ABCDEFGHIJKLMNOPQRSTUVWXYZ
1
#VALUE!
2
ULSTER BADMINTON RISK REGISTER
3
4
Risk IDCategoryRisk DescriptionImpactLikelihood Risk ScoreMitigation ActionsOwnerStatusReview DateComments
5
Strategic & Governance Risks
6
SG1Lack of long-term fundingContinued 1 year investment cycles from core funders & ability for long term Sporting & financial planning. Very HighMedium20•Develop a diversified funding strategy (grants, sponsorship, membership income)
•Build strong relationships with Sport NI and funding bodies
•Implement long-term financial planning and forecasting
•Explore new revenue streams (events, partnerships, programmes)
•Maintain clear evidence of impact and outcomes to support funding applications		Executive Manager, Board, Finance Committee, Marketing & Communication Committee. Ongoing Jun-26
7
SG2Failure to adhere to corporate governance requirements Failure in implementation of policies and procedures to ensure Governance and Safeguard StandardsHighLow8•Regular review and update of governance policies and procedures
•Ensure compliance with Sport NI and governing body requirements
•Provide governance training for board and committee members
•Conduct periodic internal audits and compliance checks
•Maintain clear roles, responsibilities, and decision-making structures
•Keep accurate and transparent records and reporting		Executive Manager, Board, Finance Committee, Ethics & Welfare Committee. Monitored Jun-26
8
SG3Loss of Key Staffing personnel and volunteersFailure to deliver programmes and achieve objectives

Non-compliance with public sector funding conditions


High turnover staff		MediumMedium9•Develop succession planning for key roles
•Maintain clear role descriptions and handover processes
•Implement a volunteer recruitment and retention strategy
•Provide training, support, and recognition to staff and volunteers
•Avoid over-reliance on single individuals by sharing responsibilities
Maintain up-to-date documentation and procedures		Board & Executive ManagerMonitored Jun-26
9
SG4Reputational Damage: Negative PR, Safeguarding RiskRisk of reputational damage arising from negative publicity, poor stakeholder perception, or safeguarding incidents, potentially leading to loss of trust, funding, and participation.HighLow8•Proactive communications and media management plan
•Strong safeguarding policies and compliance
•Clear incident response and crisis management procedures
•Staff and volunteer training on conduct and ethics
•Regular engagement with stakeholders (clubs, Sport NI, BI)		Chair & Executive Manager Monitored Jun-26
10
Operational Risks
11
OR1Events/ Programme Delivery- Lack of Facilities in NI & Ulster. Continued lack of accessible, appropriate facilities for domestic Clubs, Programme delivery and to expand Provincial events locations HighHigh16•EM continues to engage with SNI & DfC alongside any new builds and redevelopments Executive ManagerOngoing Jun-26
12
OR2IT System Failure- Internal (UB systems & IT protection & External e.g. Sport80 systemRisk of disruption or failure of internal systems (Ulster Badminton IT, data protection) or external platforms (e.g. Sport80), leading to loss of data, operational disruption, and inability to manage memberships, competitions, or communications effectively.HighVery Low4•Regular data backups and secure storage
•Strong cybersecurity controls (password policies, access controls)
•Clear data protection policies (GDPR compliance)
•Service level agreements with external providers (e.g. Sport80)
•IT support and system monitoring arrangements
•Business continuity plan for system outages		Executive Manager & Marketing & Communications Committee. Monitored Jun-26
13
OR3Workforce & Volunteer shortages at Board/Committee Level and for delivery of events & activities. Insufficient volunteers to fill Board & committees positions resulting in an ineffective Organisational management. MediumMedium9•Develop a structured volunteer recruitment and retention strategy
•Implement succession planning for Board and key roles
•Provide clear role descriptions and time commitments
•Offer training, support, and recognition programmes
•Engage with clubs to build a wider volunteer base
•Introduce staggered terms for Board/committee roles to ensure continuity
•Reduce reliance on individuals by sharing responsibilities and documenting processes		Executive Managers, Chair & Development Officer Monitored Jun-26
14
Insufficient workforce (Coaches, Club Volunteers, Officials) to deliver events & programme activities. ' 0Monitored Jun-26
15
Financial Risks
16
FR1Fraud or financial mismanagementRisk of financial loss or misuse of funds due to weak controls, poor oversight, or fraudulent activity, potentially leading to financial, compliance, and reputational damage.HighLow8•Implement strong financial controls and procedures (approval limits, dual signatories)
•Ensure segregation of duties (separating authorisation, processing, and review)
•Maintain accurate and transparent financial reporting and monitoring
•Conduct regular internal and external audits
•Provide financial governance training for Board and staff
•Whistleblowing policy and clear fraud reporting procedures
•Regular reconciliation of accounts and oversight by Treasurer/Board		Finance Director and Finance Committee.Monitored Jun-26
17
FR2Budget overspendRisk that expenditure exceeds approved budgets due to poor financial planning, inadequate monitoring, or unexpected cost increases, leading to financial strain.MediumLow6•Develop detailed annual budgets and financial plans
•Implement regular budget monitoring and variance reporting
•Require approval processes for significant expenditure
•Assign clear budget ownership to responsible leads
•Maintain contingency reserves for unexpected costs
•Provide regular financial updates to the Board/Treasurer		Executive Manager, Staff and Finance directorMonitored Jun-26
18
FR3Reduced membership revenueRisk of decreased income due to declining membership numbers, reduced renewals, or lower engagement, impacting financial sustainability.HighMedium12•Deliver targeted membership recruitment and retention campaigns
•Enhance member value proposition (competitions, coaching, benefits)
•Strengthen engagement with clubs and participants
•Monitor membership trends and feedback regularly
•Introduce flexible or tiered membership options
•Promote participation through schools and community programmes		Development OfficerMonitored Jun-26
19
FR4Loss of sponsorship incomeRisk of reduced or withdrawn sponsorship funding due to economic factors, poor sponsor engagement, or failure to deliver value, affecting overall income.LowLow2•Build and maintain strong relationships with sponsors through regular engagement
•Clearly demonstrate value and return on investment (ROI) to sponsors
•Develop a diversified income strategy to reduce reliance on single sponsors
•Secure multi-year sponsorship agreements where possible
•Enhance visibility opportunities (branding, events, digital promotion)
•Regularly review and align sponsorship packages with market expectations		Executive Manager, Marketing & Communication Committee. Monitored Jun-26
20
Health, Safety & Welfare Risks
21
HSW1Safeguarding incident involving juniorsRisk of harm or abuse involving junior participants due to inadequate safeguarding practices, leading to serious welfare concerns, legal implications, and reputational damage.HighLow8•Implement and maintain robust safeguarding policies and procedures
•Appoint a trained Designated Safeguarding Officer
•Ensure all relevant personnel complete Access NÍ checks
•Mandatory safeguarding training for coaches, staff, and volunteers
•Enforce clear codes of conduct for all participants and stakeholders
•Maintain confidential reporting and escalation procedures
•Regularly review safeguarding compliance and conduct periodic audits
•Promote a culture of safety and welfare across all clubs and activities		Ethics & Welfare Director & Committee, Lead Safeguarding OfficerMonitored Jun-26
22
HSW2Venue safety issuesRisk of harm or abuse involving junior participants due to inadequate safeguarding practices, leading to serious welfare concerns, legal implications, and reputational damage.MediumMedium9•Conduct thorough risk assessments for all venues prior to use
•Ensure venues comply with health & safety regulations and governing body standards
•Perform regular inspections of courts, equipment, and facilities
•Ensure availability of trained first aiders and first aid equipment
•Maintain appropriate insurance coverage (public liability)
•Establish and communicate clear emergency procedures (fire, evacuation, incident response)
•Report and address any hazards or incidents promptly
•Work with venues to ensure ongoing maintenance and safety compliance		Employed Coaches, Events Director & Committee. Monitored Jun-26
23
HSW3PandemicRisk of widespread illness disrupting activities, events, and participation, potentially causing cancellations, financial loss, and operational challenges.Very HighVery Low5•Follow current Public Health Agency (NI) and government guidance
•Maintain a documented business continuity and recovery plan
•Implement appropriate hygiene and safety protocols (cleaning, ventilation where applicable)
•Build flexibility into event planning (rescheduling, cancellations, reduced capacity)
•Enable digital alternatives for meetings, training, and administration
•Communicate clearly and regularly with clubs, members, and stakeholders
•Monitor public health updates and adjust operations accordingly		Chair & Executive ManagerMonitored Jun-26
24
External Risk
25
ER1Changes in government funding policyRisk that changes in government or Sport NI funding policies reduce available grants or impose new conditions, impacting financial stability and programme delivery.HighMedium12•Maintain strong relationships with Sport NI and relevant stakeholders
•Regularly monitor and respond to policy and funding changes
•Align organisational strategy with government and Sport NI priorities
•Develop a diversified funding model to reduce reliance on public funding
•Demonstrate clear impact, outcomes, and value for money
Ensure compliance with all funding conditions and reporting requirements
Prepare contingency plans for reductions or changes in funding		Executive ManagerMonitored Jun-26
26
ER2Significant disagreement with parent body (BI)Risk of conflict or misalignment with Badminton Ireland (BI) affecting governance, funding, strategic direction, or participation in competitions and programmes.MediumVery Low12•Maintain strong relationships with Sport NI and relevant stakeholders
•Regularly monitor and respond to policy and funding changes
•Align organisational strategy with government and Sport NI priorities
•Develop a diversified funding model to reduce reliance on public funding
•Demonstrate clear impact, outcomes, and value for money
•Ensure compliance with all funding conditions and reporting requirements
•Prepare contingency plans for reductions or changes in funding		Chair & Executive Manager, BI Board representee. Monitored Jun-26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100