2.2 Risk Management

Risk Management

2.2

Version 6.2 June 2025

2.2 Risk Management Contents Preamble ............................................................................................................................. 3 2.2.1 Identifying Risks ...................................................................................................... 3 2.2.2 Risk Management ................................................................................................... 4 2.2.3 Risk Management System ...................................................................................... 4 Types of Risk ....................................................................................................................... 5 Financial Risks ................................................................................................................. 5 Operational Risks ............................................................................................................. 7 Hot Water Safety .............................................................................................................. 8 Procedure ............................................................................................................................ 9 Managing WHS Risks ................................................................................................. 10 Managing Participant Risk .......................................................................................... 10 Summary ........................................................................................................................... 10 Supporting Documents ...................................................................................................... 11 Policies ........................................................................................................................... 11 Forms ............................................................................................................................. 11 Information ..................................................................................................................... 11 NGO Training ................................................................................................................. 11 Legislation ...................................................................................................................... 11 NDIS Practice Standards and Quality Indicators ............................................................... 12 2.2 Risk Management .................................................................................................... 12 Human Services Quality Standards ................................................................................... 13 1 Governance and Management .................................................................................... 13 Delegation of Authority....................................................................................................... 13 Version Details ................................................................................................................... 14

2.2 Risk Management

2 of 15

Version 6.2 June 2025

Preamble BigDog Support Services Pty Ltd and Scottvale Health Club Group (BigDog) effectively identifies any risks to clients, workers as well as to BigDog, and ensures that these risks are managed accordingly.

2.2.1 Identifying Risks BigDog believes that risk should be managed and monitored on a continuous basis. BigDog has designed a framework to allow it to achieve its business objectives whilst assisting management and ideally, providing early warnings of risks.

Key components which bring together a number of procedures and controls within BigDog are as follows: Identification and assessment of all risks Monitoring and wherever possible, mitigation, of identified risks Periodic reporting Assessment of effectiveness of risk management framework Ways to identify risk These methods assist BigDog to identify risks that are relevant to our business: Thoroughly review our business plan and ask as many 'what if?' questions as we can.

Brainstorm with our accountant, financial adviser, worker and other interested parties.

Get as many different perspectives as you can.

Analyse a wide range of possible future events and their outcomes (scenario analysis).

Analyse economic, political, legislative and operating scenarios.

Use flow charts, checklists and inspections to break down and analyse our work procedures (systems analysis).

For any method, always ask these questions: When, where, why, and how are risks likely to occur in our business?

Are the risks internal, external or random?

Who might be involved or affected if this occurs?

Once we've identified risks, we'll need to analyse their likelihood and consequences and then come up with options for managing them.

Risk Identification Mistakes The failure to recognise risks early when it is less expensive to address Not identifying risks in an iterative fashion Risks are not identified with appropriate stakeholders Not using a combination of risk identification techniques Risks are not captured in one location The failure to make the risks visible and easily accessible Risks are not captured in a consistent format 2.2 Risk Management

3 of 15

Version 6.2 June 2025

Each coordinator is responsible for the continual identification and subsequent reporting by all workers of risks within their specific division.

Risks across all BigDog operations will be centrally collated and assessed by the Director and the nominated coordinator

2.2.2 Risk Management Risks which have been identified and assessed should be continually, but as a minimum periodically, reviewed by the Director, with the assistance of the relevant coordinator.

To the extent possible, steps should be taken to mitigate identified risks or lessen any exposure to BigDog and appropriate precautions for reoccurrence be communicated across the appropriate business divisions.

In accordance with our Charter, the Director is responsible for, among other things, ensuring that effective risk management programs are in place to protect BigDog assets and shareholder value.

BigDog’s risk framework should promote a robust structure so that all risks are appropriately identified, assessed, monitored and mitigated wherever possible, across all business divisions. Assessment of all aspects of BigDog risk framework (including the comprehension of all ‘material’ business risks) by the Director should take place on an annual basis.

In addition, the Director and Coordinators should promote a culture of voluntary and transparent risk reporting and ongoing, regular risk assessment throughout all levels of BigDog.

2.2.3 Risk Management System BigDog links support delivery to a risk management system which includes incident management, complaints management, work health and safety, human resource management, financial management, information management and governance.

A risk management plan details our strategy for treating risks. It details information about: identified risks the level of risks our planned strategy the time frame for implementing our strategy the resources required the individuals responsible for ensuring the strategy is implemented.

The business environment is constantly changing. The type of risks BigDog will face will change as our business develops and grows. Regularly reviewing our risk management plan is therefore essential for identifying new risks and monitoring the effectiveness of our risk treatment strategies.

2.2 Risk Management

4 of 15

Version 6.2 June 2025

Types of Risk There are many different types of risk. The Australian standard (AS ISO 31000:2018, Risk management) defines risk as 'effect of uncertainty on objectives'. The types of risk you face will therefore be specific to your business and its objectives but will generally relate to the following areas.

Financial Risks These risks include both external risks, such as changes in interest rates or commodity prices, and internal risks such as cash flow shortages, customers defaulting on payments, depreciation of assets, retail lease and contract disputes.

Financial Delegations Financial delegations are to be exercised in accordance with the Financial Management Standard 1997, the Financial Administration and Audit Act 1977 (QLD) and associated audit requirements and the Corporations Act 2001 (Cwth).

As part of the risk framework, BigDog processes include: financial delegations, differentiating between budgeted and non-budgeted items and between capital and operational expenditure, across various managerial levels, procedures for approving amounts within and under delegation and procedures for reporting to the Director those amounts approved under delegation Planning In order to reduce risks to the sustainability of BigDog, the following planning is carried out which includes risk management aspects: strategic planning business planning cash flow and budgetary forecasting Taxation BigDog processes include procedures to ensure that the Company is compliant with the relevant taxation legislation and ASIC requirements through the Company Accountant, Joel Canning.

Financial and Banking BigDog processes include procedures to monitor, analyse and assess the impact of interest rates any other key economic metric on BigDog business. The Commonwealth Bank provides a Business Banking Executive to recommend best finance options.

Insurance BigDog engages the services of an Insurance Broker to: Manage our insurances portfolio Manage insurance renewals and Advise and recommend the introduction of new or recommended insurances 2.2 Risk Management

5 of 15

Version 6.2 June 2025

Asset Management BigDog is committed to the responsible management of business assets and to being accountable for the assets purchased by: Ensuring that assets are purchased with careful consideration and at the best possible price Maintaining an asset register that tracks the value and location of assets Ensuring cyclical maintenance of relevant assets Ensuring appropriate insurance cover is maintained for assets Property management and rentals BigDog engages the services of a registered Real Estate Agent or Agents for: 1. Residential Tenancy Agreements a. Term of the agreement b. Complete agreement in accordance with the Act c. Rent amounts and methods for payment d. Responsibility for payment of utilities e. Special Terms 2. Bond Application 3. Building Inspection a. Entry reports b. Exit reports 4. Maintenance and repairs a. Managing reports b. Organising quotes c. Submitting for directors’ approval

Continuation of Operations BigDog is committed to the continuation of the operation of the company and engages the services of a Lawyer to prepare and manage: Power of Attorney Enduring Power of Attorney Directors’ Wills Share allocation Discretionary Testamentary Trust

2.2 Risk Management

6 of 15

Version 6.2 June 2025

Operational Risks These risks cover a range of environmental, human, systems and procedural impacts such as illness or retirement of key worker, equipment breakdown, pandemic, natural disasters, and software failures.

Workplace As part of the risk framework, the Directors reviews BigDog Work Health and Safety obligations so that BigDog can provide a working environment that is safe and without risks to health.

Quality Assurance As part of the risk framework, BigDog processes include procedures to report on compliance with Quality Assurance standards. Procedures include identifying and reporting on Quality issues identified and establishing processes to reduce the risk of the Quality issue.

Personnel As part of the risk framework, the Directors has approved an overarching remuneration philosophy, the design of which ensures that the level and composition of remuneration is competitive, reasonable and appropriate for the Company’s results delivered and to attract and maintain talented and motivated managers and workers.

Legal These risks include contractual breaches and non-compliance with regulations such as changes to work health and safety standards.

Legal matters are immediately referred to the Directors who will, in consultation with the Company Solicitor work to ensure that applicable codes of conduct are followed along with legal compliance as well as managing Enduring Powers of Attorney and Director’s wills.

Privacy and Information These risks relate to non-compliance with state and national privacy laws on recording, storing and disposing of customer information.

Incident and complaints management Results to assist with service delivery improvements through continuous improvement.

Strategic These risks relate to your business strategies such as changes in customer demand, increased competition, adopting new technology and pursuing new business opportunities.

As part of the risk framework, BigDog processes include procedures to monitor, analyse and assess the impact of, and wherever applicable, prevent or challenge: Industry trends and market changes, Changes in the labour markets, A loss of a key contract or several contracts, A negative impact of reputation and Increased competition.

2.2 Risk Management

7 of 15

Version 6.2 June 2025

Hot Water Safety Very hot liquids or steam can cause a type of burn called a scald.

Scalding is the second highest cause of burns apart from fire and is a preventable injury that can lead to scarring, painful treatment, infection and death.

More than 90% of scalding occurs in the bathroom from showers or baths that are too hot.

The risk of scalding is greater for people who may have a reduced reaction time and/or thinner skin thickness.

This includes: People with cognitive or physical disabilities including dementia People with peripheral neuropathy People with epilepsy People with a sensory impairment Young children Older people or those with reduced mobility Because of the risks of hot water to worker and clients, the Australian Standards now have regulations for new hot water installations in facilities where people with disability receive services.

There are specific legal temperature limits for domestic hot water systems in Australia: Hot water storage tanks must be set to store water at 60°C to control bacteria.

Instantaneous water heaters must be installed with a tempering valve to ensure delivery water does not exceed 50°C, preventing scalds.

For facilities housing vulnerable people like young children, elderly etc, a control device stipulates the maximum temperature for your hot water tap is 45°C. These critical regulations, which ensure hot tap water is hot enough and temperaturecontrolled for safe use, are outlined as state-endorsed mandates in AS/NZS 3500.

A temperature control device must be fitted to all new and replacement hot water systems.

2.2 Risk Management

8 of 15

Version 6.2 June 2025

Procedure Managing Financial Risks The Accounts Officer will provide to the Directors the following documents: Profit and Loss statements for the previous month, Cash Flow forecast for the coming three months, Budget items compared with actual Year to Date figures, Delegated expenditure which was approved across the organisation.

Annually each January, the Administration Officer in conjunction with the directors will prepare and approve the annual budget.

Managing Organisational Risks The Administration Officer is responsible for the maintenance of the appropriate records for the following: Payroll Drivers’ licences, suitability cards and first aid/CPR for workers and volunteers, Worker Training and Development Details of all commercial contracts entered into by BigDog including but not limited to leases, rentals and hire purchases agreements.

Managing Rental and Property Risks The nominated Real Estate Agent(s) will provide to the Directors the following documents: Details of property and tenants Rental and expenditure statements Outstanding rent and details of efforts to bring any outstanding amounts up to date House inspection reports.

Managing Hot Water Risks The Workplace Health and Safety Officer will undertake the following: That any new heated water installations use a thermostatic mixing valve or thermostatically controlled tap to deliver hot water not exceeding 45ºC at fixtures used primarily for personal hygiene purposes (Australian Standards 2018, AS3500.4.1.11) Engage a licenced plumber to test and maintain any temperature control devices at least on a yearly basis (ABCB 2015) Managing Fire Safety Risks All BigDog properties are subject to a fire evacuation drill every 3 months which is recorded in the Operations Register.

The responsible people for ensuring these evacuations are undertaken are: Offices – Fire Warden Day Service - Day Service Coordinators SIL Houses - Service Coordinators 2.2 Risk Management

9 of 15

Version 6.2 June 2025

Managing WHS Risks The WHSO will undertake a full workplace health and safety audit on all BigDog properties (offices, SILs, Day Services) every 12 months.

All recommendations from this report will be actioned by the service coordinators within the timeframe given in the audit report.

Managing Participant Risk As part of our quarterly reviews of participant files, coordinators must update the risk assessment of each participant. This includes Reviewing of any incident reports Reviewing of case notes Speaking to the participant about any concerns Updating the risk assessment for the participant to include any new information.

Summary

Risk management is a process that allows individual risk events and overall risk to be understood and managed proactively, optimising success by minimising threats and maximising opportunities.

2.2 Risk Management

10 of 15

Version 6.2 June 2025

Supporting Documents Policies 2.0 Provider Governance and Quality Indicators 2.1.2 Replaceable Rules 2.1.4 Strategic and Business Planning 2.1.5 Continuous Improvement 2.2.3 Manage Expenditure

Forms 2.2.2 Business Continuity Plan PATH Plan SWOT analysis

Information Human Services Quality Framework October 2021 Version 8 NDIS Practice Alerts NDIS Practice Standards November 2021 Version 4 Risk Management Guidelines (Standards Australia AS ISO 31000:2018)

NGO Training Management of Medication Keeping safe at work NDIS Employee Health Check NDIS Manager Health Check Problem Solving Self-Care for Disability Support Professionals Transitions of Care

Legislation Child Protection Reform and other Legislation Act 2022 (QLD) Corporations Act 2001 (Cwth) Corporations (Queensland) Act 1990 Disability Services and Inclusion Act 2023 (Cwth) Disability Services Act 2006 (QLD) Financial Administration and Audit Act 1977 (QLD) National Disability Insurance Scheme Act 2013 (Cwth) NDIS (Provider Registration and Practice Standards) Amendment Rules 2021 Residential Tenancies and Rooming Accommodation Act 2008 (QLD) Safe Work Australia Act 2008 (Cwth)

2.2 Risk Management

11 of 15

Version 6.2 June 2025

NDIS Practice Standards and Quality Indicators BigDog Support Services Pty Ltd (BigDog) is a registered NDIS provider and is required to apply the scheme’s practice standard and quality indicators.

The standards have been developed to create an important benchmark to assess provider performance and ensure that high quality and safe supports and services are provided to NDIS participants.

The four core modules are: 1.0 Rights and Responsibilities; 2.0 Governance and Operational Management; 3.0 The Provision of Supports; and 4.0 The Support Provision Environment.

The supplementary modules cover: 5.0 Specialist Support 5.1 High intensity daily personal activities.

5.3 Implementing behaviour support plans.

2.2 Risk Management Risks to participants, workers and the provider are identified and managed.

2.2.1 Risks to the organisation, including risks to participants, financial and work health and safety risks, and risks associated with provision of supports are identified, analysed, prioritised and treated.

2.2.2 A documented system that effectively manages identified risks is in place and is relevant and proportionate to the size and scale of the provider and the scope and complexity of supports provided.

2.2.3 Support delivery is linked to a risk management system which includes: • Incident Management; • Complaints Management; • Work Health and Safety; • Human Resource Management; • Financial Management; • Information Management; and • Governance

2.2 Risk Management

12 of 15

Version 6.2 June 2025

Human Services Quality Standards The Human Services Quality Standards set a benchmark for the quality of service provision.

Each Standard is supported by a set of performance indicators which outline what an organisation is required to demonstrate to meet that standard.

1 Governance and Management Sound governance and management systems that maximise outcomes for stakeholders.

1.4 BigDog management systems are clearly defined, documented and monitored and (where appropriate) communicated including finance, assets and risk.

1.5 Mechanisms for continuous improvement are demonstrated in BigDog management and service delivery processes.

Delegation of Authority Name

Position

Details

Courtney Carroll

Director

Authorise review and implementation

Ann Paull

Secretary

Company Secretary

Peter McGrath

Operations Manager

Ensure information dissemination

Monique Paull

HR Lawyer

Ensure compliance by workers

Joel Canning

Accountant

Taxation compliance

Aaron Keneally

Insurance Broker

Insurance Management

Danny Clifford

Lawyer

HR Law

Lindsay Brown

Lawyer

Company Constitution

William Carroll

WHSO

Soteria Blue

2.2 Risk Management

13 of 15

Version 6.2 June 2025

Version Details This policy will be reviewed every twelve (12) months unless circumstances deem it necessary to review earlier. The review process will involve an analysis of the usefulness of the policy and to note any changes which are required to improve the policy.

If minor changes are made in wording or to clarify the intent, the version number will indicate this by adding a ‘point’ i.e. Version 1.0 indicates the original version and 1.1 with the first round of minor changes made. A significant change or intent of the policy will be indicated by a whole new number i.e. Version 2.0.

The following rules also apply in interpreting this policy: • Headings are for convenience only and do not affect interpretation.

• A singular word includes the plural and vice versa.

• A word that suggests one gender includes the other genders.

Date

V

October 2013

1.0 Policy written to match HSQS Standard 1 Governance and Management

January 2014

1.1 Ratified by Community Committee 1.2 Updated term ‘Client’ to NDIS term ‘Participant’ ‘Forms’ heading to ‘Documents’ as read only items 2.0 Created a single HSQF Standard Policy Included imagery of forms and information sheets

February 2015 June 2015 July 2016 February 2017

Details

2.1 Updated supporting policies to procedures 3.0 Created an all-inclusive HSQF Policy to address each of the service standards indicators.

Returned supporting procedures to supporting policies Updated Responsible Officers

January 2019

4.0 Updated to new logo and style guide

January 2020

5.0 Removed HSQF Standards Indicators and Policy matched with NDIS Practice Standards and Quality Indicators Front cover updated to Standards colour identification Supporting Policies updated 5.1 Updated Responsible Officers details Changed ‘the director’ to ‘the directors’ Introduction of BigDog Training Portal and modules Change of business name for insurance broker

January 2021

February 2022

2.2 Risk Management

5.2 Updated officers, training modules and practice alerts Included Hot Water Safety Included 2.2.3 Manage Expenditure policy NDIS Practice Standards November 2021 Version 4 14 of 15

Version 6.2 June 2025

Date

V

January 2023

6.0 Included Human Services Quality Standards and Child Protection Act and the term “Participant” is returned to “Client” to allow for policies to cover NDIS and Child Safety.

January 2024

6.1 Disability Services Act 1986 replaced with Disability Services and Inclusion Act 2023 and policy review process included.

June 2025

6.2 Scottvale Health Club included in policy Hot Water Standards updated 18 July 2024 Steven Paull has retired, responsible officers updated

2.2 Risk Management

Details

15 of 15

Version 6.2 June 2025