Measuring community disaster resilience at local levels: An adaptable resilience framework
Decision makers, practitioners and community members need to assess the disaster resilience of their communities and to understand better the risks they face from natural hazards. There is a lack of consensus on what resilience means and how it can be measured as each stakeholder potentially brings a different perspective to understanding community disaster resilience. The paper will identify the key features and characteristics of Community Disaster Resilience (CDR) frameworks from the literature to develop a resilience framework that can be adapted and customised according to stakeholder needs.
IRMSA Risk Report – South Africa Risks 2016
The second edition of the IRMSA South Africa Risks Report is presented during a volatile period in the country’s development, highlighted by Fitch, Standard & Poor’s and Moody’s all lowering their outlook on South Africa’s credit rating to essentially one notch above junk status in December 2015, the rand trading at its worst-ever levels against the pound and the dollar in nominal terms in the same month, Pravin Gordhan being named the third finance minister in less than a week, and widespread public protests. These and other events are occurring as South Africa grapples with the worst drought to hit the country in decades.
KING V Code on Corporate Governance – Background, Objectives and Key Changes
The King V background paper explains that the review of King IV responds to a far more complex context, including climate change, social inequality, geopolitical instability, digital disruption and evolving sustainability reporting standards. The objectives were to align with new regulatory and reporting developments, simplify and clarify the Code, and standardise disclosure via a separate Disclosure Framework. Key changes include reducing the principles from 17 to 13, sharpening recommended practices, clarifying independence criteria and committee composition, strengthening the governance of data, information and technology (especially AI), and explicitly adopting double materiality for sustainability disclosures.
Integrated Strategy, Risk & Resilience (ISRR) Toolkit: Phase 4 Templates
Integrated Strategy, Risk & Resilience (ISRR) Toolkit: Phase 4 Templates Phase IV (Monitor, Review, Record and Report) contains specifications for an ISRR dashboard that combines strategy KPIs, risk and resilience metrics, integrated board and committee reporting templates, and an integrated reporting input template that links ISRR to value creation, preservation and erosion. It further includes……...
Strategic Management of the Organisation: The Essence and Main Components
This article determines the significance and application of the concepts of "control", "management", "strategic management", the quality of management, the important task of management, strategic management of higher education, the process of strategic management "Analysis and forecasting of the market environment."
Integrated Security Management Model: A Proposal applied to Organisational Resilience
The purpose of this article is to contribute scientifically to the thematic areas of
organisational resilience and security risk management by providing a model of a
flexible security management system that can be integrated with other management systems and be applied to the operational dimension of organisational resilience. To this end, the literature on security risk and operational resilience has been reviewed as well as on security governance models based on enterprise security risk management
and other international standards that allow integration with business processes.
During the study, an incipient production of specific models that determine
the maturity of different management systems was observed in the academic sphere, with a gap being detected in terms of security management system maturity models linked to organisational governance and enterprise risk management, which would facilitate their inclusion in the organisation’s integrated management system in a practical way. It is concluded that the proposed model provides scientific support to practitioners, and, to a greater extent, to companies and other organisations irrespective of their size, sector of activity or location.
Emerging stronger – The rise of Sustainable and Resilient Supply Chains
Business responsibility and social purpose is a key element of integrated business strategies, this is demonstrated by significant growth in the level of awareness and focus on ESG in the extended enterprise. However, many organisations don’t have the formal mechanisms to assess or prioritise ESG risks in their extended enterprise, and don’t trust internal/external data available to them.
Dynamic Risk Assessment
The power of four. An evolution in risk assessment that applies sophisticated algorithms and advanced data analytics together in a KPMG proprietary methodology to identify, connect and visualise risk in four dimensions.
Enhancing Organizational Resilience: The Transformative Influence of Strategic Human Resource Management Practices and Organizational Culture
In an era characterized by rapid changes and uncertainty, organizational resilience emerges as a critical factor for the survival and prosperity of businesses. Confronted with a progressively volatile and unpredictable organizational landscape, an organization’s capacity to swiftly and effectively address challenges and adapt to changes becomes indispensable.
Data Governance and Data Policies at the European Commission
Data governance sets out a framework with clear roles, and the responsibilities and interdependencies of those roles.
Data policies introduce common principles, guidance and working practices in the areas of data management, data interoperability
and standards, and data quality. Equally important are the areas of data protection, information security and intellectual property. However, these are not the focus of this document. Corporate data policies do not specify detailed processes. This allows Directorates-General (DGs)/services to organise themselves in the way that best suits their internal organisation,
while ensuring coordination and alignment across the Commission, including its executive agencies.