A complete risk matrix

1. Regulatory Concept & Core Standards

In this video we will consolidate a skill: combine process, risk, assessment and measures in a coherent matrix. Use the case to test what you would do in a similar situation. We will explain the proposed response step by step so that you can understand each choice and recognise when more information would be needed. A risk matrix must reflect the entity's actual activities. This course presents the risk plan as a management tool, not a universal national obligation. The scales and measures are teaching examples to be aligned with rules applicable to the sector and organisation. The law of 16 May 2023 governs the reporting channel. Proposed risk plans, codes, calendars and control tools are organisational good practice unless a separate applicable rule creates a duty. Public-service or public-procurement requirements must not be generalised to every private business.

The matrix must show the reasoning from activity to control. A row without an owner or measure is operationally incomplete. Consistency matters across rows. Similar risks need compatible criteria. The risk plan also includes context and overall accountability rather than an isolated spreadsheet.

Apply the following rule: The law protects reports of breaches of national law and directly applicable EU law learned about in a work-related context. Articles 1 to 4 define scope, protected persons, exclusions and protection conditions. These include reasonable grounds to believe, at the time of reporting, that the information was true and within scope. National security and protected professional secrecy are among the limits or exclusions. An internal policy does not replace this assessment.

2. Practical Implementation & Procedure

Complete a row with process, cause, event, consequence, likelihood, impact, level and measures. Add owners and monitoring evidence. Validate with the implementing department and plan coordinator. Check activity coverage and required approval. Prepare dissemination and communication under the entity's regime, distinguishing legal requirements from internal choices. Before moving on, turn this procedure into a sequence you could explain to a colleague. Identify the first check, the action that depends on its outcome and the record that allows the decision to be reconstructed. Follow the sequence on screen and identify the point where an error would change the result.

3. Case Study & Compliance Action

A procurement matrix identifies favouritism but lists backups as its control. Review finds no connection between risk and control. The team adds controls over interests, criteria and decision review, keeping backups in their appropriate context. Now read the case carefully. Separate established facts from information you would still need to confirm. Do not add motives or events that have not been described. This distinction matters when choosing a response proportionate to the information available.

The exercise is as follows: How can the connection between a measure and a risk be checked quickly? Choose an answer and write one sentence explaining it. During the pause, compare your choice with the criteria we have just considered. Also think about the material you would retain to explain the decision later.

Ask how it reduces the likelihood or impact of the described event. Without a concrete explanation, the measure may be misplaced or inadequate. The matrix should make this connection explicit.

One mistake to avoid is: filling cells to finish the document without testing the link between risk and measure.

Now apply the national rule to a second decision. A report is automatically classified as protected because it contains the word corruption. What check is missing?

Read the facts and apply the national scope, context and conditions for protection. A form label helps organise information but does not determine the legal framework. If the case falls outside the regime, identify an appropriate route without unnecessarily disclosing information.