Our approach to risk management empowers staff to engage with risk to support informed decisions. We are committed to developing a positive risk culture where all staff confidently engage with risk as part of their day-to-day work and can adapt when responding to uncertainties and opportunities.
IP Australia’s Risk Management Framework includes:
- Accountable Authority Instructions — sets out instructions from the Director General on managing risk within IP Australia.
- Risk Management Policy and Framework — defines our approach to the management of risk, including our attitude to and objectives for risk management.
- Risk Management Plan — ensures that risk management processes are efficiently integrated into day-to-day work.
- Risk objectives, appetites, and tolerances — supports staff to identify, monitor and treat risk and make decisions aligned to the Executive Board’s expectations.
To support effective governance, we embed risk management through the following business processes:
- risk management and assessment to support business processes including project and program management, AI/ADM governance, integrity, change management, procurement and contract management
- enterprise resilience framework
- strategic and operational planning
- alignment to our regulatory performance framework
- audit and assurance program
- consideration of risk management as standing items at quarterly Executive Board meetings, governance committee meetings and biannually by IP Australia’s Audit Committee.
Our staff receive ongoing support and development to help them implement the Risk Management Policy and Framework and achieve the desired level of risk maturity. Confidently engaging with risk is a core element of our Capability Framework and applies to all staff. Structured and ad hoc learning and development processes support the framework. These are aimed at all stages of the learning journey, from induction through to Senior Executive Service-specific programs. We seek insights into our risk management culture through our internal audit program and other benchmarking activities.
Strategic risks
We face a broad range of risks reflecting our responsibilities as an administrator, service provider and regulator for Australia’s IP rights system. The following categories of strategic risk are used to measure and monitor threats and opportunities that may impact the achievement of our Strategic Objectives and Purpose.
IP Ecosystem
Risk objectives
Foster a thriving IP ecosystem that encourages innovation, achieves government objectives, and adds value to the global IP community, rights holders and the Australian public and economy. We uphold the integrity of the system and keep it safe from abuse.
Risk response
We have established processes for the identification and prioritisation of policy issues to ensure the IP legislative framework keeps pace with what we are doing and what is happening within the broader IP ecosystem. This is governed by our Strategic Policy and International Committee.Confidence
Risk objectives
Deliver high-quality and timely IP rights. Our customers have confidence in our ability to meet their needs. Customers can easily interact with our services and have access to accurate information and data.
Risk response
The production of high-quality IP rights is critical to our work and is supported through the implementation of our Quality Management System. The Data and Technology Committee oversees the governance of information and data management within the agency.
Customer and Stakeholder Engagement
Risk objectives
Engage effectively with a diverse range of customers and stakeholders, domestically and internationally. Focus on collaboration and meaningful engagement to improve our effectiveness, performance and to expand our sphere of influence.
Risk response
We have strategies and procedures in place to manage and implement activities to support the growth and sustainment of relationships with customers, stakeholders and partners. This is governed by our Strategic Policy and International Committee.
Governance
Risk objectives
Meet and administer our legislative responsibilities, follow whole-of-government policy and advice, adhere to our Accountable Authority Instructions, and maintain relevant certifications.
Risk response
We have established frameworks, and underpinning policies and procedures, to govern IP Australia in accordance with our legislative obligations. The Executive Board has responsibility for implementation, and our annual internal audit program and Audit Committee provide independent advice.
Financial
Risk objectives
Invest strategically to ensure our long-term financial sustainability and build our capacity to adapt to the changing needs of our customers and stakeholders.
Risk response
Our established governance arrangements, financial management practices and internal controls, enable us to monitor, manage and report on our entity’s financial performance and sustainability. These activities are overseen by our Executive Board. Independent assurance and advice are provided through our internal audit program, and Audit Committee.
People and Technology
Risk objectives
Our diverse, agile and capable workforce delivers value to the Australian community and our international partners. Modern technology solutions enable innovative ways of working and sector-leading flexible working options ensure we are an employer of choice.
Risk response
Our People Strategy, overseen by the People Strategy Committee, guides investment in our workforce to attract, retain and develop our people. This works in parallel with our ICT Strategy, overseen by the Data and Technology Committee, which sets a coordinated approach to technology for IP Australia and shapes how we work.
Risk appetite
We recognise it is not possible, or necessarily desirable, to eliminate risks inherent in our activities. Our risk appetites are aligned to our strategic risks and embedded in organisational decision-making. Our risk appetites and tolerances are updated dynamically by the Executive Board to reflect our operating environment, and staff are supported to make decisions reflecting established appetites, tolerances, and risk escalation framework.