Services & Online Education","Impact on individual students\n\nLoss of tuition fee income\n\nImpact on completion rates, degree awarding gap, and League Table position\n\nReputational impact\n\n",3,3,"n",{"$f":"IF(K5<4,\"GREEN\",IF(AND(K5>3,K5<7),\"YELLOW\",IF(AND(K5>7,K5<10),\"AMBER\",IF(AND(K5>9,K5<17),\"RED\",\"ERROR\"))))","v":"AMBER"},9,"Treat","Continued development of transition into university support, orientation and induction approaches to support the needs of students\n\nAnalysis of non-continuation data that enables targeted initiatives to be developed as necessary at institutional, School and discipline levels\n\nMonthly review of withdrawal data to enable 'real-time' understanding of any trends or concerns\n\nAnalysis of particular demographic groups to determine if there are issues associated with particular groups, and take action to address the issues\n\nOngoing equality impact assessment of teaching, learning and assessment and take action where necessary\n\n","In place\n\n\nIn place\n\n\nUnder consideration\n\n\nIn place\n\n\nOngoing",2,2,"n",{"$f":"IF(S5<4,\"GREEN\",IF(AND(S5>3,S5<7),\"YELLOW\",IF(AND(S5>7,S5<10),\"AMBER\",IF(AND(S5>9,S5<17),\"RED\",\"ERROR\"))))","v":"YELLOW"},4,"No Change"]
[null,3,"No increase in the level of student mobility / students' opportunity to engage with an international experience","VP E\n","Director of External Relations","Impact on student experience due to lack of opportunity to undertake international placements\n\nImpact on recruitment\n\nImpact on the achievement of the Aberdeen 2040 Commitment 11\n",3,3,"n","AMBER",9,"Treat","International TFG is taking forward planning that aims to increase the number of opportunities for study abroad\n\nTake forward a pilot of COIL (Collaborative Online International Learning) that aims to enable students to have an international experience without travel\n\nCommunicate the existing opportunities appropriately\n\nContinue to work with networks (e.g., Aurora, Curtin) to progress increased opportunities for student mobility\n\nContinue to work at a national level to influence the approach to the funding for study abroad","In progress (this is a long-term and ongoing action)\n\nIn progress (complete in AY23/24)\n\nIn place\n\nIn place\n\n\nIn place",2,2,"n","YELLOW",4,"No Change"]
[null,4,"Quality assurance arrangements are not in place or not adhered to in our TNE (transnational education) partnerships in Qatar, the Joint Institute with South China Normal University, and other TNE provision\n\n","VP E\n","Director of Academic Services & Online Education","Impact on the student experience\n\nImpact on our reputation\n\nImpact on our external quality assurance outcomes\n",3,3,"n","AMBER",9,"Treat","Produce a quality assurance report annually for a specific partnership focused Quality Assurance Committee meeting for each partnership, identifying any risks or issues\n\nUtilise the robust committee structures that are in place to monitor and intervene as necessary\n\nEnsure that TNE partners have all necessary information and support to enable the implementation of our required quality assurance processes\n","In place\n\n\n\nIn place\n\n\nIn place\n",2,2,"n","YELLOW",4,"No Change"]
[null,5,"Students are unable to access work placements or go on to employment after graduation \n\n\n","VP E\n\n","Head of Careers and Dean for Employability and Entrepreneurship","Negative impact on graduate outcomes \n\nNegative impact on our graduates\n\nImpact on the achievement of Aberdeen 2040 Commitment 12",4,4,"n","RED",16,"Treat","Analysis of graduate outcome data at School and discipline levels to identify areas that require targeted action with Schools putting in place action plans\n\nProgress the work that relates to the scaling up of work placements, aiming to prioritise the project where possible (given the requirements for staff in the ciurrent financial context)\n\nWork with the Development Trust to identify opportunities that will support the development of placement opportunities\n\nUpscale and widen co-curricular internship opportunities through new ABDNConnect Internship programme (Communications to include engagement with alumni)\n\nEncourage UG students to undertake appropriate PG study with the University of Aberdeen\n\nComplete the work of the Aberdeen 2040 Graduate Attributes and Skills and develop an associated detailed implementation plan","In place\n\n\nIn progress (actions identified for AY23/23)\n\n\nIn place\n\n\nIn progress (actions in place for AY23/24)\n\n\nIn place\n\n\nIn progress (for approval at Senate in February 2024)",3,3,"n","AMBER",9,"No Change"]
[null,6,"Failure to adhere to requirements of Professional & Statutory Regulatory Bodies (PSRB) leading to risk of loss of accreditation","VP E","Director of Academic Services & Online Education","Reputation damage\n\nNegative impact on student employability\n\nRisk of litigation",2,4,"n",{"$f":"IF(K9<4,\"GREEN\",IF(AND(K9>3,K9<7),\"YELLOW\",IF(AND(K9>7,K9<10),\"AMBER\",IF(AND(K9>9,K9<17),\"RED\",\"ERROR\"))))","v":"AMBER"},{"$f":"G9*H9","v":8},"Treat","Ensure close oversight by Schools of PSRB requirements\n\nQAC oversight of PSRB accreditation reports\n\nPut in place a more robust process of identifying and monitoring accreditation/PSRB requirements and ensure that Schools are alerted to the actions required at least 9 months ahead of time","In place\n\nIn place\n\nIn place",1,4,"n",{"$f":"IF(S9<4,\"GREEN\",IF(AND(S9>3,S9<7),\"YELLOW\",IF(AND(S9>7,S9<10),\"AMBER\",IF(AND(S9>9,S9<17),\"RED\",\"ERROR\"))))","v":"YELLOW"},{"$f":"O9*P9","v":4},"No Change"]
[null,7,"Unable to improve the degree awarding gap for Black, Asian and Minority Ethnic students, Widening Access students and mature-age students. ","VP E","Director of Academic Services & Online Education","Negative impact on the individual students\n\nStudent performance and progression is not where it should be\n\nReputational damage",3,4,"n","RED",12,"Treat","Implement a targeted action plan","In place",2,3,"n","YELLOW",6,"No Change"]
[null,8,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,9,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,10,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,11,null,null,null,null,null,null,"n","GREEN",0,null,null,null,null,null,"n","GREEN",0]
[null,12]