Understanding risk is a fundamental part of business, and taking action to minimise their impact on the smooth management of your golf club is a responsibility of the club’s Board of Directors and management team working together.

Risks are external (most of which are outside your control) and internal (which you do control), so it’s important to understand what these are.

By utilising a risk register, clubs can proactively identify and manage potential risks to their operations, and ensure the safety and well-being of members, customers and staff.

Utilising appropriate insurance is a vital aspect for any club operation to help protect against potential losses or damages from both accidental and malicious sources.

Owning and running a golf club means you have a number of responsibilities and risks to consider. You will need to maintain the clubhouse, golf course and other facilities, ensuring they remain in premium condition for the enjoyment of your members and customers. When things don’t go to plan, a club should have the confidence that their insurance policies would respond to losses in the way you expect.

The range of different elements requiring cover at a golf club can be wide, including areas such as public liability, property and assets, business interruption and directors & officers insurance.

As well as increased running and maintenance costs, inflation presents a risk of underinsurance. This means that insurance policies and asset values should be regularly reviewed to ensure you have the correct levels of protection.

Cyber security is becoming an increasingly important consideration for golf clubs given that they store sensitive information about their members and customers, normally including personal and financial details.

There are numerous different aspects that will require a level of focus in order to minimise potential incidents, but its best to begin with an internal assessment to help identify potential risks such as data breaches, malware attacks and scams.

Implementing policies and procedures, training staff and ensuring you have appropriate network security measures in place are all other elements that need to be considered.

Conflicts of Interest can occur in various ways within golf clubs. For example, a member of the Board or committee may have a financial interest in a decision that the club are making, such as a agreeing on which supplier to award a contract to. Alternatively, and employee may have a personal relationship with a company that may influence their choice.

If not managed correctly, conflicts of interest can be a potentially significant issue for golf clubs as there is a risk that the integrity of decision-making processes is undermined, leading to possible reputational damage to the club.

To effectively manage conflicts, clubs should establish policies and procedures that require volunteers, employees and members to disclose any potential conflicts, and provide guidance on how these are managed.

There are numerous was that bribery and corruption can be seen within golf clubs. There is potential for a supplier or contractor to offer gifts or entertainment to club representatives in exchange for preferential treatment, such as the awarding of a contract or favourable pricing.

As with most aspects of effective governance, this can be controlled by implementing policies and procedures to ensure that volunteers, staff and employees comply with anti-bribery laws and regulations, which provide guidance on how to manage any of these potential situations.

Proper management of these risks will help clubs to protect their reputation, preventing possible legal and financial consequences.