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Risk Management


  • ​​​Overview

King Saud Bin Abdulaziz University for Health Sciences strives to integrate risk management policies and strategic planning to address efficiently the challenges and any uncertain events. This integration will optimize opportunities and help in the early identification of threats. Furthermore, a predefined process that is aligned with the institutional approach will connect the colleges and the university governance and management structures that require combined commitment, set of expectations, organizational and personal accountability, and responsibility.​

  • ​​​​Risk Management Objectives

​To identify any threats and risks that may impact the College’s programs, departments, units, learning resources and facilities, workflow, and stakeholders (faculty,                staff, students, visitors).
 ​To identify any risks that could affect the integration of the strategic plan objectives and ensure its success.
 ​To increase the likelihood and impact of positive risks (opportunities) while decreasing the likelihood and impact of negative risks (threats).
 To create a contingency plan with a starting point of process, tools, and procedures to prevent the potential risks that could negatively affect the strategic planning                 and management processes in the college.

  • ​​​​​Risk Management G​uide​

The Risk Management guide provides guidance to stakeholders in terms of Risk Management. Including framework, tools, risk significance assessments, and response strategies. The below file contains Arabic and English versions of the guide .

​​​​​Risk Register​​
Helps in the tracking and managing risk through the supported process of reporting and monitoring risk in collaboration with risk owners by recording risk-related information.

  • ​​​​Forms


​​                                      ..​.​​ Administrative Support ...                                      
College​​ of Me​dicine.
Risk Manager – Fatima Al Mofadda​  
​Risk Management E-mail:
+966 11 4299999 Ext: 98238​.​​