Roads to Resilience

Resources and Assets

Risk appetite • risk appetite positions established for operational risks to enhance awareness of risk and to empower decision-makers to plan accordingly • risk assessments carried out and results recorded in a dynamic risk register(s), including analysis of risks at strategic, tactical and operational level • risk committee that operates as a ‘risk Limit dependencies • structured empowerment of staff and others with semi-autonomous teams that are aware and supportive of the activities of other teams • develop a cross-function (perhaps informal) structure to build and maintain a network of support and co-operation • process in place to evaluate the extent of the assets / value at risk, both physically and by third-party contract Build flexibility • review of resources and assets at risk to working group’ to develop a co-ordinated response to changing or emerging risks identify accumulations of risk in a specific location or related to a specific activity • structured procedure to consider resource and resilience implications when strategic, tactical and operational decisions are made • establish risk assessment procedures to incorporate resilience considerations into board-level decisions on resource allocation Scenario planning • identify foreseeable scenarios that could disrupt the organisation and test the controls and responses currently in place • undertake rehearsals of established crisis response plans to ensure that the plan remains up-to-date and effective • ensure that the impact of social media is

included in crisis plans, so that potential for reputational damage is recognised

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Section 7: Implications for risk professionals