【正文】 education and continual professional development Is ownership reassessed on a periodic basis, or in the event of a change in the situation。 implementation of the actual measures taken in response to the risks how decisions on are made, such as further risk reduction ultimately customers’ confidence in the bank’s online service became a. This highlights the need for relevant information about risks to be shared throughout the organisation.shows examples of typical risks occurring at each organisational level.Table 1: related to organisational levelsLevel Examples of typical risks considered at this level Strategic/corporateCommercial, financial, political, environmental, directional, cultural, acquisition and quality risks. There is a focus on business survival, continuity and growth for the , and exceed set criteria – . not acceptable, outside agreed limits, could affect strategic objectives, information needs to be escalated to this level so that appropriate decisions can be taken./acquisition, funding, organisational, , security, safety, quality and business continuity and exceed set criteria – . not acceptable, outside agreed limits, could affect objectives, information needs to be escalated to this level so that appropriate decisions can be taken.Personal, technical, cost, schedule, resource, operational support, quality and provider issues/risks should be considered at this level as they affect the and how it needs to be run. Information on strategic and related risks should be municated to this level where they could affect objectives. Project managers should municate information on risks to other projects and operations as appropriate.Operations Personal, technical, cost, schedule, resource, operational support, quality, provider failure, environmental and infrastructure the higher levels have input to this level。 a major to support/build towards the intended oute – for example, providing a telephone helpline first as part of a new information service and then adding website services to expand the facilities available to the public easier to manage be clear about escalation criteria in relation to (., when to refer decision making upwards) the requirements of – including more focused and open ways of managing risk (see the section on below) clearly identified senior management to support, own and lead on : Information on further techniques to support a senior manager acting as a ‘owner’, who is responsible for risk relating to a specific or and for the realisation of associated business. Audience for this guidanceBusiness managers, process owners, strategic planners, and teams, business continuity planners and security teams are the primary audience for this guidance, together with their service providers.It will also be of interest to auditors, with their responsibility for ensuring effective. How to use this guideChapter 1 introduces the structure, process and culture of, explaining why organisations need to devise and implement effective strategies in order to maximise and minimise to the achievement of their business objectives. It identifies key personnel in the and the target audience for the guidance.outlines the key principles underpinning: establishing a framework, risk ownership, where risks occur, the decision making process, the importance of embedding the risk management culture, and allocating realistic budgets.describes the main activities of. It contains practical examples, pointers and checklists for identifying and responding to risk, and monitoring.–7 explain when and how should be applied throughout an organisation, at the strategic, , and operational levels.discusses the range of techniques available to support the process.The Annexes provide supporting detail: more effective management of change o F1燱hy is business continuity management important? o F2燱hat is business continuity management? o F3燞ow to implement business continuity management o F4燬tructuring business continuity plans o F5燘usiness continuity supported by a risk management process o F6燱ho to involve in business continuity management o F7營(yíng)ssues to consider in a BCP o F8燗ssuring your BCP is viable o F9燱here to store BCPs o F10燙ommunications o F11燘CM summaryo of risk o to apply risk management o to do it o is involved o level policy for management of risk《國(guó)學(xué)智慧、易經(jīng)》46套講座《人力資源學(xué)院》56套講座+27123份資料《各階段員工培訓(xùn)學(xué)院》77套講座+ 324份資料《員工管理企業(yè)學(xué)院》67套講座+ 8720份資料《工廠生產(chǎn)管理學(xué)院》52套講座+ 13920份資料《財(cái)務(wù)管理學(xué)院》53套講座+ 17945份資料o of risk o to apply risk management o to do it o is involved o level policy for management of risko C1燭hreats and impacts o C2燬trategic risk major threats o C3燭hreats to projects or programmes o C4燨perational riskso L1燘usiness Case o L2燘usiness Continuity Plan (BCP) o L3燙ommunications Plan o L4燙ontingency plan o L5燤anagement of Risk Policy o L6?Activity) plans for programme and/or project o L7燫isk Register o L8燬ecurity policy o L9燬takeholder map o L10燬ummary Risk ProfileCHAPTER 1: INTRODUCTION Purpose of this guideThis guide is intended to help organisations to put in place effective frameworks for taking informed decisions about risk. The guidance provides a route map for, bringing together remended approaches, checklists and pointers to more detailed sources of advice on tools and techniques. It expands on the Guidelines for Managing Risk.The process of investment appraisal, in which assessments are made of costs, and risks, is outside the scope of this guide. However, many of the principles and techniques described here can be used when developing the. The approach described in this guide plements’s guidance on programme and management and is continually updated to reflect current thinking. This approach, branded by as (), is supported by training and qualifications.