【正文】 ccessful than those taking a less ambitious, stepbystep approach. Although the latter increases management activity, with each of the elements needing to be controlled and coordinated, the advantages are that activities are: Health and safety policy and practice is concerned with ensuring that the workplace is a safe environment. set up the mechanism for monitoring the success of the application of the policy (including reports to management, at least annually) ensure that processes, and the culture/infrastructure, to identify and manage risk are put in place。 be clear about the roles (and, if possible, individuals) that are responsible for risk managing in the wider context of of change and the business. The study of (Supporting Innovation: Managing Risk in Government Departments), the Cabinet Office’s report Successful : Modernising Government in Action, and HM Treasury’s Orange Book provide valuable messages that are incorporated in this guidance.Meeting the needs of corporate governanceCorporate governance is the ongoing activity of maintaining a sound system of internal control to safeguard shareholders’ investment and the pany’s.The states that:‘a(chǎn) pany’s objectives, its internal organisation and the environment which it operates in are continually evolving and as a result the risks it faces are continually changing. A sound system of control therefore depends on a thorough and regular evaluation of the nature and extent of the risks to which the pany is exposed. Since profits [or business results] are in part the reward for successful risk taking in business, the purpose of internal control is to help manage and control risk rather than eliminate it.’ frameworks must ensure that management is held accountable for a corporation’s performance and that owners are able to monitor and intervene in the operations of management.These principles apply equally to the public and private sectors. Whereas corporations focus mainly on shareholder returns and the preservation of shareholders’ value, the public sector’s role is to implement cost effectively in accordance with Government legislation and policies.The British Standards Institute () has produced a guidance note on Corporate Governance – PD 6668:2000 – relating to the management of. It outlines a management framework for identifying the, determining the risks, implementation and maintaining control measures and finally reporting annually on the organisation’s mitment to this process.Policy on management of risk to support corporate governanceTo support, there needs to be a policy in place. This policy should: and the potential resolution approaches the need for a ‘’ at senior level, for an activity (strategy, or). He or she is supported by at everyday working levels as appropriate for the activity and risk exposure risks actively monitored and regularly reviewed on a constructive ‘noblame’ basis. Joint working and partnerships often involve more plex types of risk that can adversely affect the delivery of business services. For example, if part of the service provided by one organisation is delayed or of poor quality, the success of the whole collaboration can be put at risk. You must make sure that your organisation knows about the approaches of your partners. Sharing information about risk management means that risks in collaborative can be identified and managed in a proactive way.Public sector concernsThe Modernising Government initiative seeks to encourage the public sector to adopt well managed risk taking where it is likely to lead to sustainable improvements in service delivery. More effective will improve the public sector’s ability to undertake the increasingly plex and crosscutting that are demanded by the Modernisation agenda. Public sector organisations need to have in place the skills, management structures and organisational structures to take advantage of potential to perform better and to reduce the possibility of failure.The key areas that have to be addressed are: closely linked to achievement of objectives existence of an organisational culture which supports well thoughtthrough risk taking and innovation policies and the of effective management clearly municated to all staff s Strategic Assignments Consultancy Service and their clients. In addition, it incorporates feedback from contributors to workshops and other review channels. These contributions are acknowledged with thanks.CHAPTER 2: PRINCIPLESThis chapter outlines the key principles underpinning the effective. Critical success factors for management of riskThe key elements that need to be in place if is to be effective, and innovation encouraged, include:s published guidance on best practice in。 : Documentation outlines. The research for this guidancePrepared by OGC39。 : Lessons learned from others : Managing organisational safety and security :, contractual and legal considerations : Categorising risk : Examples of of the senior manager in the organisation. They may delegate some of the actions but cannot forgo the responsibility 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: reduced waste and fraud, and better value for money more efficient use of resources bette