An example of an information security / data protection & privacy overarching policy, in which you define the principle, the main pillars in the governance (bodies, persons and "policies").
Strategic role of compensation, strategic compensation policy, total compensa...Ramona Beharry
This PowerPoint deals with the Strategic role of compensation in the organization. States how you develop a total compensation strategy and also strategic compensation planning.
The document discusses various aspects of internal mobility within an organization such as promotion, transfer, and demotion. It defines promotion as the advancement of an employee to a higher level job with greater responsibility, prestige, skills and pay. The key purposes of promotion are to utilize employee skills and develop competencies for higher roles. Merit and seniority are described as the main bases for promotion, each with their own advantages and disadvantages. The document also discusses transfer as a lateral movement between jobs of equal pay and status, as well as separation processes like layoffs and retirement.
Pom unit-iv, Principles of Management notes BBA I Semester OUBalasri Kamarapu
BBA notes, Osmania University, I sem, Principles of Management, PPT of Principles of Management, Osmania University BBA Notes, POM notes by NET qualified faculty
1. The document summarizes Chapter 1 of an introduction to management course, which outlines key concepts such as the definition of management, levels of management, managerial skills, roles, and the management process.
2. It defines management as the process of administering and coordinating resources to achieve organizational goals, and discusses the roles and skills required at different management levels from first-line to top management.
3. Henry Mintzberg's framework of managerial roles is presented, categorizing roles as interpersonal, informational, and decisional.
Compensation [ Outline, Definitions and Importance ]Mohamed Dawod
This document discusses compensation, defining it as all forms of pay provided to employees in exchange for work. It outlines several definitions of compensation terms like wage and salary. It also describes the importance of compensation in recruiting and retaining employees, increasing morale and performance, and achieving equity. Finally, it notes the components of an effective compensation system include job descriptions, analysis, evaluation, pay structure, salary surveys, and policies. The overall document provides an overview of compensation, its definitions, importance, and factors in building a compensation system.
This document discusses compensation management and various components of employee remuneration. It covers direct compensation including base pay, incentives, and benefits, as well as indirect compensation such as job context, responsibilities, and growth prospects. It also discusses concepts related to wages, including minimum wage, living wage, fair wage, and different types of wages. Components of the wage structure and factors influencing wage and salary administration are also summarized.
This document discusses employee compensation and its components. It covers direct financial payments like wages and salaries which can be time-based or performance-based. It also discusses indirect financial payments like benefits. Several factors determine compensation plan design including strategy, equity, legal and union considerations. Compensation must be aligned with business strategy and attract behaviors needed to achieve strategic goals. Equity in compensation must also be maintained both internally and externally. Laws also regulate minimum wages, overtime, benefits and prohibit discrimination.
Strategic role of compensation, strategic compensation policy, total compensa...Ramona Beharry
This PowerPoint deals with the Strategic role of compensation in the organization. States how you develop a total compensation strategy and also strategic compensation planning.
The document discusses various aspects of internal mobility within an organization such as promotion, transfer, and demotion. It defines promotion as the advancement of an employee to a higher level job with greater responsibility, prestige, skills and pay. The key purposes of promotion are to utilize employee skills and develop competencies for higher roles. Merit and seniority are described as the main bases for promotion, each with their own advantages and disadvantages. The document also discusses transfer as a lateral movement between jobs of equal pay and status, as well as separation processes like layoffs and retirement.
Pom unit-iv, Principles of Management notes BBA I Semester OUBalasri Kamarapu
BBA notes, Osmania University, I sem, Principles of Management, PPT of Principles of Management, Osmania University BBA Notes, POM notes by NET qualified faculty
1. The document summarizes Chapter 1 of an introduction to management course, which outlines key concepts such as the definition of management, levels of management, managerial skills, roles, and the management process.
2. It defines management as the process of administering and coordinating resources to achieve organizational goals, and discusses the roles and skills required at different management levels from first-line to top management.
3. Henry Mintzberg's framework of managerial roles is presented, categorizing roles as interpersonal, informational, and decisional.
Compensation [ Outline, Definitions and Importance ]Mohamed Dawod
This document discusses compensation, defining it as all forms of pay provided to employees in exchange for work. It outlines several definitions of compensation terms like wage and salary. It also describes the importance of compensation in recruiting and retaining employees, increasing morale and performance, and achieving equity. Finally, it notes the components of an effective compensation system include job descriptions, analysis, evaluation, pay structure, salary surveys, and policies. The overall document provides an overview of compensation, its definitions, importance, and factors in building a compensation system.
This document discusses compensation management and various components of employee remuneration. It covers direct compensation including base pay, incentives, and benefits, as well as indirect compensation such as job context, responsibilities, and growth prospects. It also discusses concepts related to wages, including minimum wage, living wage, fair wage, and different types of wages. Components of the wage structure and factors influencing wage and salary administration are also summarized.
This document discusses employee compensation and its components. It covers direct financial payments like wages and salaries which can be time-based or performance-based. It also discusses indirect financial payments like benefits. Several factors determine compensation plan design including strategy, equity, legal and union considerations. Compensation must be aligned with business strategy and attract behaviors needed to achieve strategic goals. Equity in compensation must also be maintained both internally and externally. Laws also regulate minimum wages, overtime, benefits and prohibit discrimination.
This document discusses various types of incentive plans and benefits of incentive plans. It describes individual incentive plans like Halsey Plan, Rowan Plan, Emerson Plan, Bedeaux Plan, and Taylor Plan. It also discusses group incentive plans like gain sharing plans (Scanlon Plan and Rucker Plan), Kaiser-Worker Plan, and profit sharing plans. The key benefits of incentive plans discussed are that they help attract and retain employees, reduce absenteeism, motivate higher performance, and create an efficient workforce.
Companies are implementing work and family programs as part of totally integrated employee benefit systems to help employees balance work and family responsibilities. These programs include childcare, eldercare, flexible work schedules, and employee assistance programs. Such family-friendly benefits can help increase employee productivity and retention while reducing absenteeism. They also help organizations remain competitive and attract talented workers. Examples of totally integrated benefits include flextime, job sharing, telecommuting, family leave, health insurance, tuition reimbursement, and prioritizing job security.
This document discusses compensation management and wage theories. It covers the different elements that make up total compensation, including base pay, incentives, and benefits. It also discusses objectives of wage policies, wage legislation like the Payment of Wages Act and Minimum Wages Act, compensation issues, wage determination methods, and various theories of wages like subsistence theory, wage fund theory, and marginal productivity theory. Maslow's hierarchy of needs and Herzberg's two-factor theory are also summarized.
5.employee orientation training and developmentTufail Ahmed
The document discusses the processes of socializing, orienting, training, and developing new employees. It describes how these processes help employees adapt to their new roles and organizations. The goal is for employees to understand and exhibit the behaviors desired by the organization so that they can be productive and attain their own goals.
Strategic HR issues in Global AssignmentsPankaj Saha
This document is a submission from a student named Pankaj Saha for an MBA assignment on strategic HR issues in global assignments. It includes a cover letter, acknowledgments, preface, and the main content of the assignment which discusses approaches to global assignments, steps in strategic HR issues, determining expatriate compensation, and four approaches to international human resource management. The student submitted this assignment to their professor A.K.M Tafzal Haque at University of Chittagong to fulfill the requirements for their MBA program.
Aplicación de la metodología integradora de procesos empresariales (mipe) crm...cynthiasd
Este documento presenta un proyecto de aplicación de la Metodología Integradora de Procesos Empresariales (MIPE)-CRM para mejorar la gestión logística de la empresa Ferreyros S.A.A. El proyecto contiene cuatro capítulos que analizan la situación actual, establecen un mapa estratégico, y proponen la aplicación de MIPE y Balance Scorecard para solucionar problemas a nivel operativo, táctico y estratégico.
This document discusses the role of human resource management (HRM) in organizations. It notes that HRM helps to increase work efficiency, maintain relationships between employers and employees, and allow organizations to compete effectively. HRM operates in both an internal environment, dealing with existing employees, and an external environment, relating to factors like the job market, technology, and economics. It also helps organizations adapt to changing needs, communicate effectively, evaluate performance, and plan with workers. The role of HRM is becoming more important as organizations face challenges like globalization, workforce diversity, and technological changes.
Presenting this set of slides with name - Compensation Package Powerpoint Presentation Slides. We bring to you to the point topic specific slides with apt research and understanding. Putting forth our PPT deck comprises of thirtynine slides. Our tailor made Compensation Package Powerpoint Presentation Slides editable presentation deck assists planners to segment and expound the topic with brevity. The advantageous slides on Compensation Package Powerpoint Presentation Slides is braced with multiple charts and graphs, overviews, analysis templates agenda slides etc. to help boost important aspects of your presentation. Highlight all sorts of related usable templates for important considerations. Our deck finds applicability amongst all kinds of professionals, managers, individuals, temporary permanent teams involved in any company organization from any field
Compensation Management and Types of Compensation ManagementNaheed Mir
Compensation management is a Human Resource Management function that deals with the salaries and any kind of rewards that individuals receive on performing an organizations tasks.
The document discusses various aspects of compensation including its meaning, forms, objectives, and administration. It defines compensation as money and benefits received by employees in exchange for their services. Compensation aims to attract, retain, and motivate talent. It includes wages, salaries, incentives, and fringe benefits like provident funds and insurance. Factors influencing wages are also discussed such as supply and demand for labor, cost of living, and productivity. The principles of wage administration and national wage policy in India are outlined. Wages are classified into minimum wage, fair wage, and living wage based on their ability to cover basic needs.
This document discusses employee transfers within an organization. It defines a transfer as the movement of an employee between jobs or locations without a change in status, responsibilities, or salary. The objectives of transfers include meeting organizational needs, satisfying employees, adjusting workforce size, developing employee versatility, and improving performance. Transfers are broadly classified as personal or organization-initiated. The types of transfers covered are production, replacement, versatility, shift, and remedial transfers. Benefits and potential problems of transfers are also outlined.
This document discusses different types of incentive plans that provide monetary benefits to workers for outstanding performance. It describes individual incentive systems that pay workers based on the time taken to complete a task compared to the standard time. Group incentive systems reward all members of a group for increasing their collective performance. The document then examines several specific incentive plans, including Emerson, Halsey, and Rowan plans for individual incentives, and Priestman's, Scalon, co-partnership, and profit sharing plans for group incentives.
This document provides an overview and outline of management practices and concepts. It discusses key topics like leadership, management theory versus practice, understanding context, and how internal and external factors shape management. The document emphasizes that effective management requires understanding how the dynamic context impacts the manager and how the manager can influence the context.
Corporate Communications Policy Issue date 2005-12-20 .docxfaithxdunce63732
This document outlines a corporate communications policy for a company. It provides guidelines for both external and internal communications to ensure they are conducted properly and in accordance with the company's interests. The policy defines goals, responsibilities, restrictions, and procedures for coordinating communications. It aims to present the company accurately to stakeholders, build trust, and increase understanding and commitment among employees.
Corporate Communications Policy Issue date 2005-12-20 .docxvanesaburnand
This document outlines a corporate communications policy for a company. It provides guidelines for both external and internal communications to ensure communications are conducted in accordance with company interests. The policy establishes responsibilities and restrictions around communications and names approved spokespeople. It aims to present the company accurately to stakeholders, build trust, and increase employee understanding and commitment through transparent communications.
The document outlines Pathway Group's Environmental Management System (EMS) which provides guidance on environmental responsibilities within the company. It details the environmental policies and procedures, the scope of the EMS which covers all business areas, and defines roles and responsibilities for ensuring sound environmental performance in compliance with legal requirements. Key roles include the Director who is responsible for resources, policy, and reviews, and the Operations Manager who implements and maintains the EMS and conducts audits.
Business policy refers to the integrated decisions made by top management for the whole organization after considering all functional areas. It deals with strategic issues like acquisitions, mergers, and resource allocation from a macro and micro environmental perspective. Business policy decisions shape the future direction of the organization. The document defines business policy and provides characteristics, importance, and key concepts like mission, objectives, strategies, and strategic planning. It also discusses various approaches and theorists who contributed to the development of business policy as an academic discipline.
Business policy refers to integrated decisions made for the whole organization by top management. These decisions consider all functional areas and are made in light of the organization's macro and micro environment as well as its strengths and weaknesses. Business policy deals with strategic issues that determine the organization's direction and shape its future.
This document provides an outline on policy formulation. It begins with learning objectives to understand the importance of policy formulation and how to formulate effective policies. It then defines what a policy is, the meaning of policy formulation, and the importance of policy formulation. It outlines the characteristics of a good policy and the steps in the policy making process, including identifying issues, formulating options, adopting policies, implementing, distributing, controlling and evaluating. It provides guidance on how to write effective policies and examples of policy formats. The document aims to educate on best practices for developing strong organizational policies.
This document discusses various types of incentive plans and benefits of incentive plans. It describes individual incentive plans like Halsey Plan, Rowan Plan, Emerson Plan, Bedeaux Plan, and Taylor Plan. It also discusses group incentive plans like gain sharing plans (Scanlon Plan and Rucker Plan), Kaiser-Worker Plan, and profit sharing plans. The key benefits of incentive plans discussed are that they help attract and retain employees, reduce absenteeism, motivate higher performance, and create an efficient workforce.
Companies are implementing work and family programs as part of totally integrated employee benefit systems to help employees balance work and family responsibilities. These programs include childcare, eldercare, flexible work schedules, and employee assistance programs. Such family-friendly benefits can help increase employee productivity and retention while reducing absenteeism. They also help organizations remain competitive and attract talented workers. Examples of totally integrated benefits include flextime, job sharing, telecommuting, family leave, health insurance, tuition reimbursement, and prioritizing job security.
This document discusses compensation management and wage theories. It covers the different elements that make up total compensation, including base pay, incentives, and benefits. It also discusses objectives of wage policies, wage legislation like the Payment of Wages Act and Minimum Wages Act, compensation issues, wage determination methods, and various theories of wages like subsistence theory, wage fund theory, and marginal productivity theory. Maslow's hierarchy of needs and Herzberg's two-factor theory are also summarized.
5.employee orientation training and developmentTufail Ahmed
The document discusses the processes of socializing, orienting, training, and developing new employees. It describes how these processes help employees adapt to their new roles and organizations. The goal is for employees to understand and exhibit the behaviors desired by the organization so that they can be productive and attain their own goals.
Strategic HR issues in Global AssignmentsPankaj Saha
This document is a submission from a student named Pankaj Saha for an MBA assignment on strategic HR issues in global assignments. It includes a cover letter, acknowledgments, preface, and the main content of the assignment which discusses approaches to global assignments, steps in strategic HR issues, determining expatriate compensation, and four approaches to international human resource management. The student submitted this assignment to their professor A.K.M Tafzal Haque at University of Chittagong to fulfill the requirements for their MBA program.
Aplicación de la metodología integradora de procesos empresariales (mipe) crm...cynthiasd
Este documento presenta un proyecto de aplicación de la Metodología Integradora de Procesos Empresariales (MIPE)-CRM para mejorar la gestión logística de la empresa Ferreyros S.A.A. El proyecto contiene cuatro capítulos que analizan la situación actual, establecen un mapa estratégico, y proponen la aplicación de MIPE y Balance Scorecard para solucionar problemas a nivel operativo, táctico y estratégico.
This document discusses the role of human resource management (HRM) in organizations. It notes that HRM helps to increase work efficiency, maintain relationships between employers and employees, and allow organizations to compete effectively. HRM operates in both an internal environment, dealing with existing employees, and an external environment, relating to factors like the job market, technology, and economics. It also helps organizations adapt to changing needs, communicate effectively, evaluate performance, and plan with workers. The role of HRM is becoming more important as organizations face challenges like globalization, workforce diversity, and technological changes.
Presenting this set of slides with name - Compensation Package Powerpoint Presentation Slides. We bring to you to the point topic specific slides with apt research and understanding. Putting forth our PPT deck comprises of thirtynine slides. Our tailor made Compensation Package Powerpoint Presentation Slides editable presentation deck assists planners to segment and expound the topic with brevity. The advantageous slides on Compensation Package Powerpoint Presentation Slides is braced with multiple charts and graphs, overviews, analysis templates agenda slides etc. to help boost important aspects of your presentation. Highlight all sorts of related usable templates for important considerations. Our deck finds applicability amongst all kinds of professionals, managers, individuals, temporary permanent teams involved in any company organization from any field
Compensation Management and Types of Compensation ManagementNaheed Mir
Compensation management is a Human Resource Management function that deals with the salaries and any kind of rewards that individuals receive on performing an organizations tasks.
The document discusses various aspects of compensation including its meaning, forms, objectives, and administration. It defines compensation as money and benefits received by employees in exchange for their services. Compensation aims to attract, retain, and motivate talent. It includes wages, salaries, incentives, and fringe benefits like provident funds and insurance. Factors influencing wages are also discussed such as supply and demand for labor, cost of living, and productivity. The principles of wage administration and national wage policy in India are outlined. Wages are classified into minimum wage, fair wage, and living wage based on their ability to cover basic needs.
This document discusses employee transfers within an organization. It defines a transfer as the movement of an employee between jobs or locations without a change in status, responsibilities, or salary. The objectives of transfers include meeting organizational needs, satisfying employees, adjusting workforce size, developing employee versatility, and improving performance. Transfers are broadly classified as personal or organization-initiated. The types of transfers covered are production, replacement, versatility, shift, and remedial transfers. Benefits and potential problems of transfers are also outlined.
This document discusses different types of incentive plans that provide monetary benefits to workers for outstanding performance. It describes individual incentive systems that pay workers based on the time taken to complete a task compared to the standard time. Group incentive systems reward all members of a group for increasing their collective performance. The document then examines several specific incentive plans, including Emerson, Halsey, and Rowan plans for individual incentives, and Priestman's, Scalon, co-partnership, and profit sharing plans for group incentives.
This document provides an overview and outline of management practices and concepts. It discusses key topics like leadership, management theory versus practice, understanding context, and how internal and external factors shape management. The document emphasizes that effective management requires understanding how the dynamic context impacts the manager and how the manager can influence the context.
Corporate Communications Policy Issue date 2005-12-20 .docxfaithxdunce63732
This document outlines a corporate communications policy for a company. It provides guidelines for both external and internal communications to ensure they are conducted properly and in accordance with the company's interests. The policy defines goals, responsibilities, restrictions, and procedures for coordinating communications. It aims to present the company accurately to stakeholders, build trust, and increase understanding and commitment among employees.
Corporate Communications Policy Issue date 2005-12-20 .docxvanesaburnand
This document outlines a corporate communications policy for a company. It provides guidelines for both external and internal communications to ensure communications are conducted in accordance with company interests. The policy establishes responsibilities and restrictions around communications and names approved spokespeople. It aims to present the company accurately to stakeholders, build trust, and increase employee understanding and commitment through transparent communications.
The document outlines Pathway Group's Environmental Management System (EMS) which provides guidance on environmental responsibilities within the company. It details the environmental policies and procedures, the scope of the EMS which covers all business areas, and defines roles and responsibilities for ensuring sound environmental performance in compliance with legal requirements. Key roles include the Director who is responsible for resources, policy, and reviews, and the Operations Manager who implements and maintains the EMS and conducts audits.
Business policy refers to the integrated decisions made by top management for the whole organization after considering all functional areas. It deals with strategic issues like acquisitions, mergers, and resource allocation from a macro and micro environmental perspective. Business policy decisions shape the future direction of the organization. The document defines business policy and provides characteristics, importance, and key concepts like mission, objectives, strategies, and strategic planning. It also discusses various approaches and theorists who contributed to the development of business policy as an academic discipline.
Business policy refers to integrated decisions made for the whole organization by top management. These decisions consider all functional areas and are made in light of the organization's macro and micro environment as well as its strengths and weaknesses. Business policy deals with strategic issues that determine the organization's direction and shape its future.
This document provides an outline on policy formulation. It begins with learning objectives to understand the importance of policy formulation and how to formulate effective policies. It then defines what a policy is, the meaning of policy formulation, and the importance of policy formulation. It outlines the characteristics of a good policy and the steps in the policy making process, including identifying issues, formulating options, adopting policies, implementing, distributing, controlling and evaluating. It provides guidance on how to write effective policies and examples of policy formats. The document aims to educate on best practices for developing strong organizational policies.
This document outlines Pathway Group's business continuity planning policy and procedures. It discusses UK legislation requiring businesses to have continuity plans to minimize disruption during unexpected events. The policy adheres to the British Standard framework for business continuity. The plan assesses risks like power outages, weather, illness, and identifies actions and responsibilities to maintain operations. Department managers and the Operations Manager are responsible for continuity planning and implementation, with the Director overseeing the annual review.
This document provides an overview of business continuity management (BCM) and disaster recovery planning (DRP). It discusses what BCM and DRP are, their benefits, governance structure, creation process, policies, and auditing. BCM aims to ensure essential business functions continue during and after disasters through documented processes and procedures. DRP focuses on restoring operations, applications, etc. to their original state after a disaster. Key aspects of BCM include business impact analysis, risk assessment, crisis communication plans, and training employees.
This document discusses eliciting risk information through communication and consultation with stakeholders. It notes that risk identification requires input from multiple stakeholders as no single person holds all relevant information. Effective communication methods depend on the complexity and significance of the issue. Risk identification involves establishing the internal and external context, risk management context, and defining risk criteria. Tools like SWOT analysis and stakeholder analysis can help identify strengths, weaknesses, opportunities, threats, and key stakeholders. Relevant parties should be invited to assist in risk identification through research, tools, and consultation.
At Pathway we are dedicated to Safeguarding our staff and learners. Please feel free to read through and if you would like more information about this policy or Pathway Group please feel free to get in touch.
Pathway Group is committed to promoting sustainable development and environmental protection. Their environmental policy outlines guidelines for key issues like transport, energy use, water usage, waste management, and environmental education. The policy aims to exceed legal standards and comply with future legislation. All employees share responsibility for protecting the environment, and the director ensures the policy is properly implemented.
#Contract Risk Audit# By SN panigrahi,
Enterprise Risk Management (ERM),
Risk Audit,
Contract Risk Audit process.
Types of Audit,
Risks Need to be Analyzed
on Four Aspects : SQSC,
CONTRACT ADMINISTRATION
The document provides guidance on investigating incidents and near-misses in the oil and gas industries. It discusses the importance of investigating all incidents to prevent recurrence and learn lessons. Key aspects covered include procedures for investigating such as gathering information from the scene, witness interviews, and documentation review. The document also distinguishes between immediate causes that directly contributed to the incident and underlying root causes such as failures in management systems. Thorough investigation of all incidents is necessary to identify corrective actions and improve safety.
Knowledge of occupational safety and health in the workplace academic essay...Top Grade Papers
The document provides definitions and explanations for key occupational safety and health terms. It also lists responsibilities and tasks of an OSH officer, such as consultation, project management, ensuring compliance with legislation, and continuous improvement. Establishing an OSH committee and representatives benefits an organization by facilitating consultation on safety matters and improving health and safety.
The document provides guidance on establishing a cleaner production program within a company. It discusses establishing an environmental team to plan and implement the program. It emphasizes motivating the entire workforce and gaining management support. The benefits of cleaner production include a proactive approach that can improve the economic and environmental performance of the company. An input/output analysis of material and energy flows is recommended to identify weak points and optimization opportunities. Establishing an environmental policy and cleaner production program helps lay the foundation for a future environmental management system.
This document provides guidance on developing and implementing an effective records and information management (RIM) policy. It discusses key elements such as understanding what constitutes a policy versus a procedure, basic policy characteristics like being simple, concise and enforceable, fundamental components to include like purpose, scope and retention schedule, obtaining necessary approvals, distributing the policy through an intranet for easy updating, and auditing for compliance by developing an audit plan and documenting findings. The overall document serves as a helpful guide for organizations looking to establish and enforce a strong RIM policy.
· Recommend strategies to lead organizational change· Justify pl.docxodiliagilby
· Recommend strategies to lead organizational change
· Justify plans for implementing and managing organizational change in organizational/workplace settings
· Create plans for communicating proposed changes to stakeholders
· Recommend risk mitigation plans when managing organizational changes
Create a narrated PowerPoint presentation of 5 or 6 slides with video that presents a comprehensive plan to implement the change you propose.
Your presentation should be 5–6 minutes in length and should include a video with you as presenter.
Your Change Implementation and Management Plan should include the following:
1. An executive summary of the issues that are currently affecting your organization/workplace (This can include the work you completed in your Workplace Environment Assessment previously submitted, if relevant.)
2. A description of the change being proposed
3. Justifications for the change, including why addressing it will have a positive impact on your organization/workplace
4. Details about the type and scope of the proposed change
5. Identification of the stakeholders impacted by the change
6. Identification of a change management team (by title/role)
7. A plan for communicating the change you propose
8. A description of risk mitigation plans you would recommend to address the risks anticipated by the change you propose
Required Resources
Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). New York, NY: Springer.
· Chapter 8, “Practice Model Design, Implementation, and Evaluation” (pp. 195–246)
Cullen, L., & Adams, S. L. (2012). Planning for implementation of evidence-based practice. Journal of Nursing Administration, 42(4), 222–230. Retrieved from https://medcom.uiowa.edu/annsblog/wp-content/uploads/2012/10/JONA-FINAL-Cullen-2012.pdf
Kotter, J. (2007, January). Leading change: Why transformation efforts fail. Best of HBR. Harvard Business Review, 1–10. Retrieved from https://wdhb.org.nz/contented/clientfiles/whanganui-district-health-board/files/rttc_leading-change-by-j-kotter-harvard-business-review.pdf (Original work published 1995)
Tistad, M., Palmcrantz, S., Wallin, L., Ehrenberg, A., Olsson, C. B., Tomson, G., …Eldh, A. C. (2016). Developing leadership in managers to facilitate the implementation of national guideline recommendations: A process evaluation of feasibility and usefulness. International Journal of Health Policy and Management, 5(8), 477–486. doi:10.15171/ijhpm.2016.35. Retrieved from http://www.ijhpm.com/article_3183_5015382bcf9183a74ef7e79b0a941f65.pdf
ITS 833 – INFORMATION GOVERNANCE
Chapter 3 – Information Governance Principles
Dr. Omar Mohamed
Copyright Omar Mohamed 2019
1
CHAPTER GOALS AND OBJECTIVES
Know the 10 key principles of IG
What are the Generally Accepted Recordkeeping Principles®
What is the difference between disposition and destruction
Who should be involved in the information governance development pro ...
dana holdings CorporateGovernanceGuidelines_013108finance42
The document outlines the corporate governance guidelines of Dana Holding Corporation. It discusses the role and responsibilities of the Board of Directors in overseeing the company's management. It also covers topics such as director qualifications, committees, succession planning, communications and business conduct standards. The guidelines are intended to ensure the Board operates independently and fulfills its duties of oversight, strategy and succession.
Similar to ISMS IS/DPP TOP POLICY - example (governance) (20)
This document provides a template for conducting a Data Protection Impact Assessment (DPIA) pursuant to Article 35 of the GDPR. The template includes sections for describing the processing project, assessing the need for a DPIA, detailing the nature and purposes of the processing, evaluating the legality of the processing based on the legal framework, analyzing inherent risks to data subjects, implementing data protection by design principles, assessing residual risks, and involving the data protection authority as needed.
Gegevensbescherming-clausule in (overheids)opdrachtTommy Vandepitte
Voorbeeld van een Nederlandstalige clausule die in een overheidsopdracht of Request for Proposal (RFP) kan worden ingesloten om alle verschillende mogelijke samenwerkingsvormen (joint controller, controller-to-controller of controller-to-processor) af te dekken of dat althans te pogen.
20190131 - Presentation Q&A on legislation's influence (on travel management)Tommy Vandepitte
Presentation given at the event organised by ACTE and BATM on 31 January 2019 addressing a few questions on the payments legislation that are relevant for travel and expense manager.
A presentation given at the legal hackers meetup of 19 June 2018 on common issues with controller-to-processor agreements aka "data processor agreement" (DPA). We revisit the distinction controller v processor. We then look at the directly applicable duties for processors, which do not need to be inserted in a contract. Finally we look at the different mandatory and "forgotten" components of the agreement.
De slides van een presentatie voor makelaars in de verzekeringssector. Gepresenteerd op 12 juni 2018 voor de Kempische Verzekeringskring (https://www.kempischeverzekeringskring.be/activiteit/gdpr-wat-u-als-makelaar-nog-niet-wist/).
This document discusses data protection in layers, including physical security of devices, using encryption and passwords, being wary of public WiFi networks, installing trusted applications only, enabling automatic updates, using two-factor authentication when possible, regularly changing passwords, having backups, and being aware of social engineering risks in public spaces. The key messages are to stay curious about data protection, think long-term about security, and accept that incidents may occur while reporting them to mitigate consequences.
Presentation given on the experience of privacy design labs on the LSEC Belgium GDPR event of 30 November 2017.
Event page: https://www.leadersinsecurity.org/events-old/icalrepeat.detail/2017/11/30/186/-/gdpr-plan-to-be-ready-prepare-to-set-change-to-go-session-3-privacy-impact-assessment-scenario-planning-data-loss-management.html?filter_reset=1
Privacy Design lab page: https://sites.google.com/site/pbd20171106
Example of a privacy design jam by Facebook (Berlin 2017) : https://www.facebook.com/facebookbrussels/videos/1419793831400471/
Hoe breng je de nieuwigheden van de Algemene Gegevensbeschermingsverordening (AGV) of General Data Protection Regulation (GDPR) aan bij jouw stad of gemeente? Dit is een voorbeeld van slidedeck.
This is an example of a deck for the decision makers (generally the board of directors) to first explain that data protection is a (reputational, legal, operational) risk that - like any other business risk needs to be managed. Then it allows for some explanation of the status of data protection (law) and the main novelties under the GDPR. It then highlights the main changes required in project mode and (later on, after the handover) in business-as-usual mode.
Extra reference to the Vlerick reference (because published after the publication of this slide deck): http://www.vlerick.com/en/programmes/management-programmes/digital-transformation/digital-transformation-insights/insight-1)
An example of how the staff training on information security, data protection and privacy (IS/DPP) could look.
This part is on an aspect that overarches all previous ones: monitoring. It touches on both perspectives of staff involvement:
- staff works with the data, processes it, etc. and thus is the agent of the company
- the company, to show accountability, should set up a balanced way of controlling the staff, which per se involves processing personal data of the staff members
The slides come with notes that in short explain the visuals on the slides.
This document discusses incident response procedures for an organization. It outlines the roles of the Information Security Officer (ISO) and Data Protection Officer (DPO) in responding to incidents. It also mentions having emergency and business continuity procedures in place to handle high impact incidents. The document stresses the importance of identifying, notifying, and escalating incidents to the appropriate teams like the helpdesk, ISO, or DPO.
An example of how the staff training on information security, data protection and privacy (IS/DPP) could look.
This part is on the acceptable use of the companies (and sometimes also own) means. Each company should add what is appropriate for it.
The slides come with notes that in short explain the visuals on the slides.
An example of how the staff training on information security, data protection and privacy (IS/DPP) could look.
The part focusses on authentication, and more particularly on passwords.
The slides come with notes that in short explain the visuals on the slides.
An example of how the staff training on information security, data protection and privacy (IS/DPP) could look.
This part is on authorization and access rights, focussing on the staff's part in that.
The slides come with notes that in short explain the visuals on the slides.
An example of how the staff training on information security, data protection and privacy (IS/DPP) could look.
This part is on data classification, drilling a bit deeper into confidentiality, integrity, availability (=CIA), privacy (=CAPI), traceability, and retention (=PATRIC), to be amended to meet the specific organisation's setup.
The slides come with notes that in short explain the visuals on the slides.
An example of how the staff training on information security, data protection and privacy (IS/DPP) could look.
This part is on the concept of data, reasons for protecting data, personal data and data processing.
The slides come with notes that in short explain the visuals on the slides.
An example of how the staff training on information security, data protection and privacy (IS/DPP) could look.
This part is on the reason why we should live up to the rules of IS/DPP, from a "negative" perspective (what do we want to avoid?) and from a "positive" perspective (what do we want to accomplish?).
The slides come with notes that in short explain the visuals on the slides.
An example of how the staff training on information security, data protection and privacy (IS/DPP) could look.
This is an introduction explaining
- the difference between information security, data protection and privacy,
- the need and usefulness for staff engagement
The slides come with notes that in short explain the visuals on the slides.
सुप्रीम कोर्ट ने यह भी माना था कि मजिस्ट्रेट का यह कर्तव्य है कि वह सुनिश्चित करे कि अधिकारी पीएमएलए के तहत निर्धारित प्रक्रिया के साथ-साथ संवैधानिक सुरक्षा उपायों का भी उचित रूप से पालन करें।
Safeguarding Against Financial Crime: AML Compliance Regulations DemystifiedPROF. PAUL ALLIEU KAMARA
To ensure the integrity of financial systems and combat illicit financial activities, understanding AML (Anti-Money Laundering) compliance regulations is crucial for financial institutions and businesses. AML compliance regulations are designed to prevent money laundering and the financing of terrorist activities by imposing specific requirements on financial institutions, including customer due diligence, monitoring, and reporting of suspicious activities (GitHub Docs).
Receivership and liquidation Accounts
Being a Paper Presented at Business Recovery and Insolvency Practitioners Association of Nigeria (BRIPAN) on Friday, August 18, 2023.
The Future of Criminal Defense Lawyer in India.pdfveteranlegal
https://veteranlegal.in/defense-lawyer-in-india/ | Criminal defense Lawyer in India has always been a vital aspect of the country's legal system. As defenders of justice, criminal Defense Lawyer play a critical role in ensuring that individuals accused of crimes receive a fair trial and that their constitutional rights are protected. As India evolves socially, economically, and technologically, the role and future of criminal Defense Lawyer are also undergoing significant changes. This comprehensive blog explores the current landscape, challenges, technological advancements, and prospects for criminal Defense Lawyer in India.
Business law for the students of undergraduate level. The presentation contains the summary of all the chapters under the syllabus of State University, Contract Act, Sale of Goods Act, Negotiable Instrument Act, Partnership Act, Limited Liability Act, Consumer Protection Act.
Sangyun Lee, 'Why Korea's Merger Control Occasionally Fails: A Public Choice ...Sangyun Lee
Presentation slides for a session held on June 4, 2024, at Kyoto University. This presentation is based on the presenter’s recent paper, coauthored with Hwang Lee, Professor, Korea University, with the same title, published in the Journal of Business Administration & Law, Volume 34, No. 2 (April 2024). The paper, written in Korean, is available at <https://shorturl.at/GCWcI>.
Corporate Governance : Scope and Legal Frameworkdevaki57
CORPORATE GOVERNANCE
MEANING
Corporate Governance refers to the way in which companies are governed and to what purpose. It identifies who has power and accountability, and who makes decisions. It is, in essence, a toolkit that enables management and the board to deal more effectively with the challenges of running a company.
2. EXAMPLE IS/DPP TOP POLICY
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1. General
1.1 SCOPE
This policy relates to information security, data protection and privacy (IS/DPP) and applies
to CORPORATION.
1.2 MANAGEMENT BUY-IN
The top management of CORPORATION
- acknowledges the importance of IS/DPP
- appoints the COO as the executive sponsor for CORPORATION’s program IS/DPP
- champions
o robust information security in line with the state-of-the-art in the industry
o transparent data protection
o to raise the maturity of IS/DPP to a level where it is well-known and
managed throughout the organisation and keep it at that level
o to keep the risk in relation to IS/DPP in general at a low risk level, that is a
level that
does not reasonably lead to criminal sanctions for the company or any
of its staff
does not foreseeably exceed a financial risk of xxx EUR
does not reasonably lead to negative exposure in a nationally and/or
internationally distributed media (such as newspapers)
doesn’t harm the top xxx customers and/or a cluster of more than xxx
customers
- commits to
o lead by example
o reasonably supplying the means
to bring the technology up to standard
to communicate to the staff to raise knowledge and awareness on
IS/DPP
o supporting the CISO and the DPO, a.o. by giving them access to all the
means and staff of the organisation, giving them access to (personal) data
and processing operations, ensuring they can maintain their respective expert
knowledge, ensuring that they are involved, properly and in a timely manner,
in all issues which relate to the protection of (personal) data, …
o not instructing the DPO with regard to the exercise of the DPO’s (legal)
tasks
o acknowledge, adopt and enforce the reasonable policy documents the
CISO and/or the DPO present
3. EXAMPLE IS/DPP TOP POLICY
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2. Principles
CORPORATION sets the following guiding principles on Information security, data protection
and privacy (IS/DPP):
IS/DPP is not only compliance driven, but also flows from the ethical stature of
CORPORATION and serves to protect CORPORATION, its business, its staff and its
customers.
IS/DPP is a point of attention for everybodyin the organisation.
IS/DPP is applied in a risk-based manner, which includes that the risk should be
known internally; risks should be in line with CORPORATION’s risk appetite; the risk
assessment should take into account the nature, scope, context and purposes of
processing; etc.
CORPORATION wants to set up processes and procedures that are future-proof,
and thus should take into account potential future risks, should be privacy-by-design
and privacy-by-default.
CORPORATION uses the following major benchmarks for its IS/DPP framework:
o the General Data Protection Regulation
o the reference measures issued by the Belgian Data Protection Authority,
which inherently refer to the ISO 27000-series
4. EXAMPLE IS/DPP TOP POLICY
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3. Accountability and Governance
Within the CORPORATION’s organisation everybody can and should contribute to IS/DPP.
To streamline the governance some bodies and persons in the organisation are designated
to decide on or implement aspects of the IS/DPP framework.
3.1 BOD
The Board of Directors is at a strategic and final level accountable for the IS/DPP within the
CORPORATION organisation.
The Board of Directors adopts the strategy on IS/DPP. That is the highest policy document
on IS/DPP in the CORPORATION organisation.
The Board of Directors ensures that IS/DPP is taken into account in all documents it (legally)
must adopt or acknowledge, such as the governance memorandum, the internal control
statement, etc.
The Board of Directors can evocate and review any decision in the organisation on IS/DPP.
3.2 EXECUTIVE COMMITTEE
The Executive Committee is at the highest operational level accountable for the IS/DPP
within the CORPORATION organisation.
Key responsibilities of the Executive Committee in the context of IS/DPP are:
- reviewing and ratifying IS/DPP policy documents, as the case may be ensuring that
they are in line with the organisation’s business strategy
- interpreting and finetuning the risk appetite determined by the Board of Directors
- supporting the awareness efforts in the context of IS/DPP by by their collective and
individual decisions and actions (“tone at the top”)
- providing the necessary means
o to support the IS/DPP measures in the field of ICT as part of the ICT budget
o to support the IS/DPP measures in the field of facilities as part of the facilities
budget
o to support the IS/DPP measures in the field of communication, training and
awareness of the staff as part of the HR budget
o to support the IS/DPP third line control as part of the audit budget
o to comply to the data protection and privacy legislation, in as far as not
covered by (the above) other budgets, as part of the compliance budget;
- decide on issues brought to its attention by the DPO with a request for a decision;
- reviewing escalations from the Risk Management Committee with regard to the
reporting set up under this IS/DPP framework.
3.3 RISK MANAGEMENT COMMITTEE
Key responsibilities of The Risk Management Committee in the context of IS/DPP are:
- reviewing IS/DPP policy documents and providing an advice to the Management
Committee
- reviewing the top level reporting set up under this IS/DPP and escalating issues to
the Executive Committee
5. EXAMPLE IS/DPP TOP POLICY
5
3.4 EXECUTIVE SPONSOR
Key responsibilities of the Executive Sponsor in the context of IS/DPP are:
- “representing” the topic of IS/DPP around the table of the Executive Committee in all
topics on its agenda
- acting as a sounding board for the DPO and the CISO on a regular and ad hoc
basis
- acting as a channel to the Risk Management Committee and the Executive
Committee at times the DPO and CISO want to bring an item to those for a
3.5 INFORMATION SECURITY TEAM
The core Information Security Team is composed of :
- the Executive Sponsor
- the DPO
- the CISO
- the head of HR
The Information Security Team can, at the request of one of its core members, be joined by
any other relevant party, e.g.
- the head of facilities
- the head of IT
- a representative of legal department
- a representative of risk management
- a representative of internal audit
- an external expert on IS/DPP
Key responsibilities of the Information Security Team are:
- to, on a yearly basis or in a shorter interval when needed, present
o a high-level risk assessment (via the reporting) on the IS/DPP risk posture,
o a gap analysis with the position wanted on the critical points and other major
points
o an action plan with regard to the critical points and other major points
o an overview and analysis of the (upcoming) changes that (may) impact the
organisation
- follow up (upcoming) changes that (may) impact the organisation, which includes
changes to the regulatory environment (legislation, case law, interpretation, etc.), to
the IT and security architecture, …
- preparing (binding) IS/DPP policy documents, reviewing them at regular intervals
(to be determined by the Information Security Team) or when such is triggered by a
change (in the law, in the organisation, …) and proposing actualisations, updates and
improvements
- issuing (and periodically updating) IS/DPP guidance
- coordinating the different aspects of IS/DPP to improve the cooperation and
alignment between the actors involved and avoid parallel or crossing initiatives or
activities, a.o. in the field of
o communication, training and awareness raising on IS/DPP
o first, second and third line controls
- managing IS/DPP related critical incidents from notification through to resolution,
mainly through coordination
- supervising and coordinating the different aspects of IS/DPP in programs and
projects, such as
6. EXAMPLE IS/DPP TOP POLICY
6
o reviewing program and project solutions are compliant with IS/DPP policy
documents, if not tackled at another level (e.g. in the program or project
steering committee)
o approving program and project level exceptions to IS/DPP policy documents
o reviewing and resolving key cross-program or cross-project IS/DPP issues
- ensuring regular IS/DPP second and third line controls are undertaken and findings
are followed-up and resolved within reasonable, required timeframes
- preparing the overarching IS/DPP reporting to the top management
The roles, functions and tasks of the information security team can be further elaborated in
other (lower-level) policy documents.
3.6 CISO
A member of the IT team is appointed as chief information security officer (CISO).
Key responsibilities of the CISO are:
- suggesting guidance to the Information Security Team
- advising on, stimulating, verifying, and documenting the implementation of
measures related to IS/DPP – with a focus on information security as defined by the
best practices -, in particular in relation to
o (information) asset management1
, as in keeping the architecture and overview
of hardware, software, databases, data sets
o security at the level of the medium
o device security
o network security
o business continuity
o incident management
- cooperating and aligning with the DPO on IS/DPP, a.o. on
o reviewing policies in the IS/DPP framework to also include aspects relating to
data protection and privacy
o communicating, training and raising awareness on IS/DPP
o implementing organizational and technical measures to protect (personal)
data against accidental or unlawful destruction or accidental loss and to
prevent any unlawful forms of processing, in particular any unauthorized
disclosure, dissemination or access, or alteration of personal data, hereby
ensuring compliance with the relevant laws and regulations
o tackling and reviewing incidents related to IS/DPP
- stimulating and coordinating the efforts on communication, training and awareness
- supervising the joiner/leaver/transfer process
- with regard to third parties with an impact on the IS/DPP posture of the organization
o ensuring the documented prior screening of such third parties with an impact
on the IS/DPP posture of the organization
o ensuring the documented follow-up of such third parties
- coordinating and consolidating the reporting on
o efforts on communication, training and awareness
o the effectiveness of access management
o the application of joiner/leaver/transfer process
o service levels
imposed on third parties relating to IS/DPP
relating to IS/DPP defined by the Information Security Team
1 Not to be confused with financial asset management.
7. EXAMPLE IS/DPP TOP POLICY
7
o key performance indicators relating to IS/DPP defined by the Information
Security Team
o assurance from third parties relating to IS/DPP
o the results of controls performed
o IS/DPP incidents
o IS/DPP risks
The roles, functions and tasks of the CISO can be further elaborated in other (lower-level)
policy documents.
In order to fulfill his mission, the CISO
- receives sufficient resources (time, staffing, equipment and budget)
- has unhindered access to the information necessary to perform his function.
3.7 DPO
3.7.1 DPO
The compliance officer is (also) assigned as data protection officer.
The mission of the data protection officer includes all the tasks allocated to the data
protection officer in the law, e.g.
- towards Identifin / the National Register
- towards the Crossroads Database on Social Security (with regard to work related
accidents)
Key responsibilities of the DPO are:
- performing the tasks that are adjudicated to him by law
- cooperating and aligning with the CISO on IS/DPP, a.o. on
o reviewing policies in the IS/DPP framework to also include aspects relating to
data protection and privacy
o communicating, training and raising awareness on IS/DPP
o implementing organizational and technical measures to protect (personal)
data against accidental or unlawful destruction or accidental loss and to
prevent any unlawful forms of processing, in particular any unauthorized
disclosure, dissemination or access, or alteration of personal data, hereby
ensuring compliance with the relevant laws and regulations
o tackling and reviewing incidents related to IS/DPP
- liaising and consulting with Legal, if and when necessary, in advising on personal
data protection and privacy legislation
- operating as external Single Point of Contact (SPOC)
o at least in second line (after the complaints handling team and/or team
handling the requests from data subjects), within the organisation regarding all
matters related to personal data protection and privacy
o for the organisation to the authorities regarding all matters related to personal
data protection and privacy
- advising on, stimulating, verifying, and documenting the compliance with applicable
data protection and privacy legislation, including but not limited to
o informing and advising the organisation and the staff who carry out processing
of their obligations pursuant to the legislation
o advising when prior checking with the authorities should be considered
- ensure the proper translation of personal data protection principles into the IS/DPP
policy documents and the proper implementation thereof
- suggesting guidance to the Information Security Team
8. EXAMPLE IS/DPP TOP POLICY
8
- supporting the organization, in particular the project managers and information asset
owners, in documenting the data processing and making privacy impact
assessments on
o new initiatives and projects
o existing data processing, including updating such documentation
- provide advice on any use of personal data in circumstances that are not steered by
policy documents or when policy documents require interpretation
- giving a (conditional) sign-off on
o the use of personal data for uses that are not yet (fully) defined, e.g. in tests or
in projects that have not been delivered yet
o the texts and/or processes used to meet the transparency requirements or to
capture consent of the data subject
o the texts, templates and/or processes used to meet the requirements on
properly binding third parties with an impact on the IS/DPP posture of the
organization
- advising on and supervising proper transparency towards
o data subjects
o data protection authorities
o the public
- coordinating and consolidating reporting on IS/DPP matters that are not covered by
other reporting lines, amongst others on
o new IS/DPP relevant legislation
In order to fulfill his mission, the DPO
- receives sufficient resources (time, staffing, equipment, training and budget)
- has unhindered access to the information necessary to perform his function
- should remain in an independent position and thus
o hold no other functions which could result in a conflict of interest pertaining to
his role
o not receive (binding) instructions on the execution of the role as DPO
The DPO has the right to veto all initiatives that are not in line with IS/DPP policies, laws or
security requirements. Such veto can only be overruled in writing by the Executive
Committee.
The DPO can report and escalate directly to the Executive Committee and/or (the chair of)
the Board of Directors, if he considers the other reporting lines insufficient.
The DPO is bound by a professional duty of secrecy.
3.7.2 DEPUTY DPOS
The Executive Committee can, advised by the DPO, appoint (a) deputy data protection
officer(s) which focuse(s) on data protection relating to
- staff data
- health data
- judicial data
The deputy DPO supports the DPO in the focus area that is assigned to him and in concert
with the DPO performs the jobs of the DPO in that focus area. For the avoidance of doubt,
there is no hierarchical link between the deputy DPOs and the DPO, but only a functional link.
The tasks as deputy DPO are considered to be part of the function of the deputy DPOs and
are evaluated in the generic evaluation of the deputy DPOs.
9. EXAMPLE IS/DPP TOP POLICY
9
The roles, functions and tasks of the Deputy DPOs can be further elaborated in other (lower-
level) policy documents and in arragements between the DPO and the respective deputy
DPOs.
3.8 LEGAL DEPARTMENT
The legal department acts as support function for the Data Protection Officer for all legal and
regulatory issues.
The key responsibilities of the Legal Department in the context of IS/DPP are to:
- support the Data Protection Officer in all relevant legal aspects, such as
o his advices on the personal data processing aspects of the various products
and services of the organisation;
o checks of legal documentation with regard to data processing (incl.
agreements, SOC assurance documents, …)
- follow the progress of legal and regulatory developments in the domain of personal
data protection laws that are or may be relevant for the organisation (incl. EU,
Belgium, PCI DSS)
- assess the impact of existing, new and upcoming legislation with the view towards
policy setting within the organisation
- provide in-depth knowledge and documentation on the legal aspects of
o the products and services of the companies
o the relationship with third party providers and partners
The roles, functions and tasks of the legal department – within the scope of this policy - can
be further elaborated in other (lower-level) policy documents.
3.9 RISK MANAGEMENT
The risk management function embeds the IS/DPP risks in the overal risk management
framework.
Key responsibilities of the risk management function in the context of IS/DPP are:
- cooperating and aligning with the CISO and DPO on IS/DPP, a.o. on
o reviewing policies in the risk mangement framework to also include aspects
relating to IS/DPP
o communicating, training and raising awareness on risk for it to include
(reference to) IS/DPP
o tackling and reviewing incidents that are also related to IS/DPP
o organising second line controls which may also relate to IS/DPP
The roles, functions and tasks of the risk management function – within the scope of this
policy - can be further elaborated in other (lower-level) policy documents. They may however
never infringe the independence of the internal audit function.
3.10 INTERNAL AUDIT
The internal audit function embeds IS/DPP in the overal (internal) audit framework.
Key responsibilities of the internal audit function in the context of IS/DPP are:
- cooperating and aligning with the CISO and DPO on IS/DPP, a.o. on
o organising first, second and third line controls that relate to IS/DPP in a way
that covers the broadest scope possible a.o. by reasonably avoiding overlap
10. EXAMPLE IS/DPP TOP POLICY
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and by using the result of controls of the other lines to improve the controls of
the own line
o tackling and reviewing incidents that are also related to IS/DPP
The roles, functions and tasks of the internal audit function – within the scope of this policy -
can be further elaborated in other (lower-level) policy documents. They may however never
infringe the independence of the internal audit function.
3.11 PROJECT MANAGERS
Project managers must embed IS/DPP in the overal project documentation from the start of
the project .
Key responsibilities of project managers in the context of IS/DPP are:
- If no issues are IS/DPP are to be addressed this is to be explicilty documented in the
project documentation.
- If issues are IS/DPP are to be addressed (mainly because personal data is being
processed at one point during the project and/or the project end product of the
project), then the data processing must be described and documented and a
privacy impact assessment has to be made following the relevant policy document
and, as the case may be, supported by (members of) the Information Security Team.
The roles, functions and tasks of the project managers – within the scope of this policy - can
be further elaborated in other (lower-level) policy documents.
3.12 INFORMATION ASSET OWNERS
An Information Asset Owner (IAO) is appointed per (major) Information Asset of the
organsation, i.e. a database of data used for a separate purpose, an application containing
data used for a separate purpose,…
IAOs are appointed by the line management, advised by the Information Security Team.
Key responsibilities of IAOs in the context of IS/DPP are:
- in general
o to act as the gatekeeper for the access to the information asset, a.o. by
supporting in the implementation and review of access rights
o to support of the DPO in collecting and providing information on the data
processing within the organisation
o to document the information asset, including any project documentation
relating to the setup, a privacy impact assessment (or at least a description of
the data set), a view on where that information asset is embedded in the
information management architecture of the organisation, any dependencies
on respectively of other information assets within or outside of the
organisation
o to suggest (specific) acceptable use rules or other instructions to the persons
with access rights to the DPO
o to communicate acceptable use rules or other instructions to the persons with
access rights and raise awareness on them
o to proactively raise issues they have in managing the information asset to the
DPO and/or the CISO
- if the information asset is a primary source within the organisation
11. EXAMPLE IS/DPP TOP POLICY
11
o to document arrangements with any secondary sources a.o. on data
minimization, secure and timely delivery, and business continuity, as the case
may be following the instructions and templates of the DPO
o to detect and report to the DPO of derived use of the primary source data he
did not prior approve, a.o. by (periodic) checks on the use
- if the information asset is a secondary source within the organisation
o to ensure that the data is used in line with the arrangements made with the
primary source
o to ensure that the data is not further processed (incl. disseminated or used),
without the formal approval of the IAO of the primary source which should be
documented and based on full information of such further processing (which
should in principle be covered by a privacy impact assessment) and a clear
argumentation why the connection is not made with the primary source
The roles, functions and tasks of the IAOs can be further elaborated in other (lower-level)
policy documents.
3.13 STAFF
Employees and other staff of the organisation must
- comply to the legal requirements related to data protection and privacy
- respect the principles set out and communicated by the organisation in relation to
data protection and privacy
- not use their access rights (in the broadest sense) if and when they do not have a
demonstrable, professional need-to-know of the data
- respect the information classification given to data and even upgrade it (never
downgrade it) if that
- follow the instructions of the organisation with regard to data processing
Employees and other staff of the organisation should
- act as gatekeeper, even to colleagues, for the personal data they have access to
- upgrade the information classification of data to a level that is more restricted (never
downgrade it) if and when that seems appropriate
- support other staff members in protecting (personal) data
- proactively notify the information asset owner if they no longer need certain access
rights
- notify (potential) breaches or vulnerabilities in the data protection and privacy setup to
the DPO and/or the CISO
The roles, functions and tasks of the staff members can be further elaborated in other (lower-
level) policy documents.
12. EXAMPLE IS/DPP TOP POLICY
12
4. Policy framework
4.1 POLICY DOCUMENTS
Whereas this overarching policy is the highest norm within the organsation with regard to
IS/DPP, other policy documents on the topic will be developped, established, communicated
to the (relevant) staff members, and enforced.
Type of norm Description Decision level
Procedures Policy documents that define a procedure to
be followed, mainly aimed at involving
centers of competence
Information Security Team
Instructions Policy documents that define instructions to
the staff that the staff MUST follow. They
can be issued on an “all staff” level, on a
unit level or on a staff member level.
Executive Committee
Specifications Policy documents that define technical
specifications or requirements that support
IS/DPP.
Executive Committee
Standards Policy documents that define “comply or
explain” requirements that SHOULD be
followed unless there is a solid, document
explanation to divert which is not vetoed by
the CISO or the DPO.
Executive Committee
Guidelines Policy documents that attempt to provide
guidance to avoid harm to the data subjects,
the staff members or the organization.
Information Security Team,
CISO or DPO
4.2 POLICY DEFINITION PROCESS
The Information Security Team defines the policy definition process – from idea to pubication
- respecting the (decision) elements defined in the current policy.
4.3 EXCEPTIONS MANAGEMENT
Exceptions to compliance with a policy document must be decided at the appropriate level,
which if not indicated differently in the policy document to which an exception is made, is the
member of the Executive Committee responsible for the department to which the exception
applies. Such member of the Executive Committee must always be included for any
exception whereof the impact may be above the risk level defined in the first part of this
policy.
Exceptions to compliance with a policy document must be documented, irrespective of the
type of norm (must, should, can). The documentation must include the rule diverted from, the
extent of the exception (department, rule, term, …), the impact of the exception (scope of the
impact a.o. number of data subjects, types of data,…; relation of the impact v the risk
appetite of the orgnisation ), the advice of the CISO and the DPO on the exception, the
decision of the appropriate decision taker and the signature of the decision taker. The
documentation must be provided to the DPO, who shall keep a register thereof. The register
is taken into account in the reporting on the IS/DPP risk.
The exception management can be further elaborated in other (lower-level) policy documents.
13. EXAMPLE IS/DPP TOP POLICY
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5. Communication
5.1 COMMUNICATION
The DPO and the CISO, in concert, ensure the communication of the IS/DPP policies to the
relevant target groups. Coordination is done at the level of the Information Security Team.
The evidence of the communication and, as the case may be, the target group, should be
provided to and kept by the DPO.
5.2 TRAINING
The DPO and the CISO, in concert, ensure the training on IS/DPP to the relevant target
groups. Coordination is done at the level of the Information Security Team.
Each new employee and on premis staff member should attend a basic training on IS/DPP
within the first month of employment within the organisation.
Each employee and on premis staff member should attend a training on (selected) key
elements of IS/DPP at least once every year.
The training material should be validated by the Information Security Team.
The evidence of the training and, as the case may be, the target group, should be provided
to and kept by the DPO.
5.3 AWARENESS
The Information Security Team decides on the awareness raising actions to be set up. The
DPO and the CISO make suggestions for such actions.
There should be at least 1 awareness raising action directed to all employees and on premis
staff members per three months.
The awareness raising material should be validated by the Information Security Team.
The evidence of the awareness raising actions and, as the case may be, the target group,
should be provided to and kept by the DPO.
6. Enforcement
Any IS/DPP incident should lead to a root cause analysis, the definition of lessons learned
and the implementation of improvement actions.
Any IS/DPP incident can lead to enforcement actions from the line management towards the
staff members involved. Enforcement action can range very broadly from the requirement to
(again) follow IS/DPP traning up to any sanction as defined in the relevant documents (e.g.
the agreement with the processor, the employment agreement, …).
14. EXAMPLE IS/DPP TOP POLICY
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7. Reporting
7.1 TOP LEVEL: RISK MANAGEMENT COMMITTEE
The reporting to the top management is a compilation of
- relevant changes, such as changes in the regulatory environment and the
organisation
- key (IS/DPP) risk indicators
- progress on the IS/DPP action plan
- the efforts on the communication, training and awareness actions
- the major incidents in the past reporting period
- the results of the first, second and third line controls
The reporting requirement, including its content and its frequency, can be further elaborated
by the Risk Management Committee in other policy documents.
7.2 LOWER LEVELS
The reporting requirement to the Information Security Team, the CISO and the DPO
respectively can be further elaborated by the recipient of such reporting in other (lower-level)
policy documents.