RISK FITNESS CENTER Reference Group, other relevant stakeholders and



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  The purpose of risk management is to ensure
levels of risk and uncertainty are identified and then properly managed in a
structured way, so any potential threat to the delivery of outputs (level of
resourcing, time, cost and quality) and the realisation of outcomes/benefits by
the Business Owner(s) is appropriately managed to ensure the project is
completed successfully.

  The objectives of the risk management
approach in the AMA GYM AND FITNESS CENTER Project are to identify, assess and
mitigate risks where possible and to continually monitor risks throughout the
remainder of the project as other risks or threats emerge or a risk’s impact or
likelihood changes.

risk management is an ongoing process over the life of a project, this Risk
Management Plan and Risk    Register must
be considered a ‘snap shot’ of relevant risks at one point in time.

   Where required, the process of risk
identification, assessment and the development of countermeasures will involve
consultation with the Steering Committee members, the AMA GYM AND FITNESS
CENTER Reference Group, other relevant stakeholders and Project team members.









Risk Identification

Risk identification should begin early
in the project when uncertainty and risk exposure is greatest. Identifying risk
early allows risk owners to take action when the risk is easier to address.
Risk owners who execute early responses often reduce cost as compared to
addressing risks and issues later in the project.

Project managers should continue to work
with the project team throughout the course of the project to identify risks.
It is impossible to identify all the risks in the beginning of a project.
Things change over time that may lead to new risk exposures

project manager and the project team should be involved, as well as other
relevant stakeholders.

risk identification process that has been undertaken in this
risk assessment is the brainstorming, and scan by expertise people.



used to assist in the identification or relevant risks are:

1.      Issues
relating to staff.

2.      Issues
relating to members.

3.      Issues
relating to contracted services

4.      Issues
associated with fitness training

5.      Issues
relating to transfer of information between


6.      Issues
relating to members due to over exertion

7.      Issues
relating to injury due to improper use of


8.      Issues
relating to trip/slip including obstacles on floor, electrical cords, etc.

9.      Issues
relating to facilities

10.  Issues
relating to lighting








All the previous identified risks has impact on the
Project output either by reduce the output quality,increase the output time needed;
orincrease theoutput Costs.

The following table describes the impact of each risk
on time, cost and quality of the project.

Risk Evaluation

The objective here is to communicate the “expected impact”
that will happen if no proactive mitigation plan is implemented in the project.

The risk rating is
determined by assessing:

 • The likelihood of an incident occurring as
the result of the risk, and

 • The potential consequences of the incident

Expected Value (EV) =
Likelihood x Consequence

By referencing these
two factors in the tables below, we will be able to determine whether the risk
presents a high, significant, moderate or low risk. Issues should be addressed
in accordance with their risk rating, with high priority issues requiring immediate


































of risks involves the identification of actions to reduce the likelihood that a
threat will occur (preventative action) and/or reduce the impact of a threat
that does occur (contingency action). 
This strategy also involves identifying the stage of the project when
the action should be undertaken, either prior to the start of or during the

– This type of strategy answers the question: “what should you do now?” This
strategy is designed in a manner so as to reduce the likelihood of the risk or
seriousness of the risk way before the risk is even realized.

– These are planned actions in the event of the risk being realized. In short,
it answers the question: “what should be done if…?”

risks that are at the highest priority will need to be attended to first by the
project manager and their mitigation plans need to be realized before the
project starts, or as per the action plan. The risks with a lower priority can
be taken care of later, but cannot be ignored or neglected.

Insurance alone is not a failsafe
method of managing gym and the owner or operator has a legal responsibility to
ensure the safety of all people that use or access the facility. While there is
no one means of ensuring that any gym or business is fully protected, a number
of key areas should be considered and measures employed to reduce risk, such as:

• Utilising appropriate equipment
and maintenance practices

• Adhering to industry standards

• Employing appropriately
qualified staff

 • Inducting and/or supervising users

• Taking out an insurance policy

• Establishing legal agreements
and relationships.

 • Training and protecting gym users, staff

• Having
a person or committee that takes responsibility for reducing risks

 • Encouraging users and staff to be proactive
in promoting a safe environment in the gym

 • Implementing systems to support risk
management practices (e.g. Reporting hazards, incident reports, emergency
evacuation plan)

 • Ensuring all users complete the physical
activity readiness questionnaire and a risk assessment statement when joining
the gym. Gym staff should review these documents and ensure any concerns are
addressed with the relevant gym user and health professionals prior to
commencing use of the gym

 • Establishing and documenting gym policies
and procedures so that all who use the gym have access to them either at the
gym or online

 • Creating and documenting a safety checklist
and a signage checklist for the gym including a signed maintenance log for each
piece of equipment.




Possible Action


Mitigation actions, to reduce the likelihood and seriousness,
to be identified and implemented as soon as the project commences as a


Mitigation actions, to reduce the likelihood and seriousness,
to be identified and appropriate actions implemented during project


Mitigation actions, to reduce the likelihood and seriousness,
to be identified and costed for possible action if funds permit.


To be noted; no action is needed unless grading increases over


To be noted; no action is needed unless grading increases over



   Ensuring that risk management continues to
support the organisation’s performance and that it is effective, an
organisation will need to: set performance measures, measure progress in
respect to alignment with the risk management framework, report on how well
risk management is being undertaken and review the effectiveness of the risk
management framework. The difficulty here is that accidents where someone is
injured are statistically improbable events. Accordingly, there can be and
usually is considerable latency or lead-time between doing or failing to do
something to mitigate risk and seeing the results-be they positive or negative.
It is necessary to record incidents that involve near–misses or failures to
follow documented safety procedures to effectively monitor risk management.

   Monitoring and review will need to consider
both internal and external factors affecting the organisation, for example
changes to the law (an external factor) could result in the risk management
framework needing modification. By undertaking ongoing monitoring and review of
the framework, the opportunity to continually improve risk management programs
arises. Any data collected during the monitoring process will need to be
carefully analysed to ensure that the review is well documented and proves to
be a valuable input into the risk management plans of the fitness business.
When monitoring and reviewing activities, priority needs to be given to risks
which are classified as ‘high risks’, controls which are relied upon to modify
risk (to ensure they don’t fail), unfavourable audit findings, environmental
factors which change often (to ensure these factors are contingency planned)
and developments in technology which could be used to more effectively manage