This section describes how Countryside determines its appetite for risk, how risks are identified and quantified, and how they are managed and mitigated appropriately in order to deliver the Group’s strategic objectives. It describes Countryside’s policies and procedures for the timely identification, assessment and prioritisation of the Group’s material risks and uncertainties.

How we manage risk

Risk identification and management is built into every aspect of Countryside’s daily operations, ranging from the appraisal of new sites, assessment of the prospects of planning success, building safely and selling effectively to achieve long-term success through the property market cycle. Risk management is built into standardised processes for each part of the business at every stage of the housebuilding process. Financial risk is managed centrally through maintenance of a strong balance sheet, forward selling new homes and the careful allocation of funds to the right projects, at the right time and in the right locations.

Our approach to risk

Role and responsibilities:

  • Sets the Group strategy
  • Determines the Group’s risk policy, overall appetite for risk and the procedures that are put in place
  • Monitors the Group's emerging and principal risks
  • Assesses the progression of principal risks in comparison to the agreed appetite for each risk
  • Reviews the effectiveness of the Group’s risk management and internal control procedures

Role and responsibilities:

  • Has delegated responsibility from the Board to oversee risk management and internal controls
  • Monitors the integrity of the Group’s financial reporting process
  • Monitors the effectiveness of the Internal Audit function and the independence of the external audit

Role and responsibilities:

  • Manages the Group's risk register and assessment of net risk versus risk appetite
  • Determines the appropriate controls for the timely identification and management of risk
  • Monitors the effective implementation of action plans
  • Assesses the Group's emerging risks
  • Review reports from the Internal Audit function
  • Reviews principal claims and litigations
  • Review teh annual renewal of the Group's insurance cover

Role and responsibilities:

  • Undertakes independent reviews of effectiveness of internal control procedures
  • Reports on effectiveness of management actions
  • Provides assurance to the Audit Committee

Role and responsibilities:

  • Responsible for identification of operational and strategic risks
  • Responsible for ownership and control of specific risks
  • Responsible for establishing and managing the implementation of appropriate action plans

Board, Audit Committee and Risk Management Committee responsibility

Risk identification and management is built into every aspect of Countryside’s daily operations, ranging from the appraisal of new sites, assessment of the prospects of planning success, building safely and selling effectively to achieve long-term success through the property market cycle. Risk management is built into standardised processes for each part of the business at every stage of the housebuilding process. Financial risk is managed centrally through maintenance of a strong balance sheet, forward selling new homes and the careful allocation of funds to the right projects, at the right time and in the right locations. The Risk Management Committee meets quarterly and provides a focal point for the coordination of the Group’s risk management efforts. Its membership comprises all members of the Executive Committee and it is chaired by the Group Chief Executive Officer.

The Audit Committee reviews the effectiveness of the Company’s internal financial controls and internal control and risk management systems.

The Board has performed a robust assessment of the principal risks facing the Company, including those risks that would threaten Countryside’s business model, future performance, solvency or liquidity. The principal risks facing Countryside and how the Company addresses such risks are described in the Annual Report’s ‘Strategic Report’.

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