Sheet1 Risk Category Risk Explanation Environmental Water pollution Author: Author: What is the impact of this? It should be clearly stated here.Drilling projects operate around the clock, disrupting wildlife, and water sources. The drilling method of “fracking” is known for contaminating drinking water sources with chemicals that lead to cancer, birth defects and liver damage. The controversial method injects a mixture of water and chemicals into rock formations to release oil and gas. As a result, it generates huge volumes of wastewater with dangerous chemicals that can leak to ponds, lagoons and underground aquifers. Author: Author: This is very difficult to read. It would be best to wrap the text as you did for row 4 below.Marine Pollution Oil spills leading to pollution of water in cases of offshore rigs offshore rig oil spills are known killers of wildlife. Just think back to the explosion of BP’s Deepwater Horizon rig in the Gulf of Mexico in 2010. The resulting spill covered 68,000 square miles of sea surface and killed majority of the small marine animals around the area. It also affects the beauty of the coastlines reducing recreational activities that can be carried out their Land Pollution Clearing of vegetation leading to environmental degradation. Oil and gas drilling has serious consequences for our wildlands and communities Infrastructure built for oil and gas extraction can leave behind radical impacts on the land. The construction of roads, facilities and drilling sites known as well pads requires the use of heavy equipment and can destroy big chunks of pristine wilderness. The damage is often irreversible. Air Pollution Human Risk Risk of Fire Deaths due to accidents Lack of recreations areas Diseases such as cancer Property Risk Damage to property Air Pollution affects the color on properties Sheet2 Sheet3 GradingRubricPointsGradeNotesIdentification of Risks5042The risk statement should include both a probability and impact. If it helps you, you may use the format: "If…, then…".Required Fields2015Where is the risk ID#, risk owner's name detailed and/ or POC for each risk? What are the date of identification and status of each identified risk?Grammar and Proper Citations1010Clear Format and Easy to View/ Report2013The course number, your name, and the date were not included. Who may I contact with questions about this Risk Register? A key with a description for each field could be included so the reviewer of this information understands what they are looking at. Formatting could be greatly improved for this. Considering that you would share this with your project sponsor and other key stakeholders. Author: Author: Note, it is best to remove Sheets which are not being used. 10080Please turn on comments to review feedback on your Risk Register. L'Oréal is the world's largest beauty products company. It creates cosmetics, perfume, and hair and skin care items in more than 130 countries under 23 bra.

1. Sheet1 Risk Category Risk Explanation Environmental Water
pollution
Author: Author:
What is the impact of this?
It should be clearly stated here.Drilling projects operate around
the clock, disrupting wildlife, and water sources. The drilling
method of “fracking” is known for contaminating drinking water
sources with chemicals that lead to cancer, birth defects and
liver damage. The controversial method injects a mixture of
water and chemicals into rock formations to release oil and gas.
As a result, it generates huge volumes of wastewater with
dangerous chemicals that can leak to ponds, lagoons and
underground aquifers.
Author: Author:
This is very difficult to read. It would be best to wrap the text
as you did for row 4 below.Marine Pollution Oil spills leading
to pollution of water in cases of offshore rigs offshore rig oil
spills are known killers of wildlife. Just think back to the
explosion of BP’s Deepwater Horizon rig in the Gulf of Mexico
in 2010. The resulting spill covered 68,000 square miles of sea
surface and killed majority of the small marine animals around
the area. It also affects the beauty of the coastlines reducing
recreational activities that can be carried out their
Land Pollution Clearing of vegetation leading to
environmental degradation. Oil and gas drilling has serious
consequences for our wildlands and communities Infrastructure
built for oil and gas extraction can leave behind radical impacts
on the land. The construction of roads, facilities and drilling
sites known as well pads requires the use of heavy equipment
and can destroy big chunks of pristine wilderness. The damage
is often irreversible. Air Pollution Human Risk Risk of Fire
Deaths due to accidents Lack of recreations areas Diseases

2. such as cancer Property Risk Damage to property Air
Pollution affects the color on properties
Sheet2
Sheet3
GradingRubricPointsGradeNotesIdentification of Risks5042The
risk statement should include both a probability and impact. If
it helps you, you may use the format: "If…, then…".Required
Fields2015Where is the risk ID#, risk owner's name detailed
and/ or POC for each risk? What are the date of identification
and status of each identified risk?Grammar and Proper
Citations1010Clear Format and Easy to View/ Report2013The
course number, your name, and the date were not included. Who
may I contact with questions about this Risk Register? A key
with a description for each field could be included so the
reviewer of this information understands what they are looking
at. Formatting could be greatly improved for this. Considering
that you would share this with your project sponsor and other
key stakeholders.
Author: Author:
Note, it is best to remove Sheets which are not being used.
10080Please turn on comments to review feedback on your Risk
Register.
L'Oréal is the world's largest beauty products company. It
creates cosmetics, perfume,
and hair and skin care items in more than 130 countries under
23 brands, including
L'Oréal Paris, Maybelline, Lancôme, Soft-SheenCarson, and
Redken. L'Oréal also
owns the UK-based natural cosmetics retailer The Body Shop

3. International, which
operates about 2,550 stores worldwide. In 2006, L'Oréal had
revenues of €15.8 billion
and expected future growth to come more from its emerging
markets rather than its
traditionally large U.S. and European markets. The organization
was highly
decentralized with countries having full profit-and-loss
responsibility. Local results
were then rolled up to the group level to provide a picture of
overall effectiveness.
L'Oréal's strategy was conducive to a diversity perspective;
the very nature of its
business makes diversity vital for success. With diverse
customer from around the
world, innovation must be based on understanding and
respecting differences. In order
to be global, the organization must be global from within, and
their experience
showed that variety breeds more creativity and innovation. As a
mirror of the ever-
changing world, a diverse workforce is better equipped to deal
with change, be in tune
with the environment, and a represent a key to L'Oréal being a

4. “great place to work.”
The organization's current efforts are built on a long history
of diversity which
began in 1974 with the “Schueller” leave, a maternity policy
named after the
company's founder that gives women an additional four weeks
leave in addition to the
statutory requirements and which can be taken, in full or in part,
until the child is two
years old. In 2000, L'Oréal adopted an Ethics Charter describing
its values and
practices as a global company and it implemented several other
initiatives, such as the
adoption of policies concerning diversity practices, the
appointment of specific roles
(a U.S. vice president of diversity was appointed in 2002), the
inception of diversity
training, and participation in career fairs.
Momentum for diversity efforts at L'Oréal increased in 2004
with the signing of the
Diversity Charter, along with 35 other large French
organizations, and the
appointment of a global diversity director. The charter
represented a national effort to

5. promote pluralism and diversity as strategies for success. It
visibly committed the
organization to pursue a variety of initiatives, including raising
awareness,
incorporating diversity progress metrics in annual reports, and
implementing policies
that promoted diversity throughout the corporation. Diversity
within L'Oréal came to
be defined as “a mosaic of visible and invisible differences …
which influence
attitudes, behaviors, values, and ways of working within the
professional
environment.”
The new global diversity director assembled a team that
developed an explicit
diversity strategy. The strategy involved five action levers,
including recruitment and
integration, training, career management interventions,
management and inclusion,
and communication. These five levers were expected to drive
results along six visible
and invisible dimensions, including nationality, ethnic and

6. cultural background, social
promotion, gender, disability, and age. The team believed the
biggest obstacle to
implementation was the cultural differences between the
countries and a low-level of
awareness of the benefits that a diversity strategy could bring.
For example, many of
the workforces in the emerging market countries were quite
homogenous relative to
the United States and France, their economies were growing
fast, and their leadership
teams had little experience or understanding of diversity related
practices. On the
other hand, the diversity efforts in the United States were quite
advanced. L'Oréal's
U.S. diversity program was recognized with the 2004 Diversity
Best Practices' Global
Leadership Award for creating an environment of diversity and
inclusion for
employees, customers, and suppliers. The U.S. experience thus
provided some
important internal benchmarks for the global team.
505506
For example, with respect to the recruiting strategy, the U.S.

7. vice president of
diversity had introduced the concept of “fishing in different
ponds” to suggest that
where the organization looked for diverse talent was as
important as whom they were
looking for. The organization identified seven different ponds
and as a result, more
than 60% of the general managers were women compared to a
L'Oréal international
average of about 33%. In addition, minority representation had
increased from 13.9%
in 2001 to 16% in 2004. Eventually, this led to the principle of
sourcing
diversification to be able to access a broader range of profiles.
In addition, the international organization began
computerizing the application
process in 2004. Through its website, they deleted request for
certain kinds of
information that might contribute to recruiting biases. Since its
inception, the
organization has deleted home addresses, a type of information
that French studies
believed was among the most discriminatory, as well as
information related to gender,

8. age, and nationality.
In terms of the training strategy, the U.S. vice president
collaborated with the global
training organization to make diversity and inclusion part of the
core curriculum for
all major leadership development training programs. One of the
global diversity
team's initial activities was a two-day diversity seminar that
involved over 8,000
managers in 32 countries in Europe. The seminar explained the
diversity strategy and
created opportunities for managers to establish goals and action
plans to make
diversity practices a reality in their countries. In line with the
global team's concerns,
the managers' reactions were mixed, depending on their
organizational role and the
country they represented. Many wondered if this was a “flavor
of the month” issue,
believed they were already managing with diversity in mind, or
had more important
business issues to address. However, many of the managers also

9. realized the potential
of diversity and became aware of some personal biases. These
managers were used to
leverage the diversity effort as it rolled out globally.
The U.S. program also led with way in terms of implementing
the strategy of
management and inclusion. Diversity objectives were included
as part of a manager's
responsibilities in annual performance reviews. That practice
was eventually
expanded, and today diversity objectives are included on a
worldwide basis.
To measure the progress of the programs, L'Oréal benchmarks
the company against
leading Fortune 500 companies that are recognized as “Best in
Class” for women and
people of color. A quarterly “State of Diversity Report”
measures results and monitors
progress in key areas; it is shared with senior leaders and human
resources teams. In
2006, L'Oréal was recognized with the World Diversity
Leadership Council's
Diversity Innovation Award, and in 2007 Ethisphere magazine
ranked the organization

10. as one of the “world's most ethical companies.”
Complete a qualitative risk assessment and response planning of
each of the risk identified in Project 1: Risk Identification (at
least 10 risks). Use at least 1 of each of the threat risk response
strategies for your response planning.
Rubric
Task
Point Value (out of 100)
Proper APA format, spelling, grammar, citation, and
organization of writing
10 points
Risk Assessment
20 points
Risk Response Planning
50 points
Clear Format and Easy to View/ Report
20 points