Wright People, Risk, and Security

How to prevent your greatest asset from becoming your greatest liability
1. Auflage 2017
ISBN: 978-1-349-95093-5
Verlag: Palgrave Macmillan UK
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 219 Seiten

Reihe: Business and Management

Lance Wright shows why business in the 21st century requires a new understanding of the intersection of risk, security, and human resource management. He argues that these areas should no longer be considered separate processes, handled by technical specialists with limited spheres of expertise. People, risk and security management should be treated as a critically important integrated business management system. 

People may be your greatest asset – but they can also be your biggest liability.

They expose you to all sorts of risks – risks from things they can do (or fail to do) and from things that can be done to them. No matter how tight a risk and security management policy may be in theory, it can fail on its first contact with reality if it doesn’t understand the people involved.

Wright understands people, risk and security like few others. For years he was in charge people management for leading oil companies – getting people into and out of some of the most dangerous and hostile work environments on the planet – and keeping them safe while they were there. Then he was responsible for a private army, literally licenced to kill, guarding nuclear submarines that were being decommissioned as part of the Megatons to Megawatts program.

Risk is more than a set of formulas. Security is more than guns, gates, and badges. Both ultimately come down to the people you are responsible for. One day, the depth of your understanding of that connection may what stands between you and disaster.  

Autoren/Hrsg.

Wright, Lance

Inhaltsverzeichnis

1;Acknowledgments;6
2;Contents;8
3;List of Figures;10
4;1: Introduction;11
5;2: Rethinking People, Risk, and Security;16
5.1; The Importance of People;19
5.2; The Evolution of People, Risk, and Security Threats;21
5.3; People and Their Actions;27
5.4; Integrated People, Risk, and Security Management;29
5.5; Adapting the Risk Management Process Model;30
6;3: The Causes of New Threats;34
6.1; The Complicating Factors;35
6.2; Unexpected Aspects of Evolving Globalization;36
6.3; The Double-Edged Sword of Advances in Technology;38
6.3.1; Proliferation of Nuclear Technology;39
6.4; New Challenges to the Traditional Model of the Nation-State;41
6.4.1; Vulnerability of Economic and Infrastructure Systems;42
6.4.2; Increased Risk of Bioterrorism;43
6.5; Increasingly Dangerous Environmental Risks;45
6.5.1; Bacterial and Viral Evolution;46
7;4: Managing the People Risks to Organizations;48
7.1; Understanding the Insider Threat;49
7.2; The Barings Bank Case;52
7.2.1; Lessons for Management;56
7.3; What is the Code of Business Conduct?;58
8;5: A Primer on Political Risk and Terrorism;63
8.1; The Basics of Political Risk;64
8.2; The Basics of Terrorism;68
8.3; Types of Terrorists;70
8.4; Levels of Terrorist Expertise;72
8.5; Recent Asymmetric Attacks: The French Experience;74
8.5.1; January 7, 2015;74
8.5.2; August 21, 2015;75
8.5.3; November 13, 2015;76
8.6; Political Risk and Terrorism Insurance;77
9;6: Managing Cyber Security;80
9.1; Malicious Actors Who Pose Cyber Security Risks;81
9.2; How Cyber Warfare Can Affect Businesses;83
9.3; Tools Used by Malicious Actors;85
9.4; The Dark Web;89
9.5; Encryption and Anonymity;90
9.5.1; The Onion Router;92
9.6; Cyber Security in a Nutshell;94
10;7: Economic Espionage and Business Intelligence;97
10.1; The Basics of Economic Espionage and Business Intelligence;98
10.2; Economic Espionage Tactics;101
10.3; Increase Employee Security Awareness;103
10.4; Increase Operations Security;106
10.5; Other Security Measures;108
10.6; Suggested Protection Strategies;109
11;8: Business Continuity Planning;112
11.1; Business Impact Analysis;113
11.2; Recovery Strategies;116
11.3; Testing the Business Continuity Plan;118
11.4; Critical Functions and Services;119
11.5; Succession Plans for Critical Positions;120
11.6; Delegation of Authority;120
11.7; Alternative Facilities;121
11.8; Communications;121
11.9; Records and Systems Management;122
11.10; Human Resources;123
12;9: Managing Crisis and Disaster;126
12.1; Johnson & Johnson Tylenol Crisis;127
12.2; Deepwater Horizon Disaster;130
12.2.1; Report to the President;132
12.3; Managing Complex Systems;133
12.3.1; Piper Alpha Disaster;134
12.4; Lessons from the Nuclear Industry;136
12.5; Lessons from the Fukushima Disaster;137
12.6; How to Avoid Operational Disasters;139
12.6.1; Everyone is Responsible for Safe and Efficient Operations;141
12.6.2; Organization Leaders Constantly Demonstrate Their Commitment to Safe and Efficient Operations;141
12.6.3; Trust Permeates the Organization;142
12.6.4; Decisions Are Driven by Safety and a Primary Concern for the Organization’s Human Resources;142
12.6.5; A Questioning Attitude is Encouraged and Cultivated;142
12.6.6; Organizational Learning is Fully Embraced;143
12.6.7; The Organization’s Commitment to Safe and Efficient Operations is Constantly Examined and Re-evaluated;143
13;10: Planning for Pandemics;145
13.1; Developing a Pandemic Plan;152
13.2; Communications are Important;155
13.3; The Emerging Zika Virus Concerns;157
14;11: Effective Substance Abuse Programs;160
14.1; Exxon Valdez Spill;163
14.2; Why Have an Alcohol and Drug Policy?;164
14.3; Typical Program Principles;166
14.3.1; When to Test;167
14.3.2; Pre-employment Testing;167
14.3.3; Reasonable Cause Testing;170
14.3.4; Post-incident Testing;170
14.3.5; Random Testing;170
14.3.6; What to Test for?;171
14.3.7; Alcohol Levels;172
14.3.8; Other Issues;172
15;12: Reducing Workplace Violence;174
15.1; Types of Workplace Violence;176
15.2; High-Profile Cases;178
15.2.1; San Bernardino Shooting;180
15.2.2; Germanwings Flight 9525;180
15.3; School Shootings;181
15.4; Life Emergency Training;183
15.5; An Interview with Jim McDonnell;184
15.6; Robert Simon’s Cycle of Workplace Violence;187
16;13: The New World of Corporate Security;190
16.1; Manage Risk Not Security;199
16.2; Guns, Gates, and Badges;201
17;14: Conclusion;206
17.1; Future Challenges;208
18;Index;210