【正文】 t corporate governanceTo support, there needs to be a policy in place. This policy should:s published guidance on best practice in。 management of contingent and maintenance activities. See for examples of the of more effective. Who is involved in risk managementIn practice, everyone in an organisation is involved in risk management to some extent and should be aware of their responsibilities in identifying and managing risk. However, there are some aspects for which responsibility must be assigned to individuals. Without clear responsibility (and the authority to support that responsibility) some risks will be missed or overlooked.In the public sector, there are two major roles with a clear responsibility to ensure risks are managed (there will be equivalents to these roles in private sector organisations). These roles are:o C1燭hreats and impacts o C2燬trategic risk major threats o C3燭hreats to projects or programmes o C4燨perational risks《國學智慧、易經(jīng)》46套講座《人力資源學院》56套講座+27123份資料《各階段員工培訓學院》77套講座+ 324份資料《員工管理企業(yè)學院》67套講座+ 8720份資料《工廠生產(chǎn)管理學院》52套講座+ 13920份資料《財務管理學院》53套講座+ 17945份資料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 summary 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: clearly identified senior management to support, own and lead on be clear about escalation criteria in relation to (., when to refer decision making upwards) 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 how decisions on are made, such as further risk reduction Is ownership reassessed on a periodic basis, or in the event of a change in the situation。 use sound reasoning when making a tradeoff between the costs and of managing a risk ensure that the situation is properly scoped Are the various roles and responsibilities associated with ownership well defined? how risks are identified more likely to acmodate fast moving changes in technology, or in the political or financial environment the need for shared understanding of at all levels in the organisation and with partners, bined with consistent treatment of risk s Directorate, this guidance has been developed from extensive research into current thinking and practice in both the public and private sectors, drawing on published papers and interviews/studies with a number of leading organisations involved in major change and with specialist experts in the. It builds on the recent work of the National Audit Office (), HM Treasury and Cabinet Office, together with OGC39。 innovation s willingness to take on risk o B6燙hecklist: risk response o B7燙hecklist: monitoring and control mechanisms《銷售經(jīng)理學院》56套講座+ 14350份資料《銷售人員培訓學院》72套講座+ 4879份資料Contentso G1燞ow are safety and security related? o G2燤andate for ensuring safety and security o G3燬ecuring assets o G4燬ecuring incidents o G5燗dopting good practice in information security management : Examples of of policies and the of effective management clearly municated to all staff ensure that processes, and the culture/infrastructure, to identify and manage risk are put in place。 the to part of the end user munity and then ‘rolling out’ to the rest of that munity – for example, introducing a new information service in the NorthEast and gradually making it available nationwide. This is a modular and/or incremental approach that is further discussed in Chapters and and in.When managing any it is essential to ensure major decisions are made appropriately. A will support some business change and so require something to be produced and then put into use.shows the main stages of the process and the decisions to be taken about breaking projects down into manageable ‘packages’. For major projects, there will be formal in addition to the normal decision points。 how these decisions are implemented and if necessary, can it be quickly and effectively reallocated? make a clear mitment to a particular course of action. For planning, the major areas to consider are: resource management, including equal