Key risks

Risk management is an essential part of strategic planning and decision making at the Canadian Grain Commission and the organization has established a process to identify, monitor, mitigate and manage corporate level risk. Strategic planning includes an environmental scan, identification of emerging threats and opportunities for improvement, an internal and external workforce analysis, and the development of a corporate risk profile summary to identify areas of greatest risk exposure to the Canadian Grain Commission in delivering its Departmental Results and programs.

The Canadian Grain Commission operates in an environment where the needs of Canadian farmers and the grain sector continue to evolve rapidly as outlined in the 2019-20 Departmental Plan, Plans at a glance and operating context. Feedback from farmers and grain handlers, domestic and international grain buyers and processors, and other domestic and foreign government entities has proven to be a reliable early indicator of risk arising from developments in the external environment. Ensuring that Canadian grain is dependable and safe while balancing rapidly evolving grain sector needs is paramount to the organization going forward. The Canadian Grain Commission is committed to ensuring that aging infrastructure, equipment, and technology do not compromise Program delivery through prioritized funding to address key investment projects. The Canadian Grain Commission is focused on its capacity to respond to opportunities while delivering upon its core mandate through the business planning process.

A key corporate opportunity is to collaborate with stakeholders to effectively and efficiently deliver Departmental Results and promote the value of the Canadian Grain Commission programs and services.

Mitigating risks and capitalizing on opportunities will allow the CGC to successfully deliver upon its Departmental Results and demonstrate clear benefits to the grain sector and Canadians.

Risks Response Strategies
Ensuring Canadian grain is dependable and safe while balancing rapidly evolving grain sector needs. Continue to update the grain grading system and modernize wheat classes.

Analyze and assess options for innovative new technologies, policies, and processes for programs and services.

Continue to collaborate with other federal departments and agencies and external stakeholders to ensure the grain quality assurance system meets the needs of the sector and grain is dependable and safe.
The Canadian Grain Commission’s aging infrastructure, equipment, and technology. Assess and implement measures to enhance and modernize information management and technology to improve client experience.

Assess and implement measures to review capital needs to identify options for repair, maintenance, and upgrades for space and equipment.

Engage with federal partners to prioritize capital investments based on critical infrastructure needs, reduce costs, and increase efficiencies and timeliness.

Review independent and renewed space in terminal elevators.

Replace aging Information Technology systems.
The capacity to respond to opportunities while delivering upon the core mandate. Implement a Project Management Office to oversee projects.

Identify Program leads to best respond to potential opportunities and to address any gaps or pressures.

Review and implement innovative digital e-services, where possible, to align resources, reduce risks, and increase capacity.
Opportunity
The Canadian Grain Commission’s key corporate opportunity is to collaborate with stakeholders to effectively and efficiently deliver Departmental Results and promote the value of its programs and services.

The Canadian Grain Commission has an Integrated Risk Management Working Group that includes representatives from all programs and divisions. The group meets regularly to identify and assess the Canadian Grain Commission’s risks and risk response strategies as well as organizational opportunities. Information and recommendations from the Integrated Risk Management Working Group are forwarded to the Canadian Grain Commission’s Executive Management Committee for review and action as necessary (e.g. implementation of additional mitigation strategies and/or contingency plans).

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