#Scope Of ISO 31000

[4cconsulting]

ISO 31000 Certification : ISO 31000 Training Program | 4C Consulting

ISO 31000 Overview

The term “Risk” has always been associated with the possible failure and losses. With the emergence of ISO 31000, risk is defined as ‘the result of uncertainty on objectives’—where the effects can be both positive and negative. The most strategic challenge that organizations are facing today is to“Manage Risks” associated with a number of factors such as:

Variable cost or availability of Raw Materials.

Product Innovation and rapid changes in product technology.

Increased competition in the marketplace and greater customer expectations.

Joint venture dependency and complexity.

Maintaining Reputation in the market.

Increased Regulatory pressures and legislative requirements.

Threats to national economies and restricted freedom of world trade.

Potential for international organized crime and increased political risks.

Extreme weather events resulting in destruction and/or population shift.

Cost of retirement/pension/social benefits.

Increasing importance of intellectual property (IP).

Executing these factors efficiently improves the ability of the organizations to meet its goals and objectives which can improve their bottom line eliminating the negative financial and legal impact on their business goals which is an imperative part of ISO 31000 risk management certification.

ISO 31000:2018

ISO 31000 Risk Management System is a universal standard for risk management codified by the International Organization for Standardization (ISO) with its first publication in 2009 followed by ISO 31000:2018.

ISO 31000 Risk management certification is a discipline standard aiming at making better decisions taking into account the uncertainties inherent in life in order to better achieve your business objectives. It brings a structured foundation for risk management process helping organizationsto move beyond simple compliance for creating a culture that leads employees to act as stewards of corporate value.

The main objective behind ISO 31000 is to link risk management to decision-making and performance, helping businesses to integrate good practice into their day-to-day operations and apply it to the wider aspects of their organizational practice.

Scope & Application Of ISO 31000

ISO 31000:2018 certification is not specific to any industry or sector. It can be used by any organization (public, private or community enterprise, association, group or an individual) no matter what size it is or what it does.

ISO 31000 certification can be applied to the achievement of any and all types of objectives at all levels and in all areas.

It can be used by Senior Management who are responsible for managing organizational risks and threats at a leadership/strategic level for making decisions.

It can be used by the Internal and External auditors responsible for auditing Risk Management Practices.

Applicable for Lead Auditors responsible for other Management systems.

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[jasonbrook712]

Navigating the Future with Confidence: Understanding ISO 31000 Risk Management

Introduction:

In the dynamic landscape of business, uncertainties are inevitable. Managing risks effectively is paramount for organizations striving for sustainability and success. ISO 31000, the international standard for risk management, provides a comprehensive framework to help organizations identify, assess, and manage risks. This blog delves into the significance of ISO 31000, its key principles, and the benefits it offers in navigating the complexities of risk in today's environment.

Understanding ISO 31000:

Overview of ISO 31000:

ISO 31000 is a globally recognized standard that provides guidelines and principles for establishing, implementing, maintaining, and continuously improving a risk management framework. Its primary objective is to assist organizations in making informed decisions by managing risks effectively.

Scope of Risk Management:

ISO 31000 is applicable to all types and sizes of organizations, sectors, and activities. It provides a generic approach to risk management that can be customized to suit the specific needs and context of any organization.

Key Principles of ISO 31000:

Integration with Organizational Governance:

ISO 31000 emphasizes integrating risk management into the organization's governance structure and decision-making processes. It aligns risk management with the organization's objectives and values.

Customization and Adaptability:

The standard recognizes that risk management should be tailored to the organization's context and needs. ISO 31000 provides a flexible framework that can be adapted to various industries and environments.

Inclusive and Transparent Process:

ISO 31000 promotes an inclusive and transparent risk management process. It encourages the involvement of stakeholders and ensures that information and decisions related to risk are communicated effectively.

Continuous Improvement:

The standard is aligned with the philosophy of continuous improvement. Organizations are encouraged to regularly review and enhance their risk management processes to adapt to changes in the internal and external environment.

ISO 31000 in Practice:

Risk Identification:

ISO 31000 guides organizations in systematically identifying risks that may affect the achievement of objectives. This involves understanding the internal and external context, as well as considering positive and negative aspects of risk.

Risk Assessment:

The standard provides a structured approach to assessing risks, considering the likelihood and impact of each identified risk. It allows organizations to prioritize risks and allocate resources efficiently.

Risk Treatment:

ISO 31000 helps organizations develop and implement risk treatment plans. This involves selecting and implementing risk responses, monitoring and reviewing their effectiveness, and adjusting as needed.

Communication and Consultation:

The standard emphasizes the importance of effective communication and consultation throughout the risk management process. It ensures that relevant information is shared, and the perspectives of stakeholders are considered.

Benefits of Implementing ISO 31000:

Improved Decision-Making:

ISO 31000 equips organizations with the tools to make informed decisions by considering the potential risks and opportunities associated with various options.

Enhanced Resilience:

Organizations that implement ISO 31000 are better prepared to anticipate and respond to risks, resulting in increased resilience and adaptability.

Efficient Resource Allocation:

By systematically assessing and prioritizing risks, organizations can allocate resources more efficiently, focusing on areas where the impact is most significant.

Stakeholder Confidence:

Following ISO 31000 principles builds trust among stakeholders as they witness a structured and transparent approach to risk management.

Conclusion:

ISO 31000 serves as a beacon for organizations navigating the uncertainties of today's business environment. By embracing its principles and guidelines, organizations can cultivate a proactive risk management culture that enhances decision-making, resilience, and overall effectiveness. ISO 31000 is not just a standard; it's a strategic asset for organizations seeking sustainable success in an ever-changing world.

Sertifikasi ISO 31000

[compliancehelp]

Which Business Management System Do I Need for Risk Assessment?

Do you have an effective risk assessment protocol in place? If not, you need one immediately. Every business is vulnerable to unknown external threats. If the probabilities are not identified, evaluated, and prevented, disruption can take place anytime. Resulting in financial, technical, and human resource losses, risks are detrimental to the overall image of a company.

There are different business management systems available to help companies with varied business conditions. For risk assessment and aversion, the global management standard is the ISO 31000. It decodes policies, procedures, framework, and guidelines for implementing and maintaining a robust risk management program.

Risk assessment is the first step in managing threat counts. It is a step-by-step process, where management, authorities, and significant stakeholder groups organise SWOT analysis. Previously encountered threats are considered to reoccur about 50% time and create emergency situations. The following blog discusses the role and process of the ISO 31000 as the most impactful risk assessment/management program.

What is the ISO 31000?

It is a global business management standard for risk management. Released in 2008 and modified in 2018, the ISO 31000 fundamentally provides recommendations for streamlining an initiative-taking risk management system. The two prime scopes of the international standard are:

● A framework that offers foundations and strategic suggestions for arranging processes for designing and implementing a risk management system or modifying and monitoring the existing one. ● A risk management process in detail. It sets the practices and policies for ensuring the efficacy of the risk management system.

The fundamental components of the ISO 31000

● The first component is establishing a mission and then a policy towards risk assessment and control systems with proper governance as well. ● The second most vital component is program design. An overarching framework for continuously improving your risk management system will be provided. ● The third component is system implementation. It provides a strategic approach towards implementing the system and maintaining protocols for continuity. ● The fourth one is monitoring and evaluation. The structure, performance, and progress of the risk management protocol. ● The last component is an approach for continual enhancement.

How does the ISO 31000 work as a business management system?

It is a multi-step process, which primarily helps you to identify and assess situations that can work against the mission of an organisation. It allows the management team to better understand individual stakeholder interests and helps determine a timely process focus. Ideally, the ISO 31000 begins with defining the context of the organisation and it is followed by a thorough identification, analysis, and evaluation procedure. The following will help you to understand.

Step 1 - Risk Identification

Risk identification is the most challenging part of the process. For successful detection, the process allows the management team to run market analysis and evaluate previous encounters. The probable factors are thoroughly compared to judge the capacity of the potential risks.

Step 2 - Risk Analysis

In the next step, the identified threat counts are analysed and their nature, cause, and consequence. The analysis is done to determine an effective implementation strategy.

Step 3 - Risk Evaluation

Risk evaluation is often called risk aggregation. In this step, risk factors are prioritised based on their potential level.

Step 4 - Risk Treatment

After levelling all the risk factors, corrective actions will be taken. Companies can think of hiring consultants or expert professionals who will help them to determine the right corrective measures.

Step 5 - Communication and consultation

Communication and consultation play a key role in the entire risk assessment and risk aversion program. Corrective measures are generated and detailed information regarding each of them is communicated to each stakeholder group. Consultation is often a crucial part of the process as authorities rely on experienced hands to mitigate situations.

Step 6 - Monitoring and review

Each implemented measure is monitored and reviewed thoroughly to ensure risks will be timely avoided. This business management system model, the ISO 31000 is widely acclaimed and recognized as the certification to assist you with aligning process for securing your company assets.

Contact Details: Business Name: Compliancehelp Email Id: sales@compliancehelp.com.au Phone No: 1800 503 401

Also Read: What to Know & How to Pursue the ISO 17025 Certification Process

[thinklio]

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C‌‍‍‍‌‍‍‌‌‍‍‍‌‍‍‍‍‌‍‍orporate Threat Register (around 500 words) This task requires you to engage with classroom discussions held in tutorials to understand the scope, context and criteria (as per ISO 31000, s6.3) of a potential disturbance to a real world organisation. Using the understanding developed in class, you will then individually (not with peers) identify, research‌‍‍‍‌‍‍‌‌‍‍‍‌‍‍‍‍‌‍‍…

[guidedpapers]

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[little-p-eng-engineering]

CSA Z662 Safety and loss management systems

June 13, 2020

P.Eng.

Meena Rezkallah

3.1 General     There is a commentary available for this Clause. 3.1.1 Operating companies shall develop and implement a documented safety and loss management system for the pipeline system that provides for the protection of people, the environment, and property. 3.1.2 The safety and loss management system shall cover the life cycle of the pipeline system and shall include the following elements: a) clearly articulated policy and leadership commitment to the development and implementation of the safety and loss management system; b) an organizational structure with well-defined responsibilities and authorities that supports the effective implementation of the safety and loss management system; c) a process for the management of resources, including:

i) the establishment of competency requirements;

ii) a training program that includes a process for evaluating the effectiveness of the training provided and for maintaining training records; and

iii) contractor selection and performance monitoring that ensures services are performed in a manner that conforms to the requirements of the safety and loss management system;

d) an internal and external communication process that supports the effective implementation of the safety and loss management system; e) a document and records management process for the effective implementation of the safety and loss management system, including

i) procedures for the control and distribution of documents; and

ii) procedures for the control of records;

f) operational controls, as applicable, for

i) risk management;

ii) design, material selection, and procurement;

iii) construction;

iv) operations and maintenance;

v) pipeline system integrity management;

vi) engineering assessments;

vii) emergency preparedness, response, and recovery;

viii) security management; and

ix) deactivation and abandonment;

g) a process for the management of change that includes

i) the identification of changes that could affect the safety and loss management system;

ii) assigning responsibilities and authorities for the review, approval, and implementation of changes;

iii) documentation of reasons for the changes;

iv) analysis of implications and effects of the changes;

v) the documentation and communication of changes to affected parties; and

vi) the timing of changes; and

h) a process for continual improvement, including

i) development of measurable objectives and targets;

ii) a process for the reporting, collection, evaluation, and trending of data related to hazards,

incidents, and near misses, including the communication of any findings and actions;

iii) a process for learning from events;

iv) performance monitoring against objectives and targets;

v) conformance monitoring, including periodic audits, to assess conformance with the requirements of the standard and the safety and loss management system;

vi) procedures for the control of non-conformances, including procedures for defining responsibility and authority, for handling and investigating non-conformance, taking action to mitigate any impacts, for initiating and completing corrective and preventive action, and for evaluating the effectiveness of any actions taken; and

vii) management reviews of the safety and loss management system at planned intervals to ensure its continuing suitability, adequacy, and effectiveness. The management review shall include an assessment of opportunities for improvement and the need for changes to the safety and loss management system, its policy and objectives.

Notes:

1) Annex A sets out a recommended practice and provides additional guidance for a safety and loss management system.

2) CSA Z246.1 provides guidance on developing security management systems.

3.2 Pipeline system integrity management program

    There is a commentary available for this Clause. The operational controls required by Clause 3.1.2 f) v) shall be in the form of an integrity management program that addresses the life cycle of the pipeline system. Note: Guidelines for pipeline system integrity management programs are contained in Annex N.

3.3 Engineering assessments     There is a commentary available for this Clause. 3.3.1 General Engineering assessments shall be used to support decisions under an operating company’s safety and loss management system, as required or allowed by certain clauses in this Standard. Note: Additional requirements for engineering assessments can be specified in other clauses of this Standard (e.g., Clause 4.1.10 for design, Clause 5.8 for material qualification or acceptance, and Clause 10.1 for existing pipelines

3.3.2 Engineering assessment process Prior to performing an engineering assessment, operating companies shall develop a documented process for conducting engineering assessments that includes

a) the responsibilities of those individuals conducting and approving the engineering assessment;

b) the competency requirements for those conducting and approving the engineering assessment; and

c) the engineering assessment methodology, including acceptance criteria.

3.3.3 Documentation The documentation for an engineering assessment shall be retained for the life of the pipeline and shall include

a) the purpose and scope of the engineering assessment;

b) the analysis conducted for the engineering assessment, including assumptions;

c) supporting documentation;

d) conclusions; and

e) recommendations.

3.4 Risk management     There is a commentary available for this Clause. The operational control required by Clause 3.1.2 f) i) shall be in the form of a risk management process that identifies, assesses, and manages the hazards and associated risks for the life cycle of the pipeline system. The risk management process shall include the following:

a) risk acceptance criteria;

b) risk assessment, including hazard identification, risk analysis, and risk evaluation;

c) risk control;

d) risk monitoring and review;

e) communication; and

f) documentation.

Notes: 1) CAN/CSA-ISO 31000 sets out principles and guidelines for risk management. 2) Annex B provides guidance on performing pipeline system risk assessments.

Read More:

CSA Z662-15 (Oil and gas pipeline systems)

To get our pipeline Engineering Services, Please contact our Engineering Firm at:

littlepenginfo@gmail.com

1(855)444-5577

TAGS:

CSA Z662 Safety

Engineering Consulting Services

[utuhwibowo]

Top Konsultan Indonesia

Top Konsultan Indonesia

Nama: Utuh Wibowo

Email: contact@utuhwibowo.com

Mobile: 0821-1266-1616

Website: www.utuhwibowo.com

Blog: journey.utuhwibowo.com

Long way journey to provide and assist various top, middle and start-ups companies implementing new technology in the organization also provide advice on how the company maximize the existing technology, improving availability, integrity, flexibility and efficiency, creating multiple opportunities and significantly growth revenue.

Here is the list of services that I provided to my clients:

Independent Consultation Key Area: ✶ Information Technology Consultation ✶ Communication, Technology and Information Audit ✶ Digital Enterprise Development ✶ Critical Technology Transformation ✶ Big Data Analytic and Cloud Computing ✶ Enterprise Technology Solution ✶ Program and Project Management ✶ Change Management and Strategy ✶ Risk Assessment and Mitigation ✶ Data Center and Data Warehouse ✶ Database Tuning and Optimization ✶ Policy, Procedure and Compliance ✶ Business and Systems Analyst ✶ Web Design and Development ✶ Content Management Systems ✶ Research and Development ✶ Disaster Recovery Management ✶ Master Data Management ✶ Customer Relationship Management ✶ Strategic and Tactical Road map ✶ Enterprise Resource and Human Capital ✶ Business Intelligence Technologies ✶ Search Engine Optimization ✶ Intrusion and Prevention Detection System ✶ Mobile Technology Solution ✶ Data Architecture and Modelling ✶ Performance Acceleration System ✶ Maintenance and Help desk Support ✶ Customer Experience and Engagement ✶ Sales and Marketing Application ✶ Online Shop and E-commerce Solution ✶ Services and Contact Center ✶ Digital Media and Marketing ✶ Product Quality Assurance ✶ Internet of Things

Private Consultation Key Area: ✦ Information Security Best Practice ✦ Cyber Security and Digital Investigator ✦ Security Attack and Penetration Testing ✦ Troubleshoot and Patching ✦ Social and Reverse Engineering ✦ Malware and Antivirus ✦ Cyber Criminals Hunter

Consultation and audit services, this is including:

► Provide and manage budgets, information, material, and technical item in tender proposal. ► Build plan, schedule, methodology, checklist and framework to conduct an audit or consulting services in technology areas. ► Determine requirements, define the scope of a project, timeplan and the resources needed. ► Develop and manage a team to conduct assessment, consultation and coordinate communication with users. ► Clarifying a client's system specifications, understanding work practices and the nature of their business. ► Liaising with staff at all levels of a client and giving independent and objective advice on the use of technology. ► Control and monitor change request from stakeholder or project sponsors. ► Provide strategic guidance and acceptable solution for technology, infrastructures and enabling major business processes through enhancements to information technology. ► Improve the structure, process and efficiency of technology systems in various divisions. ► Conduct information general control reviews including operating procedures, standard policy, system security, programming and communication controls, ► Performing risk assessments on key business activities and anticipating emerging issues through research and interviews and deciding how best to deal with them. ► Provide audit finding memorandum and working papers to ensure that adequate documentation exists to support the completed audit and conclusions. ► Engage action plan base on recommendations with the responsible auditee to make significant improvements to operations. ► Maintain and manage all documentation, report, presentation and training material to internal team and top level user (management).

Increase internal and external organization value for technology and business expansion including:

► Offers internal management consultancy advice and practical assistance on information security governance, risk and control. ► Maintains a safe and secure environment for customers and employees by establishing and enforcing security policies and procedures. ► Lead projects for all Information Security Project. Including Information Security Audit, Information Security Design, Information Security Implementation, Information Security Infrastructure. ► Managing Information Security more competitive in main business. Include business development, accounting and marketing, also analyze corporate business. ► Provide assessment classification, plan, methodology, checklist, framework to conduct audits. ► Build and manage a team to conduct assessment and coordinate communication. ► Conducting a site visit and review, consolidate findings and make recommendation. ► Maintain and manage documentation, report and presentation to user top level management about all finding, current action and next action to mitigate risk. ► Developing and improving IT Network and Infrastructure. ► Design new website, database systems, pages and content to global publication corporate. ► Building and implementing Linux as a main operating system. ► Migrating and integrating the new IT environment with the new server. ► Ensure quality assurance & continuous improvement program meet with the standard.

TRACK RECORD ✦ 14 years proven work experience in technology and business transformation, project management, business and systems analysis, information security, programming, system integration, networking, infrastructure, digital development, operational improvement and intelligence automation for some reputable companies. ✦ Having strong leadership skills with courage and ability to establish, manage and lead a groups of people in the organization. ✦ Excellence in planning, designing, developing, implementation, monitoring and administering especially in financial services, telecommunication and insurance. ✦ Practical experience in managing relationship with internal team and top technology providers (software, hardware, infrastructure, servers, storage, security, antivirus, integrator, telecommunication, cloud, big data, etc.) also negotiating deals and contracts with partners, financial institutions, authorities and shareholders. ✦ Excellent interpersonal, communication, presentation and negotiation skills. ✦ Various knowledge and experience in an insurance, credit, sales, services and marketing activities. ✦ Strategic, fast, reliable, results and satisfaction oriented.

ACHIEVEMENT ✔ Successfully provide an organization and IT more valuable and effective to gain and increase significant profit for companies. ✔ Successfully establish and aligning standard ITIL v3, COBIT 5, ISO/IEC 20000, 27000-2, 31000, CMMI, PMP and PBI across multiple organization and companies. ✔ Successfully implementing new technology in various systems and applications to support all line of business in the organization and to meet with customers needs. ✔ Successfully perform and complete information technology audit, managing projects with minimum resource & cost, system integration, quality assurance, managing risk, corporate governance, standard operating procedure and policy. ✔ Successfully build, lead, and manage solid and ideal team to ensure success of overall projects.

Please call me if you require a services.

[bestseocompanyinfo]

ISO 31000 - Corporate Risk Management Framework Essentials

Risk Management is now an important consideration for all businesses. Since businesses are going for a proactive approach rather than a reactive one. Therefore businesses need professionals who understand the international guidelines on risk management so those can work for managing risks within organizations. This is where this course will be helpful. ISO 31000 is the international standard that provides important guidelines on risk management for businesses, it is important for all to understand those guidelines and work for improving the Risk Management System as per ISO 31000.

What you will learn when you take this online course (Course Objectives):

The publication of the new ISO 31000:2018  standard

The specific differences between old and new editions

Revision specifics of the new standard

The Standard's compatibility with any organization

Important Terms of Risk Management in Standard

Risk Management Principles

The framework of Risk Management

Leadership

Integration

Design

Implementation

Evaluation & Improvement

Process of Risk Management

Communication and consultation

Scope, context, and criteria

Risk assessment

Risk treatment

Monitoring and review

Recording and reporting

Risk Management Terms, Definitions & Principles

General Framework of Risk Management

Generally, the course covers all content on Risk Management such as:

Understanding of the Organization and its Context

Establishing Risk Management Policy

Accountability of Risk

Risk Assessment

Risk Identification

Risk Analysis

Risk Evaluation

Risk Treatment

Preparing & Implementing Risk Treatment Plans

Monitoring & Review

This course also provides clause by clause analysis of the ISO 31000:2018 standard.

No need to pay several thousand dollars for a one-day awareness course on the latest standard. This course will suffice your requirement.

You will learn about this new standard with ease with the help of video lessons having info-graphics and quizzes.

NOTICE: Please note that this ISO 31000:2018 standard is copyright protected. A standard copy will NOT be issued with this course. However, ISO has made this standard free to view. We don't know how long it is available, but we will let you know how to access it as long as it is available.

Amazing Offer - Resource Materials: There are free resources that are exclusively written on different sections of the courses and are also addressing the requirements of the ISO 31000:2018 standard. These unique resources are available in the last lecture of the section. All slides are also provided in free resources.

Free Implementation Tools: Two implementation tools will also be added for free in this course.

One Sample Risk Management Document

Checklist for ISO 31000:2018

One Month Money Back Guarantee: Don't forget, this Course has without inquiry, One Month 100% Money Back Guarantee. This means you have unconditionally no risk when registering for this Course. But in that case, our free materials should not be used since those are given to our learners who stick with this course.

Ask Questions & Report Complaints: A discussion forum on the right side of this course can be used to discuss specific queries and report problems you are facing about the content of the course.

Take this course: Follow the “Take This Course" Button by clicking at the Top Right Hand Side of the Page. Proceed with the instructions and follow them to register and pay for the course.

Who this course is for:

Any enthusiast looking forward to manage uncertainty in a personal capacity or professional one

Professionals from any sector can take it, because it is a general framework on risk management and is applicable on any industry.

Professionals who are working with risk i.e. financial, occupational health & safety, environment, quality, information security, or any other important area.

Individuals who are looking to make a sound career in the domain of risk management both as Risk Associate to Risk Manager or to top level i.e. Risk Management Director.

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[expertcertifiers]

ISO 45001 Occupational health & safety management system-New Jersey

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ISO 45001 Occupational health & safety management system-New Jersey

                                        “Expert Certifier is a catalyst for business and process excellence, your business and process excellence is guaranteed through ISO certification with Expert Certifier in New Jersey “

What is ISO 45001?

ISO 45001 is a Standard that specifies requirements for an occupational health and safety (OH&S) management system, with guidance for its use, to enable an organization to proactively improve its OH&S performance in preventing injury and ill-health.To know more about ISO 45001 certification in New Jersey contact our expert certifier.

Why is ISO 45001 important?

Meeting the needs of the ISO 45001 standard can support organizations that are striving for a culture of proactive, continual improvement, and may drive an organization’s effectiveness and efficiency within the realization of the very best levels of OH&S performance. It reflects the newest thinking and best practices in OH&S management.

Developing and implementing an OH&S management framework supported the ISO 45001 standard demonstrates to internal and external interested parties (e.g. workers, regulators, customers, investors, insurers) that the organization manages its risks and performance during a very effective and efficient manner.

Recognized globally, the ISO 45001 management standard will offer organizations a trustworthy framework enabling consistency in OH&S management practices. It aligns with other ISO management standards like ISO 9001, ISO 14001 and ISO 31000, and may contribute to an organization’s development of a coherent set of management practices across all facets of its operation.

Key benefits of adopting ISO 45001 :

An ISO 45001 certification in New Jersey is based OH&S management system will enable a corporation to enhance its OH&S performance by:

developing and implementing an OH&S policy and OH&S objectives

establishing systematic processes which consider its “ context ” and which take under consideration its risks and opportunities, and its legal requirements and other requirements

determining the hazards and OH&S risks related to its activities; seeking to eliminate them, or fixing controls to attenuate their potential effects

establishing operational controls to manage its OH&S risks and its legal requirements and other requirements

increasing awareness of its OH&S risks

evaluating its OH&S performance and seeking to enhance it, through taking appropriate actions

ensuring workers take a lively role in OH&S matters

In combination these measures will make sure that an organization’s reputation as a secure place to figure are going to be promoted, and may have more direct benefits, such as:

improving its ability to reply to regulatory compliance issues

reducing the general costs of incidents

reducing downtime and therefore the costs of disruption to operations

reducing the value of insurance premiums

improving morale, also as reducing absenteeism and turnover rate rates

recognition for having achieved a world benchmark (which may successively influence other interested parties, like customers who are concerned about their social responsibilities)

Who must be involved?

OH&S management is everyone’s business. It encompasses everyone in a corporation, from the very best level down; including temporary also as permanent workers; and visitors and neighbors. It also has got to be across all departments and divisions in a corporation, to make sure that they develop collaborative and interesting relationships between their functions.

Is ISO 45001 for me?

All organizations, public or private, for-profit and not-for-profit, small or large, will have hazards which will impact on health and safety. These can range from the more traditional items of mechanical or chemical hazards, to more modern issues like the risks from workplace stress. All can enjoy the utilization of an ISO 45001 compliant OH&S management system, which may be scaled to suit a specific organization’s needs. Organizations getting to improve their OH&S performance can leverage an OH&S management system that complies with a world Standard, for international recognition.

The ISO 45001 standard and certification in New Jersey provides more detailed planning requirements than its predecessor, OHSAS 18001. The new standard expands its scope beyond physical safety to encompass the psychological dangers of burnout, harassment and stress-related illness. It also includes less obvious hazards like repetitive strain injuries and back pain common in office environments.

Worker participation to reinforce effectiveness

A significant new concept is that the role of workers in identifying potential health and safety hazards at work. This might take the shape of a representative team to make sure health and safety risks are identified in the least levels of the organization. Every clause incorporates risk-based thinking to encourage proactive action aimed toward reducing workplace injuries and fatalities.

Benefits of ISO 45001 Certification:

Improving its ability to reply to regulatory compliance issues.

Reduce the exposure of employees and other parties to occupational health and safety risks related to the organizations activities.

Provides Good Manufacturing Facilities,

Helps to watch and measure each process and products,

Minimize the wastages, rejections,

Helps in enhancing customer satisfaction,

Reduces customer complaints,

Helps in identifying correct require like manpower, suppliers, contracts, support services,

Better quality of product,

Control the processes,

Transparence is there with the organization.

Good management,

Maintain the credentials within the national and international market,

To grab more business shares,

Increase more penetration within the market,

Enhance customer satisfaction,

Improve all kinds of operational controls,

Expert Certifier is Expertise in ISO 45001 Certification

We’ve been accredited as ISO registrar, and certification takes place after the occupational area has been visited, materials used and processing methods are observed to make sure the entire safety of workers. They also attempt to make adjustments where possible to avoid environmental hazards. Expert Certifier may be a leading ISO 45001 certification company of India.

All requirements must be met to full standard before a corporation is eligible for ISO certification by Expert Certifier. The registration process is sort of tedious but is usually essential when lives of workers or employees depend upon it.

How to get ISO 14001:2015 certification in New Jersey – Consultants in New Jersey?

Our masters have more than 15 plus years of global experience, with hands-on experience in the field of ISO certification, assessment and training.

With Expert Certifier your Business and process excellence is guaranteed.

Reach us at: contact@expertcertifier.com

[angrycollectordaze-me-blog]

Paper代写：Question of risk management

本篇paper代写- Question of risk management讨论了风险管理的问题。对于21世纪的企业来说，风险管理是一个需要识别、预测和制定一些管理风险的措施，然后选择有效的方法来降低成本和仔细的计划来应对风险的过程。为了在经济中获得生产的安全，要求企业识别和预测各种风险是如何发生的，以及如何管理生产经营过程中的负面影响，使生产得以继续。由此可见，识别、预测风险和管理风险是企业风险管理的三个主要步骤。在人们进行风险管理的时候，法律问题、伦理问题和可持续性对风险管理有着重要的影响。本篇paper代写由51due代写平台整理，供大家参考阅读。

Introduction

risk can result in different sources such as uncertainty ,complexity , threat from some project failure , accidents because of natural disaster and deliberate attacks(Doug Hubbard,2009,p46).Many strategies are mapped out to help us to impel risks into opportunities while “Your biggest risk is that your risk management methods probably don’t work”(Doug Hubbard,2009,p1). The paper emphasizes the importance of legal , ethical and sustainability dimensions of risk management by choosing and mainly analyzing several typical cases and famous companies in tourism , events as well as hospitality. From the three particular contexts , readers can get a special perspective to deal with risks and deeply realize the importance of risk management .What’s more,readers can generally know how to take advantages of legal ,ethical and sustainability issues to avoid the loss or reduce the negative effects . Finally , the essay can help people put in place effective monitoring and make people control processes then they can respond quickly and effectively to safeguard the benefit and reduce the threats .

The Legal Dimension of Risk Management

Facing with the risks , people can find that it is effective to avoid risk by using legal method.But deficient knowledge of laws and principles of the other countries , risks directly reduce the profits and relative reputation and brand value are also influenced and decreased .For example , one person would not purchase a property or other things that are not allowed in accordance with the laws or principles in order to not take on the legal liability that comes with it . In addition, there is a explosive event that the German car-maker Volkswagen was involved in the diesel emission scandal and its brand image was decreasing after the investigation that was lead by the U.S. Environmental Protection Agency unveiled the software which helped the car made by Volkswagen escaped the strict test and left the emission of the diesel car up to 40 times the pollution limits .These illegal emissions cause a loss almost 39 billion US dollars, which is 5.3 times larger than the 7.3 billion US dollars that Volkswagen Group spends to cover the cost of diesel emissions scandal(Rik Oldenkamp et al, 2016,p121) .So facing the events , the relative laws can help the companies or common people to safeguard their own benefits while the companies would get into trouble or losses if they violate the laws and principles in the process of risks management .

In the modern era , the system of laws and principles is much more complete than before. People can learn the standards and get the guidelines , such as ISO 31000,one of the most authoritative standards,which is to provide new principles and guidelines on risk management(Purdy,,2009,P881). Meanwhile , contract is also a common form in legal dimension to manage risks .According to the legal issue , managers can firstly identify the level of risks and realize the importance of risk management plan and then mitigate the influence of risks .

The Ethical Dimension of Risk Management

The ethic is a general idea or belief that influences people’s behaviour and attitudes . There are 7 principles including dignity , prudence,honesty, goodwill, openness and avoidance of suffering, which all guide ethical behaviors . Besides , business ethics is a part of the corporate culture and guides a corporation’s behaviour within society.   Business ethics would have a great influence on the internal control of enterprises and the implementation of risk management . Human moral factors not only have a influence on themselves, but also have an important influence on the morality of the people in the organization, which is of great significance to the internal control and risk of the organization .However, just as Adam Smith said ,“People of the same trade seldom meet together , even for merriment and diversion , but the conservation ends in the conspiracy against the public , or in some contrivance to raise prices.”(Adam Smith , 1776，p.55) , the interests of the company are not fully consistent with personal interests.For example , in the hospitality , the doctor-patient relationship has evolved over thousands of years and still a hot topic in the modern time . Once the patient had gotten into trouble because of the doctors’ errors or mistakes ,the relative hospital and doctors would regard the patient as a “threat＂or “risk”. ( Kraman,2000,p253). In the tourism , moral factor is especially important.The characteristics of the tourism, such as the inconsistency of the employment system of tour guiders, the defects of the wage system, the lack of career ambition of the tour guiders, and the imperfect supervision mechanism, result in the moral hazard of tour guiders .And the existence of moral hazard of guiders make it easier to create a crisis of trust between tour guiders and tourists, and this kind of trust crisis ultimately damages the interests of travel agencies. Therefore some measures should be taken to prevent it. However , not all the managers can realize the importance of the ethics and pay much attention to moral factors and the moral factors can play a great role in risk management ,especially during the trust crisis .

The Sustainability Dimension of Risks management

Sustainability is a process by which individuals or entities seek to integrate and produce balance among competing objectives in economic, environmental and social factors. But it is difficult to achieve a sustainable development on our daily life . Sudden events often bring a large business disruption to the business or organization, resulting in significant economic losses and seriously social impact.Economic, physical and deliberate disaster risks are always the main part of disaster effect assessments(Schipper & Pelling,2006,p19) Climate change , as a big threat to sustainability , draws more attention.But with more adaptive and effective measures coming into force ,many actions can contribute to prevent the climate change and more people would benefit from them and the our business can achieve the sustainable development. (Hay et al. 2003).Meanwhile,with the rapid development of information technology, it is more necessary to build a truly effective response to the crisis of the business and establish more effective and sustainable system of risk management so that it can ensure the continuous operation of the business and achieve a sustainable development. Nowadays , in addition to the financial bottom line ,corporations are also being pressured to undertake the due obligation and solve the controversy between environment and economy(Strange Tracey&Bayley Anne ,2008).Therefore , it is the duty for the companies to protect the balance between profits and environment . At end , it can achieve a sustainable development . Therefore building a truly effective business crisis management system is not only effective to manage risks ,but also ensures the continuous operation of the business to achieve s sustainable development.

Conclusion

For the enterprises in the 21st century, risk management is through the process that needs to identify, predict and make some measures to manage risks and then choose effective means to minimize costs and careful plans to deal with the risks.In order to get the safety of the production in the economy, the companies are required that they should identify and predict how the various risks occur and what they can do to manage the negative impact in the production and operation process, so that production continues. Therefore it can be seen that  identifying, predicting risk and managing risk are the main three steps of risk management for the companies.While people are managing the risks , the legal issues , ethical issues and sustainability have a great influence for risk management . When we realize the importance and take advantage of them , they can improve our method to manage risks in the tourism , event and hospitality .

References

1. Hubbard, D. W. (2009). The failure of risk management: Why it's broken and how to fix it. John Wiley & Sons.

2. Taylor, C., & VanMarcke, E. (Eds.). (2002). Acceptable Risk

3. Purdy, G. (2010). ISO 31000: 2009—setting a new standard for risk management. Risk analysis, 30(6), 881-886.

4. Smith, A. (1827). An Inquiry into the Nature and Causes of the Wealth of Nations (No. 25202). Printed at the University Press for T. Nelson and P. Brown.

5. Kraman, S. S. (2001). A risk management program based on full disclosure and trust: Does everyone win?. Comprehensive therapy, 27(3), 253-257.

6. Schipper, L., & Pelling, M. (2006). Disaster risk, climate change and international development: scope for, and challenges to, integration. Disasters, 30(1), 19-38.

7. Hay, J., & Mimura, N. (2006). Supporting climate change vulnerability and adaptation assessments in the Asia-Pacific region: an example of sustainability science. Sustainability Science, 1(1), 23-35.

8. Hay, J. E., & Hay, J. E. (2003). Climate variability and change and sea-level rise in the Pacific Islands region: a resource book for policy and decision makers, educators and other stakeholders. Tokio, Japan: SPREP.

9. Tracey, S., & Anne, B. (2008). OECD Insights Sustainable Development Linking Economy, Society, Environment: Linking Economy, Society, Environment. OECD Publishing.

10. Finkelstein, D., Wu, A. W., Holtzman, N. A., & Smith, M. K. (1996). When a physician harms a patient by a medical error: ethical, legal, and risk-management considerations. The Journal of clinical ethics, 8(4), 330-335.

11. Oldenkamp, R., van Zelm, R., & Huijbregts, M. A. (2016). Valuing the human health damage caused by the fraud of Volkswagen. Environmental Pollution, 212, 121-127.

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[inpeaks]

ISO, COBIT and ITIL: Which international norms & standards best suits your company?

You must have heard of all these terms and had come across how important it is to follow them. But if you may not be sure on what they exactly are or if you are wondering about which ones suits your company the best. Here is a guide to understanding these concepts better, it will also help you with your company’s compliance. ISO, COBIT and ITIL help you mainly by maintaining international standards.

ISO – The International Organization for Standardization or ISO is an organization dedicated to set the international standard. It has representatives from various nations and works towards creating a standardized product.  It looks into worldwide proprietary as well as industrial and commercial standards.

Some of the important ISO standards are Quality (ISO 9000), Health and Security (ISO 22000), Risk Management (ISO 31000), R+D+i (ISO 16000), Social Responsibility (ISO 26000). As for the IT sector, there is a separate body of ISO. It is called ISO 20000, it was the first of its kind. It maintains the regulations that are needed to be followed by information technology service management (ITSM) system. It upholds the best practices of Information Technology Infrastructure Library or ITIL.

Be it external or internal IT service provider, they all have to abide by ISO 20000-1. It is applicable for normal business activities or even any IT modifications that get commissioned. In an additional document called the ISO 20000-2, the details of the first document related to service management are recorded.

COBIT – COBIT or Control Objectives for Information and Related Technologies. It was created by an international professional association called ISACA. The main purpose of it is to exercise control and monitor the functioning of IT Service Management. It maintains long-term governance through various regulations.

COBIT aims at adding a structure to an organization’s information processes. Click To Tweet

Its main functions are collecting, organizing and managing all lifecycle related information from inception to its final stages. It ensures quality control. It has several domains and processes. 4 domains and 34 processes to be precise.

COBIT participates in planning and carries out making the best use of technologies that are well aligned with company objectives. It works towards defining, acquiring, adjusting as well as instrumentation of necessary technologies that support business processes. It also guarantees productivity and efficacy of the technological system. It also closely watches that all guidelines get followed.

However, COBIT does not have a comprehensive approach. It is applicable to specific topics only. It is time-consuming to follow the regulations as they are too detailed. Does not help in management only aids the operational aspect.

ITIL – ITIL or Information Technology Infrastructure Library involves ITIL Process and ITIL Framework which work in sets of well-documented IT service management practices. It mainly emphasizes on aligning IT services with business requirements. ITIL is compiled into five volumes covering each of ITSM lifecycle. ITIL comprises of Service Management, Service Strategy, Service Design, Change Management, Service Operation, Continual Improvement Services.

With maturity in stages industries get the clearer picture on which norm or regulations are best suited for their governance. Innovation in the field of the IT sector is continuous. If regulatory bodies are not set, coming up with an international standard or even evaluating how an organization is functioning in relation to similar organizations would become highly difficult.

Are ISO, COBIT and ITIL contrary or complementary to each other?

Though ISO provides security controls it fails to spell out implementation guidelines. It also does not elaborate on how the regulations are applicable to the IT framework. ITIL puts but markedly less emphasis on security control but its focus is on processes related to operation, delivery and support.

COBIT depends highly on controls and metrics but its lack of security concerns make it a little difficult to be followed thoroughly. In fact, they are actually complementary. One makes up for where the other lacks. For instance, ITIL offers the best operation solution, if it functions with the security of ISO and key performance factors of COBIT then a comprehensive system can be created.

If there is an Incident management issue, needless to say it co es within the scope of ITIL, but ISO provides with crucial security support and COBIT lays down key performance factors.

ITIL in itself is not the solution, making ISO and COBIT needed for purposes such as security and COBIT for seamless delivery and service. Both provide required assistance in security and delivery and deployment mechanisms. If innovation is what you aspire for, ISO, COBIT can greatly help in the process of ITIL. It can make ITIL more cost-effective and stipulated. It might seem a little complicated when looked at individually but when to put together it does make sense.

In order to optimize the IT functions, it is required to bring in standardization not only for international standard, but for better performance within the very scope of each IT function. ISO, COBIT and ITIL are the most widely accepted regulation all over the world.

Which ones suit your company better completely relies on the need for which regulations are sought. Any strict adherence to just one will not yield the great result. Rather, a combination of the three when applied can result in great performance.

The post ISO, COBIT and ITIL: Which international norms & standards best suits your company? appeared first on Digital Ideas.

source https://www.inpeaks.com/2019/01/25/iso-cobit-and-itil-which-international-norms-standards-best-suits-your-company/

[qualityassurance20]

Why should you Consider ISO31000 & 20000 Certification?

When it comes to ISO certification, you will be provided with a pile of articles and blogs on ISO 9001. However, there are many other ISO standards that can enrich your business. Among these ISO standards, two vital standards are- ISO 31000 and ISO 20000 standard. The first one is risk management standard while the second one focuses on the IT service management. In this blog, we are going to discuss these two standards to help you gain a clear insight into these standards.

ISO 31000-Risk Management

The risk is an outcome of uncertainty involved in the achievement of goals and motifs of an organization due to internal and external factors. Every organization requires an effective risk management system to minimize risk factors. ISO 31000 International Standard offers guidance to develop, implement, and maintain a framework to integrate the risk management process into all the activities of that particular standard including governance, planning, risk management, policies, and values. It is a generic standard that any business can incorporate regardless of the industry or nature of the business. An ISO 31000 certification can provide you with a number of benefits.

Benefits of ISO 31000- Risk Management

Listed below are the major benefits of ISO 31000.

• Enhances the chances of achieving the business objectives • Improves the identification of probable risks and scopes • Requires a proactive management policy to identify and mitigate the risks at all levels • Makes an organization compliant with all the relevant legal and regulatory requirements and international regulations • Enhances governance and operational efficiency • Improves controls, enhances profits, and minimizes the loses • Enhances the stakeholders’ trust and confidence • Improves the resilience of the company • Encourages potential leads by demonstrating the safe transaction and effective risk management system • Improves the brand image in the market

Now, let’s move towards ISO 20000 certification- another important ISO standard.

ISO 20000- IT Service Management System

ISO 20000 is an international standard that defines the requirements for an Information Technology Service Management System. This standard has been designed to encourage the best practices described within the IT Infrastructure Library. This internationally acclaimed standard is comprised of two parts: the first part bolsters the specifications for IT Service Management and the second part contains a code of practice for service management. These days, most of the companies need to deal with certain functionalities. Therefore, it has become important for these businesses to consider ISO 20000 seriously. Like ISO31000 certification, this standard also offers a bunch of benefits.

Benefits of ISO 20000- IT Service Management

• Enhances your image and credibility • Boosts the productivity • Increases the customer satisfaction • Benchmarks the performance of an organization • Aligns the IT services with the entire business strategy • Reduces the cost of IT services • Develops and maintains a culture of continual improvement • Helps a business adopt IT changes quickly • Provides competitive advantages • Helps the organization draw the attention of potential leads • Encourages the stakeholders to invest in the business • Improves the business processes • Enhances the performance of the organization

If you want to give your competitors a tough competition and provide your customers and stakeholders with a seamless experience, then you should consider both Risk Management and IT Service Management Systems. These systems will help you obtain the ISO certification. An ISO certification can help your business build a strong ground in their respective industry. Moreover, you will be able to establish a brand name for your business. When your business is recognized as a trusted organization, stakeholders will take a keen interest in your business. More investment will come your way.

If you want to read all of the benefits of the ISO standards discussed above, you should consult with an ISO professional. Gain the certifications, and enjoy the benefits.

[freewhispersmaker]

The assessment task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor.

  Report on risks Submission details Candidate’s name Phone no. Assessor’s name Phone no. Assessment site Assessment date/s Time/s The assessment task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor. Submit this document with any required evidence attached. See specifications below for details. Performance objective For this task you are required to determine the risk context associated with establishing a new business outlet within the existing business structure. You will be required to review internal and external environment factors, obtain support for activities and liaise with relevant stakeholders to identify risks. Assessment description For the MacVille Pty Ltd simulated business scenario provided, you are required to assume the role of Brisbane store Assistant Manager, Ash, who has just been promoted to be Manager of a new store. Ash has been tasked with conducting a risk management analysis of this new venture. There are three stages to this project: (1) review, (2) analyse and plan, and (3) monitor. This project is divided into three assessment tasks as follows: For this assessment task, you will need to review the simulated business’s risk management processes and determine the scope and objectives, taking into account stakeholders and both internal and external environmental factors affecting the organisation. Once you have gathered this information, you are to identify risks and write a draft report to the CEO. You will meet with the CEO to discuss your report, seek support for your findings, and approval to communicate risk management processes to relevant stakeholders for their feedback and participation. Procedure You will assume the role of Ash, Assistant Manager of the Brisbane MacVille café, who has just been promoted to Manager of the new Toowoomba store. In preparation for the new venture, Ash has been tasked with conducting a risk management analysis of this project: Excerpt of email from CEO Paula Kinski From: CEO – P. Kinski To: Assistant Manager – Queen Street store Re: New Toowoomba store Congratulations on your new appointment. Prior to taking up your position as Manager of our new Toowoomba store, located in Ruthven Street, the Board of Directors has asked that the risks in this project be appropriately managed. I want you to undertake this task as it will give you significant insight into the store’s operations, it will ensure a smooth transition for Hurley’s Café staff into the MacVille family and will encourage you to give ongoing support for our risk management initiatives. I would like you to approach this task in three stages and meet with me at the end of each phase to review your work and discuss your plans for the subsequent phases. The three stages in this risk management task will include: 1. Review. 2. Analyse and plan. 3. Monitor. … Once I have received your risk review report, we will need to discuss the steps that you will take in the risk management process. Regards P. Kinski CEO MacVille Cafés (Qld) 1. Review the provided MacVille simulated business scenario information and documentation provided in the Appendices of this task. 2. Write a report for the CEO (your assessor) that addresses the following: a. The effectiveness of the MacVille Risk Management Framework in supporting the principles and processes of risk management, set out in the risk management standard AS/NZS ISO 31000:2009. Outline the purpose and key elements of the standard in your discussion. b. Identify and describe the scope of risk management required in your role. c. Identify and describe the critical success factors, goals or objectives for areas included in the scope. d. Identify relevant internal and external stakeholders, their role in the risk management process, and any issues or concerns they have raised. Complete the Table of Stakeholders Template (provided in Appendix 3 of this task) and attach to your report. e. Complete a PEST analysis and a SWOT analysis to identify risks associated with the scenario. Outline the relevant legislation, regulations and standards (including those at a local level, i.e. Toowoomba Council). f. Describe the methods of research that you used to complete your PEST and SWOT analysis. For example, how you approached the simulated business information; legislation, regulations, etc.; and any other information or research on risk that applies to the scope of your report. g. Complete the analysis of risk for the scenario by summarising the scenario and identifying a list of risks to the project. Note: Ensure your report is written in a style appropriate to your stakeholder audience, for example, using appropriate language and including appropriate illustrative material (such as checklists, diagrams or flow charts) and attachments to support your summary. 3. Submit your report as per the specifications on the next page. Be sure to keep a copy for your records. 4. After you have developed your report, write an email that is intended for relevant stakeholders (identified in Step 2). Your email should clearly ask stakeholders for input, include a list of risks you have identified and invite them to assist in identifying any additional risks. 5. Send the email to the CEO (your assessor) for review and request a meeting to discuss identified risks and further risk management processes. 6. Meet with the CEO to: a. discuss your findings, particularly your understanding of the critical success factors and goals b. explain the MacVille risk management process c. discuss how you can communicate with stakeholders about the risk management processes in this scenario and invite them to participate in discussions to further identify risks associated with the scenario d. obtain the CEO’s support for ongoing risk management activities e. ask the CEO for input on additional risks. 7. In dot-point form, summarise your discussion with the CEO. This should include any recommendations they made to you. 8. Submit the required documents for assessment as per the specifications below. Be sure to keep a copy for your records. Specifications You must provide: ? a risk review report, including a completed table of stakeholders ? email communication to stakeholders ? summary notes from your meeting with the CEO. Your assessor will be looking for evidence of: ? reading skills to gather, review, interpret and analyse text-based business information from a range of sources ? written and oral communication skills to organise and deliver information to effectively communicate risk management processes to a range of stakeholders ? numeracy skills to interpret mathematical data when reviewing and analysing scenario business information ? ability to work independently as well as collaboratively to make decisions about risk management ? ability to interact with others using appropriate conventions when communicating to, and consulting with, stakeholders ? ability to sequence and schedule activities and manage communication ? ability to analyse relevant information to identify scope, goals and objectives and to evaluate options ? ability to use familiar digital technology to access information, document findings and communicate them to stakeholders. Adjustment for distance-based learners ? No variation of the task is required. ? A follow-up interview may be required (at the discretion of the assessor). ? Documentation can be submitted electronically or posted in the mail. ? The role-plays can be adjusted for distance learning. The role-plays for this task can be varied to take place using Skype conferencing (or any other video conferencing tool available to both you and the assessor).

Appendix 1: MacVille Pty Ltd simulated business Background As part of their overall strategy in the Australian beverage market, MacVille Pty Ltd have developed a chain of cafés in the Central Business District (CBD) of Brisbane, Queensland and the CBD of Sydney, NSW. The Board of Directors has made the decision to expand their operations in Queensland with the purchase and re-branding of the existing Hurley’s Café in Toowoomba, 130 km west of Brisbane. Ash is currently the Assistant Manager of MacVille’s flagship café in Queen Street, Brisbane, and has been given the opportunity to manage the new store in Toowoomba. Ash is also a member of the Finance, Audit and Risk Management (FARM) Committee described in the MacVille Risk Management Policy. The CEO for MacVille’s cafés in Queensland, Paula Kinski, has assigned Ash the task of managing the risks involved with the operational aspects of this takeover. A copy of her email is provided below. Email from CEO Paula Kinski From: CEO – P. Kinski To: Assistant Manager – Queen Street Re: New Toowoomba store Congratulations on your new appointment. Prior to taking up your position as Manager of our new Toowoomba store, located in Ruthven Street, the Board of Directors has asked that the risks in this project be appropriately managed. I want you to undertake this task as it will give you significant insight into the store’s operations, it will ensure a smooth transition for Hurley’s Café staff into the MacVille family and will encourage you to give ongoing support for our risk management initiatives. I would like you to approach this task in three stages. After the first stage, we will meet to review your work and discuss your plans for the subsequent phases. The three stages in this risk management task will include: 1. Review. 2. Analyse and plan. 3. Monitor. Your primary risk management focus is directed to the ongoing operations of the Toowoomba café. The strategic and investment risks of this project are being managed by the Board. To this end, you are to consider any risks that could impact on human resources management, financial operations, WHS, our supply chain and the local governance and overall compliance issues. MacVille has agreed to employ all existing staff at Hurley’s Café on three months’ probation. The current supervisor of Hurley’s, James Mansfield, has been offered the position of 2nd In Charge and he has accepted. While settlement on the purchase of the business is not for another few weeks, the seller has agreed to grant us full access to the store’s operational processes and store information. You should liaise weekly with the Finance, Audit and Risk Management (FARM) Committee here at head office concerning the marketing, finance and store management functions that you are investigating. I will set up a regular meeting for you. Head office has a report on a similar expansion conducted by the NSW team that may help you in your research. You may need to review other statistical information and engage specialists to help you with your investigation. The legal firm Goldsmith Partners are advising MacVille on the Hurley’s Café acquisition and would be available to help you with legal or any compliance issues. The landlord of the shop in Toowoomba, Ron Langford, is also a local councillor and has offered his assistance in getting established in Toowoomba. He has offered his availability for email address for correspondence. When you have finished your report, please name it according to our document naming conventions and send it through. Once I have received and discussed your risk review report, we can move onto the next stage of the risk management process. Regards P. Kinski CEO MacVille Cafés (Qld) MacVille document naming convention Files should be saved using the document name, the date and the document version. For example, a meeting agenda for a meeting on 1 March 2014 would be saved as ‘Meeting Agenda 01032014 v1’. Site visit – New Toowoomba store (the existing Hurley’s Café) You received permission from Paula to travel to the Toowoomba store to start your research. Paula had cleared it with James Mansfield, the current senior supervisor, who will spend most of the day with you helping answer your queries. She also arranged for you to spend time with Ron Langford, the store’s landlord. Meeting with James Mansfield You arrived at the café and noted the two hours of drive time that it took to get there from the CBD of Brisbane. You met with James, who took you through a complete overview of the store and the surrounding area. He was OK with the idea that you needed to take notes in preparation for a report. After lunch, you went over your notes to revise and edit key concerns and significant events that you had written down earlier: Notes from meeting with James Mansfield ? The location of the store on the corner of the two main streets of the city makes for easy access for local customers and high visibility for tourists. ? The long drive from Toowoomba to Brisbane would make attending the weekly managers meeting difficult considering many meetings did not finish until into the evening after refreshments. There are also manager training sessions that need to be completed over the next six months in with a few other assistant managers. Navigating the steep narrow climb up the range with trucks blocking the way is quite difficult even in daylight hours. Being a competent driver you feel that it would be unlikely that you would be involved in an accident, but it still concerns you considerably. ? The two-hour delivery time would make fresh pastry deliveries from the company’s central bakery plant impractical. The pastries would arrive after the morning rush. These are a key part of the MacVille product assortment. ? There is also a concern about getting the company-branded supplies through as quickly as a CBD Brisbane store could. ? Hurley’s Café was a family-run store and some family members were employed on the staff. James was engaged by the family to supervise the operations of the store and Mr Hurley as manager would authorise wages but anyone can authorise deliveries. ? When asked about written policy and procedures manual, James said that Mr Hurley set the policy and procedures verbally and on the few days each week he was in the store he would show the staff how to do things the way he wanted them done. ? Water use – Water wastage present; the dishwasher is often run when only half full; fruit and vegetables are washed under a fast-running tap; toilets all use the single flush system; James explained that Mr Hurley instructed the staff to keep the nonnative flowering plants in the courtyard fully watered. ? The dishwasher was always set to the full wash setting and has a Water Efficiency Labelling and Standards Scheme (WELS) rating of 3. The more water efficient 5–6 star dishwashers cost about $6,000 and above. ? Dual-flush system would cost about $7,500 to upgrade. The store currently uses 41,500 litres a week. ? James spoke about the café attracting a large percentage of retirees because of the easy access to buses and the store’s central location. ? The same staff member that completed the cash register balancing also completed the bank deposit form and did the banking as well. The banking was not done every day and often $4,000 was kept on the premises overnight in the cash register. There was no safe. There is a bank two shops away but the Hurley family bank is a couple of blocks away and there was not always time to do the banking. ? James replied to your question about the possibility of break-ins, saying that there was a 50% chance of it happening in a year and the consequence was moderate. ? Not all takings from the cash register by family staff members were recorded. ? The fit-out looked old and unattractive in parts, with some chairs unstable and broken and some parts of the worn carpet were simply taped over with gaffer tape. ? One of the staff was a qualified chef who had developed an innovative and popular range of rice wraps that were tasty, gourmet and healthy. None of the other cafés in the area offered these. ? No established process for dealing with injuries that happened at work. ? James gave a brochure about an innovative frozen par-bake cooking system that was under the limit set by council for an exhaust system, yet it cooked fresh bakery items in 30 minutes from frozen par-baked pastries. ? The computer with all the store’s employee details, and financial records was not password protected and anyone could access the information. ? James’s response to your question about the lack of sales promotion techniques was that he could not get the staff interested in the activity so he stopped trying to make it happen. ? The employee detail form requested information about the employee’s entire past health issues. ? The wage and superannuation records seemed to be incomplete, with many calculations being worked out by the number of hours worked multiplied by a set ‘in the hand’ amount. ? James also provided a brochure about a company that could come and set up WiFi in the café so that customers could use their computer notebooks and connect to the internet while they were dining in the café. Meeting with Ron Langford You met with Ron Langford in his office to discuss the café, council by-laws and aspects concerning the surrounding district. You took notes that included the following significant information. Notes from meeting with Ron Langford ? Ron explained that there were opportunities for opening more cafés in the surrounding shopping centres like Wilsonton, Clifford Gardens and K-Mart Plaza. ? Ron handed you an extract from a government report, ‘Economic Brief’. ? Ron explained that the federal government was now introducing legislation that backs up the local by-law concerning efficient water usage, particularly by industries. The current by-law has fines of up to $50,000 for excessive water breaches. Ron did explain that the council was allowing some time to ‘make good’ under certain circumstances on a case-by-case basis. Ron also agreed with the idea of installing a water tank in the courtyard for the café to use and would help get it built. ? Ron explained that Toowoomba was obviously a place for retirees and the population was growing. ? Ron spoke about the federal government’s National Broadband Network being rolled out in Toowoomba, which would allow efficient and effective video streaming and teleconferencing. ? Ron spoke about a current by-law that is due for implementation on the first of next month, which will allow cafés to expand their footpath dining and so put more tables and chairs outside their premises. ? Ron also spoke of the fact that representatives of a large international chain of coffee shops had been making enquiries around town about opening a store in the Toowoomba CBD. Meetings with Senior Management Team and Finance, Audit and Risk Management (FARM) Committee Soon after you returned from your research trip to the Toowoomba store, you attended two teleconferences. First teleconference First, you met with the senior management team. At this teleconference, you discussed issues raised by James Mansfield and Ron Langford and the report on previous NSW expansion, which head office had given you: Report into the acquisition and re-branding of the NSW expansion store. Paula said that there may be some things to learn from the NSW experience. Key problems identified in the report were as follows: 1. Lack of internal controls, particularly over cash handling, monitoring and recording. 2. Failure to meet compliance standards in WHS, privacy and industrial relations law. 3. Lack of written policy and procedures to guide staff in carrying out their duties. 4. Lack of a professional business culture in the family run business. 5. Failure of the business to monitor the external environment and find opportunities and threats to the business. The team agreed that similar issues would pose a risk to the Toowoomba expansion. Second teleconference You then held a teleconference with the FARM Committee. At the teleconference, you relayed the concerns of the senior management team. The FARM Committee decided to allow you time to complete your review and then would include discussion of your review in the monthly Board of Directors meeting. Appendix 2: MacVille Pty Ltd – Business plan (excerpt) MacVille Pty Ltd: Risk management policy Introduction MacVille recognises that risk management is an essential component of good management practice and is committed to ensuring the implementation of risk management processes that focus on the proactive management of risks across the organisation. This risk management policy forms part of MacVille’s internal controls and corporate governance arrangements. The risk management policy is designed to: ? identify, evaluate, control and manage risks ? ensure potential threats and opportunities are identified and managed ? inform directors, senior management and staff members about their roles, responsibilities and reporting procedures with regards to risk management ? ensure risk management is an integral part of planning at all levels of the organisation. Policy MacVille is committed to achieving its vision, business objectives and quality objectives by the proactive management of risk at all levels of the organisation. MacVille will identify, evaluate, control and manage risk throughout the organisation in accordance with the ‘MacVille Risk Management Framework’. See risk management strategy for framework details. Responsibility and Authority Directors, management and employees of MacVille have responsibility for implementing aspects of this policy. Role of the Directors The Directors have a governance responsibility in the management of risk. This includes: ? determining which types of risk are acceptable and which are not ? setting the standards and expectations of staff with respect to conduct ? approving major decisions affecting MacVille’s risk profile or exposure ? monitoring the management of significant risks to reduce the likelihood of potential organisational risks and threats or failure ? being satisfied that risks are being actively managed, with the appropriate controls in place and working effectively ? annual review of MacVille’s approach to risk management and approval of changes or improvements to key elements of its processes and procedures. Role of the Senior Management Team and Store Managers Key roles of the senior management team are to: ? implement policies on risk management and internal control where this is deemed appropriate ? identify and evaluate areas of significant risks potentially faced by MacVille for consideration by the Directors ? identify areas where risk management is not adequately addressed and advise the Directors accordingly ? review and update the Risk Management Strategy ? undertake an annual review of the effectiveness of systems of internal control and provide an annual report to the Directors, including a summary review and respective recommendations. Role of Café Employees Key roles of employees are to: ? familiarise themselves with the content of the Risk Management Policy and clarify any aspects necessary with a senior team member ? consider any risks they feel could impact on them meeting their objectives and either manage the risk if it is in their control to do so, or inform a management team member of their concerns ? advise senior management, in the first instance, or the Board of Directors, if concerned about any fraud or unethical behaviour. MacVille Risk Management Framework This framework encompasses a number of elements that together facilitate an effective and efficient operation, enabling MacVille to respond to a variety of operational, financial, commercial and strategic risks. These elements include: ? policies and procedures ? monthly reporting ? business planning and budgeting ? risk management review ? external audit. Policies and procedures A series of policies underpin the internal control process. These policies are endorsed by the directors and are implemented and communicated by the senior management team to all staff. These policies include: ? Human Resources Policies: ? Staff Travel Policy ? Harassment Policy ? WHS Policy ? Return to Work Policy ? Work–Life Balance Policy ? Equity/Discrimination/Diversity Policy ? Parental Leave Policy ? Organisational Culture Policy ? Financial Policies: ? Bad Debt Policy ? Cash Reserving Policy ? Revenue/Expenditure Recognition Policy ? Finance, Audit and Risk Management (FARM) Committee Terms of Reference, including delegations ? Corporate Governance Policies: ? Board Protocol ? Sitting Fees Policy ? Directors Remuneration Policy. Monthly reporting Decisions to rectify problems are made at regular meetings of the senior management team. Comprehensive reporting at Board and Sub-committee meetings is designed to monitor key risks and their controls. Business planning and budgeting The business planning and budgeting process is used to set objectives, agree on action plans, and allocate resources. Progress towards meeting business plan objectives is monitored regularly by the senior management team and by Directors at Board meetings. Risk management review The Finance, Audit and Risk Management (FARM) Committee is required to report at Board meetings on internal controls. The FARM Committee pays particular attention to risk management. It is the CEO’s responsibility to brief the Directors periodically and as appropriate on the development of policies and procedures to ensure effective and efficient operations, risk management strategies and implementation. In addition, the FARM Committee oversees internal audit, external audit and management as required in its review of internal controls. The committee is therefore well placed to provide advice to the Board on the effectiveness of the internal control system, including MacVille’s strategy for the management of risk. External audit The final audit of financial statements is controlled by an external chartered accountant who provides feedback to the Board through the FARM Committee.

Procedure: Development of a Risk Management Profile The following outlines the process for developing a risk management profile. 1. Establish the context: ? Define and identify the environment, characteristics and stakeholders, their goals and objectives, and the scope of the specific risk management process. ? Develop criteria against which risks are evaluated and identify the structure for risk management. 2. Identify and describe risks: ? Risks are best identified through a collaborative approach involving a cross-section of stakeholders. ? All conceivable risks must be considered. Ensure any certainties are identified as problems and addressed in the risk management profile. 3. Conduct current risk analysis: ? An analysis of the risks is conducted to determine their causes, and estimate their probability and consequences. This analysis provides the basis for working on the ‘right’ risks. 4. Conduct risk evaluation: ? Risks are considered and prioritised according to their potential impact, and each risk is assessed to determine its level of acceptability. 5. Develop and implement proposed risk treatments: ? Risk treatments are developed to cost-effectively reduce, contain and control risk. ? Formal risk management reporting mechanisms are defined and documented. ? Categorise the risk likelihood. 6. Monitor, report, update and manage risks: ? As risks change constantly, the risk profile is continuously monitored, reviewed and updated by management. New risks may be identified as more information becomes available and existing risks may be eliminated through the effectiveness of the risk treatments/actions. ? Identified risks, and monitoring and management activities should be recorded and stored as follows: ? risks identified through regular audit should be recorded on the Risk Audit Log ? risk management activities should be recorded on the Risk Management Register. MacVille’s Risk Areas The following are four broad areas where potential for risk to MacVille has been identified. Under each area, examples of possible risks are detailed. Operational/organisational: ? legal and regulatory compliance ? technology ? insurance ? resources: human, physical ? logistics ? marketing ? product quality ? communications ? infrastructure, plant and equipment ? customer interaction ? market needs. Financial: ? accountability ? fraud or theft ? capital investment ? interest rates ? loss of income, funding/finance. Governance: ? conduct of Board of Directors ? conflict of interest. Project management: ? procedures and tools for project management ? stakeholders – strength of relationships/conflict of interest ? human resources ? financial resources. MacVille Pty Ltd: Risk management strategy Introduction MacVille recognises that risk management is an essential component of good management practice and is committed to the proactive management of risks across the organisation. The strategy is designed to: ? identify, evaluate, control and manage risks ? ensure potential threats and opportunities are identified and managed ? inform directors, senior management and staff members about their roles, responsibilities and reporting procedures with regards to risk management ? ensure risk management is an integral part of planning at all levels of the organisation. Guiding Principles ? MacVille is committed to achieving its vision, business objectives and quality objectives by the proactive management of risk at all levels of the organisation, acknowledging that embracing innovative ideas and practices carries with it risks, but that these are identifiable and measurable and therefore capable of being subject to realistic risk mitigation processes. Responsibility and Authority ? The Board of Directors have responsibility for ensuring that risk management is in place. ? The Finance, Audit and Risk Management (FARM) Committee has the responsibility of reviewing the Risk Management Action Plan on a six-monthly basis. ? The CEO and the senior management team have responsibility for managing risk and advising the Board on appropriate controls. ? The CEO and the senior management team support and implement policies approved by the directors. ? Key risk indicators will be identified, closely monitored and action taken where necessary, by the staff and directors. MacVille Risk Management Framework This framework encompasses a number of elements that together facilitate an effective and efficient operation, enabling MacVille to respond to a variety of operational, financial, commercial and strategic risks. These elements include: ? Policies and procedures: A series of policies underpin the internal control process. ? Reporting: Decisions to rectify problems are made at regular meetings of the senior management team. ? Business planning and budgeting: The business planning and budgeting process is used to set objectives, agree on action plans and allocate resources. Progress towards meeting business plan objectives is monitored regularly by the senior management team and by directors at Board meetings. Contingency planning is undertaken as required. ? Risk management review: The FARM Committee is required to report at Board meetings on internal controls. ? CEO: The CEO has responsibility to brief the Directors periodically and as appropriate on the development of policies and procedures to ensure effective and efficient operations, risk management strategies and implementation. ? External audit: The final audit of financial statements is controlled by an external chartered accountant who provides feedback to the Board through the FARM Committee. Definitions Risks are identified on a scale of likelihood of occurring in the next 12 months and assigning an impact or consequence to the risk as high, medium or low. High includes either a significant shortfall of around 40% in achieving budget or a significant reduction in ability to function. Medium includes either a shortfall of budget of between 10% and 20% or some reduction in function. Low indicates minor reductions in achieving budget or minimal reduction in performance. Appendix 3: Table of stakeholders template Stakeholder Internal/external Role in process Stake in process

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Head of PMO (m/f) - Germany Startup Jobs

http://www.germanystartupjobs.com/job/adaptant-solutions-ag-munich-germany-2-head-of-pmo-mf/

Head of PMO (m/f)

Job Summary

We are looking for an experienced Head of PMO (m/f) to lead and shape the role of the Project Management Office within the organisation. The Head of PMO will operate with a large degree of autonomy and will occupy a key bridging position within the organisation – not only ensuring the successful coordination and transfer of knowledge & technology between R&D and product teams but also working together with the senior management team in driving the strategic growth of the company. In addition to monitoring and controlling activities, the Head of PMO will take a proactive role in opportunity identification and exploitation, curating a range of strategic programmes that reflect the evolving needs and business objectives of the organisation.

Responsibilities

Head the PMO within a matrix organisation

Functional management of project & proposal managers, project engineers

Development of the PMO as process and procedure owner

Head the risk (threats & opportunities) management function across the organisation

Defining and shaping the organisation’s project delivery processes and systems

Define, shape, and coordinate best practice guidelines at multiple levels

Ensure lessons learned are reflected in organisational learning and knowledge management

Build cohesion across the project teams to meet specified objectives

Define and embed project control and governance at multiple levels

Provide support to project planning, delivery, milestone management, scope management, resource forecasting, financial management, change management

Regular status reporting to a range of stakeholders (both internal & external)

Engage with a diverse range of functional areas (e.g. HR, Legal, Public & Regulatory affairs) across the organisation to maximise benefits realisation and impact

Knowledge & Experience

Experience of managing a PMO or a large project encompassing PMO or PPM functions

Able to engage the executive level of the business and help to provide strategic inputs

Proven and successful experience of project delivery

Proven experience of successful schedule, risk, knowledge, and change management

Knowledge of profit accountability with an understanding of controlling project costs and budgets

Knowledge of benefits and dependency mapping, risk management and resource planning

Training and coaching of PMO staff

Knowledgeable and experienced in efficient Change Management methods

Able to identify opportunities for change and the ability to convey the need for change (both at project and strategic levels)

Experience with a range of project management methodologies (both adaptive and prescriptive) Experience with ISO 21500 and ISO 31000 a strong plus

Skills & Abilities

Strong skills in creating and maintaining project plans, including risks, actions, issues, dependencies;

Solid knowledge of performance reporting and financial/budgeting processes;

Diplomatic ability to influence others at all levels of the business;

Excellent organisational and leadership skills;

Fluent written and spoken English;

Excellent intercultural communication and coordination skills;

Open for short-term travels within the EU and internationally;

Skill in written and oral communications;

Excellent knowledge of MS Office, able to continuously improve IT competence;

Able to maintain and improve the PMO policies and procedures;

Ability to adapt to changing demands and requirements;

Ability to work independently and as part of a team;

Ability to meet deadlines under pressure.

Additional Notes

Working hours are flexible but are expected to be kept in line with the norms of the project team(s) and other relevant stakeholders. This position is open to a range of applicants and experience levels, with additional or fewer responsibilities possible dependent upon the candidate.