‫‪JIU/REP/2010/4‬‬

‫ﺍﺳﺘﻌﺮﺍﺽ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬

‫ﺍﻹﻃﺎﺭ ﺍﳌﺮﺟﻌﻲ‬

‫ﻣﻦ ﺇﻋﺪﺍﺩ‬
‫ﺟﻴﻬﺎﻥ ﺗﺮﺯﻱ‬
‫ﺇﻳﺸﺘﻔﺎﻥ ﺑﻮﺷﺘﺎ‬

‫ﻭﺣﺪﺓ ﺍﻟﺘﻔﺘﻴﺶ ﺍﳌﺸﺘﺮﻛﺔ‬

‫ﺟﻨﻴﻒ‪٢٠١٠ ،‬‬

‫ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬
‫‪JIU/REP/2010/4‬‬

‫‪Arabic‬‬
‫‪Original: English‬‬

‫ﺍﺳﺘﻌﺮﺍﺽ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬

‫ﺍﻹﻃﺎﺭ ﺍﳌﺮﺟﻌﻲ‬

‫ﻣﻦ ﺇﻋﺪﺍﺩ‬
‫ﺟﻴﻬﺎﻥ ﺗﺮﺯﻱ‬
‫ﺇﻳﺸﺘﻔﺎﻥ ﺑﻮﺷﺘﺎ‬

‫ﻭﺣﺪﺓ ﺍﻟﺘﻔﺘﻴﺶ ﺍﳌﺸﺘﺮﻛﺔ‬

‫ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬
‫ﺟﻨﻴﻒ‪٢٠١٠ ،‬‬
‫‪JIU/REP/2010/4‬‬

‫ﻣﻮﺟﺰ ﺗﻨﻔﻴﺬﻱ‬
‫ﺍﺳﺘﻌﺮﺍﺽ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬
‫‪JIU/REP/2010/4‬‬

‫ﺍﳍﺪﻑ‬
‫ﺍﳍﺪﻑ ﻣﻦ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ﻫﻮ ﺍﺳﺘﻌﺮﺍﺽ ﺳﻴﺎﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ‬
‫ﻭﳑﺎﺭﺳﺎﻬﺗﺎ ﻭﺍﳋﱪﺍﺕ ﺍﳌﺘﻌﻠﻘﺔ ﻬﺑﺎ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﻭﲢﺪﻳﺪ ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ‬
‫ﻭﺍﻟﺪﺭﻭﺱ ﺍﳌﺴﺘﻔﺎﺩﺓ ﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ‪.‬‬
‫ﻭﻳﺮﻣﻲ ﺍﻻﺳﺘﻌﺮﺍﺽ ﺇﱃ ﺗﻘﺪﱘ ﻣﻌﻠﻮﻣﺎﺕ ﻭﺗﻮﺻﻴﺎﺕ ﻣﺘﻮﺍﺯﻧﺔ ﺑﺸﺄﻥ ﻣﺎ ﻳﻠـﻲ‪:‬‬
‫)ﺃ( ﻣﻔﻬﻮﻡ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺃﳘﻴﺘﻪ ﰲ ﺳﻴﺎﻕ ﻣﻨﻈﻤـﺎﺕ ﺍﻷﻣـﻢ ﺍﳌﺘﺤـﺪﺓ؛‬
‫)ﺏ( ﺗﻘﻴﻴﻢ ﳑﺎﺭﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ؛ )ﺝ( ﺃﻓﻀﻞ‬
‫ﺍﳌﻤﺎﺭﺳﺎﺕ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻭﺍﳌﻨﻈﻤﺎﺕ ﺍﻷﺧﺮﻯ؛ )ﺩ( ﺍﻟﺘﻌﺎﺭﻳﻒ ﺍﻷﺳﺎﺳـﻴﺔ‬
‫ﻟﺒﻌﺾ ﻣﻔﺎﻫﻴﻢ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﺃﺳﺎﻟﻴﺐ ﺗﻨﻔﻴﺬﻫﺎ؛ )ﻫ( ﺍﻟﺘﻌﺎﻭﻥ ﻭﺍﻟﺘﻨـﺴﻴﻖ ﻭﺗﻘﺎﺳـﻢ‬
‫ﺍﳌﻌﺎﺭﻑ ﺑﲔ ﺍﻟﻮﻛﺎﻻﺕ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪.‬‬

‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺃﳘﻴﺘﻬﺎ ﰲ ﺳﻴﺎﻕ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬

‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻋﻨﺼﺮ ﺃﺳﺎﺳﻲ ﻣﻦ ﻋﻨﺎﺻـﺮ ﺍﻹﺩﺍﺭﺓ ﻭﺍﳌـﺴﺎﺀﻟﺔ ﰲ‬
‫ﺍﳌﻨﻈﻤﺎﺕ‪ .‬ﻓﻬﻲ ﺃﺳﻠﻮﺏ ﻣﻨﻬﺠﻲ ﻳﻄﺒّﻖ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﻳﺪﻋﻢ ﲢﻘﻴﻘﻬﺎ‬
‫ﻷﻫﺪﺍﻓﻬﺎ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻣﻦ ﺧﻼﻝ ﺇﻋﻤﺎﻝ ﻬﻧﺞ ﺍﺳﺘﺒﺎﻗﻲ ﰲ ﲢﺪﻳﺪ ﺍﳌﺨـﺎﻃﺮ ﻭﺳـﱪﻫﺎ‬
‫ﻭﺗﻘﻴﻴﻤﻬﺎ ﻭﲢﺪﻳﺪ ﺍﻷﻭﻟﻮﻳﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﻬﺑﺎ ﻭﻣﺮﺍﻗﺒﺘﻬﺎ ﰲ ﺍﳌﻨﻈﻤﺔ ﺑﺄﻛﻤﻠﻬﺎ‪.‬‬
‫ﻭﺍﳍﺪﻑ ﻣﻦ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻫﻮ ﺍﳌﺴﺎﻋﺪﺓ ﻋﻠﻰ ﺿﻤﺎﻥ ﺍﺳﺘﺪﺍﻣﺔ‬
‫ﻋﻤﻞ ﺍﳌﻨﻈﻤﺔ ﻭﲤﻜﻴﻨﻬﺎ ﻣﻦ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﺎ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ‪ .‬ﻭﻳﻘﻮﻡ ﻫﺬﺍ ﺍﻟﻨﻬﺞ ﻋﻠـﻰ ﺗﻨﻔﻴـﺬ‬
‫ﻋﻤﻠﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﺟﻌﻞ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ ﻣـﺴﺆﻭﻟﻴﺔ ﻳﺘﻘﺎﲰﻬـﺎ‬
‫ﺍﳉﻤﻴﻊ‪ ،‬ﻭﺇﺗﺎﺣﺔ ﻣﻨﻬﺠﻴﺔ ﻣﺘﺴﻘﺔ ﻟﺘﻨﻔﻴﺬﻫﺎ‪.‬‬
‫ﻭﰲ ﺍﻟﻌﻘﻮﺩ ﺍﻷﺧﲑﺓ‪ ،‬ﺃﺩﻯ ﺗﻮﺳﻊ ﻧﻄﺎﻕ ﻭﻻﻳﺎﺕ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣـﻢ ﺍﳌﺘﺤـﺪﺓ‬
‫ﻭﻋﻤﻠﻴﺎﻬﺗﺎ‪ ،‬ﺍﳌﻘﺘﺮﻥ ﺑﺒﻴﺌﺎﺕ ﻏﲑ ﻣﺴﺘﻘﺮﺓ‪ ،‬ﺇﱃ ﺗﺰﺍﻳﺪ ﺣﺠﻢ ﻭﺩﺭﺟﺔ ﺗﻌﻘﻴﺪ ﺍﳌﺨﺎﻃﺮ ﺍﻟـﱵ‬
‫ﺗﻮﺍﺟﻬﻬﺎ ﻫﺬﻩ ﺍﳌﻨﻈﻤﺎﺕ‪ .‬ﻭﺇﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ‪ ،‬ﺗﻮﺍﺟﻪ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﲢـﺪﻳﺎﺕ‬
‫ﻓﺮﻳﺪﺓ ﻣﺮﺗﺒﻄﺔ ﺑﻄﺒﻴﻌﺘﻬﺎ‪ ،‬ﻣﺜﻞ ﺍﻟﺘﻨﻮﻉ ﺍﻟﻜﺒﲑ ﰲ ﻭﻻﻳﺎﻬﺗﺎ ﻭﳏﺪﻭﺩﻳﺔ ﻣﻮﺍﺭﺩﻫﺎ‪ ،‬ﻭﻫﻴﻜﻠﻬﺎ‬
‫ﺍﻟﺘﻨﻈﻴﻤﻲ ﺍﳌﻌﻘﺪ‪ ،‬ﻭﻃﻮﻝ ﻋﻤﻠﻴﺎﺕ ﺻﻨﻊ ﺍﻟﻘﺮﺍﺭ ﻓﻴﻬﺎ‪ ،‬ﻭﻛﺜﺮﺓ ﺃﻫﺪﺍﻓﻬﺎ‪ ،‬ﻭﻗﻠﺔ ﻗـﺪﺭﺍﻬﺗﺎ‪،‬‬
‫ﻭﺗﺄﺧﺮ ﺇﺻﻼﺣﺎﻬﺗﺎ‪ .‬ﻭﻧﺘﻴﺠﺔ ﻟﺬﻟﻚ‪ ،‬ﻓﻬﻲ ﺗﻮﺍﺟﻪ ﻣﻨﺎﺧﺎﹰ ﺗﺰﺩﺍﺩ ﳐﺎﻃﺮﻩ ﺗﻌﻘﻴﺪﺍﹰ ﻭﻳﻨﻄـﻮﻱ‬
‫ﻋﻠﻰ ﻣﻔﺎﺟﺂﺕ ﺗﻨﻔﻴﺬﻳﺔ ﺫﺍﺕ ﺷﺄﻥ‪.‬‬

‫‪iii‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬

‫ﻻ ﺗﺰﺍﻝ ﻣﺆﺳﺴﺎﺕ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺑﺼﻔﺔ ﻋﺎﻣﺔ ﰲ ﺍﳌﺮﺍﺣﻞ ﺍﻷﻭﱃ ﻣـﻦ‬
‫ﻋﻤﻠﻴﺔ ﺍﻋﺘﻤﺎﺩ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺗﻨﻔﻴﺬﻫﺎ‪ .‬ﻓﺎﻟﺘﻘﺪﻡ ﺍﶈﺮﺯ ﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ ﺑﻄﻲﺀ‬
‫ﻭﻳﺘﻮﻗﻒ ﻋﻠﻰ ﻗﺮﺍﺭﺍﺕ ﻇﺮﻓﻴﺔ ﺑﺪﻻﹰ ﻣﻦ ﺃﻥ ﻳﻨﺪﺭﺝ ﰲ ﺧﻄﺔ ﺭﲰﻴﺔ ﻣﻌﺘﻤـﺪﺓ‪ .‬ﻭﲣﺘـﺎﺭ‬
‫ﻣﻨﻈﻤﺎﺕ ﻋﺪﻳﺪﺓ ﺇﻣﺎ ﺃﻥ ﺗﻌﺪّ ﺳﻴﺎﺳﺎﺕ ﻭﻭﺛﺎﺋﻖ ﺇﻃﺎﺭﻳﺔ ﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ ﻭﺇﻣﺎ ﺃﻥ ﺗﻀﻄﻠﻊ‬
‫ﺑﺄﻧﺸﻄﺔ ﲡﺮﻳﺒﻴﺔ ﺃﻭ ﺑﺄﻧﺸﻄﺔ ﺗُﻨﻔﱠﺬ ﻛﻤﺮﺣﻠﺔ ﺃﻭﱃ‪ .‬ﻭﺃﹸﺣﺮﺯ ﺗﻘﺪﻡ ﻧﺴﱯ ﰲ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﺑﺮﻧﺎﻣﺞ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺍﻹﳕﺎﺋﻲ )ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ(‪ ،‬ﻭﺑﺮﻧـﺎﻣﺞ ﺍﻷﻏﺬﻳـﺔ‬
‫ﺍﻟﻌﺎﳌﻲ‪ ،‬ﻭﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﺪﻭﱄ ﻟﻠﺘﻨﻤﻴﺔ ﺍﻟﺰﺭﺍﻋﻴﺔ‪ ،‬ﻭﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﻭﺫﻟﻚ ﻣﻘﺎﺭﻧﺔ‬
‫ﻣﻊ ﻏﲑﻫﺎ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ‪ ،‬ﻟﻜﻦ ﺍﻟﺘﻨﻔﻴﺬ ﻓﻴﻬﺎ ﻻ ﻳﺰﺍﻝ ﻏﲑ ﻣﻜﺘﻤﻞ ﻭﳛﺘﺎﺝ ﺇﱃ ﺃﻥ ﻳﺼﺒﺢ‬
‫ﺟﺰﺀﺍﹰ ﻣﻦ ﻋﻤﻠﻴﺎﻬﺗﺎ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻭﻣﻦ ﺛﻘﺎﻓﺘﻬﺎ‪ .‬ﻭﱂ ﺗﻨﻈﺮ ﻋﺪﺓ ﻣﻨﻈﻤﺎﺕ ﺑﻌﺪ ﰲ ﺍﻋﺘﻤـﺎﺩ‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬
‫ﻭﻛﺜﲑﺓ ﻫﻲ ﺃﺳﺒﺎﺏ ﺑﻂﺀ ﺍﻋﺘﻤﺎﺩ ﻭﺗﻘ ّﺪﻡ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﺍﳌﻨﻈﻮﻣﺔ‪ ،‬ﻭﻣﻨﻬﺎ‬
‫ﻣﺎ ﻳﻠﻲ‪ :‬ﻋﺪﻡ ﻭﺟﻮﺩ ﻓﻬﻢ ﻭﺍﻟﺘﺰﺍﻡ ﲨﺎﻋﻴﲔ ﻋﻠﻰ ﺻﻌﻴﺪ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ؛ ﻭﻋﺪﻡ ﻭﺟـﻮﺩ ﺧﻄـﺔ‬
‫ﺗﻨﻔﻴﺬ ﺭﲰﻴﺔ؛ ﻭﺍﻻﻓﺘﻘﺎﺭ ﺇﱃ ﻬﻧﺞ ﻣﺆﻛﺪ ﺑﺸﺄﻥ ﺃﺳﻠﻮﺏ ﺗﻨﻔﻴﺬ ﻭﺩﻣﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ‬
‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ؛ ﻭﻋﺪﻡ ﻭﺟﻮﺩ ﻫﻴﻜﻞ ﺇﺩﺍﺭﻱ ﻣﻨﺎﺳﺐ ﻟﺪﻋﻢ ﺍﻟﺘﻨﻔﻴﺬ؛ ﻭﺍﻟﻀﻐﻂ ﺍﻟﻨﺎﺟﻢ ﻋﻦ‬
‫ﻣﺒﺎﺩﺭﺍﺕ ﺇﺻﻼﺣﻴﺔ ﻣﻨﺎﻓﺴﺔ‪ .‬ﻭﻳﻀﺎﻑ ﺇﱃ ﺫﻟﻚ ﺃﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ ﳎـﺎﻝ ﺇﺩﺍﺭﻱ‬
‫ﺟﺪﻳﺪ ﻧﺴﺒﻴﹰﺎ ﻻ ﻳﺰﺍﻝ ﻗﻴﺪ ﺍﻟﺘﻄﻮﺭ‪ ،‬ﳑﺎ ﻳﻔﺮﺽ ﻋﻠﻰ ﺍﳌﻨﻈﻤﺎﺕ ﺃﻥ ﲢﺎﻭﻝ ﺗﺒﻴﱡﻦ ﻣﻌﺎﱂ ﻃﺮﻳﻘﻬﺎ ﰲ‬
‫ﳎﺎﻝ ﻏﲑ ﻣﻜﺘﺸﻒ ﻧﺴﺒﻴﹰﺎ‪.‬‬
‫ﻭﻻ ﻳﺰﺍﻝ ﺍﻟﺘﻌﺎﻭﻥ ﻭﺍﻟﺘﻨﺴﻴﻖ ﺑﲔ ﺍﻟﻮﻛﺎﻻﺕ ﺣﻴﺰﹰﺍ ﱂ ﻳﺴﺘﻜﺸﻒ ﺑﺼﻮﺭﺓ ﻛﺎﻣﻠﺔ‪ .‬ﻭﻣﻦ‬
‫ﺍﻟﻮﺍﺿﺢ ﺃﻥ ﻛﻞ ﻣﻨﻈﻤﺔ ﻣﻄﺎﻟَﺒ ﹲﺔ ﺑﺘﻌﺪﻳﻞ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﻓﻘﹰﺎ ﻟﻄﺒﻴﻌﺘﻬﺎ ﺍﳋﺎﺻﺔ‪،‬‬
‫ﻟﻜﻦ ﺫﻟﻚ ﻳﻘﺘﺮﻥ ﺑﺎﳊﺎﺟﺔ ﺇﱃ ﺍّﺗﺒﺎﻉ ﻬﻧﺞ ﻋﻠﻰ ﺻﻌﻴﺪ ﺍﳌﻨﻈﻮﻣﺔ ﺑﺄﻛﻤﻠـﻬﺎ ﻟـﻀﻤﺎﻥ ﻭﺟـﻮﺩ‬
‫ﺍﻧﺴﺠﺎﻡ ﰲ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺩﺍﺧﻠﻬﺎ؛ ﻭﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﳌﺸﺘﺮﻛﺔ ﻭﺍﳌﺘﺪﺍﺧﻠـﺔ‬
‫ﻭﺇﺩﺍﺭﻬﺗﺎ )ﻣﺜﻞ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﻟﺴﻼﻣﺔ ﻭﺍﻷﻣﻦ ﻭﺍﻟﺴﻤﻌﺔ(؛ ﻭﲡﻨﺐ ﺍﻻﺯﺩﻭﺍﺟﻴﺔ؛ ﻭﺍﺳﺘﺨﺪﺍﻡ‬
‫ﺍﳌﻮﺍﺭﺩ ﺍﻟﺸﺤﻴﺤﺔ ﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻷﻣﺜﻞ‪.‬‬
‫ﻭﺑﺼﻔﺔ ﻋﺎﻣﺔ‪ ،‬ﲦﺔ ﺍﻓﺘﻘﺎﺭ ﺇﱃ ﺭﻗﺎﺑﺔ ﻓﻌﺎﻟﺔ ﲤﺎﺭﺳﻬﺎ ﻫﻴﺌﺎﺕ ﺍﻹﺷﺮﺍﻑ‪ .‬ﻭﻧﻈﺮﹰﺍ ﺇﱃ ﺃﳘﻴﺔ‬
‫ﻭﺟﻮﺩ ﻋﻤﻠﻴﺔ ﻓﻌﺎﻟﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻭﺍﻵﺛﺎﺭ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﱵ ﺗﻨﻄﻮﻱ ﻋﻠﻴﻬﺎ ﺍﳌﺨﺎﻃﺮ ﺍﳊﺎﲰﺔ‪،‬‬
‫ﻓﻤﻦ ﺍﻟﻀﺮﻭﺭﺓ ﲟﻜﺎﻥ ﺃﻥ ﲤﺎﺭﺱ ﻫﻴﺌﺎﺕ ﺍﻹﺷﺮﺍﻑ ﺩﻭﺭﻫﺎ ﺍﻟﺮﻗﺎﰊ‪.‬‬

‫ﺍﻹﻃﺎﺭ ﺍﳌﺮﺟﻌﻲ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬

‫ﺽ ﳌﺆﻟﻔﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﺇﱃ ﺍﳋﱪﺍﺕ ﻭﺍﻟـﺪﺭﻭﺱ‬ ‫ﺍﺳﺘﻨﺎﺩﹰﺍ ﺇﱃ ﺍﺳﺘﻌﺮﺍ ﹴ‬
‫ﺍﳌﺴﺘﻔﺎﺩﺓ‪ ،‬ﺣﺪﺩ ﺍﳌﻔﺘﺸﺎﻥ ‪ ١٠‬ﻣﻌﺎﻳﲑ ﻣﺮﺟﻌﻴﺔ ﺍﻋﺘﻤﺪﻬﺗﺎ ﻭﺣﺪﺓ ﺍﻟﺘﻔﺘﻴﺶ ﺍﳌﺸﺘﺮﻛﺔ ﻟﻠﺤﻜﻢ ﻋﻠﻰ‬
‫ﺇﻣﻜﺎﻧﻴﺔ ﳒﺎﺡ ﺗﻨﻔﻴﺬ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣـﻢ ﺍﳌﺘﺤـﺪﺓ‪ .‬ﻭﻳﻌﺘﻘـﺪ‬

‫‪GE.10-02214‬‬ ‫‪iv‬‬
‫‪JIU/REP/2010/4‬‬

‫ﻼ ﻋﻦ ﺫﻟـﻚ‬‫ﺍﳌﻔﺘﺸﺎﻥ ﺃﻧﻪ ﺇﺫﺍ ﻣﺎ ﺍﺗّﺒﻌﺖ ﺍﳌﻨﻈﻤﺎﺕ ﻫﺬﻩ ﺍﳌﻌﺎﻳﲑ‪ ،‬ﻭﻓﻬﻤﺖ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻓﻀ ﹰ‬
‫ﺃﳘﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺷﺎﺭﻛﺖ ﰲ ﺗﻨﻔﻴﺬﻫﺎ‪ ،‬ﻣﺴﺘﺨﺪﻣﺔ ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻭﺍﻟﺪﺭﻭﺱ‬
‫ﺍﳌﺴﺘﻔﺎﺩﺓ‪ ،‬ﻭﺍﳋﱪﺍﺕ ﺍﳌﺘﺎﺣﺔ ﺩﺍﺧﻞ ﺍﳌﻨﻈﻮﻣﺔ‪ ،‬ﻷُﺣﺮﺯ ﺗﻘﺪﻡ ﺳﺮﻳﻊ ﰲ ﺍﻟﺘﻨﻔﻴﺬ ﺍﻟﻨـﺎﺟﺢ ﻹﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬
‫ﻭﻳﻨﺒﻐﻲ ﺃﻥ ﻳﻌﺘﻤﺪ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﻮﻥ ﺍﳌﻌﺎﻳﲑ ﺍﻟﺘﺴﻌﺔ ﺍﻷﻭﱃ ﺍﻟﻮﺍﺭﺩﺓ ﰲ ﻫـﺬﺍ‬
‫ﺍﻟﺘﻘﺮﻳﺮ ﻭﺃﻥ ﻳﻌﻤﻠﻮﺍ ﻋﻠﻰ ﺗﻨﻔﻴﺬﻫﺎ ﳎﺘﻤﻌﺔ ﻛﺈﺟﺮﺍﺀﺍﺕ ﻣﺘﻤﺎﺳﻜﺔ ﻟﻀﻤﺎﻥ ﳒﺎﺡ ﺗﻨﻔﻴـﺬ‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻣﻨﻈﻤﺎﻬﺗﻢ‪ .‬ﺃﻣﺎ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ ،١٠‬ﺍﻟﺬﻱ ﻳﺘﻄﻠﺐ ﺗﻌﺎﻭﻧﺎﹰ‬
‫ﻭﻗﺮﺍﺭﺍﹰ ﻣﺸﺘﺮﻛﲔ ﺑﲔ ﺍﻟﻮﻛﺎﻻﺕ‪ ،‬ﻓﻴﻨﺒﻐﻲ ﻣﻨﺎﻗﺸﺘﻪ ﻭﺍﻋﺘﻤﺎﺩﻩ ﻋﻠﻰ ﻣـﺴﺘﻮﻯ ﳎﻠـﺲ‬
‫ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺍﳌﻌـﲏ ﺑﺎﻟﺘﻨـﺴﻴﻖ )ﳎﻠـﺲ ﺍﻟﺮﺅﺳـﺎﺀ‬
‫ﺍﻟﺘﻨﻔﻴﺬﻳﲔ(‪ .‬ﻭﻳﻨﺒﻐﻲ ﻟﻸﻣﲔ ﺍﻟﻌﺎﻡ ﻟﻸﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺃﻥ ﻳﺘﺎﺑﻊ ﺗﻨﻔﻴﺬ ﺍﻟﺘﻮﺻﻴﺔ ﺍﳌﻮﺟﻬـﺔ ﺇﱃ‬
‫ﻫﺬﺍ ﺍﺠﻤﻟﻠﺲ ﺑﺼﻔﺘﻪ ﺭﺋﻴﺴﺎﹰ ﻟﻪ‪.‬‬

‫ﺍﻟﺘﻮﺻﻴﺎﺕ‬
‫‪ -١‬ﻳﻨﺒﻐﻲ ﺃﻥ ﻳﻌﺘﻤﺪ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﻮﻥ ﺍﳌﻌﺎﻳﲑ ﺍﳌﺮﺟﻌﻴـﺔ ﺍﻟﺘـﺴﻌﺔ ﺍﻷﻭﱃ‬
‫ﺍﻟﻮﺍﺭﺩﺓ ﰲ ﻫﺬﺍ ﺍﻟﺘﻘﺮﻳﺮ ﻣﻦ ﺃﺟﻞ ﺿﻤﺎﻥ ﻗﺒﻮﻝ ﻭﺗﻨﻔﻴﺬ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﲟـﺎ‬
‫ﻳﺘﻤﺎﺷﻰ ﻣﻊ ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ‪.‬‬
‫‪ -٢‬ﻳﻨﺒﻐﻲ ﺃﻥ ﲤﺎﺭﺱ ﻫﻴﺌﺎﺕ ﺍﻹﺷﺮﺍﻑ ﺩﻭﺭﻫﺎ ﺍﻟﺮﻗـﺎﰊ ﻓﻴﻤـﺎ ﻳﺘﻌﻠـﻖ‬
‫ﺑﺎﻋﺘﻤﺎﺩ ﻣﺎ ﻳﺘﻀﻤﻨﻪ ﻫﺬﺍ ﺍﻟﺘﻘﺮﻳﺮ ﻣﻦ ﻣﻌﺎﻳﲑ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ‪ ،‬ﻭﺑﻔﻌﺎﻟﻴـﺔ‬
‫ﺍﻟﺘﻨﻔﻴﺬ‪ ،‬ﻭﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳊﺎﲰﺔ ﰲ ﻣﻨﻈﻤﺎﻬﺗﺎ‪.‬‬
‫‪ -٣‬ﻳﻨﺒﻐﻲ ﺃﻥ ﻳﻌﺘﻤﺪ ﳎﻠﺲ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ‪ ،‬ﻣﻦ ﺧـﻼﻝ ﺍﻟﻠﺠﻨـﺔ‬
‫ﺍﻟﺮﻓﻴﻌﺔ ﺍﳌﺴﺘﻮﻯ ﺍﳌﻌﻨﻴﺔ ﺑﺎﻹﺩﺍﺭﺓ‪ ،‬ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ ١٠‬ﺍﻟﻮﺍﺭﺩ ﰲ ﻫﺬﺍ ﺍﻟﺘﻘﺮﻳﺮ ﻬﺑﺪﻑ‬
‫ﺗﺴﻬﻴﻞ ﺍﻟﺘﻌﺎﻭﻥ ﻭﺍﻟﺘﻨﺴﻴﻖ ﻭﺗﻘﺎﺳﻢ ﺍﳌﻌﺎﺭﻑ ﺑـﲔ ﺍﻟﻮﻛـﺎﻻﺕ‪ ،‬ﻭﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺸﺘﺮﻛﺔ ﻭﺍﳌﺘﺪﺍﺧﻠﺔ‪ ،‬ﺗﻮﺧﻴﺎﹰ ﻟﺘﺤﻘﻴﻖ ﻣﺰﻳﺪ ﻣﻦ ﺍﻟﻔﻌﺎﻟﻴﺔ ﻭﺍﻟﻜﻔﺎﺀﺓ ﰲ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬
‫ﻋﻠﻰ ﺻﻌﻴﺪ ﺍﳌﻨﻈﻮﻣﺔ ﺑﺮﻣﺘﻬﺎ‪.‬‬

‫‪v‬‬ ‫‪GE.10-02214‬‬
‫‪JIU/REP/2010/4‬‬

‫ﺍﶈﺘﻮﻳﺎﺕ‬
‫ﺍﻟﺼﻔﺤﺔ‬ ‫ﺍﻟﻔﻘـﺮﺍﺕ‬
‫‪iii‬‬ ‫ﻣﻮﺟﺰ ﺗﻨﻔﻴﺬﻱ ‪.............................................................................‬‬
‫‪١‬‬ ‫‪١٦-١‬‬ ‫ﻣﻘﺪﻣﺔ ‪.....................................................................‬‬ ‫ﺃﻭ ﹰﻻ ‪-‬‬
‫ﶈﺔ ﻋﺎﻣﺔ ﻋﻦ ﻣﻔﻬﻮﻡ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺃﳘﻴﺘﻪ ﻣﻦ ﻣﻨﻈﻮﺭ ﻣﻨﻈﻤـﺎﺕ ﺍﻷﻣـﻢ‬ ‫ﺛﺎﻧﻴﹰﺎ ‪-‬‬
‫‪٦‬‬ ‫‪٣٢-١٧‬‬ ‫ﺍﳌﺘﺤﺪﺓ ‪....................................................................‬‬
‫‪٦‬‬ ‫‪٢٥-١٧‬‬ ‫ﺃﻟﻒ ‪ -‬ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ :‬ﺍﳋﻠﻔﻴﺔ ﻭﺍﻟﺘﻌﺮﻳﻒ ﻭﺍﻟﻔﻮﺍﺋﺪ ‪....................‬‬
‫‪٨‬‬ ‫‪٣٢-٢٦‬‬ ‫ﺑﺎﺀ ‪ -‬ﺃﳘﻴﺔ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ‪.............‬‬
‫‪١١‬‬ ‫‪٢٢٦-٣٣‬‬ ‫ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ‪................................................‬‬ ‫ﺛﺎﻟﺜﹰﺎ ‪-‬‬
‫‪١٣‬‬ ‫‪٥٠-٤١‬‬ ‫ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ :١‬ﺍﻋﺘﻤﺎﺩ ﺳﻴﺎﺳﺔ ﻭﺇﻃﺎﺭ ﺭﲰﻴﲔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ‪.........‬‬
‫ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ :٢‬ﻭﺟﻮﺩ ﺍﻟﺘﺰﺍﻡ ﻭﻣﺸﺎﺭﻛﺔ ﺗﺎﻣﲔ ﻣـﻦ ﺟﺎﻧـﺐ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﻨﻔﻴﺬﻳـﺔ‬
‫‪١٥‬‬ ‫‪٥٤-٥١‬‬ ‫ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﻘﻴﺎﺩﺓ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﻋﻤﻠﻴﺔ ﺗﻨﻔﻴﺬﻫﺎ ‪.............‬‬
‫ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ :٣‬ﻭﺟﻮﺩ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﻨﻔﻴﺬ ﺭﲰﻴﺔ ﺗﻨﻄﻮﻱ ﻋﻠﻰ ﺧﻄﺔ ﻋﻤﻞ ﳏـﺪﺩﺓ‬
‫‪١٦‬‬ ‫‪٦٥-٥٥‬‬ ‫ﺯﻣﻨﻴﹰﺎ ﻭﺗﻮﺿﻴﺢ ﺍﻷﺩﻭﺍﺭ ﻭﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺈﺩﺍﺭﺓ ﺍﻟﻌﻤﻠﻴﺔ ‪......................‬‬
‫ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ :٤‬ﻭﺟﻮﺩ ﻫﻴﻜﻞ ﺇﺩﺍﺭﻱ ﻣﻼﺋﻢ ﻭﳏﺪﺩ ﺭﲰﻴﹰﺎ ﻭﺿﻤﺎﻥ ﻭﺿﻮﺡ ﺍﻷﺩﻭﺍﺭ‬
‫‪١٩‬‬ ‫‪١٠٢-٦٦‬‬ ‫ﻭﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﻟﺘﻨﻔﻴﺬ ‪.................................................‬‬
‫ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ :٥‬ﻭﺟﻮﺩ ﺧﻄﺔ ﰲ ﳎﺎﻝ ﺍﻻﺗﺼﺎﻝ ﻭﺍﻟﺘﺪﺭﻳﺐ ﺗﺮﻣـﻲ ﺇﻟـﻰ ﺑﻠـﻮﺭﺓ‬
‫ﺍﻟﻮﻋـﻲ ﺑﺎﳌﺨﺎﻃﺮ‪ ،‬ﻭﺗﻌﺰﻳﺰ ﺳﻴﺎﺳﺎﺕ ﺍﻟﺘﺼﺪﻱ ﻟﻠﻤﺨﺎﻃﺮ‪ ،‬ﻭﺑﻨﺎﺀ ﺍﻟﻘـﺪﺭﺍﺕ ﺍﻟﻌﺎﻣـﺔ‬
‫‪٣٢‬‬ ‫‪١٠٩-١٠٣‬‬ ‫ﻭﺍﳌﻬﺎﺭﺍﺕ ﺍﳊﺎﲰﺔ ﺫﺍﺕ ﺍﻟﺼﻠﺔ ﺑﺘﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ‪....................‬‬
‫ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ :٦‬ﺇﺗﺎﺣﺔ ﺍﳌﻮﺍﺭﺩ ﺍﻟﻜﺎﻓﻴﺔ ﺍﻟﻼﺯﻣﺔ ﻻﺳﺘﺤﺪﺍﺙ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃـﺮ‬
‫‪٣٤‬‬ ‫‪١٢٠-١١٠‬‬ ‫ﺍﳌﺆﺳﺴﻴـﺔ ﻭﺍﳊﻔﺎﻅ ﻋﻠﻰ ﺍﺳﺘﻤﺮﺍﺭ ﻋﻤﻠﻴﺔ ﺗﻨﻔﻴﺬﻫﺎ ‪..........................‬‬
‫ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ :٧‬ﻭﺟﻮﺩ ﻋﻤﻠﻴﺔ ﺭﲰﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻣﻘﺘﺮﻧـﺔ ﲟﻨﻬﺠﻴـﺔ ﻭﺃﺩﻭﺍﺕ‬
‫‪٣٧‬‬ ‫‪١٨٢-١٢١‬‬ ‫ﻣﺘﺴﻘﺔ ﻭﲟﺒﺎﺩﺉ ﺗﻮﺟﻴﻬﻴﺔ ﻭﺍﺿﺤﺔ ﰲ ﳎﺎﻝ ﺍﻟﺘﻨﻔﻴﺬ ‪...............................‬‬
‫ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ :٨‬ﺩﻣﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ ﻭﺍﻟﺘﺨﻄﻴـﻂ‬
‫‪٥٢‬‬ ‫‪١٩٩-١٨٣‬‬ ‫ﻭﺍﻟﱪﳎﺔ ﻭﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﻨﻔﻴﺬ ﻭﺍﻟﻌﻤﻞ‪.............................................‬‬
‫ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ :٩‬ﻭﺟﻮﺩ ﺁﻟﻴﺎﺕ ﺭﺻﺪ ﻭﺗﻘﻴﻴﻢ ﻭﺇﺑﻼﻍ ﻟﻀﻤﺎﻥ ﺍﻻﻣﺘﺜﺎﻝ ﳌﺘﻄﻠﺒـﺎﺕ‬
‫‪٥٦‬‬ ‫‪٢١٣-٢٠٠‬‬ ‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﺿﻤﺎﻥ ﻓﻌﺎﻟﻴﺘﻬﺎ ‪...............................................‬‬
‫ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ :١٠‬ﻭﺟﻮﺩ ﺗﻌﺎﻭﻥ ﻭﺗﻨﺴﻴﻖ ﺑﲔ ﺍﻟﻮﻛﺎﻻﺕ‪ ،‬ﻳﺸﻤـﻞ ﻭﺿﻊ ﺇﻃـﺎﺭ‬
‫ﻣﺸﺘﺮﻙ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﺁﻟﻴﺎﺕ ﻟﺘﻘﺎﺳـﻢ ﺍﳌﻌـﺎﺭﻑ‪ ،‬ﻭﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃـﺮ‬
‫‪٦٠‬‬ ‫‪٢٢٦-٢١٤‬‬ ‫ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﳌﺸﺘﺮﻛﺔ ﻭﺍﳌﺘﺪﺍﺧﻠﺔ ‪........................................‬‬
‫‪٦٣‬‬ ‫‪٢٣٣-٢٢٧‬‬ ‫ﺍﻻﺳﺘﻨﺘﺎﺟﺎﺕ ﻭﺍﻟﺘﻮﺻﻴﺎﺕ ‪....................................................‬‬ ‫ﺭﺍﺑﻌﹰﺎ ‪-‬‬

‫‪vii‬‬ ‫‪GE.10-02214‬‬ ‫‪020211‬‬ ‫‪140211‬‬

 ‫‪JIU/REP/2010/4‬‬

‫ﺍﳌﺮﻓﻘﺎﺕ‬
‫ﳎﻤﻮﻋﺔ ﺍﳌﺨﺎﻃﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ )ﻭﳎﺎﻻﺕ ﺍﳌﺨﺎﻃﺮ( ﻣﻦ ﺑﺮﻧﺎﻣﺞ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺍﻹﳕﺎﺋﻲ ﻭﺍﳌﻨﻈﻤـﺔ ﺍﻟﺒﺤﺮﻳـﺔ‬ ‫ﺍﻷﻭﻝ ‪-‬‬
‫‪٦٥‬‬ ‫ﺍﻟﺪﻭﻟﻴﺔ ﻭﺍﻟﻴﻮﻧﺴﻜﻮ ‪..........................................................................‬‬
‫‪٦٧‬‬ ‫ﻋﻤﻠﻴﺔ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ ‪................................................‬‬ ‫ﺍﻟﺜﺎﱐ ‪-‬‬
‫ﶈﺔ ﻋﺎﻣﺔ ﻋﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻫﻴﺌﺎﺕ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻭﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ ﻭﻣﻨﻈﻤـﺔ‬ ‫ﺍﻟﺜﺎﻟﺚ ‪-‬‬
‫‪٦٨‬‬ ‫ﺍﻷﻣﻦ ﻭﺍﻟﺘﻌﺎﻭﻥ ﰲ ﺃﻭﺭﻭﺑﺎ ﻭﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﻌﺎﳌﻲ ‪...................................................‬‬
‫ﻋﺮﺽ ﻋﺎﻡ ﻟﻺﺟﺮﺍﺀﺍﺕ ﺍﻟﱵ ﻳﺘﻌﲔ ﺃﻥ ﺗﺘﺨﺬﻫﺎ ﺍﳌﻨﻈﻤﺎﺕ ﺍﳌﺸﺎﺭﻛﺔ ﺑﺸـﺄﻥ ﺗﻮﺻﻴﺎﺕ ﻭﺣـﺪﺓ ﺍﻟﺘﻔﺘﻴﺶ‬ ‫ﺍﻟﺮﺍﺑﻊ ‪-‬‬
‫‪٧٩‬‬ ‫ﺍﳌﺸﺘﺮﻛﺔ‪...................................................................................‬‬

‫‪GE.10-02214‬‬ ‫‪viii‬‬
‫‪JIU/REP/2010/4‬‬

‫ﺃﻭ ﹰﻻ‪ -‬ﻣﻘﺪﻣﺔ‬

‫‪ -١‬ﺃﺟﺮﺕ ﻭﺣﺪﺓ ﺍﻟﺘﻔﺘﻴﺶ ﺍﳌﺸﺘﺮﻛﺔ‪ ،‬ﻛﺠﺰﺀ ﻣﻦ ﺑﺮﻧﺎﻣﺞ ﻋﻤﻠﻬﺎ ﻟﻌﺎﻡ ‪ ،٢٠٠٩‬ﺍﺳﺘﻌﺮﺍﺿﹰﺎ‬
‫ﻋﻠﻰ ﺻﻌﻴﺪ ﺍﳌﻨﻈﻮﻣﺔ ﺗﻨﺎﻭﻟﺖ ﻓﻴﻪ ﻣﺴﺄﻟﺔ ﺗﻨﻔﻴﺬ ﻣﺸﺎﺭﻳﻊ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻣﻨﻈﻤـﺎﺕ‬
‫ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﻭﺫﻟﻚ ﰲ ﺍﻟﻔﺘﺮﺓ ﻣﻦ ﺗﺸﺮﻳﻦ ﺍﻟﺜﺎﱐ‪/‬ﻧﻮﻓﻤﱪ ‪ ٢٠٠٩‬ﺇﱃ ﲤﻮﺯ‪/‬ﻳﻮﻟﻴﻪ ‪ .٢٠١٠‬ﻭﻗﺪ‬
‫ﺍﻗﺘﺮﺣﺖ ﺇﺟﺮﺍ َﺀ ﺍﻻﺳﺘﻌﺮﺍﺽ ﻣﻨﻈﻤ ﹸﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻟﻠﺘﺮﺑﻴـﺔ ﻭﺍﻟﻌﻠـﻢ ﻭﺍﻟﺜﻘﺎﻓـﺔ )ﺍﻟﻴﻮﻧـﺴﻜﻮ(‪،‬‬
‫ﻭﺻﻨﺪﻭﻕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻟﻠﺴﻜﺎﻥ‪ ،‬ﻭﻣﻜﺘﺐ ﺧﺪﻣﺎﺕ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‪.‬‬
‫‪ -٢‬ﻭﻛﺎﻥ ﺍﳍﺪﻑ ﻣﻦ ﺍﻟﺪﺭﺍﺳﺔ ﻫﻮ ﺍﺳﺘﻌﺮﺍﺽ ﺳﻴﺎﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﳑﺎﺭﺳﺎﻬﺗﺎ‬
‫ﻭﺍﳋﱪﺍﺕ ﺍﳌﺘﻌﻠﻘﺔ ﻬﺑﺎ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﻭﲢﺪﻳﺪ ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻭﺍﻟﺪﺭﻭﺱ ﺍﳌﺴﺘﻔﺎﺩﺓ‬
‫ﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ‪ .‬ﻭﺗﺮﻣﻲ ﺍﻟﺪﺭﺍﺳﺔ ﺇﱃ ﺗﻘﺪﱘ ﻣﻌﻠﻮﻣﺎﺕ ﻭﺗﻮﺻﻴﺎﺕ ﻣﺘﻮﺍﺯﻧﺔ ﰲ ﺍﺠﻤﻟﺎﻻﺕ ﺍﻟﺘﺎﻟﻴـﺔ‪:‬‬
‫)ﺃ( ﻣﻔﻬﻮﻡ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺃﳘﻴﺘﻪ ﰲ ﺳﻴﺎﻕ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤـﺪﺓ؛ )ﺏ( ﺗﻘﻴـﻴﻢ‬
‫ﳑﺎﺭﺳﺎﺕ ﺇﺩﺍﺭﺓ ﳐﺎﻃﺮ ﺍﳌﺆﺳﺴﺎﺕ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ؛ )ﺝ( ﺃﻓـﻀﻞ ﺍﳌﻤﺎﺭﺳـﺎﺕ ﰲ‬
‫ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻭﺍﳌﻨﻈﻤﺎﺕ ﺍﻷﺧﺮﻯ؛ )ﺩ( ﺍﻟﺘﻌﺎﺭﻳﻒ ﺍﻷﺳﺎﺳﻴﺔ ﻟـﺒﻌﺾ ﻣﻔـﺎﻫﻴﻢ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﻭﺃﺳﺎﻟﻴﺐ ﺗﻨﻔﻴﺬﻫﺎ؛ )ﻫ( ﺍﻟﺘﻌﺎﻭﻥ ﻭﺍﻟﺘﻨﺴﻴﻖ ﻭﺗﻘﺎﺳﻢ ﺍﳌﻌﺎﺭﻑ ﺑـﲔ ﺍﻟﻮﻛـﺎﻻﺕ ﰲ‬
‫ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪.‬‬
‫‪ -٣‬ﻭﻳﻐﻄﻲ ﻧﻄﺎﻕ ﺍﻻﺳﺘﻌﺮﺍﺽ ﲨﻴﻊ ﺍﳌﻨﻈﻤﺎﺕ ﺍﳌﺸﺎﺭﻛﺔ ﰲ ﻭﺣﺪﺓ ﺍﻟﺘﻔﺘـﻴﺶ ﺍﳌـﺸﺘﺮﻛﺔ‬
‫)ﺍﳌﻨﻈﻤﺎﺕ ﺍﳌﺸﺎﺭﻛﺔ(‪ ،‬ﻣﻊ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﱵ ﺍﺳﺘﺤﺪﺛﺖ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ‬
‫ﺃﻭ ﻫﻲ ﰲ ﻃﺮﻳﻘﻬﺎ ﺇﱃ ﺫﻟﻚ )ﺍﻧﻈﺮ ﺍﳌﺮﻓﻖ ﺍﻟﺜﺎﻟﺚ(‪ .‬ﻭﻳﺘﻨﺎﻭﻝ ﺍﻻﺳـﺘﻌﺮﺍﺽ ﺃﻳـﻀﹰﺎ ﺳﻴﺎﺳـﺎﺕ‬
‫ﻭﳑﺎﺭﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺍﳌﻌﻤﻮﻝ ﻬﺑﺎ ﺃﻭ ﺍﳌﺨﻄﻂ ﳍﺎ ﰲ ﻫﺬﻩ ﺍﳌﻨﻈﻤـﺎﺕ‪ ،‬ﰲ ﺿـﻮﺀ‬
‫ﺳﻴﺎﺳﺎﺕ ﻭﳑﺎﺭﺳﺎﺕ ﺍﻟﻘﻄﺎﻋﲔ ﺍﳋﺎﺹ ﻭﺍﻟﻌﺎﻡ ﻭﺍﻟﻘﻄﺎﻉ ﺍﳌﺘﻌﺪﺩ ﺍﻷﻃﺮﺍﻑ‪.‬‬
‫‪ -٤‬ﻭﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻋﻨﺼﺮ ﺃﺳﺎﺳﻲ ﰲ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺴﻠﻴﻤﺔ ﻭﺍﳌﺴﺎﺀﻟﺔ ﰲ ﺍﳌﻨﻈﻤـﺎﺕ‪.‬‬
‫ﻓﻬﻲ ﺃﺳﻠﻮﺏ ﻣﻨﻬﺠﻲ ﻭﴰﻮﱄ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﻫﻲ ﺗـﺪﻋﻢ ﲢﻘﻴـﻖ ﺍﳌﺆﺳـﺴﺔ ﻷﻫـﺪﺍﻓﻬﺎ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻣﻦ ﺧﻼﻝ ﺍﺗﺒﺎﻉ ﻬﻧﺞ ﺍﺳﺘﺒﺎﻗﻲ ﰲ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﻭﺳـﱪﻫﺎ ﻭﺗﻘﻴﻴﻤﻬـﺎ ﻭﲢﺪﻳـﺪ‬
‫ﺍﻷﻭﻟﻮﻳﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﻬﺑﺎ ﻭﻣﺮﺍﻗﺒﺘﻬﺎ ﰲ ﺍﳌﻨﻈﻤﺔ ﺑﺮﻣﺘﻬﺎ‪ .‬ﻭﲟﺎ ﺃﻬﻧﺎ ﺗﺴﺎﻋﺪ ﺍﳌﻨﻈﻤـﺔ ﰲ ﺍﻻﺳـﺘﻌﺪﺍﺩ‬
‫ﺍﻷﻓﻀﻞ ﻟﻠﻤﺴﺘﻘﺒﻞ ﻭﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺣﺎﻻﺕ ﻋﺪﻡ ﺍﻟﺘﻴﻘﻦ‪ ،‬ﻓﻼ ﳝﻜﻦ ﻓﺼﻠﻬﺎ ﻋـﻦ ﺁﻟﻴـﺎﺕ ﲢﺪﻳـﺪ‬
‫ﺍﻷﻭﻟﻮﻳﺎﺕ ﻭﺍﻟﺘﺨﻄﻴﻂ‪.‬‬
‫‪ -٥‬ﻭﺗﺴﺎﻋﺪ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺍﳌﻨﻈﻤﺎﺕ ﰲ ﺗﻘﻠﻴﻞ ﺍﳌﺨـﺎﻃﺮ ﺍﳌﻔﺎﺟﺌـﺔ‪ ،‬ﻭﲢﺪﻳـﺪ‬
‫ﺍﻟﻔﺮﺹ‪ ،‬ﻭﺍﳊﻔﺎﻅ ﻋﻠﻰ ﻭﺟﺎﻫﺔ ﻭﺍﺳﺘﺪﺍﻣﺔ ﺧﺪﻣﺎﻬﺗﺎ‪ ،‬ﻣﻦ ﺧﻼﻝ ﺍﺳﺘﺸﺮﺍﻑ ﻣﺴﺘﻤﺮ ﻟﻠﻤـﺴﺘﻘﺒﻞ‬
‫ﻭﺇﻋﻤﺎﻝ ﺳﻴﻨﺎﺭﻳﻮﻫﺎﺕ "ﺗﻮﻗﻊ ﺍﻷﺳﻮﺃ"‪ .‬ﻭﻣﻦ ﺍﻷﳘﻴﺔ ﲟﻜﺎﻥ ﺍﻹﺷﺎﺭﺓ ﺇﱃ ﺃﻥ ﺍﳌﺨﺎﻃﺮ ﻭﺍﻟﻔـﺮﺹ‬
‫ﻋﺎﻣﻼﻥ ﻻ ﻳﻨﻔﺼﻼﻥ ﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺍﺧﺘﻼﻑ ﺗﻌﺮﻳﻔﻬﻤﺎ‪ .‬ﻭﺗﺮﻛﺰ ﺍﻟﺘﻘﻨﻴﺎﺕ ﺍﻟﻔﻌﺎﻟـﺔ ﻟﺘﺤﺪﻳـﺪ‬
‫ﺍﳌﺨﺎﻃﺮ ﻋﻠﻰ ﺍﻟﻔﺮﺹ ﺑﻘﺪﺭ ﻣﺎ ﺗﺮﻛﺰ ﻋﻠﻰ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻋﻠﻤﹰﺎ ﺃﻥ ﺍﻟﻔﺸﻞ ﰲ ﺭﺻﺪ ﺍﻟﻔﺮﺹ ﺍﳌﺘﺎﺣـﺔ‬
‫ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﳌﻨﻈﻤﺔ ﻫﻮ ﺧﻄﺮ ﰲ ﺣﺪ ﺫﺍﺗﻪ‪.‬‬

‫‪1‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫‪ -٦‬ﻭﻳﺰﺩﺍﺩ ﻣﻊ ﻣﺮﻭﺭ ﺍﻟﺴﻨﲔ ﺍﻋﺘﻤﺎﺩ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤـﺪﺓ ﻬﻧـﺞَ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﺗﺎﺑﻌﺖ ﻫﻴﺌﺎﺕ ﺍﻹﺷﺮﺍﻑ ﰲ ﺑﻌﺾ ﺍﳌﻨﻈﻤﺎﺕ ﻋﻦ ﻛﺜﺐ ﻋﻤﻠﻴﺔ ﺍﻋﺘﻤـﺎﺩ ﺇﺩﺍﺭﺓ‬
‫) ‪(١‬‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ؛ ﻓﻌﻠﻰ ﺳﺒﻴﻞ ﺍﳌﺜﺎﻝ‪ ،‬ﺍﻋﺘﻤﺪﺕ ﺍﳉﻤﻌﻴﺔ ﺍﻟﻌﺎﻣﺔ ﻟﻸﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻗـﺮﺍﺭﺍﺕ‬
‫ﺫﺍﺕ ﺻﻠﺔ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﺃﻧﺸﺄ ﳎﻠﺲ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻓﺮﻳﻘﺎﹰ ﻋـﺎﻣﻼﹰ‬
‫ﺣﻜﻮﻣﻴﺎﹰ ﺩﻭﻟﻴﺎﹰ ﻣﻌﻨﻴﺎﹰ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬
‫‪ -٧‬ﻭﻗﺪ ﺍﻟﺘُﻤﺲ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ ﺍﳌﺸﺎﺭﻛﺔ ﺃﻥ ﺗُﺒﺪﻱ ﺗﻌﻠﻴﻘﺎﻬﺗﺎ ﻋﻠﻰ ﻣﺸﺮﻭﻉ ﻫﺬﺍ ﺍﻟﺘﻘﺮﻳـﺮ‬
‫ﻭﺃﹸﺧﺬﺕ ﻫﺬﻩ ﺍﻟﺘﻌﻠﻴﻘﺎﺕ ﰲ ﺍﻻﻋﺘﺒﺎﺭ ﻋﻨﺪ ﻭﺿﻊ ﺍﻟﺼﻴﻐﺔ ﺍﻟﻨﻬﺎﺋﻴﺔ ﻟﻠﺘﻘﺮﻳﺮ‪ .‬ﻭﻭﻓﻘﺎﹰ ﻟﻠﻤﺎﺩﺓ ‪٢-١١‬‬
‫ﻣﻦ ﺍﻟﻨﻈﺎﻡ ﺍﻷﺳﺎﺳﻲ ﻟﻮﺣﺪﺓ ﺍﻟﺘﻔﺘﻴﺶ ﺍﳌﺸﺘﺮﻛﺔ‪ ،‬ﺃﹸﻋﺪّﺕ ﺍﻟﺼﻴﻐﺔ ﺍﻟﻨﻬﺎﺋﻴﺔ ﻟﻠﺘﻘﺮﻳﺮ ﺑﻌﺪ ﺗﺸﺎﻭﺭ ﻣﻊ‬
‫ﺑﺎﻗﻲ ﺍﳌﻔﺘﺸﲔ ﺑﻘﺼﺪ ﻭﺿﻊ ﺍﻻﺳﺘﻨﺘﺎﺟﺎﺕ ﻭﺍﻟﺘﻮﺻﻴﺎﺕ ﺍﻟﱵ ﺗﻀﻤﻨّﻬﺎ ﺍﻟﺘﻘﺮﻳﺮ ﻋﻠﻰ ﳏﻚ ﺍﳊﻨﻜﺔ‬
‫ﺍﳉﻤﺎﻋﻴﺔ ﻟﻠﻮﺣﺪﺓ‪ .‬ﻭﻳﻮﺩ ﺍﳌﻔﺘﺸﺎﻥ ﺍﻹﻋﺮﺍﺏ ﻋﻦ ﺗﻘﺪﻳﺮﳘﺎ ﻟﻜﻞ ﻣﻦ ﺳﺎﻋﺪ ﰲ ﺇﻋﺪﺍﺩ ﺍﻟﺘﻘﺮﻳـﺮ‪،‬‬
‫ﻭﲞﺎﺻﺔ ﺃﻭﻟﺌﻚ ﺍﻟﺬﻳﻦ ﺷﺎﺭﻛﻮﺍ ﰲ ﺍﳌﻘﺎﺑﻼﺕ ﻭﱂ ﻳﺘﻮﺍﻧﻮﺍ ﻋﻦ ﺗﻘﺎﺳﻢ ﻣﻌﺎﺭﻓﻬﻢ ﻭﺧﱪﺍﻬﺗﻢ‪.‬‬
‫‪ -٨‬ﻭﻟﺘﻴﺴﲑ ﺗﺪﺍﻭﻝ ﻫﺬﺍ ﺍﻟﺘﻘﺮﻳﺮ ﻭﺗﻨﻔﻴﺬ ﺗﻮﺻﻴﺎﺗﻪ ﻭﻣﺎ ﻳﺘﺼﻞ ﺑﺬﻟﻚ ﻣﻦ ﺭﺻﺪ‪ ،‬ﺿُـﻤﱢﻦ‬
‫ﺍﳌﺮﻓﻖ ﺍﻟﺮﺍﺑﻊ ﺟﺪﻭﻻﹰ ﻳﺒﻴّﻦ ﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﺍﳍﺪﻑ ﻣﻦ ﺗﻘﺪﱘ ﺍﻟﺘﻘﺮﻳﺮ ﺇﱃ ﺍﳌﻨﻈﻤﺎﺕ ﺍﳌﻌﻨﻴﺔ ﻫـﻮ‬
‫ﲪﻠﻬﺎ ﻋﻠﻰ ﺍﲣﺎﺫ ﺇﺟﺮﺍﺀﺍﺕ ﺃﻭ ﺇﺣﺎﻃﺘﻬﺎ ﻋﻠﻤﺎﹰ ﺑﻪ‪ .‬ﻭﻳُﺒﻴﱢﻦ ﺍﳉﺪﻭﻝ ﺍﻟﺘﻮﺻﻴﺎﺕ ﺫﺍﺕ ﺍﻟﺼﻠﺔ ﺑﻜﻞ‬
‫ﻣﻨﻈﻤﺔ‪ ،‬ﻭﳛﺪﺩ ﻫﻞ ﲢﺘﺎﺝ ﺇﱃ ﻗﺮﺍﺭ ﻣﻦ ﺍﳍﻴﺌﺔ ﺍﻟﺘﺸﺮﻳﻌﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﺃﻭ ﻣﻦ ﻫﻴﺌﺔ ﺍﻹﺷﺮﺍﻑ‪ ،‬ﺃﻭ‬
‫ﻫﻞ ﳝﻜﻦ ﺃﻥ ﻳﺘﺼﺮﻑ ﺑﺸﺄﻬﻧﺎ ﺍﻟﺮﺋﻴﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬

‫ﺃﳘﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬

‫‪ -٩‬ﺃﺩﻯ ﺍﻬﻧﻴﺎﺭ ﺑﻌﺾ ﻛﱪﻳﺎﺕ ﺍﻟﺸﺮﻛﺎﺕ ﺍﳋﺎﺻﺔ ﺧﻼﻝ ﺍﻟﻌﻘﺪ ﺍﳌﺎﺿﻲ ﻭﺗﺄﺛﲑ ﺍﻷﺯﻣﺔ ﺍﳌﺎﻟﻴﺔ‬
‫ﺍﻟﱵ ﺣﺪﺛﺖ ﻣﺆﺧﺮﹰﺍ ﺇﱃ ﺗﺴﻠﻴﻂ ﺍﻟﻀﻮﺀ ﻋﻠﻰ ﺍﻷﳘﻴﺔ ﺍﳊﺎﲰﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ‬
‫ﺃﺩﺍﺓ ﺗﺘﻴﺢ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺍﳌﺨﺎﻃﺮ ﺍﳊﺎﲰﺔ ﻭﻣﻌﺎﳉﺘﻬﺎ ﺿﻤﻦ ﺣﺪﻭﺩ ﻣﻌﻘﻮﻟﺔ‪ .‬ﻭﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣـﻦ ﺃﻥ‬
‫ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻗﺪ ﻧﺸﺄ ﺃﻭﻝ ﺍﻷﻣﺮ ﰲ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ‪ ،‬ﻓﻘﺪ ﺑﺪﺃﺕ ﻛﻴﺎﻧﺎﺕ ﻋﺎﻣﺔ‪،‬‬
‫ﲟﺎ ﰲ ﺫﻟﻚ ﻛﻴﺎﻧﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﻬﺗﺘﻢ ﺃﻛﺜﺮ ﻓﺄﻛﺜﺮ ﺑﻜﻴﻔﻴﺔ ﺩﳎـﻪ ﰲ ﺍﳌﻤﺎﺭﺳـﺎﺕ ﺍﳌﺘﻌﻠﻘـﺔ‬
‫ﺑﺄﻧﺸﻄﺘﻬﺎ‪.‬‬
‫‪ -١٠‬ﻭﺗﺮﻣﻲ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺇﱃ ﺍﳌﺴﺎﻋﺪﺓ ﻋﻠﻰ ﺿﻤﺎﻥ ﺍﺳﺘﺪﺍﻣﺔ ﺍﳌﻨﻈﻤﺔ ﻭﲤﻜﻴﻨـﻬﺎ‬
‫ﻣﻦ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﺎ‪ .‬ﻭﺗﺘﻄﻠﺐ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺇﻋﻤﺎﻝ ﺳﻴﺎﺳﺎﺕ ﻭﺇﺟـﺮﺍﺀﺍﺕ ﰲ ﻫـﺬﺍ‬
‫ﺍﻟﺼﺪﺩ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻛﻤﺎ ﺗﺘﻴﺢ ﻣﻨﻬﺠﻴﺔ ﻣﺘﺴﻘﺔ ﻟﺘﻨﻔﻴﺬﻫﺎ‪ .‬ﻭﻳﻨﻄﻮﻱ ﻣﻔﻬﻮﻡ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﺧﻼﻓﹰﺎ ﻟﻠﻤﻤﺎﺭﺳﺎﺕ ﺍﻟﺘﻘﻠﻴﺪﻳﺔ ﺍﺠﻤﻟﺰﺃﺓ ﰲ ﻫﺬﺍ ﺍﺠﻤﻟﺎﻝ‪ ،‬ﻋﻠﻰ ﻓﻜـﺮﺓ ﻣﻔﺎﺩﻫـﺎ ﺃﻥ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﻋﻤﻠﻴﺔ ﻬﺗﻢ ﺍﳌﻨﻈﻤﺔ ﺑﺄﻛﻤﻠﻬﺎ‪.‬‬

‫__________‬
‫)‪ (١‬ﻗﺮﺍﺭ ﺍﳉﻤﻌﻴﺔ ﺍﻟﻌﺎﻣﺔ ‪ ،٢٤٥/٦١‬ﺍﻟﻔﻘﺮﺓ ‪ ،٣‬ﻭﻗﺮﺍﺭ ﺍﳉﻤﻌﻴﺔ ﺍﻟﻌﺎﻣﺔ ‪ ،٢٥٩/٦٤‬ﺍﻟﻔﻘﺮﺗﺎﻥ ‪ ٣٠‬ﻭ‪.٣١‬‬

‫‪GE.10-02214‬‬ ‫‪2‬‬
‫‪JIU/REP/2010/4‬‬

‫‪ -١١‬ﻭﻻ ﺗﻮﺟﺪ ﺷﺮﻛﺔ ﺃﻭ ﻣﻨﻈﻤﺔ‪ ،‬ﺳﻮﺍﺀ ﻛﺎﻧﺖ ﺧﺎﺻﺔ ﺃﻭ ﻋﺎﻣﺔ‪ ،‬ﳝﻜﻨﻬﺎ ﺍﻟﻌﻤـﻞ ﰲ ﺑﻴﺌـﺔ‬
‫ﺧﺎﻟﻴﺔ ﻣﻦ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﺗﻔﺮﺽ ﻃﺒﻴﻌﺔ ﻭﻻﻳﺎﺕ ﻭﺧﺪﻣﺎﺕ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻋﻠﻰ ﺍﻟﻌﺪﻳﺪ ﻣـﻦ‬
‫ﻣﻨﻈﻤﺎﻬﺗﺎ ﺍﻟﻌﻤﻞ ﰲ ﺑﻴﺌﺎﺕ ﻣﻌﻘﺪﺓ ﻭﻏﲑ ﻣﺴﺘﻘﺮﺓ‪ ،‬ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﻳﻌﺮﺿﻬﺎ‪ ،‬ﻣﻦ ﺍﻟﺒﺪﺍﻳـﺔ‪ ،‬ﳌﺨـﺎﻃﺮ‬
‫ﻛﺒﲑﺓ‪ .‬ﻭﻳﻨﻄﺒﻖ ﺫﻟﻚ ﺑﺼﻔﺔ ﺧﺎﺻﺔ ﻋﻠﻰ ﺍﻷﻧﺸﻄﺔ ﺍﻹﳕﺎﺋﻴﺔ ﻭﺍﻹﻧﺴﺎﻧﻴﺔ ﻭﺍﻷﻧﺸﻄﺔ ﺍﳌﺘﺼﻠﺔ ﲝﻔـﻆ‬
‫ﺍﻟﺴﻼﻡ‪ ،‬ﺍﻟﱵ ﲡﺮﻱ ﺑﻄﺒﻴﻌﺘﻬﺎ ﰲ ﺳﻴﺎﻕ ﳏﻔﻮﻑ ﲟﺨﺎﻃﺮ ﻛﺒﲑﺓ‪ .‬ﻓﻔﻲ ﻋﺎﻡ ‪ ٢٠٠٩‬ﻭﺣﺪﻩ‪ ،‬ﹸﻗﺘـﻞ‬
‫ﺃﻛﺜﺮ ﻣﻦ ‪ ٣٠‬ﻣﻮﻇﻔﹰﺎ ﻣﻦ ﻣﻮﻇﻔﻲ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺃﺛﻨﺎﺀ ﺗﺄﺩﻳﺘﻬﻢ ﻟﻮﺍﺟﺒﻬﻢ‪ ،‬ﺣﻴﺚ ﺗﻌﺮﺿﻮﺍ ﻟﻠﻬﺠﻮﻡ‬
‫ﻭﻫﻢ ﺑﺼﺪﺩ ﺗﻘﺪﱘ ﻣﺴﺎﻋﺪﺍﺕ ﺇﻧﺴﺎﻧﻴﺔ)‪ .(٢‬ﻭﻳﻨﺒﻐﻲ ﺍﻟﺘﺄﻛﻴﺪ ﺃﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻻ ﺗﻀﻤﻦ‬
‫ﺇﻣﻜﺎﻧﻴﺔ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﺍﳍﺎﻣﺔ ﻭﺍﻟﺘﺼﺪﻱ ﳍﺎ ﻭﺇﳕﺎ ﺗﻌﺰﺯ ﺗﻠﻚ ﺍﻹﻣﻜﺎﻧﻴﺔ‪.‬‬

‫ﺍﳌﻨﻬﺠﻴﺔ ﻭﺍﻟﻘﻴﻮﺩ‬
‫‪ -١٢‬ﴰﻠﺖ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﱵ ﺍﺗﺒﻌﺖ ﰲ ﺇﻋﺪﺍﺩ ﻫﺬﺍ ﺍﻟﺘﻘﺮﻳﺮ ﺇﺟﺮﺍﺀ ﺍﺳﺘﻌﺮﺍﺽ ﺃﻭﱄ ﻟﻠﻤﺮﺍﺟﻊ‬
‫ﺗﻀﻤﻦ ﺍﺳﺘﻌﺮﺍﺿﺎﹰ ﳌﺆﻟﻔﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺍﳌﺘﺎﺣﺔ ﻟﻠﺠﻤﻬﻮﺭ‪ ،‬ﻭﻟﻸﻃـﺮ ﻭﺍﳌﻌـﺎﻳﲑ‬
‫ﺍﻟﻌﺎﻣﺔ ﺍﻟﱵ ﲢﻜﻢ ﻫﺬﺍ ﺍﺠﻤﻟﺎﻝ‪ ،‬ﻭﺧﱪﺍﺕ ﻛﻞ ﻣﻦ ﺍﻟﻘﻄﺎﻋﲔ ﺍﳋـﺎﺹ ﻭﺍﻟﻌـﺎﻡ‪ .‬ﻭﺃﹸﺭﺳـﻠﺖ‬
‫ﺍﺳﺘﺒﻴﺎﻧﺎﺕ ﺇﱃ ﲨﻴﻊ ﺍﳌﻨﻈﻤﺎﺕ ﺍﳌﺸﺎﺭﻛﺔ ﰲ ﻭﺣﺪﺓ ﺍﻟﺘﻔﺘﻴﺶ ﺍﳌﺸﺘﺮﻛﺔ ﻣﻦ ﺃﺟﻞ ﺍﺳﺘﺨﻼﺹ‬
‫ﶈﺔ ﻋﺎﻣﺔ ﻋﻦ ﳑﺎﺭﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣـﻢ ﺍﳌﺘﺤـﺪﺓ‪ .‬ﻭﺃﺟـﺮﻯ‬
‫ﺍﳌﻔﺘﺸﺎﻥ ﻣﻘﺎﺑﻼﺕ ﻣﻊ ﻣﺴﺆﻭﱄ ﺍﳌﻨﻈﻤﺎﺕ ﺍﳌﺸﺎﺭﻛﺔ ﰲ ﺿﻮﺀ ﺍﻟﺮﺩﻭﺩ ﺍﻟﻮﺍﺭﺩﺓ‪.‬‬
‫‪ -١٣‬ﻭﻋﻼﻭﺓ ﻋﻠﻰ ﺫﻟﻚ‪ ،‬ﻓﻤﻦ ﺃﺟﻞ ﲢﺪﻳﺪ ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻭﺍﻟـﺪﺭﻭﺱ ﺍﳌـﺴﺘﻔﺎﺩﺓ‪،‬‬
‫ﺃﺟﺮﻯ ﺍﳌﻔﺘﺸﺎﻥ ﻣﻘﺎﺑﻼﺕ ﻣﻊ ﻣﺴﺆﻭﻟﲔ ﺭﺋﻴﺴﻴﲔ ﰲ ﻋﺪﺩ ﻣﻦ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣـﻢ ﺍﳌﺘﺤـﺪﺓ‬
‫ﻭﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺪﻭﻟﻴﺔ ﺍﻷﺧﺮﻯ ﻏﲑ ﺍﳌﺸﺎﺭﻛﺔ‪ ،‬ﺃﻱ ﺍﻟﺼﻨﺪﻭﻕ ﺍﻟـﺪﻭﱄ ﻟﻠﺘﻨﻤﻴـﺔ ﺍﻟﺰﺭﺍﻋﻴـﺔ‪،‬‬
‫ﻭﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ‪ ،‬ﻭﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﻌﺎﳌﻲ‪ ،‬ﻭﻣﻨﻈﻤﺔ ﺍﻷﻣﻦ ﻭﺍﻟﺘﻌﺎﻭﻥ ﰲ ﺃﻭﺭﻭﺑﺎ‪ ،‬ﻭﺻـﻨﺪﻭﻕ‬
‫ﺍﻟﻨﻘﺪ ﺍﻟﺪﻭﱄ‪ ،‬ﻭﺍﻟﺒﻨﻚ ﺍﻟﺪﻭﱄ‪ ،‬ﻭﻣﻨﻈﻤﺔ ﺍﻟﺘﻌﺎﻭﻥ ﻭﺍﻟﺘﻨﻤﻴﺔ ﰲ ﺍﳌﻴﺪﺍﻥ ﺍﻻﻗﺘﺼﺎﺩﻱ‪.‬‬
‫‪ -١٤‬ﻭﺗﻌﺪّ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻬﻧﺠﺎﹰ ﺟﺪﻳﺪﺍﹰ ﻧﺴﺒﻴﺎﹰ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ .‬ﻭﱂ‬
‫ﺗُﺤﺪﱠﺩ ﺑﻌﺪ ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﻟﺮﺍﺳﺨﺔ ﻭﺍﺠﻤﻟﺮّﺑﺔ ﰲ ﻫﺬﺍ ﺍﺠﻤﻟﺎﻝ ﺑﺴﺒﺐ ﻋﺪﻡ ﺍﻛﺘﻤﺎﻝ ﺗﻨﻔﻴﺬﻩ‪.‬‬
‫ﻟﺬﺍ ﺳﻌﻰ ﺍﳌﻔﺘﺸﺎﻥ ﺇﱃ ﲨﻊ ﻣﻌﻠﻮﻣﺎﺕ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺪﻭﻟﻴﺔ ﺍﻷﺧﺮﻯ ﻭﺍﳊﻜﻮﻣـﺎﺕ ﺍﻟـﱵ‬
‫ﻧﻔﺬﺕ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻟﻔﺘﺮﺓ ﻃﻮﻳﻠﺔ ﻧﺴﺒﻴﺎﹰ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻓﻤﺤﺪﻭﺩﻳﺔ ﺍﻟﺘﻤﻮﻳﻞ ﱂ‬
‫ﺗﺴﻤﺢ ﺑﺰﻳﺎﺭﺓ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ ﻭﺍﳌﻮﺍﻗﻊ ﺫﺍﺕ ﺍﻟﺼﻠﺔ‪ .‬ﻭﻛﺎﻥ ﻫﺬﺍ ﲟﺜﺎﺑﺔ ﻗﻴﺪ ﺃﺛﺮ ﻋﻠـﻰ‬
‫ﺇﻋﺪﺍﺩ ﻫﺬﺍ ﺍﻟﺘﻘﺮﻳﺮ‪.‬‬

‫__________‬
‫)‪ (٢‬ﺍﻧﻈﺮ ﺍﻟﺘﻘﺮﻳﺮ ﺍﻟﺴﻨﻮﻱ ﻟﻠﻤﺪﻳﺮ ﺍﻟﺘﻨﻔﻴﺬﻱ ﳌﻨﻈﻤﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻟﻠﻄﻔﻮﻟﺔ )ﺍﻟﻴﻮﻧﻴﺴﻴﻒ(‪ :‬ﺍﻟﺘﻘﺪﻡ ﺍﶈﺮﺯ ﻭﺍﻹﳒـﺎﺯﺍﺕ‬
‫ﺍﻟﱵ ﲢﻘﻘﺖ ﰲ ﻋﺎﻡ ‪ ٢٠٠٩‬ﻭﺗﻘﺮﻳﺮ ﻋﻦ ﺍﻟﺪﺭﺍﺳﺔ ﺍﳌﺘﻌﻤﻘﺔ ﻟﻠﺨﻄﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﺘﻮﺳـﻄﺔ ﺍﻷﺟـﻞ ﻟﻠﻔﺘـﺮﺓ‬
‫‪ ،(E/ICEF/2010/9) ٢٠١٣-٢٠٠٦‬ﺍﻟﻔﻘﺮﺓ ‪.١٨١‬‬

‫‪3‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﻣﻌﺎﻳﲑ ﺍﻟﺘﻘﻴﻴﻢ‪ :‬ﺍﻹﻃﺎﺭ ﺍﳌﺮﺟﻌﻲ‬

‫‪ -١٥‬ﺍﺳﺘﻨﺎﺩﹰﺍ ﺇﱃ ﻣﺆﻟﻔﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺍﳋﱪﺍﺕ ﻭﺍﻟﺪﺭﻭﺱ ﺍﳌﺴﺘﻔﺎﺩﺓ ﺍﳌﺘﻌﻠﻘﺔ ﻬﺑﺎ‪،‬‬
‫ﺣﺪﺩ ﺍﳌﻔﺘﺸﺎﻥ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﺘﺎﻟﻴﺔ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﻣﻌﺎﻳﲑ ﻣﺮﺟﻌﻴﺔ ﺃﺧﺬﺕ ﻬﺑﺎ ﻭﺣﺪﺓ ﺍﻟﺘﻔﺘﻴﺶ ﺍﳌـﺸﺘﺮﻛﺔ‬
‫ﻟﻠﺤﻜﻢ ﻋﻠﻰ ﺇﻣﻜﺎﻧﻴﺔ ﳒﺎﺡ ﺗﻨﻔﻴﺬ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪:‬‬
‫ﺍﻹﻃﺎﺭ ‪١‬‬
‫ﺍﳌﻌﺎﻳﲑ ﺍﳌﺮﺟﻌﻴﺔ ﻟﻨﺠﺎﺡ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬

‫ﺍﳌﻌﺎﻳﲑ ﺍﳌﺮﺟﻌﻴﺔ ﻟﻮﺣﺪﺓ ﺍﻟﺘﻔﺘﻴﺶ ﺍﳌﺸﺘﺮﻛﺔ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪:‬‬

‫ﺍﻋﺘﻤﺎﺩ ﺳﻴﺎﺳﺔ ﻭﺇﻃﺎﺭ ﺭﲰﻴﲔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬ ‫‪-١‬‬
‫ﻭﺟﻮﺩ ﺍﻟﺘﺰﺍﻡ ﻭﻣﺸﺎﺭﻛﺔ ﺗﺎﻣﲔ ﻣﻦ ﺟﺎﻧﺐ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﻓﻴﻤﺎ ﻳﺘﻌﻠـﻖ ﺑﻘﻴـﺎﺩﺓ‬ ‫‪-٢‬‬
‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﻋﻤﻠﻴﺔ ﺗﻨﻔﻴﺬﻫﺎ‪.‬‬
‫ﻭﺟﻮﺩ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﻨﻔﻴﺬ ﺭﲰﻴﺔ ﺗﻨﻄﻮﻱ ﻋﻠﻰ ﺧﻄﺔ ﻋﻤﻞ ﳏﺪﺩﺓ ﺯﻣﻨﻴـﹰﺎ ﻭﺗﻮﺿـﺢ‬ ‫‪-٣‬‬
‫ﺍﻷﺩﻭﺍﺭ ﻭﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺈﺩﺍﺭﺓ ﺍﻟﻌﻤﻠﻴﺔ‪.‬‬
‫ﻭﺟﻮﺩ ﻫﻴﻜﻞ ﺇﺩﺍﺭﻱ ﻣﻼﺋﻢ ﻭﳏ ّﺪﺩ ﺭﲰﻴﹰﺎ ﻭﺿﻤﺎﻥ ﻭﺿﻮﺡ ﺍﻷﺩﻭﺍﺭ ﻭﺍﳌﺴﺆﻭﻟﻴﺎﺕ‬ ‫‪-٤‬‬
‫ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﻟﺘﻨﻔﻴﺬ‪.‬‬
‫ﻭﺟﻮﺩ ﺧﻄﺔ ﰲ ﳎﺎﻝ ﺍﻻﺗﺼﺎﻝ ﻭﺍﻟﺘﺪﺭﻳﺐ ﺗﺮﻣﻲ ﺇﱃ ﺑﻠﻮﺭﺓ ﺍﻟـﻮﻋﻲ ﺑﺎﳌﺨـﺎﻃﺮ‪،‬‬ ‫‪-٥‬‬
‫ﻭﺗﻌﺰﻳﺰ ﺳﻴﺎﺳﺎﺕ ﺍﻟﺘﺼﺪﻱ ﻟﻠﻤﺨﺎﻃﺮ‪ ،‬ﻭﺑﻨﺎﺀ ﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﻌﺎﻣﺔ ﻭﺍﳌﻬﺎﺭﺍﺕ ﺍﳊﺎﲰـﺔ‬
‫ﺫﺍﺕ ﺍﻟﺼﻠﺔ ﺑﺘﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬
‫ﺇﺗﺎﺣﺔ ﺍﳌﻮﺍﺭﺩ ﺍﻟﻜﺎﻓﻴﺔ ﺍﻟﻼﺯﻣﺔ ﻻﺳﺘﺤﺪﺍﺙ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺍﳊﻔﺎﻅ ﻋﻠﻰ‬ ‫‪-٦‬‬
‫ﺍﺳﺘﻤﺮﺍﺭ ﻋﻤﻠﻴﺔ ﺗﻨﻔﻴﺬﻫﺎ‪.‬‬
‫ﻭﺟﻮﺩ ﻋﻤﻠﻴﺔ ﺭﲰﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻣﻘﺘﺮﻧﺔ ﲟﻨﻬﺠﻴﺔ ﻭﺃﺩﻭﺍﺕ ﻣﺘﺴﻘﺔ ﻭﲟﺒـﺎﺩﺉ‬ ‫‪-٧‬‬
‫ﺗﻮﺟﻴﻬﻴﺔ ﻭﺍﺿﺤﺔ ﰲ ﳎﺎﻝ ﺍﻟﺘﻨﻔﻴﺬ‪.‬‬
‫ﺩﻣﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ ﻭﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﱪﳎﺔ ﻭﻋﻤﻠﻴﺎﺕ‬ ‫‪-٨‬‬
‫ﺍﻟﺘﻨﻔﻴﺬ ﻭﺍﻟﻌﻤﻞ‪.‬‬
‫ﻭﺟﻮﺩ ﺁﻟﻴﺎﺕ ﺭﺻﺪ ﻭﺗﻘﻴﻴﻢ ﻭﺇﺑﻼﻍ ﻟﻀﻤﺎﻥ ﺍﻻﻣﺘﺜﺎﻝ ﳌﺘﻄﻠﺒـﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬ ‫‪-٩‬‬
‫ﻭﺿﻤﺎﻥ ﻓﻌﺎﻟﻴﺘﻬﺎ‪.‬‬
‫‪ -١٠‬ﻭﺟﻮﺩ ﺗﻌﺎﻭﻥ ﻭﺗﻨﺴﻴﻖ ﺑﲔ ﺍﻟﻮﻛﺎﻻﺕ‪ ،‬ﻳﺸﻤﻞ ﻭﺿ َﻊ ﺇﻃﺎﺭ ﻣﺸﺘﺮﻙ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﺁﻟﻴﺎﺕ ﻟﺘﻘﺎﺳﻢ ﺍﳌﻌﺎﺭﻑ‪ ،‬ﻭﺇﺩﺍﺭ ﹶﺓ ﺍﳌﺨﺎﻃﺮ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﳌﺸﺘﺮﻛﺔ‬
‫ﺃﻭ ﺍﳌﺘﺪﺍﺧﻠﺔ‪.‬‬

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‫‪ -١٦‬ﻭﺍﺳﺘﻨﺪ ﺗﻘﻴﻴﻢ ﳑﺎﺭﺳﺎﺕ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺇﱃ‬
‫ﺍﳌﻌﺎﻳﲑ ﺍﳌﺮﺟﻌﻴﺔ ﻟﻮﺣﺪﺓ ﺍﻟﺘﻔﺘﻴﺶ ﺍﳌﺸﺘﺮﻛﺔ ﺍﳌﺒﻴﻨﺔ ﺃﻋﻼﻩ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﻣﻌﺎﻳﲑ ﺗﻘﻴﻴﻢ ﺭﺋﻴﺴﻴﺔ‪ ،‬ﺍﻷﻣﺮ‬
‫ﺍﻟﺬﻱ ﺃﺗﺎﺡ ﺇﺟﺮﺍﺀ ﺗﻘﻴﻴﻢ ﻣﻨﻬﺠﻲ ﻟﻠﺘﺄﻛﺪ ﳑﺎ ﺇﺫﺍ ﻛﺎﻥ ﺗﻨﻔﻴﺬ ﺍﳌﻨﻈﻤﺎﺕ ﻬﻧـﺞَ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﻳﻠﱯ ﻫﺬﻩ ﺍﳌﻌﺎﻳﲑ ﺍﳌﺮﺟﻌﻴﺔ ﻷﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ‪ .‬ﺑﻴﺪ ﺃﻥ ﺍﻟﺘﻘﺮﻳﺮ ﻻ ﻳﻘﺘﺼﺮ ﻋﻠﻰ ﻫـﺬﺍ‬
‫ﺍﻟﺘﻘﻴﻴﻢ‪ ،‬ﺑﻞ ﻳﻬﺪﻑ ﺃﻳﻀﺎﹰ ﺇﱃ ﺗﻘﺪﱘ ﻣﻌﻠﻮﻣﺎﺕ ﻣﺘﻌﺪﺩﺓ ﺍﳌﺴﺘﻮﻳﺎﺕ‪ ،‬ﻣﺜـﻞ ﺷـﺮﺡ ﺍﳌﻔـﺎﻫﻴﻢ‬
‫ﻭﺍﻷﺳﺎﻟﻴﺐ ﺍﻷﺳﺎﺳﻴﺔ ﻟﻨﻬﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ ﻭﺗﺒﻴـﺎﻥ ﺃﻓـﻀﻞ ﺍﳌﻤﺎﺭﺳـﺎﺕ ﰲ‬
‫ﳎﺎﻻﺕ ﳐﺘﻠﻔﺔ‪.‬‬

‫‪5‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﺛﺎﻧﻴﹰﺎ‪ -‬ﶈﺔ ﻋﺎﻣﺔ ﻋﻦ ﻣﻔﻬﻮﻡ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺃﳘﻴﺘـﻪ ﻣـﻦ ﻣﻨﻈـﻮﺭ‬
‫ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬

‫ﺃﻟﻒ‪ -‬ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ :‬ﺍﳋﻠﻔﻴﺔ ﻭﺍﻟﺘﻌﺮﻳﻒ ﻭﺍﻟﻔﻮﺍﺋﺪ‬

‫ﺍﳋﻠﻔﻴﺔ‬
‫ﺙ ﳝﻜﻦ ﻟﻮﻗﻮﻋﻪ ﺃﻥ ﻳﺆﺛﺮ ﻋﻠﻰ ﲢﻘﻴﻖ ﺍﳌﻨﻈﻤﺔ ﺃﻫﺪﺍﻓﻬﺎ)‪ .(٣‬ﻭﺍﳊﺪﺙ ﳝﻜﻦ ﺃﻥ‬‫‪ -١٧‬ﺍﳋﻄﺮ ﺣﺪ ﹲ‬
‫ﻳﻜﻮﻥ ﺳﻠﺒﻴﹰﺎ ﺃﻭ ﺇﳚﺎﺑﻴﹰﺎ‪ ،‬ﻓﺮﺻﺔ ﺃﻭ ﻬﺗﺪﻳﺪﹰﺍ‪ .‬ﻭﻳﻘﺎﺱ ﺍﳋﻄﺮ ﺑﺘـﺄﺛﲑﻩ ﻭﺍﺣﺘﻤـﺎﻝ ﻭﻗﻮﻋـﻪ‪ .‬ﻭﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﻟﻴﺴﺖ ﻏﺎﻳﺔ ﰲ ﺣﺪ ﺫﺍﻬﺗﺎ‪ ،‬ﺑﻞ ﻫﻲ ﻭﺳﻴﻠﺔ ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﳌﻨﻈﻤﺔ‪.‬‬
‫‪ -١٨‬ﻭﺍﳋﻄﺮ ﺟﺰﺀ ﻣﻦ ﻭﺍﻗﻊ ﲨﻴﻊ ﺍﻟﻜﻴﺎﻧﺎﺕ ﺳﻮﺍﺀ ﰲ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺘﺠﺎﺭﻱ ﺃﻭ ﻗﻄﺎﻉ ﺍﳋﺪﻣﺎﺕ‬
‫ﺍﻟﻌﻤﻮﻣﻴﺔ‪ .‬ﻓﻜﻞ ﻛﻴﺎﻥ ﻳﺴﻌﻰ ﺇﱃ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‪/‬ﻏﺎﻳﺎﺗﻪ ﻣﻀﻄﺮ ﺣﺘﻤﹰﺎ ﻟﻠﺘﻌﺎﻣﻞ ﰲ ﻋﻤﻠﻴﺎﺗـﻪ ﻣـﻊ‬
‫ﺣﺎﻻﺕ ﻋﺪﻡ ﺍﻟﺘﻴﻘﻦ‪ .‬ﻭ ﺑﻠﻮﺭﺕ ﺍﻟﺸﺮﻛﺎﺕ ﻋﻠﻰ ﻣﺪﻯ ﻋﻘﻮﺩ ﳑﺎﺭﺳـﺎﺕ ﻹﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﰲ‬
‫ﳎﺎﻻﺕ ﳏﺪﺩﺓ ﻣﺜﻞ ﺍﻟﺴﻼﻣﺔ ﻭﺇﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ ﻭﺇﺩﺍﺭﺓ ﺍﶈﺎﻓﻆ ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ ﻭﺿﻤﺎﻥ ﺍﺳﺘﻤﺮﺍﺭﻳﺔ ﺳﲑ‬
‫ﺍﻟﻌﻤﻞ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻳﻈﻞ ﻫﺬﺍ ﺍﻟﻨﻬﺞ ﺍﻟﺘﻘﻠﻴﺪﻱ ﺍﳌﻐﻠﻖ ﻣﻔﺘﻘﺮﹰﺍ ﺇﱃ ﺍﻻﺗﺴﺎﻕ ﻭﳏﺪﻭﺩ ﺍﻟﻨﻄﺎﻕ‪ ،‬ﻛﻤﺎ‬
‫ﻳﻔﺘﻘﺮ ﺇﱃ ﻧﻈﺮﺓ ﺭﺍﺻﺪﺓ ﻭﴰﻮﻟﻴﺔ ﻟﻌﻮﺍﻣﻞ ﺍﳋﻄﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﱵ ﳝﻜﻦ ﺃﻥ ﺗﺆﺛﺮ ﻋﻠﻰ ﻗﺪﺭﺓ ﻛﻴﺎﻥ ﻣﺎ‬
‫ﻋﻠﻰ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻓﻪ‪.‬‬
‫‪ -١٩‬ﻭﺃﺩﻯ ﻋﺪﺩ ﻣﻦ ﺍﻟﻔﻀﺎﺋﺢ ﺍﻟﱵ ﻃﺎﻟﺖ ﺷﺮﻛﺎﺕ ﻛﱪﻯ ﰲ ﺍﻟﻌﻘﺪ ﺍﳌﺎﺿـﻲ ﺇﱃ ﺗـﺴﻠﻴﻂ‬
‫ﺍﻟﻀﻮﺀ ﻋﻠﻰ ﺿﺮﻭﺭﺓ ﺍﺗﺒﺎﻉ ﻬﻧﺞ ﻣﺘﻜﺎﻣﻞ ﻭﻣﻨﻈﻢ ﻭﻣﺆﺳﺴﻲ ﺣﻴﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﻳﺸﺎﺭ ﺇﱃ ﻫﺬﺍ‬
‫ﺍﻟﻨﻬﺞ ﺑﺎﺳﻢ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﻗﺪ ﺯﺍﺩﺕ ﺍﻷﺯﻣﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺍﻷﺧﲑﺓ‪ ،‬ﺍﻟﱵ ﺃﺛـﺮﺕ‬
‫ﻋﻠﻰ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻭﺍﳊﻜﻮﻣﺎﺕ ﻭﺍﳉﻤﻬﻮﺭ ﰲ ﲨﻴﻊ ﺃﳓﺎﺀ ﺍﻟﻌﺎﱂ‪ ،‬ﻣﻦ ﺑﺮﻭﺯ ﺍﳌﺰﺍﻳﺎ ﺍﳌﻤﻜﻨـﺔ‬
‫ﳍﺬﺍ ﺍﻟﻨﻬﺞ ﻭﺍﳊﺎﺟﺔ ﺇﱃ ﻭﺟﻮﺩ ﺭﻗﺎﺑﺔ ﻓﻌﺎﻟﺔ ﲤﺎﺭﺳﻬﺎ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻭﳉـﺎﻥ ﺍﳌﺮﺍﺟﻌـﺔ ﻭﳎـﺎﻟﺲ‬
‫ﺍﻹﺩﺍﺭﺓ‪/‬ﻫﻴﺌﺎﺕ ﺍﻹﺷﺮﺍﻑ‪.‬‬
‫‪ -٢٠‬ﻭﺑﺪﺃ ﻳﻨﺸﺄ ﺗﻮﺍﻓﻖ ﰲ ﺍﻵﺭﺍﺀ ﺑﲔ ﺧﱪﺍﺀ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺮﺷﻴﺪﺓ ﻣﺆﺩﺍﻩ ﺃﻥ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﻳﺸﻜﻞ ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﻧﺘﻴﺠﺔ ﻟﺬﻟﻚ‪ ،‬ﺑـﺪﺃ ﻬﻧـﺞ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻳﻜﺘﺴﺐ ﺯﲬﹰﺎ ﺳﻮﺍﺀ ﰲ ﺻﻔﻮﻑ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺃﻭ ﰲ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻌـﺎﻡ‪.‬‬
‫ﻭﺗﺮﻣﻲ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺑﺒﺴﺎﻃﺔ ﺇﱃ ﲢﺪﻳﺪ ﺍﻟﻌﻘﺒﺎﺕ ﻭﲡّﻨﺒﻬﺎ‪ ،‬ﻭﺍﻏﺘﻨﺎﻡ ﺍﻟﻔﺮﺹ ﻟﺘﺤﻘﻴـﻖ‬
‫ﺃﻫﺪﺍﻑ ﻛﻴﺎﻥ ﻣﺎ؛ ﻟﺬﺍ ﻓﻬﻲ ﺗﺼﻠﺢ ﻷﻳﺔ ﺟﻬﺔ ﺳﻮﺍﺀ ﻛﺎﻧﺖ ﲡﺎﺭﻳﺔ ﺃﻭ ﻏﲑ ﺭﲝﻴﺔ ﺃﻭ ﺣﻜﻮﻣﻴـﺔ‪،‬‬
‫ﻛﺒﲑﺓ ﺃﻭ ﺻﻐﲑﺓ‪ .‬ﻭﻳﺸﲑ ﺍﻟﺒﺤﺚ ﺍﻟﺬﻱ ﺃﺟﺮﻱ ﻋﻦ ﻃﺮﻳﻖ ﺷﺒﻜﺔ ﺍﻹﻧﺘﺮﻧﺖ ﺇﱃ ﺃﻥ ﺍﳌﺆﺳـﺴﺎﺕ‬

‫__________‬
‫)‪.COSO, Enterprise Risk Management Framework – Integrated Framework, appendix E (٣‬‬

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‫ﺍﳊﻜﻮﻣﻴﺔ ﰲ ﺃﺳﺘﺮﺍﻟﻴﺎ ﻭﻛﻨﺪﺍ ﻭﻧﻴﻮﺯﻳﻠﻨﺪﺍ ﻭﺟﻨﻮﺏ ﺃﻓﺮﻳﻘﻴﺎ ﻭﺍﳌﻤﻠﻜﺔ ﺍﳌﺘﺤﺪﺓ ﻟﱪﻳﻄﺎﻧﻴﺎ ﺍﻟﻌﻈﻤـﻰ‬
‫ﻭﺁﻳﺮﻟﻨﺪﺍ ﺍﻟﺸﻤﺎﻟﻴﺔ ﺑﺪﺃﺕ ﺑﺎﻟﻔﻌﻞ ﰲ ﺗﻨﻔﻴﺬ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬

‫ﺗﻌﺮﻳﻒ‬
‫‪ -٢١‬ﲤﺎﺷﻴﹰﺎ ﻣﻊ ﺍﳊﺎﺟﺔ ﻭﺍﻟﻄﻠﺐ ﺍﳌﺘﺰﺍﻳﺪﻳﻦ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﺍﻋﺘُﻤﺪ ﰲ ﻫﺬﺍ‬
‫ﺍﻟﺼﺪﺩ ﺧﻼﻝ ﺍﻟﻌﻘﺪ ﺍﳌﺎﺿﻲ ﻋﺪﺩ ﻣﻦ ﺍﳌﺒﺎﺩﺉ ﻭﺍﳌﻌﺎﻳﲑ ﻭﺍﻷﻃﺮ ﻭﺍﳌﺒﺎﺩﺉ ﺍﻟﺘﻮﺟﻴﻬﻴﺔ ﻋﻠﻰ ﺍﻟﺼﻌﻴﺪ‬
‫ﺍﻟﺪﻭﱄ‪ .‬ﻭﺗﺘﻘﺎﻃﻊ ﲨﻴﻊ ﺗﻠﻚ ﺍﳌﺒﺎﺩﺉ ﻭﺍﳌﻌﺎﻳﲑ ﻭﺍﻷﻃﺮ ﰲ ﻣﻔﻬﻮﻡ ﻣﺆﺩﺍﻩ ﺃﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻳﻨﺒﻐـﻲ‬
‫ﺃﻥ ﺗﻜﻮﻥ ﺷﺎﻣﻠﺔ ﻭﻣﻬﻴﻜﻠﺔ ﻭﻣﺘﻜﺎﻣﻠﺔ ﻭﻗﺎﺋﻤﺔ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ‪ .‬ﻭﺗﻮﺟﺪ ﺗﻌﺎﺭﻳﻒ ﻋﺪﻳﺪﺓ ﻹﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﳝﻜﻦ ﺗﻠﺨﻴﺼﻬﺎ ﺑﻌﺒﺎﺭﺍﺕ ﺑﺴﻴﻄﺔ ﻓﻴﻤﺎ ﻳﻠﻲ‪:‬‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻋﻤﻠﻴ ﹲﺔ ﺗﻘﻮﻡ ﻋﻠﻰ ﻧﻄﺎﻕ ﻣﻨﻈﻤﺔ ﺑﺄﻛﻤﻠﻬﺎ ﻣﻦ ﺃﺟـﻞ ﲢﺪﻳـﺪ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﳝﻜﻦ ﺃﻥ ﺗﺆﺛﺮ ﻋﻠﻰ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﺎ ﻭﲢﻠﻴﻠﻬﺎ ﻭﺗﻘﻴﻴﻤﻬﺎ ﻭﻣﻌﺎﳉﺘﻬﺎ ﻭﺭﺻﺪﻫﺎ‬
‫ﻋﻠﻰ ﳓﻮ ﻣﻬﻴﻜﻞ ﻭﻣﺘﻜﺎﻣﻞ ﻭﻣﻨﻬﺠﻲ‪.‬‬
‫‪ -٢٢‬ﻭﳌﹼﺎ ﻛﺎﻧﺖ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻋﻨﺼﺮﹰﺍ ﺭﺋﻴﺴﻴﹰﺎ ﰲ ﺍﻹﺩﺍﺭﺓ ﺍﻻﺳـﺘﺮﺍﺗﻴﺠﻴﺔ‪ ،‬ﻓﻬـﻲ‬
‫ﻳﻨﺒﻐﻲ ﺃﻥ ﺗﻜﻮﻥ ﺟﺰﺀﹰﺍ ﺻﺮﳛﹰﺎ ﻣﻦ ﻧﻈﺎﻡ ﺍﳌﺴﺎﺀﻟﺔ‪ .‬ﻭﻣﻊ ﺃﻥ ﲨﻴﻊ ﺍﳌﺪﻳﺮﻳﻦ ﻭﺍﳌﻮﻇﻔﲔ ﻣـﺴﺆﻭﻟﻮﻥ‬
‫ﻋﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻓﺎﳌﺴﺆﻭﻟﻴﺔ ﺍﻟﻨﻬﺎﺋﻴﺔ ﻋﻨﻬﺎ ﺗﻘﻊ ﻋﻠﻰ ﻋـﺎﺗﻖ ﺍﻟﺮﺅﺳـﺎﺀ ﺍﻟﺘﻨﻔﻴـﺬﻳﲔ ﻭﻛﺒـﺎﺭ‬
‫ﺍﳌﺪﻳﺮﻳﻦ)‪ .(٤‬ﻭﻗﺪ ﻛﺎﻧﺖ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﺎﺿﻲ ﺟﺰﺀﹰﺍ ﺿﻤﻨﻴﹰﺎ ﻣﻦ ﻧﻈﺎﻡ ﺍﳌﺴﺎﺀﻟﺔ؛ ﻟﻜﻦ ﻭﺿـﻊ‬
‫ﺳﻴﺎﺳﺔ ﻭﺇﺟﺮﺍﺀﺍﺕ ﺭﲰﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻗﺪ ﻳﺴﺘﺪﻋﻲ ﻋﻦ ﺻﻮﺍﺏ ﺟﻌﻠﻬﺎ ﺟﺰﺀﹰﺍ ﺻﺮﳛﹰﺎ‬
‫ﻣﻦ ﻫﺬﺍ ﺍﻟﻨﻈﺎﻡ‪.‬‬
‫‪ -٢٣‬ﻭﻳﺮﺗﻘﻲ ﻣﻔﻬﻮﻡ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻬﺑﺬﺍ ﺍﺠﻤﻟﺎﻝ ﺇﱃ ﻣﺴﺘﻮﻯ ﺁﺧﺮ‪ ،‬ﻣﻦ ﺧﻼﻝ ﺗﺒﻴﺎﻥ‬
‫ﺍﻟﺼﻠﺔ ﺑﲔ ﲨﻴﻊ ﻓﺌﺎﺕ ﺍﳌﺨﺎﻃﺮ ﻭﺍﳌﻨﻈﻤﺔ ﺑﺄﻛﻤﻠﻬﺎ‪ .‬ﻭﻳﺴﺘﺠﻴﺐ ﻫﺬﺍ ﺍﳌﻔﻬﻮﻡ ﳊﺎﺟـﺔ ﻫﻴﺌـﺎﺕ‬
‫ﺍﻹﺷﺮﺍﻑ ﻭﺍﻹﺩﺍﺭﺓ ﻟﻔﻬﻢ ﺃﻫﻢ ﻋﻮﺍﻣﻞ ﺍﳋﻄﺮ ﺍﻟﱵ ﺗﺘﻌﺮﺽ ﳍﺎ ﺍﳌﻨﻈﻤﺔ ﻭﺍﻟﱵ ﻗﺪ ﺗﺆﺛﺮ ﻋﻠﻰ ﺃﻫﺪﺍﻓﻬﺎ‪.‬‬
‫ﻭﻳﺘﻴﺢ ﺇﻋﻤﺎﻝ ﻫﺬﺍ ﺍﳌﻔﻬﻮﻡ ﻟﻠﻤﻨﻈﻤﺎﺕ ﺇﻣﻜﺎﻧﻴﺔ ﲢﺴﲔ ﻭﻋﻴﻬﺎ ﲟﺤﻴﻄﻬﺎ‪ ،‬ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﻣﻦ ﺷﺄﻧﻪ ﺃﻥ‬
‫ﻳُﻤﻜﹼﻦ ﺍﳌﺪﻳﺮﻳﻦ ﻣﻦ ﺍﻟﺘﺼﺪﻱ ﻟﻠﻤﺨﺎﻃﺮ ﻋﻠﻰ ﳓﻮ ﺃﻛﺜﺮ ﺍﺳﺘﺒﺎﻗﹰﺎ‪.‬‬
‫‪ -٢٤‬ﻭﻳﺘﻄﻠﺐ ﺇﳒﺎﺡ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺃﻥ ﻳﻜﻮﻥ ﻫﺬﺍ ﺍﻟﻨﻬﺞ ﻣﺘﻨﺎﺳﺒﺎ ﻣﻊ ﻣﺴﺘﻮﻯ ﺍﳋﻄـﺮ‬
‫ﻼ ﻣﻊ ﺃﻧﺸﻄﺔ‬
‫ﻼ ﰲ ﻧﻄﺎﻗﻪ‪ ،‬ﻭﻣﺘﻜﺎﻣ ﹰ‬
‫)ﻣﻦ ﺣﻴﺚ ﺣﺠﻢ ﺍﳌﻨﻈﻤﺔ ﻭﻃﺒﻴﻌﺘﻬﺎ ﻭﺩﺭﺟﺔ ﺗﻌﻘﻴﺪﻫﺎ(‪ ،‬ﻭﺷﺎﻣ ﹰ‬
‫ﻭﺇﺟﺮﺍﺀﺍﺕ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﺩﻳﻨﺎﻣﻴﹰﺎ‪ ،‬ﻭﻣﻮﺍﺗﻴﹰﺎ ﻟﻌﻤﻠﻴﺔ ﲢﺪﻳﺚ ﻭﺭﺻﺪ ﻭﲢﺴﲔ ﻣﺴﺘﻤﺮﺓ‪ ،‬ﻭﻗﺎﺩﺭﹰﺍ ﻋﻠـﻰ‬
‫ﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﻠﻈﺮﻭﻑ ﺍﳌﺘﻐﲑﺓ)‪.(٥‬‬

‫__________‬
‫‪Australia, Better Practice Guide – Risk management (Barton, Department of Finance and‬‬ ‫)‪(٤‬‬
‫‪.Deregulation, 2008), p. 24‬‬
‫‪IRM, AIRMIC and Alarm, A structured approach to Enterprise Risk Management (ERM) and the‬‬ ‫)‪(٥‬‬
‫‪.requirements of ISO 31000 (2010), p. 3‬‬

‫‪7‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﺍﳌﺰﺍﻳﺎ‬
‫‪ -٢٥‬ﺗﺘﻴﺢ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺇﻋﻤﺎﻝ ﻣﻨﻬﺠﻴﺔ ﻣﺘﺴﻘﺔ ﰲ ﳎﺎﳍﺎ‪ ،‬ﻛﻤﺎ ﲢﻤـﻲ ﺍﳌﻨﻈﻤـﺔ‬
‫ﻭﺗﻀﻴﻒ ﻗﻴﻤﺔ ﳍﺎ ﻭﻷﺻﺤﺎﺏ ﺍﳌﺼﻠﺤﺔ ﻓﻴﻬﺎ‪ .‬ﻭﳝﻜﻦ ﺍﺳﺘﻨﺎﺩﹰﺍ ﺇﱃ ﺍﺳﺘﻌﺮﺍﺽ ﻟﻠﻤﺆﻟﻔﺎﺕ ﺍﳌﺘﻌﻠﻘـﺔ‬
‫ﻬﺑﺬﺍ ﺍﺠﻤﻟﺎﻝ ﺇﳚﺎﺯ ﻣﺰﺍﻳﺎ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻓﻴﻤﺎ ﻳﻠﻲ‪:‬‬
‫ﺍﻹﻃﺎﺭ ‪٢‬‬
‫ﻣﺰﺍﻳﺎ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬

‫ﺟﻌﻞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺟﺰﺀﹰﺍ ﻻ ﻳﺘﺠﺰﺃ ﻣﻦ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﺍﳌﺴﺎﻋﺪﺓ‬ ‫)ﺃ(‬
‫ﰲ ﺿﻤﺎﻥ ﲢﻘﻴﻖ ﺗﻠﻚ ﺍﻷﻫﺪﺍﻑ‪.‬‬
‫)ﺏ( ﲢﺴﲔ ﻗﺪﺭﺓ ﺍﻹﺩﺍﺭﺓ ﻋﻠﻰ ﻓﻬﻢ ﺍﳌﺨﺎﻃﺮ ﻭﲢﺪﻳﺪﻫﺎ ﻭﺇﺩﺍﺭﻬﺗﺎ ﻋﻠﻰ ﳓﻮ ﺍﺳﺘﺒﺎﻗﻲ‪.‬‬
‫)ﺝ( ﲢﺴﲔ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﱪﳎﺔ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﻭﺗﻌﺰﻳﺰ ﺗﻨﻔﻴﺬ ﻫﺬﻩ ﺍﳉﻮﺍﻧﺐ ﻣﻦ ﺧﻼﻝ‬
‫ﺿﻤﺎﻥ ﻭﺟﻮﺩ ﻓﻬﻢ ﺷﺎﻣﻞ ﻭﻣُﻬﻴﻜﹶﻞ ﻟﻸﻫﺪﺍﻑ ﻭﺍﻷﻧﺸﻄﺔ ﻭﻣﺎ ﻳﺘﺼﻞ ﻬﺑﻤـﺎ ﻣـﻦ‬
‫ﳐﺎﻃﺮ ﻭﻓﺮﺹ‪.‬‬
‫ﺗﻘﻠﻴﺺ ﺃﻭﺟﻪ ﺍﻟﻘﺼﻮﺭ ﺍﳌﺮﺗﺒﻄﺔ ﺑﺎﻟﻨﻬﺞ ﺍﻟﺘﻘﻠﻴﺪﻱ ﺍﺠﻤﻟﺰﺃ ﺍﳌﺘﺒﻊ ﰲ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻣﻦ‬ ‫)ﺩ(‬
‫ﺧﻼﻝ ﺇﺩﺍﺭﺓ ﺷﺎﻣﻠﺔ ﻭﻣﺘﻜﺎﻣﻠﺔ ﻟﻠﻤﺨﺎﻃﺮ‪.‬‬
‫)ﻫ( ﲤﻜﲔ ﺍﻹﺩﺍﺭﺓ ﻣﻦ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻭﺗﺮﺗﻴﺐ ﺃﻭﻟﻮﻳﺎﻬﺗﺎ ﺍﺳﺘﻨﺎﺩﹰﺍ ﺇﱃ ﻣﻌﺮﻓـﺔ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﻗﺪ ﻳﻜﻮﻥ ﳍﺎ ﺗﺄﺛﲑ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ‪.‬‬
‫)ﻭ( ﺑﻠﻮﻍ ﺃﻓﻀﻞ ﻣﺴﺘﻮﻯ ﻣﻦ ﺍﻟﻜﻔﺎﺀﺓ ﰲ ﺍﳌﻨﻈﻤﺔ ﻭﲪﺎﻳﺔ ﻭﺗﻌﺰﻳﺰ ﺃﺻﻮﳍﺎ ﻭﺻﻮﺭﻬﺗﺎ‪.‬‬
‫)ﺯ( ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺸﺘﺮﻛﺔ ﻭﺍﳌﺘﺪﺍﺧﻠﺔ ﻭﲢﺴﲔ ﺍﻟﺘﻮﺍﺻـﻞ ﻭﺍﳌﻨﺎﻗـﺸﺔ ﻓﻴﻤـﺎ ﺑـﲔ‬
‫ﺍﻹﺩﺍﺭﺍﺕ‪.‬‬
‫)ﺡ( ﺗﻌﺰﻳﺰ ﺍﳌﺴﺎﺀﻟﺔ ﻭﺍﻹﻃﺎﺭ ﺍﳌﺘﻜﺎﻣﻞ ﻟﻠﻤﺮﺍﻗﺒﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‪.‬‬

‫ﺑﺎﺀ‪ -‬ﺃﳘﻴﺔ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬

‫‪ -٢٦‬ﺧﻼﻝ ﺍﻟﻌﻘﻮﺩ ﺍﻷﺧﲑﺓ‪ ،‬ﺃﺩﻯ ﺗﻮﺳﻊ ﻧﻄﺎﻕ ﻭﻻﻳﺎﺕ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻭﻋﻤﻠﻴﺎﻬﺗﺎ‪،‬‬
‫ﺍﳌﻘﺘﺮﻥ ﺑﺒﻴﺌﺎﺕ ﻏﲑ ﻣﺴﺘﻘﺮﺓ‪ ،‬ﺇﱃ ﺗﺰﺍﻳﺪ ﺣﺠﻢ ﻭﺩﺭﺟﺔ ﺗﻌﻘﻴﺪ ﺍﳌﺨﺎﻃﺮ ﺍﻟـﱵ ﺗﻮﺍﺟﻬﻬـﺎ ﻫـﺬﻩ‬
‫ﺍﳌﻨﻈﻤﺎﺕ‪ .‬ﻭﺃﺳﻬﻤﺖ ﺍﻟﻌﻮﳌﺔ ﻭﺗﻄﻮﺭ ﺍﻷﻧﺸﻄﺔ ﻭﺍﻟﻮﺛﲑﺓ ﺍﻟﻌﺎﻣﺔ ﻟﺘﻐﲑ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﰲ‬
‫ﺗﺸﻜﻴﻞ ﺑﻴﺌﺎﺕ ﳐﺎﻃﺮ ﺗﺘﺴﻢ ﲟﺰﻳﺪ ﻣﻦ ﺍﻟﺪﻳﻨﺎﻣﻴﺔ‪ .‬ﻭﺇﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ‪ ،‬ﺗﻮﺍﺟﻪ ﻣﻨﻈﻤـﺎﺕ ﺍﻷﻣـﻢ‬
‫ﺍﳌﺘﺤﺪﺓ ﲢﺪﻳﺎﺕ ﻓﺮﻳﺪﺓ‪ ،‬ﻣﺜﻞ ﺍﻟﺘﻨﻮﻉ ﺍﻟﻜﺒﲑ ﰲ ﻭﻻﻳﺎﻬﺗﺎ ﻭﳏﺪﻭﺩﻳﺔ ﻣﻮﺍﺭﺩﻫﺎ‪ ،‬ﻭﻫﻴﻜﻠﻬﺎ ﺍﻟﺘﻨﻈﻴﻤﻲ‬
‫ﺍﳌﻌﻘﺪ‪ ،‬ﻭﻃﻮﻝ ﻋﻤﻠﻴﺎﺕ ﺻﻨﻊ ﺍﻟﻘﺮﺍﺭ ﻓﻴﻬﺎ‪ ،‬ﻭﻛﺜﺮﺓ ﺃﻫﺪﺍﻓﻬﺎ‪ ،‬ﻭﻗﻠﺔ ﻗﺪﺭﺍﻬﺗﺎ‪ ،‬ﻭﺗﺄﺧﺮ ﺇﺻـﻼﺣﺎﻬﺗﺎ‪.‬‬

‫‪GE.10-02214‬‬ ‫‪8‬‬
‫‪JIU/REP/2010/4‬‬

‫ﻭﻧﺘﻴﺠﺔ ﻟﺬﻟﻚ‪ ،‬ﺗﻮﺍﺟﻪ ﻫﺬﻩ ﺍﳌﻨﻈﻤﺎﺕ‪ ،‬ﻻ ﺳﻴﻤﺎ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﱵ ﳍﺎ ﺣﻀﻮﺭ ﻫﺎﻡ ﰲ ﺍﳌﻴﺪﺍﻥ‪ ،‬ﻣﻨﺎﺧﹰﺎ‬
‫ﺗﺰﺩﺍﺩ ﳐﺎﻃﺮﻩ ﺗﻌﻘﻴﺪﹰﺍ ﻭﻳﻨﻄﻮﻱ ﻋﻠﻰ ﻣﻔﺎﺟﺂﺕ ﺗﺸﻐﻴﻠﻴﺔ ﺫﺍﺕ ﺷﺄﻥ‪.‬‬
‫‪ -٢٧‬ﻭﺑﻴﻨﺖ ﺍﳌﻘﺎﺑﻼﺕ ﺍﻟﱵ ﺃﺟﺮﻳﺖ ﻋﻠﻰ ﺻﻌﻴﺪ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺃﻥ ﻣﻌﻈﻢ ﺍﳌﺴﺆﻭﻟﲔ‬
‫ﻳﺴﻠﻤﻮﻥ ﲟﺰﺍﻳﺎ ﺗﻨﻔﻴﺬ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻟﻜﻦ ﺑﻀﻌﺔ ﻣـﺴﺆﻭﻟﲔ‪ ،‬ﻻ ﺳـﻴﻤﺎ ﻣـﻦ‬
‫ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺼﻐﲑﺓ ﻧﺴﺒﻴﹰﺎ‪ ،‬ﺃﺛﺎﺭﻭﺍ ﺍﳊﺠﺔ ﺍﻟﺘﺎﻟﻴﺔ ﺍﳌﻌﺎﺭﺿﺔ ﻹﻋﻤﺎﻝ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ‬
‫ﻣﻨﻈﻤﺎﻬﺗﻢ‪:‬‬
‫"ﳓﻦ ﻧﺪﻳﺮ ﺍﳌﺨﺎﻃﺮ ﺑﺎﻟﻔﻌﻞ ﺑﺼﻮﺭﺓ ﺣﺪﺳﻴﺔ ﺃﻭ ﻏﲑ ﺭﲰﻴـﺔ‪ ،‬ﻭﻻ ﳓﺘـﺎﺝ ﺇﱃ ﺃﻥ‬
‫ﻧﺴﺘﻤﺪ ﻣﻦ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﺃﺩﺍﺓ ﻣﻜﻠﻔﺔ ﻛﻬﺬﻩ‪ .‬ﻓﻤﻨﻈﻤﺘﻨﺎ ﻣﻨﻈﻤﺔ ﺻﻐﲑﺓ ﺗﻌﻤﻞ ﰲ‬
‫ﳎﺎﻝ ﻭﺿﻊ ﺍﳌﻌﺎﻳﲑ‪ ،‬ﻭﺑﺎﻟﺘﺎﱄ ﻻ ﻧﻮﺍﺟﻪ ﳐﺎﻃﺮ ﻛﺒﲑﺓ ﺗﱪﺭ ﺍﺳـﺘﺨﺪﺍﻡ ﻬﻧـﺞ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ"‪.‬‬
‫ﻼ ﻣﻦ ﺃﺷﻜﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‪ .‬ﻟﻜـﻦ ﺍﻟﺘﺤـﺪﻱ ﻫـﻮ ﺃﻥ‬ ‫‪ -٢٨‬ﻭﺗُﻌﻤﻞ ﻛﻞ ﻣﻨﻈﻤﺔ ﺷﻜ ﹰ‬
‫ﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﻟﻘﺎﺋﻤﺔ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺗﺘﺴﻢ ﺑﻄﺎﺑﻊ ﻇﺮﰲ ﻭﻏﲑ ﻣﻨـﻬﺠﻲ ﻭﻏـﲑ ﺭﲰـﻲ‪،‬‬
‫ﳑﺎ ﻳﺆﺩﻱ ﺇﱃ ﻧﻘﺺ ﰲ ﻓﻬﻢ ﻭﻣﺮﺍﻋﺎﺓ ﺃﻫﻢ ﻋﻮﺍﻣﻞ ﺍﳋﻄﺮ ﺍﻟﱵ ﺗﻄﺮﺡ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ ﻭﺍﻟﱵ ﻣﻦ‬
‫ﺷﺄﻬﻧﺎ ﺃﻥ ﺗﺆﺛﺮ ﻋﻠﻰ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﺎ ﺍﻟﺮﺋﻴﺴﻴﺔ‪ .‬ﻭﺇﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ‪ ،‬ﻓﻌﺪﻡ ﻭﺟﻮﺩ ﺳﻴﺎﺳﺔ ﻭﺇﺟﺮﺍﺀﺍﺕ‬
‫ﻣﺆﺳﺴﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻋﺎﻣﻞ ﻻ ﳜﺪﻡ ﺗﻜﺮﻳﺲ ﺍﳌﺴﺎﺀﻟﺔ ﻋﻨﻬﺎ‪.‬‬
‫‪ -٢٩‬ﻭﻻ ﻳﻀﻤﻦ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺇﻣﻜﺎﻧﻴﺔ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﺍﳍﺎﻣﺔ ﻭﻣﻌﺎﳉﺘـﻬﺎ ﰲ‬
‫ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ‪ ،‬ﻟﻜﻨﻪ ﻳﻌﺰﺯ ﺗﻠﻚ ﺍﻹﻣﻜﺎﻧﻴﺔ ﻛﺜﲑﹰﺍ‪ .‬ﻭﻋﻼﻭﺓ ﻋﻠﻰ ﺫﻟﻚ‪ ،‬ﻓﻤﻦ ﺷﺄﻥ ﺍﻟﺘﻨﻔﻴﺬ ﺍﻟﺴﻠﻴﻢ‬
‫ﻟﻨﻬﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺗﻌﺰﻳﺰ ﺍﻟﻜﻔﺎﺀﺓ ﻭﺍﻟﻔﻌﺎﻟﻴﺔ ﺑﻔﻀﻞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻋﻠﻰ ﳓﻮ ﻣﺘﻜﺎﻣﻞ‪.‬‬
‫ﻭﺍﳋﻄﺮ ﺍﳊﺎﺳﻢ ﺍﻟﺬﻱ ﳝﻜﻦ ﺃﻥ ﺗﻮﺍﺟﻬﻪ ﻣﻨﻈﻤﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻗﺪ ﻳﺘﻤﺜﻞ ﰲ ﺧﻄـﺮ ﻳـﺆﺩﻱ ﺇﱃ‬
‫ﻓﺸﻞ ﺟﺴﻴﻢ ﻣﻦ ﺟﺎﻧﺐ ﺍﳌﻨﻈﻤﺔ ﰲ ﺗﻘﺪﱘ ﺧﺪﻣﺎﻬﺗﺎ ﺍﻷﺳﺎﺳﻴﺔ ﻭﺍﻟﻮﻓﺎﺀ ﺑﻮﻻﻳﺘﻬﺎ ﺍﻟﻌﺎﻣﺔ‪ .‬ﻭﻣﻦ ﺷﺄﻥ‬
‫ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺃﻥ ﻳﻌﺰﺯ ﺇﻣﻜﺎﻧﻴﺔ ﲢﺪﻳﺪ ﻫﺬﻩ ﺍﳌﺨﺎﻃﺮ ﻭﺑﺎﻟﺘﺎﱄ ﻣﻌﺎﳉﺘﻬﺎ ﻣﻦ ﺧﻼﻝ‬
‫ﺗﻘﻴﻴﻢ ﻣﻨﻬﺠﻲ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ‪.‬‬
‫‪ -٣٠‬ﻭﻹﻋﻄﺎﺀ ﻣﺜﺎﻝ ﺁﺧﺮ‪ ،‬ﻓﻔﻲ ﺍﻟﻨﻬﺞ ﺍﻟﺘﻘﻠﻴﺪﻱ‪ ،‬ﻗﺪ ﻳﻈﻞ ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﰲ ﺇﻃـﺎﺭ ﻋﻤﻠﻴـﺔ‬
‫ﻟﺘﺨﻄﻴﻂ ﻣﻮﺍﺭﺩ ﺍﳌﺆﺳﺴﺔ ‪ -‬ﺇﻥ ﺃﳒﺰ ‪ -‬ﻣﻨﺤﺼﺮﹰﺍ ﺩﺍﺧﻞ ﺍﻹﺩﺍﺭﺓ ﺍﳌﹸﻨﻔﱢﺬﺓ‪ ،‬ﺃﻣﺎ ﰲ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻓﺎﳌﺴﺄﻟﺔ ﲢﺎﻝ ﺇﱃ ﻣﺴﺘﻮﻯ ﺃﻋﻠﻰ ﻳﺸﻤﻞ ﺍﳌﺆﺳﺴﺔ ﻛﻜﻞ ﺇﺫﺍ ﻣﺎ ﻇﻬـﺮ ﺃﻥ ﺍﺣﺘﻤـﺎﻝ‬
‫ﺣﺪﻭﺙ ﺗﻠﻚ ﺍﳌﺨﺎﻃﺮ ﻛﺒﲑ ﻭﺃﻬﻧﺎ ﻗﺪ ﺗﻨﻄﻮﻱ ﻋﻠﻰ ﺗﺄﺛﲑ ﺟﺴﻴﻢ ﻋﻠﻰ ﻋﻤﻠﻴﺎﺕ ﺍﳌﻨﻈﻤـﺔ‪ .‬ﻟـﺬﺍ‬
‫ﻓﻌﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻗﺪ ﺗﺘﻄﻠﺐ ﻣﻦ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﺑﺮﻣﺘﻬﺎ ﺍﻟﻨﻈﺮ ﰲ ﺍﳌﺨﺎﻃﺮ ﻭﺿـﻤﺎﻥ‬
‫ﲣﺼﻴﺺ ﻣﻮﺍﺭﺩ ﻟﻠﺤﺪ ﻣﻨﻬﺎ ﺇﱃ ﺃﺩﱏ ﺣﺪ ﳑﻜﻦ‪.‬‬
‫‪ -٣١‬ﻭﻣﻦ ﺍﳌﻌﻠﻮﻡ ﺃﻥ ﲨﻴﻊ ﺍﳌﻨﻈﻤﺎﺕ‪ ،‬ﺠﻤﻟﺮﺩ ﻭﺟﻮﺩﻫﺎ‪ ،‬ﺳﻮﺍﺀ ﻛﺎﻧﺖ ﻛﺒﲑﺓ ﺃﻡ ﺻﻐﲑﺓ‪ ،‬ﻭﺳﻮﺍﺀ‬
‫ﺍﺿﻄﻠﻌﺖ ﺑﻮﺿﻊ ﺍﳌﻌﺎﻳﲑ ﺃﻭ ﺑﺎﻟﺘﻨﻔﻴﺬ‪ ،‬ﺗﻨﺸﺪ ﺃﻫﺪﺍﻓﹰﺎ ﺗﺴﻌﻰ ﺇﱃ ﲢﻘﻴﻘﻬﺎ ﻭﺗﻮﺍﺟﻪ ﺣﺎﻻﺕ ﻋﺪﻡ ﺗﻴﻘﻦ‬
‫ﲢﺘﺎﺝ ﺇﱃ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻌﻬﺎ‪ .‬ﻭﰲ ﺣﺎﻻﺕ ﻛﺜﲑﺓ ﳝﻜﻦ ﺃﻥ ﺗﻜﻮﻥ ﺑﻌﺾ ﺍﳌﺨﺎﻃﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﶈﺘﻤﻠـﺔ‬
‫ﻼ‪ .‬ﻭﻳﺘﻴﺢ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺍﻻﻋﺘﺮﺍﻑ ﺭﲰﻴﹰﺎ ﻬﺑﺬﻩ ﺍﳌﺨـﺎﻃﺮ ﻭﻳـﻀﻤﻦ‬ ‫ﻣﻌﺮﻭﻓﺔ ﺃﺻ ﹰ‬

‫‪9‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﺗﺴﺠﻴﻠﻬﺎ ﻭﻣﻨﺎﻗﺸﺘﻬﺎ ﻋﻠﻰ ﺻﻌﻴﺪ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻭﺇﺳﻨﺎﺩﻫﺎ ﺇﱃ ﺍﳌﺴﺆﻭﻟﲔ ﺍﳌﻌﻨﻴﲔ ﻟﻠﺘﺼﺪﻱ ﳍـﺎ‪.‬‬
‫ﻭﻣﻦ ﰒ ﻓﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺗﻀﻊ ﺍﻷﺳﺎﺱ ﻟﻠﻤﺴﺎﺀﻟﺔ ﻭﺍﳌﺴﺆﻭﻟﻴﺔ ﰲ ﳎﺎﻝ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺗﻠﻚ‬
‫ﺍﳌﺨﺎﻃﺮ‪ ،‬ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﻳﻌﺰﺯ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻔﻌﺎﻟﺔ ﻟﻠﻤﺨﺎﻃﺮ ﰲ ﺍﳌﻨﻈﻤﺔ‪.‬‬
‫‪ -٣٢‬ﻭﺗﺘﻮﻗﻒ ﺗﻜﻠﻔﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻋﻠﻰ ﻣﺪﻯ ﺗﻄﻮﺭ ﻣﺎ ﻳُﺨﺘﺎﺭ ﳍﺎ ﻣـﻦ ﻫﻴﺎﻛـﻞ‬
‫ﻭﺃﺩﻭﺍﺕ‪ .‬ﻓﻠﻴﺴﺖ ﻛﻞ ﺍﳌﻨﻈﻤﺎﺕ ﺗﺘﻄﻠﺐ ﻧﻈﻤﹰﺎ ﻣﺘﻄﻮﺭﺓ ﻟﻠﻐﺎﻳﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﻳﺘﻮﻗﻒ ﲢﺪﻳﺪ‬
‫ﺩﺭﺟﺔ ﺍﻟﺘﻌﻘﻴﺪ ﺍﻟﺘﻘﲏ ﻭﺍﳍﻴﻜﻞ ﺍﻹﺩﺍﺭﻱ ﺍﻟﺮﲰﻲ ﺍﳌﻨﺎﺳﺒﲔ ﳌﻨﻈﻤﺔ ﻣﺎ ﻋﻠﻰ ﺣﺠﻢ ﻭﻃﺒﻴﻌﺔ ﻋﻤﻠﻴﺎﺕ‬
‫ﻫﺬﻩ ﺍﳌﻨﻈﻤﺔ‪.‬‬

‫‪GE.10-02214‬‬ ‫‪10‬‬
‫‪JIU/REP/2010/4‬‬

‫ﺛﺎﻟﺜﹰﺎ‪ -‬ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬

‫ﻣﻮﺟﺰ ﳌﻤﺎﺭﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬

‫‪ -٣٣‬ﻳﻮﺟﺰ ﺍﳌﺮﻓﻖ ﺍﻟﺜﺎﻟﺚ ﻣﻦ ﻫﺬﺍ ﺍﻟﺘﻘﺮﻳﺮ ﺣﺎﻟﺔ ﺗﻨﻔﻴﺬ ﻬﻧـﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ ﰲ‬
‫ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ .‬ﻭﻳﻌﺘﱪ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ‪ ،‬ﻭﺑﺮﻧﺎﻣﺞ ﺍﻷﻏﺬﻳﺔ ﺍﻟﻌﺎﳌﻲ‪ ،‬ﻭﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﺪﻭﱄ‬
‫ﻟﻠﺘﻨﻤﻴﺔ ﺍﻟﺰﺭﺍﻋﻴﺔ‪ ،‬ﻭﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﻭﻛﺎﻻﺕ ﺭﺍﺋﺪﺓ ﰲ ﳎـﺎﻝ ﺗﻨﻔﻴـﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﻗﺪ ﺍﻛﺘﺴﺒﺖ ﻫﺬﻩ ﺍﳌﻨﻈﻤﺎﺕ ﻗﺪﺭﹰﺍ ﻛﺒﲑﹰﺍ ﻣﻦ ﺍﳋﱪﺓ ﰲ ﻫﺬﺍ ﺍﺠﻤﻟﺎﻝ؛ ﻭﻣﻊ ﺫﻟﻚ ﻓﻌﻤﻠﻴﺔ‬
‫ﺍﻟﺘﻨﻔﻴﺬ ﻓﻴﻬﺎ ﻻ ﺗﺰﺍﻝ ﻏﲑ ﻣﻜﺘﻤﻠﺔ ﻭﻻ ﺗﺰﺍﻝ ﺣﱴ ﺍﻵﻥ ﱂ ﺗُﺪﺭﺝ ﰲ ﺇﺟﺮﺍﺀﺍﺕ ﻋﻤﻠﻬﺎ ﻭﰲ ﺛﻘﺎﻓﺘﻬﺎ‪.‬‬
‫ﻭﻣﻦ ﺑﲔ ﺗﻠﻚ ﺍﳌﻨﻈﻤﺎﺕ‪ ،‬ﺷﺮﻉ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ‪ ،‬ﻭﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﺪﻭﱄ ﻟﻠﺘﻨﻤﻴﺔ ﺍﻟﺰﺭﺍﻋﻴﺔ‪ ،‬ﻭﺍﳌﻨﻈﻤﺔ‬
‫ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ ﺑﺎﻟﻔﻌﻞ ﰲ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﺑﺮﻧﺎﻣﺞ ﺍﻷﻏﺬﻳﺔ‬
‫ﺍﻟﻌﺎﳌﻲ ﻛﺎﻥ ﺃﻭﻝ ﻣﻨﻈﻤﺔ ﺗﻌﺘﻤﺪ ﺳﻴﺎﺳﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻋﺎﻡ ‪ ،٢٠٠٥‬ﻓﻘﺪ ﺗـﺄﺧﺮ‬
‫ﻼ ﻷﺳﺒﺎﺏ ﳐﺘﻠﻔﺔ‪ .‬ﻭﺃﻭﺿﺢ ﺍﳌﺴﺆﻭﻟﻮﻥ ﺃﻧﻪ ﺭﻏﻢ ﻛﻮﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻋﻠـﻰ‬ ‫ﺗﻨﻔﻴﺬﻫﺎ ﺗﻨﻔﻴﺬﹰﺍ ﻛﺎﻣ ﹰ‬
‫ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺃﺻﺒﺤﺖ ﺃﻓﻀﻞ ﺣﺎ ﹰﻻ‪ ،‬ﻓﻬﻲ ﻻ ﺗﺰﺍﻝ ﻇﺮﻓﻴﺔ‪ ،‬ﳑﺎ ﻳﻌﲏ ﺃﻥ ﺍﳊﺎﺟـﺔ ﺇﱃ ﻬﻧـﺞ‬
‫ﺷﺎﻣﻞ ﻭﻣﺘﻜﺎﻣﻞ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻻ ﺗﺰﺍﻝ ﻗﺎﺋﻤﺔ‪ .‬ﻭﺫﻛﺮﻭﺍ ﺃﻧﻪ ﳚﺮﻱ ﲝﺚ ﻣﺴﺄﻟﺔ ﺍﻟﺘﻨﻔﻴﺬ‬
‫ﺍﻟﻜﺎﻣﻞ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺍﺑﺘﺪﺍﺀ ﻣﻦ ﺍﻟﻨﺼﻒ ﺍﻟﺜﺎﱐ ﻟﻌﺎﻡ ‪.٢٠١٠‬‬
‫‪ -٣٤‬ﻭﻻ ﺗﺰﺍﻝ ﻣﻨﻈﻤﺎﺕ ﺃﺧﺮﻯ ﰲ ﺍﳌﺮﺍﺣﻞ ﺍﻷﻭﱃ ﻣﻦ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﻫﻲ‬
‫ﺇﻣﺎ ﺑﺼﺪﺩ ﻬﺗﻴﺌﺔ ﺳﻴﺎﺳﺎﻬﺗﺎ ﻭﺇﺟﺮﺍﺀﺍﻬﺗﺎ ﻭﺇﻣﺎ ﺑﺼﺪﺩ ﺗﺪﺭﻳﺐ ﻣﻮﻇﻔﻴﻬﺎ ﻭﺍﻋﺘﻤﺎﺩ ﳑﺎﺭﺳﺎﺕ ﲤﻬﻴﺪﻳـﺔ‬
‫ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ )ﺍﳌﺮﺣﻠﺔ ﺍﻷﻭﱃ ﺃﻭ ﺍﳌﺮﺣﻠﺔ ﺍﻟﺘﺠﺮﻳﺒﻴﺔ(؛ ﻭﺗﻠﻚ ﺍﳌﻨﻈﻤﺎﺕ ﻫﻲ‪ :‬ﺍﻷﻣـﻢ‬
‫ﺍﳌﺘﺤﺪﺓ‪ ،‬ﻭﺍﻟﻴﻮﻧﺴﻜﻮ‪ ،‬ﻭﻭﻛﺎﻟﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻹﻏﺎﺛﺔ ﻭﺗﺸﻐﻴﻞ ﺍﻟﻼﺟﺌﲔ ﺍﻟﻔﻠﺴﻄﻴﻨﻴﲔ ﰲ ﺍﻟـﺸﺮﻕ‬
‫ﺍﻷﺩﱏ )ﺍﻷﻭﻧﺮﻭﺍ(‪ ،‬ﻭﺻﻨﺪﻭﻕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻟﻠﺴﻜﺎﻥ‪ ،‬ﻭﻣﻨﻈﻤـﺔ ﺍﻷﻣـﻢ ﺍﳌﺘﺤـﺪﺓ ﻟﻠﻄﻔﻮﻟـﺔ‬
‫)ﺍﻟﻴﻮﻧﻴﺴﻴﻒ(‪ ،‬ﻭﻣﻨﻈﻤﺔ ﺍﻟﻌﻤﻞ ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﻭﻣﻨﻈﻤﺔ ﺍﻷﻏﺬﻳﺔ ﻭﺍﻟﺰﺭﺍﻋﺔ‪ ،‬ﻭﻣﻨﻈﻤﺔ ﺍﻟﻄـﲑﺍﻥ ﺍﳌـﺪﱐ‬
‫ﺍﻟﺪﻭﱄ‪ ،‬ﻭﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﳌﻴﺔ‪ ،‬ﻭﺍﳌﻨﻈﻤﺔ ﺍﻟﻌﺎﳌﻴﺔ ﻟﻸﺭﺻﺎﺩ ﺍﳉﻮﻳﺔ‪ ،‬ﻭﻣﻨﻈﻤﺔ ﺍﻷﻣـﻢ ﺍﳌﺘﺤـﺪﺓ‬
‫ﻟﻠﺘﻨﻤﻴﺔ ﺍﻟﺼﻨﺎﻋﻴﺔ )ﺍﻟﻴﻮﻧﻴﺪﻭ(‪ ،‬ﻭﺍﻻﲢﺎﺩ ﺍﻟﺪﻭﱄ ﻟﻼﺗﺼﺎﻻﺕ‪ ،‬ﻭﺍﻟﻮﻛﺎﻟﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﻄﺎﻗﺔ ﺍﻟﺬﺭﻳﺔ‪.‬‬
‫‪ -٣٥‬ﻭﻻ ﺗﺰﺍﻝ ﻓﻮﺍﺋﺪ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻏﲑ ﻣﻠﻤﻮﺳﺔ ﻧﻈﺮﹰﺍ ﺇﱃ ﻋﺪﻡ ﺍﻛﺘﻤﺎﻝ ﺗﻨﻔﻴـﺬﻫﺎ‬
‫ﺩﺍﺧﻞ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺑﺼﻔﺔ ﻋﺎﻣﺔ‪ .‬ﻭﻗﺪ ﻧﺸﺄ ﺍﻟﺪﺍﻓﻊ ﺇﱃ ﺍﲣﺎﺫ ﻗﺮﺍﺭ ﺗﻨﻔﻴـﺬ ﻬﻧـﺞ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺑﺼﻔﺔ ﻋﺎﻣﺔ ﰲ ﺇﺩﺍﺭﺍﺕ ﺍﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‪ .‬ﻭﺃﺩﻯ‬
‫ﻣﺮﺍﺟﻌﻮ ﺍﳊﺴﺎﺑﺎﺕ ﺍﳋﺎﺭﺟﻴﻮﻥ ﻭﳉﺎﻥ ﺍﳌﺮﺍﺟﻌﺔ ﺃﻳﻀﹰﺎ ﺩﻭﺭﹰﺍ ﻣﻦ ﺧﻼﻝ ﺗﻮﺻـﻴﺘﻬﻢ ﺑﺘﻨﻔﻴـﺬ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬

‫‪11‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﻣﻨﻈﻤﺎﺕ ﺃﺧﺮﻯ‬
‫‪ -٣٦‬ﻭﺟﺪ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻥ ﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ ﻣﺘﻘﺪﻣﺔ ﻧﺴﺒﻴﹰﺎ ﰲ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬
‫ﺑﺎﳌﻘﺎﺭﻧﺔ ﻣﻊ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ .‬ﻭﻛﺎﻧﺖ ﺳﻴﺎﺳﺔ ﺍﳌﻔﻮﺿﻴﺔ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﻗـﺪ‬
‫ﺍﻋﺘﻤﺪﺕ ﰲ ﻋﺎﻡ ‪ ٢٠٠٥‬ﰲ ﺇﻃﺎﺭ ﻋﻤﻠﻴﺔ ﲡﺮﻳﺒﻴﺔ‪ .‬ﻭﺭﻏﻢ ﺃﻧﻪ ﻗﺪ ﻣﻀﻰ ﻋﻠﻰ ﻭﺿﻊ ﻫﺬﻩ ﺍﻟﺴﻴﺎﺳﺔ‬
‫ﲬﺲ ﺳﻨﻮﺍﺕ‪ ،‬ﻓﺎﳌﺴﺆﻭﻟﻮﻥ ﻳﺮﻭﻥ ﺃﻥ ﲦﺔ ﺣﺎﺟﺔ ﺇﱃ ﺍﳌﺰﻳﺪ ﻣﻦ ﺍﻟﻮﻗﺖ ﻟﻜﻲ ﻳﺘﺴﲎ ﻟﻠﻤﻔﻮﺿـﻴﺔ‬
‫ﺍﻷﻭﺭﻭﺑﻴﺔ ﺍﻻﺳﺘﻔﺎﺩﺓ ﺍﺳﺘﻔﺎﺩﺓ ﻛﺎﻣﻠﺔ ﻣﻦ ﺫﻟﻚ‪ .‬ﻭﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻷﺧﺮﻯ ﻏـﲑ ﺍﻟﺘﺎﺑﻌـﺔ ﻟﻸﻣـﻢ‬
‫ﺍﳌﺘﺤﺪﺓ ﺍﻟﱵ ﺃﺣﺮﺯﺕ ﺗﻘﺪﻣﹰﺎ ﰲ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻣﻨﻈﻤﺔ ﺍﻷﻣﻦ ﻭﺍﻟﺘﻌـﺎﻭﻥ ﰲ ﺃﻭﺭﻭﺑـﺎ‬
‫ﻭﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﻌﺎﳌﻲ‪.‬‬

‫ﺗﻘﻴﻴﻢ ﻋﺎﻡ‬
‫‪ -٣٧‬ﺭﻏﻢ ﺃﻧﻪ ﻣﻦ ﺍﻟﺴﻬﻞ ﺍﻋﺘﻤﺎﺩ ﻣﻔﺎﻫﻴﻢ ﻭﺗﻘﻨﻴﺎﺕ ﻋﺎﻣﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻓﻘﺪ ﺛﺒﺖ‬
‫ﺃﻥ ﳒﺎﺡ ﺗﻨﻔﻴﺬﻫﺎ ﳝﺜﻞ ﲢﺪﻳﹰﺎ ﺣﻘﻴﻘﻴﹰﺎ‪ ،‬ﻭﻣﺮﺩ ﺫﻟﻚ ﺃﻥ ﺍﻟﺘﻨﻔﻴﺬ ﺍﻟﻔﻌﺎﻝ ﻟﻨﻬﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬
‫ﻭﻇﻴﻔﺔ ﺗﻘﻊ ﻋﻠﻰ ﺍﳌﻨﻈﻤﺔ ﺑﺄﻛﻤﻠﻬﺎ ﻭﻟﻴﺲ ﻓﻘﻂ ﻋﻠﻰ ﺇﺣﺪﻯ ﺍﻟﻮﺣﺪﺍﺕ ﺃﻭ ﺃﺣﺪ ﺍﻷﻓﺮﻗﺔ‪ .‬ﻭﳚﺐ ﺃﻥ‬
‫ﺗُﻔﻬﻢ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﺳﻴﺎﻕ ﻭﻇﺎﺋﻒ ﲨﻴﻊ ﻭﺣﺪﺍﺕ ﺍﳌﺆﺳﺴﺔ ﻭﺇﺟﺮﺍﺀﺍﻬﺗﺎ ﻭﻋﻤﻠﻴﺎﻬﺗـﺎ‬
‫ﻭﺃﻥ ﺗﺼﺒﺢ ﺟﺰﺀﹰﺍ ﻣﻨﻬﺎ‪.‬‬
‫‪ -٣٨‬ﻭﻭﻓﻘﹰﺎ ﻟﺪﺭﺍﺳﺔ ﺃﺟﺮﻳﺖ ﻣﺆﺧﺮﹰﺍ)‪ ،(٦‬ﺗﺘﻤﺜﻞ ﺍﻟﻌﻘﺒﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﱵ ﻗﺪ ﺗﻮﺍﺟﻬﻬﺎ ﺍﻟﻜﻴﺎﻧﺎﺕ‬
‫ﻋﻨﺪ ﺍﻋﺘﺰﺍﻣﻬﺎ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻓﻴﻤﺎ ﻳﻠﻲ‪ :‬ﺗﻀﺎﺭﺏ ﺍﻷﻭﻟﻮﻳﺎﺕ؛ ﻭﻋـﺪﻡ ﻛﻔﺎﻳـﺔ‬
‫ﺍﳌﻮﺍﺭﺩ؛ ﻭﻋﺪﻡ ﺇﺩﺭﺍﻙ ﻗﻴﻤﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ؛ ﻭﺍﻓﺘﻘﺎﺭ ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺇﱃ‬
‫ﻗﻴﺎﺩﺓ ﻳﻀﻄﻠﻊ ﻬﺑﺎ ﳎﻠﺲ ﺍﻹﺩﺍﺭﺓ ﺃﻭ ﻛﺒﺎﺭ ﺍﳌﻮﻇﻔﲔ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ؛ ﻭﺍﻟﺘﺼﻮﺭ ﺍﻟﺬﻱ ﻳﻌﺘـﱪ ﺃﻥ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻋﺎﻣﻞ ﻳﻌﺰﺯ ﺍﻟﺒﲑﻭﻗﺮﺍﻃﻴﺔ‪ .‬ﻭﺍﺳﺘﻨﺘﺞ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻥ ﻫﺬﻩ ﺍﻟﻌﻨﺎﺻﺮ ﻧﻔﺴﻬﺎ ﻫﻲ ﻣﻦ‬
‫ﺑﲔ ﺍﻟﻌﻮﺍﺋﻖ ﺍﻟﺮﺋﻴﺴﻴﺔ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪.‬‬
‫‪ -٣٩‬ﻭﺍﺗﻀﺢ ﺑﺼﻔﺔ ﻋﺎﻣﺔ ﺃﻥ ﻏﺎﻟﺒﻴﺔ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻫﻲ ﺇﻣﺎ ﺗﻨﻈﺮ ﰲ ﺗﻨﻔﻴﺬ ﻬﻧﺞ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺇﻣﺎ ﻻ ﺗﺰﺍﻝ ﰲ ﺍﳌﺮﺍﺣﻞ ﺍﻷﻭﱃ ﻣﻦ ﻫﺬﺍ ﺍﻟﺘﻨﻔﻴﺬ‪ .‬ﻭﻻ ﺗﺰﺍﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ‬
‫ﻣﻌﻈﻢ ﺍﳊﺎﻻﺕ ﳎﺰﺃﺓ ﻭﻏﲑ ﻣﻬﻴﻜﻠﺔ ﻭﻏﲑ ﺭﲰﻴﺔ ﻭﺿﻤﻨﻴﺔ‪ .‬ﻭﻗﺪ ﺃﻋﺪﺕ ﻣﻨﻈﻤﺎﺕ ﻋﺪﻳﺪﺓ ﺗﺎﺑﻌـﺔ‬
‫ﻟﻸﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺑﺎﻟﻔﻌﻞ ﻋﻨﺎﺻﺮ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﳎﺎﻻﺕ ﻣﻌﻴﻨﺔ‪ ،‬ﻣﺜﻞ ﺇﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ‪ ،‬ﻭﺍﻷﻣـﻦ‪،‬‬
‫ﻭﻧﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﺇﺟﺮﺍﺀﺍﺕ ﺿﻤﺎﻥ ﺍﺳﺘﻤﺮﺍﺭﻳﺔ ﺳﲑ ﺍﻟﻌﻤﻞ‪ ،‬ﻟﻜﻨﻬﺎ ﺗﻔﺘﻘﺮ ﺇﱃ ﺇﺩﺍﺭﺓ ﻣﺘﻜﺎﻣﻠـﺔ‬
‫ﻟﻠﻤﺨﺎﻃﺮ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ‪ .‬ﻭﻳﻨﺘﺞ ﺣﺘﻤﹰﺎ ﻋﻦ ﻋﺪﻡ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺗﻨﻔﻴﺬﹰﺍ ﻛﺎﻣ ﹰ‬
‫ﻼ‬
‫ﺍﻓﺘﻘﺎ ُﺭ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﻭﻫﻴﺌﺎﺕ ﺍﻹﺷﺮﺍﻑ ﺇﱃ ﻣﻌﻠﻮﻣﺎﺕ ﻛﺎﻓﻴـﺔ ُﺗﺒﻠـﻎ ﺇﻟـﻴﻬﻢ ﰲ ﺣﻴﻨـﻬﺎ‬
‫__________‬
‫‪Mark Beasley et al., Report on the Current State of Enterprise Risk oversight, 2nd ed. (American‬‬ ‫)‪(٦‬‬
‫‪Institute of Certified Public Accountants (AICPA) and North Carolina State University, 2010).‬‬
‫‪.Available from http://mgt.ncsu.edu/erm/‬‬

‫‪GE.10-02214‬‬ ‫‪12‬‬
‫‪JIU/REP/2010/4‬‬

‫ﻹﻃﻼﻋﻬﻢ ﻋﻠﻰ ﺃﻫﻢ ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﺗﺘﻌﺮﺽ ﳍﺎ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﲟﺎ ﰲ ﺫﻟﻚ ﻓﻴﻤـﺎ ﻳﺘﻌﻠـﻖ ﺑﺎﻹﺷـﺮﺍﻑ‬
‫ﻭﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ‪.‬‬
‫‪ -٤٠‬ﻭﺳﻠﹼﻢ ﻣﻌﻈﻢ ﺍﳌﺴﺆﻭﻟﲔ ﺍﻟﺬﻳﻦ ﺃﺟﺮﻳﺖ ﻣﻌﻬﻢ ﻣﻘﺎﺑﻼﺕ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣـﻢ ﺍﳌﺘﺤـﺪﺓ‬
‫ﺑﻘﻴﻤﺔ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﺭﻏﻢ ﺑﻂﺀ ﺍﻋﺘﻤﺎﺩﻩ ﻭﺗﻨﻔﻴﺬﻩ ﰲ ﺍﳌﻤﺎﺭﺳﺔ‪ .‬ﻓﻌﻠﻰ ﺳﺒﻴﻞ ﺍﳌﺜﺎﻝ‬
‫ﺍﻋﺘﻤﺪ ﺑﺮﻧﺎﻣﺞ ﺍﻷﻏﺬﻳﺔ ﺍﻟﻌﺎﳌﻲ ﺳﻴﺎﺳﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻋﺎﻡ ‪ ٢٠٠٥‬ﻟﻜﻦ ﺍﻟﺘﻨﻔﻴـﺬ‬
‫ﺗﻮﻗﻒ ﺣﱴ ﻋﺎﻡ ‪ .٢٠٠٩‬ﻭﺃﻭﺿﺢ ﻣﺴﺆﻭﻟﻮﻥ ﰲ ﺍﻟﱪﻧﺎﻣﺞ ﺃﻥ ﺗﻨﻔﻴﺬ ﻧﻈﺎﻡ ﻣﺘﻜﺎﻣﻞ ﲤﺎﻣـﹰﺎ ﻹﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻗﺪ ﺃﺟﻞ ﺇﱃ ﻋﺎﻡ ‪ ٢٠١٠‬ﺑﺴﺒﺐ ﺗﻘﻠﻴﺺ ﻋﺪﺩ ﺍﳌﻮﻇﻔﲔ ﻭﺇﻋﻄـﺎﺀ ﺍﻷﻭﻟﻮﻳـﺔ‬
‫ﳌﺸﺮﻭﻉ ﺍﻋﺘﻤﺎﺩ ﺍﳌﻌﺎﻳﲑ ﺍﶈﺎﺳﺒﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ‪ .‬ﻭﺃﻋ ّﺪﺕ ﺍﻷﻣـﻢ ﺍﳌﺘﺤـﺪﺓ ﺇﻃـﺎﺭﹰﺍ ﰲ‬
‫ﻋﺎﻡ ‪ ٢٠٠٨‬ﻟﻜﻨﻬﺎ ﱂ ﺗﺒﺪﺃ ﺑﻌﺪ ﰲ ﺗﻨﻔﻴﺬﻩ‪ .‬ﻭﻛﻤﺎ ﻫﻮ ﻣﺒﲔ ﰲ ﺍﳌﺮﻓﻖ ﺍﻟﺜﺎﻟﺚ‪ ،‬ﻓﺎﻟﻌﺪﻳـﺪ ﻣـﻦ‬
‫ﺍﳌﻨﻈﻤﺎﺕ ﻻ ﺗﺰﺍﻝ ﱂ ﺗﺒﺪﺃ ﺣﱴ ﰲ ﲝﺚ ﺍﳌﺴﺄﻟﺔ‪.‬‬

‫ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ :١‬ﺍﻋﺘﻤﺎﺩ ﺳﻴﺎﺳﺔ ﻭﺇﻃﺎﺭ ﺭﲰﻴﲔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬

‫‪ -٤١‬ﲦﺔ ﲢﺪﻳﺎﻥ ﺃﺳﺎﺳﻴﺎﻥ ﰲ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻳﺘﻤﺜﻼﻥ ﺃﻭ ﹰﻻ ﰲ ﺍﻟﺘﻮﺻﻞ ﺇﱃ ﻓﻬﻢ ﻣﺸﺘﺮﻙ ﻹﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ‪ ،‬ﲟﺎ ﰲ ﺫﻟﻚ ﺍﺳﺘﺨﺪﺍﻡ ﻣﻨﻬﺠﻴﺔ ﻣﺘﺴﻘﺔ ﻭﻣﺼﻄﻠﺤﺎﺕ ﻣﻮﺣﺪﺓ ﰲ ﲨﻴﻊ ﺃﺟﺰﺍﺀ ﺍﳌﻨﻈﻤـﺔ؛‬
‫ﻭﺛﺎﻧﻴﹰﺎ ﰲ ﺗﻨﺴﻴﻖ ﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﻟﻔﺮﺩﻳﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺑﺪﳎﻬﺎ ﰲ ﻋﻤﻠﻴﺔ ﺷﺎﻣﻠﺔ ﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ ﻋﻠﻰ‬
‫ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ‪ .‬ﻭﻻ ﻳﺘﺄﺗﻰ ﲡﺎﻭﺯ ﺍﻟﺘﺤـﺪﻳﲔ ﺇﻻ ﺑﺎﻋﺘﻤـﺎﺩ ﺳﻴﺎﺳـﺔ ﻭﺇﻃـﺎﺭ ﺭﲰـﻴﲔ ﻹﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬
‫‪ -٤٢‬ﻭﻋﻠﻰ ﺻﻌﻴﺪ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﻭﺿﻌﺖ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺘﺎﻟﻴﺔ ﺳﻴﺎﺳﺔ ﻭ‪/‬ﺃﻭ ﺃﻋـﺪﺕ‬
‫ﻭﺛﺎﺋﻖ ﺇﻃﺎﺭﻳﺔ ﺫﺍﺕ ﺻﻠﺔ ﺑﻨﻬﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ :‬ﺑﺮﻧﺎﻣﺞ ﺍﻷﻏﺬﻳﺔ ﺍﻟﻌـﺎﳌﻲ‪ ،‬ﻭﺍﻟﱪﻧـﺎﻣﺞ‬
‫ﺍﻹﳕﺎﺋﻲ‪ ،‬ﻭﺍﻟﻴﻮﻧﻴﺴﻴﻒ‪ ،‬ﻭﻣﻨﻈﻤﺔ ﺍﻟﻌﻤﻞ ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﻭﺍﻟﻴﻮﻧﺴﻜﻮ‪ ،‬ﻭﻣﻨﻈﻤﺔ ﺍﻟﻄﲑﺍﻥ ﺍﳌﺪﱐ ﺍﻟـﺪﻭﱄ‪،‬‬
‫ﻭﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﻭﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﳌﻴﺔ‪ ،‬ﻭﺍﳌﻨﻈﻤـﺔ ﺍﻟﻌﺎﳌﻴـﺔ ﻟﻸﺭﺻـﺎﺩ ﺍﳉﻮﻳـﺔ‪،‬‬
‫ﻭﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﺪﻭﱄ ﻟﻠﺘﻨﻤﻴﺔ ﺍﻟﺰﺭﺍﻋﻴﺔ‪ ،‬ﻭﺍﻟﻮﻛﺎﻟﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﻄﺎﻗﺔ ﺍﻟﺬﺭﻳﺔ‪ .‬ﺃﻣـﺎ ﻣﻨﻈﻤـﺔ ﺍﻷﻏﺬﻳـﺔ‬
‫ﻭﺍﻟﺰﺭﺍﻋﺔ ﻭﺍﻷﻭﻧﺮﻭﺍ ﻭﺍﻟﻴﻮﻧﻴﺪﻭ ﻓﻬﻲ ﺑﺼﺪﺩ ﺇﻋﺪﺍﺩ ﺗﻠﻚ ﺍﻟﺴﻴﺎﺳﺔ ﺃﻭ ﺍﻟﻮﺛﺎﺋﻖ‪.‬‬
‫‪ -٤٣‬ﻭﻻ ﺗﺘّﺒﻊ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻬﻧﺠﹰﺎ ﻣﻮﺣﺪﹰﺍ ﰲ ﻬﺗﻴﺌﺔ ﻭﺍﻋﺘﻤﺎﺩ ﻭﺛﺎﺋﻖ ﺳﻴﺎﺳـﺔ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﻗﺪ ﺃﻋﺪﺕ ﺑﻌﺾ ﺍﳌﻨﻈﻤﺎﺕ ﻭﺛﺎﺋﻘﻬﺎ ﺩﺍﺧﻠﻴﹰﺎ‪ ،‬ﰲ ﺣﲔ ﺍﺧﺘـﺎﺭﺕ ﺃﺧـﺮﻯ‬
‫ﺗﻮﻇﻴﻒ ﺍﺳﺘﺸﺎﺭﻳﲔ ﳍﺬﺍ ﺍﻟﻐﺮﺽ‪ .‬ﻭﺍﻋﺘﻤﺪﺕ ﺑﻌﺾ ﺍﳌﻨﻈﻤﺎﺕ ﻋﻠﻰ ﻗﺮﺍﺭ ﺇﺩﺍﺭﻱ ﺭﲰﻲ ﺃﻭ ﻗـﺮﺍﺭ‬
‫ﻣﻦ ﻫﻴﺌﺔ ﺍﻹﺷﺮﺍﻑ‪ ،‬ﺑﻴﻨﻤﺎ ﺷﺮﻋﺖ ﻣﻨﻈﻤﺎﺕ ﺃﺧﺮﻯ ﰲ ﺍﻟﺘﻨﻔﻴﺬ ﻋﻠﻰ ﺃﺳﺎﺱ ﻏﲑ ﺭﲰﻲ ﻣـﻦ ﺩﻭﻥ‬
‫ﺍﻋﺘﻤﺎﺩ ﻭﺛﻴﻘﺔ ﺳﻴﺎﺳﺔ ﺭﲰﻴﺔ‪.‬‬
‫‪ -٤٤‬ﻭﻗﺎﻝ ﻣﺴﺆﻭﻟﻮ ﻏﺎﻟﺒﻴﺔ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﱵ ﻭﺿﻌﺖ ﺃﻭ ﻫﻲ ﺑﺼﺪﺩ ﻭﺿﻊ ﺳﻴﺎﺳﺔ ﻋﺎﻣﺔ ﻭﺃﻃـﺮ‬
‫ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺇﻥ ﻣﺮﺟﻌﻬﻢ ﺍﻟﺮﺋﻴﺴﻲ ﻫﻮ ﺇﻃﺎﺭ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺍﻟﺬﻱ ﻭﺿﻌﺘﻪ‬

‫‪13‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﳉﻨﺔ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺮﺍﻋﻴﺔ ﻟﻠﺠﻨﺔ ﺗﺮﻳﺪﻭﺍﻱ)‪ ،(٧‬ﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻬﻧﻢ ﻳﻜﻴﻔﻮﻥ ﻫﺬﺍ ﺍﻹﻃﺎﺭ ﻭﻓﻖ ﺍﻟﻄﺒﻴﻌﺔ‬
‫ﺍﶈﺪﺩﺓ ﳌﻨﻈﻤﺎﻬﺗﻢ‪ .‬ﻭﰲ ﺍﻵﻭﻧﺔ ﺍﻷﺧﲑﺓ‪ ،‬ﰲ ﻋﺎﻡ ‪ ،٢٠٠٩‬ﻧﺸﺮﺕ ﺍﳌﻨﻈﻤـﺔ ﺍﻟﺪﻭﻟﻴـﺔ ﻟﺘﻮﺣﻴـﺪ‬
‫ﺍﳌﻘﺎﻳﻴﺲ ﺍﳌﻘﻴﺎﺱ ﺭﻗﻢ ‪ ٣١ ٠٠٠‬ﺑﺸﺄﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ‪ -‬ﺍﳌﺒﺎﺩﺉ ﻭﺍﳋﻄﻮﻁ ﺍﻟﺘﻮﺟﻴﻬﻴﺔ‪.‬‬
‫‪ -٤٥‬ﻭﺗﺘﺸﺎﺑﻪ ﲨﻴﻊ ﺍﻷﻃﺮ ﺍﻟﺪﻭﻟﻴﺔ ﺍﳌﺘﺎﺣﺔ ﻣﻦ ﺣﻴﺚ ﺍﳉﻮﻫﺮ ﺃﻛﺜﺮ ﳑﺎ ﺗﺘﺒـﺎﻳﻦ‪ .‬ﻭﻳﻨﺒﻐـﻲ ﺃﻥ‬
‫ﻳﺒﺤﺚ ﺍﳌﺴﺆﻭﻟﻮﻥ ﻋﻦ ﺃﻓﻀﻞ ﻬﻧﺞ ﳌﻨﻈﻤﺎﻬﺗﻢ ﻣﻦ ﺧﻼﻝ ﺍﺳـﺘﻌﺮﺍﺽ ﺍﻷﻃـﺮ ﺍﻟﻌﺎﻣـﺔ ﺍﳌﺘﺎﺣـﺔ‬
‫ﻭﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺍﻷﻃﺮ ﺍﻟﱵ ﺳﺒﻖ ﻭﺿﻌﻬﺎ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ .‬ﻭﻣﻦ ﺍﻷﳘﻴﺔ ﲟﻜﺎﻥ ﰲ ﺳﻴﺎﻕ‬
‫ﺇﻋﺪﺍﺩ ﻭﺛﺎﺋﻖ ﺍﻟﺴﻴﺎﺳﺔ ﺍﻟﻌﺎﻣﺔ ﻭﺿﻊ ﻓﻠﺴﻔﺔ ﻭﻣﺼﻄﻠﺤﺎﺕ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻣﻊ ﺍﳊﺮﺹ ﻋﻠﻰ ﺑﻠﻮﺭﺓ‬
‫ﻫﻴﻜﻞ ﺃﺳﺎﺳﻲ ﻭﻣﻨﻬﺠﻴﺔ ﻭﺗﻮﺟﻴﻬﺎﺕ ﻭﺃﺩﻭﺍﺕ ﻟﻀﻤﺎﻥ ﺍﻻﺗﺴﺎﻕ ﰲ ﺍﻟﺘﻨﻔﻴﺬ ﻭﰲ ﺇﺩﺍﺭﺓ ﺍﻟﻌﻤﻠﻴﺔ‪.‬‬
‫‪ -٤٦‬ﻭﲦﺔ ﺗﻨﻮﻉ ﻛﺒﲑ ﻓﻴﻤﺎ ﻫﻮ ﻣﺘﺎﺡ ﻣﻦ ﻭﺛﺎﺋﻖ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻋﻠﻰ ﺻﻌﻴﺪ ﻣﻨﻈﻮﻣﺔ‬
‫ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﻭﺫﻟﻚ ﻣﻦ ﺣﻴﺚ ﻫﻴﻜﻠﻬﺎ ﻭﻧﻄﺎﻗﻬﺎ ﻭﳏﺘﻮﺍﻫـﺎ ﻭﻧﻮﻋﻴﺘـﻬﺎ ﻭﺩﺭﺟـﺔ ﺗﻔـﺼﻴﻠﻬﺎ‬
‫ﻭﻣﺼﻄﻠﺤﺎﻬﺗﺎ‪ .‬ﻭﺗﺘﻀﻤﻦ ﻭﺛﺎﺋﻖ ﺍﻟﻴﻮﻧﻴﺴﻴﻒ‪ ،‬ﻭﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ‪ ،‬ﻭﺍﻟﻴﻮﻧﺴﻜﻮ‪ ،‬ﻭﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳـﺔ‬
‫ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﻣﻌﻠﻮﻣﺎﺕ ﻣﻔﺼﻠﺔ ﻧﺴﺒﻴﹰﺎ‪ ،‬ﲟﺎ ﰲ ﺫﻟﻚ ﺍﻟﺘﻌﺎﺭﻳﻒ ﻭﺍﻷﻫﺪﺍﻑ ﻭﺗﻘﻨﻴﺎﺕ ﺍﻟﺘﻨﻔﻴﺬ‪ ،‬ﰲ ﺣـﲔ‬
‫ﺃﻥ ﻣﻌﻈﻢ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻷﺧﺮﻯ ﺗﻜﺘﻔﻲ ﺑﺘﻘﺪﱘ ﺑﻀﻊ ﺻﻔﺤﺎﺕ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻌﺎﻣﺔ‪.‬‬
‫‪ -٤٧‬ﻭﻳﺮﻯ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻥ ﻫﻨﺎﻙ ﳎﺎﻻﹰ ﻛﺒﲑﺍﹰ ﻟﺘﻨﺴﻴﻖ ﺳﻴﺎﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬
‫ﻭﻭﺛﺎﺋﻘﻬﺎ ﺍﻹﻃﺎﺭﻳﺔ ﻋﻠﻰ ﺻﻌﻴﺪ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﲟﺎ ﻳﺸﻤﻞ ﺍﳌﺼﻄﻠﺤﺎﺕ ﻭﺍﻟـﻨُﻬُﺞ‬
‫ﻭﺍﻟﺘﻘﻨﻴﺎﺕ‪ .‬ﻭﻳﻘﺘﺮﺡ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻥ ﺗﺼﻴﻎ ﺍﳌﻨﻈﻤﺎﺕ ﻭﺛﺎﺋﻘﻬﺎ ﺑﺎﻻﺳـﺘﻨﺎﺩ ﺇﱃ ﺍﳌـﺼﻄﻠﺤﺎﺕ‬
‫ﻭﺍﻷﻃﺮ ﻭﺍﳌﻌﺎﻳﲑ ﺍﳌﻬﻨﻴﺔ ﺍﳌﻌﺘﺮﻑ ﻬﺑﺎ ﺩﻭﻟﻴﺎﹰ‪ ،‬ﻭﺃﻥ ﺗﺘﻌﺎﻭﻥ ‪ -‬ﻭﻫﺬﺍ ﻫﻮ ﺍﻷﻫﻢ ‪ -‬ﻓﻴﻤﺎ ﺑﻴﻨﻬﺎ‬
‫ﻋﻠﻰ ﺫﻟﻚ‪.‬‬
‫‪ -٤٨‬ﻭﺗﺮﺩ ﰲ ﺍﻹﻃﺎﺭ ﺃﺩﻧﺎﻩ ﺗﻌﺎﺭﻳﻒ ﺳﻴﺎﺳﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﺇﻃﺎﺭﻫﺎ‪ ،‬ﺍﻟﺼﺎﺩﺭﺓ ﻋﻦ ﺍﳌﻨﻈﻤـﺔ‬
‫ﺍﻟﺪﻭﻟﻴﺔ ﻟﺘﻮﺣﻴﺪ ﺍﳌﻘﺎﻳﻴﺲ‪.‬‬
‫ﺍﻹﻃﺎﺭ ‪٣‬‬
‫ﺗﻌﺮﻳﻒ ﺳﻴﺎﺳﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﺇﻃﺎﺭﻫﺎ‬
‫ﺳﻴﺎﺳﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻫﻲ ﺑﻴﺎﻥ ﻟﻠﻨﻮﺍﻳﺎ ﻭﺍﻟﺘﻮﺟﻬﺎﺕ ﺍﻟﻌﺎﻣﺔ ﳌﻨﻈﻤﺔ ﻣﺎ ﻓﻴﻤـﺎ ﻳﺘﻌﻠـﻖ‬ ‫•‬
‫ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪.‬‬
‫ﺇﻃﺎﺭ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻫﻮ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﱵ ﺗﺘﺸﻜﻞ ﻣﻨﻬﺎ ﺍﻷﺳﺲ ﻭﺍﻟﺘﺮﺗﻴﺒﺎﺕ‬ ‫•‬
‫ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻟﺘﺼﻤﻴﻢ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻋﻠـﻰ ﻧﻄـﺎﻕ ﺍﳌﻨﻈﻤـﺔ ﻭﺗﻨﻔﻴـﺬﻫﺎ ﻭﺭﺻـﺪﻫﺎ‬
‫ﻭﺍﺳﺘﻌﺮﺍﺿﻬﺎ ﻭﻣﻮﺍﺻﻠﺔ ﲢﺴﻴﻨﻬﺎ‪.‬‬
‫__________‬
‫)‪ (٧‬ﺷُﻜﻠﺖ ﳉﻨﺔ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺮﺍﻋﻴﺔ ﻟﻠﺠﻨﺔ ﺗﺮﻳﺪﻭﺍﻱ ﰲ ﻋﺎﻡ ‪ ١٩٨٥‬ﻣﻦ ﺃﺟﻞ ﺭﻋﺎﻳﺔ ﺍﻟﻠﺠﻨﺔ ﺍﻟﻮﻃﻨﻴﺔ ﺍﳌﻌﻨﻴﺔ ﺑﺎﻹﺑﻼﻍ‬
‫ﺍﳌﺎﱄ ﺍﻻﺣﺘﻴﺎﱄ )ﳉﻨﺔ ﺗﺮﻳﺪﻭﺍﻱ(‪ .‬ﻭﻛﺎﻧﺖ ﳉﻨﺔ ﺗﺮﻳﺪﻭﺍﻱ ﲢﻈﻰ ﺑﺮﻋﺎﻳﺔ ﻭﲤﻮﻳﻞ ﻣﺸﺘﺮﻛﲔ ﻣﻦ ﺟﺎﻧـﺐ ﲬـﺲ‬
‫ﲨﻌﻴﺎﺕ ﻭﻣﻌﺎﻫﺪ ﳏﺎﺳﺒﻴﺔ ﺭﺋﻴﺴﻴﺔ ﻳﻮﺟﺪ ﻣﻘﺮﻫﺎ ﰲ ﺍﻟﻮﻻﻳﺎﺕ ﺍﳌﺘﺤﺪﺓ ﺍﻷﻣﺮﻳﻜﻴﺔ‪ .‬ﻭﺗُـﺸﻜﻞ ﻫـﺬﻩ ﺍﳌﻨﻈﻤـﺎﺕ‬
‫ﺍﳋﻤﺲ ﻣﺎ ﻳﻌﺮﻑ ﺍﻟﻴﻮﻡ ﺑﻠﺠﻨﺔ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺮﺍﻋﻴﺔ ﻟﻠﺠﻨﺔ ﺗﺮﻳﺪﻭﺍﻱ‪.‬‬

‫‪GE.10-02214‬‬ ‫‪14‬‬
‫‪JIU/REP/2010/4‬‬

‫ﺗﺸﻤﻞ ﺍﻷﺳﺲ ﺍﻟﺴﻴﺎﺳﻴﺔ ﻭﺍﻷﻫﺪﺍﻑ ﻭﺍﻟﻮﻻﻳﺔ ﻭﺍﻻﻟﺘﺰﺍﻡ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪.‬‬ ‫•‬

‫ﺗﺸﻤﻞ ﺍﻟﺘﺮﺗﻴﺒﺎﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻭﺍﳋﻄﻂ ﻭﺍﻟﻌﻼﻗﺎﺕ ﻭﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﻭﺍﳌﻮﺍﺭﺩ ﻭﺍﻟﻌﻤﻠﻴـﺎﺕ‬ ‫•‬

‫ﻭﺍﻷﻧﺸﻄﺔ‪.‬‬
‫ﺇﻃﺎﺭ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺟﺰﺀ ﻣﻦ ﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﺍﻟﻌﺎﻣﺔ‬ ‫•‬
‫ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬
‫ﺍﳌﺼﺪﺭ‪ ،ISO guide 73:2009 :‬ﺍﻟﺘﻌﺮﻳﻔﺎﻥ ‪ ٢-١-٢‬ﻭ‪.١-١-٢‬‬

‫ﺩﺭﺍﺳﺔ ﺍﳉﺪﻭﻯ‬
‫‪ -٤٩‬ﻣﻦ ﺃﺟﻞ ﺗﺴﻬﻴﻞ ﺍﻋﺘﻤﺎﺩ ﻭﺍﺳـﺘﺤﺪﺍﺙ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ ﻭﺍﺳﺘﻜـﺸﺎﻑ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﳌﻤﻜﻨﺔ ﻟﺘﻨﻔﻴﺬﻫﺎ‪ ،‬ﳝﻜﻦ ﻟﻠﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﺃﻥ ﻳﻌـﺪّﻭﺍ ﺩﺭﺍﺳـﺎﺕ ﺟـﺪﻭﻯ‬
‫ﻭﻳﺴﺘﻨﺪﻭﺍ ﺇﻟﻴﻬﺎ‪ ،‬ﻭﻫﻲ ﺩﺭﺍﺳﺎﺕ ﻳﻨﺒﻐﻲ ﺃﻥ ﲢﻠﻞ ﺍﻟﺘﻜﺎﻟﻴﻒ ﻭﺍﳌﺰﺍﻳﺎ‪ ،‬ﻭﲢﺪﺩ ﺍﳌﻮﺍﺭﺩ ﺍﻟﻼﺯﻣﺔ‪ ،‬ﻭﺗﱪﺭ‬
‫ﺍﻷﻣﻮﺍﻝ ﺍﻟﱵ ﺳﺘﻨﻔﻖ ﰲ ﻬﺗﻴﺌﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺍﳊﻔﺎﻅ ﻋﻠﻴﻬﺎ‪ .‬ﻭﻣﻦ ﺷﺄﻥ ﻫﺬﺍ ﺍﻟﻨﻬﺞ ﺃﻥ‬
‫ﻳﺴﺎﻋﺪ ﰲ ﻛﺴﺐ ﺗﺄﻳﻴﺪ ﺍﻹﺩﺍﺭﺓ ﻭﺃﻥ ﻳﻜﻮﻥ ﲟﺜﺎﺑﺔ ﺗﺪﺑﲑ ﳜﻔﻒ ﺍﻟﻌﻘﺒﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﶈﺘﻤﻠﺔ ﺍﻟـﱵ‬
‫ﺗﻮﺍﺟﻬﻬﺎ ﺍﳌﻨﻈﻤﺎﺕ ﻋﻨﺪ ﺍﻋﺘﺰﺍﻣﻬﺎ ﺍﻋﺘﻤﺎﺩ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬

‫ﻣﺆﺷﺮ ﺗﻨﻔﻴﺬ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ‬

‫‪ -٥٠‬ﺍﺳﺘﻨﺘﺞ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻥ ﺗﻨﻔﻴﺬ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ ١‬ﻳﺘﻄﻠﺐ ﻣﻦ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﻣﺎ ﻳﻠﻲ‪:‬‬
‫ﺃﻥ ﻳُﻌﺪّﻭﺍ ﻭﻳﺴﺘﺤﺪﺛﻮﺍ ﺳﻴﺎﺳﺔ ﻭﺇﻃﺎﺭﹰﺍ ﺭﲰﻴﲔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻬﺑﺪﻑ ﺇﺭﺳـﺎﺀ‬ ‫•‬
‫ﺇﺩﺍﺭﺓ ﻣﺘﻜﺎﻣﻠﺔ ﻭﻣﻨﻬﺠﻴﺔ ﻟﻠﻤﺨﺎﻃﺮ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﺇﻥ ﻛﺎﻧﺖ ﻣﻨﻈﻤﺘﻬﻢ ﱂ ﺗﻀﻄﻠﻊ‬
‫ﺑﺬﻟﻚ ﺑﻌﺪ‪.‬‬
‫ﺃﻥ ﻳﺴﺘﻌﺮﺿﻮﺍ ﻭﻳﻨﻘﺤﻮﺍ ﺳﻴﺎﺳﺔ ﻭﺇﻃﺎﺭﹰﺍ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﺿـﻮﺀ ﺍﳌﻌـﺎﻳﲑ‬ ‫•‬
‫ﻭﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﳌﺘﺎﺣﺔ ﻋﻠﻰ ﺍﻟﺼﻌﻴﺪ ﺍﻟﺪﻭﱄ‪ ،‬ﺇﻥ ﻛﺎﻧﺖ ﻣﻨﻈﻤﺘﻬﻢ ﻗﺪ ﺍﻋﺘﻤـﺪﺕ‬
‫ﺑﺎﻟﻔﻌﻞ ﺳﻴﺎﺳﺔ ﻭﺇﻃﺎﺭﹰﺍ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬

‫ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ :٢‬ﻭﺟﻮﺩ ﺍﻟﺘﺰﺍﻡ ﻭﻣﺸﺎﺭﻛﺔ ﺗﺎﻣﲔ ﻣﻦ ﺟﺎﻧﺐ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﻓﻴﻤﺎ ﻳﺘﻌﻠـﻖ‬
‫ﺑﻘﻴﺎﺩﺓ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﻋﻤﻠﻴﺔ ﺗﻨﻔﻴﺬﻫﺎ‬
‫‪ -٥١‬ﺗﺸﲑ ﺍﻟﺘﺠﺮﺑﺔ ﺇﱃ ﺃﻥ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻳﺘﻮﻗﻒ ﺇﱃ ﺣﺪ ﺑﻌﻴﺪ ﻋﻠﻰ ﻭﺟـﻮﺩ‬
‫ﻓﻬﻢ ﻭﺗﻔﺎﻥ ﻣﻦ ﺟﺎﻧﺐ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ‪/‬ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‪ .‬ﻓﺎﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﻮﻥ ﻭﻏﲑﻫﻢ ﻣﻦ ﻛﺒـﺎﺭ‬
‫ﺍﳌﺪﻳﺮﻳﻦ ﻣﺴﺆﻭﻟﻮﻥ ﻋﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﺇﻋﻄﺎﺀ "ﺍﻟﻘﺪﻭﺓ ﰲ ﺃﻋﻠﻰ ﺍﳍﺮﻡ"‪ .‬ﻭﻣﻦ ﺍﻟﻀﺮﻭﺭﺓ ﲟﻜـﺎﻥ‬
‫ﻭﺟﻮﺩ ﺍﻟﺘﺰﺍﻡ ﰲ ﺻﻔﻮﻑ ﻛﺒﺎﺭ ﺍﳌﺪﻳﺮﻳﻦ‪ ،‬ﻭﻫﻮ ﻣﺎ ﻳﺪﻝ ﻋﻠﻴﻪ ﺇﺩﺭﺍﺟُﻬﻢ ﺑﺼﻮﺭﺓ ﻣﻨﺘﻈﻤﺔ ﻋﻤﻠﻴﺎﺕ‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﳎﺎﻻﺕ ﻣﺴﺆﻭﻟﻴﺎﻬﺗﻢ ﻭﺗﺮﻭﳚﻬﻢ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﻟﻐﺘﻬﻢ ﺍﻟﻴﻮﻣﻴﺔ ﻭﺃﻋﻤﺎﳍﻢ‪.‬‬

‫‪15‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫‪ -٥٢‬ﻭﻳﺮﻯ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻥ ﺍﻟﻔﻬﻢ ﻭﺍﻻﻟﺘﺰﺍﻡ ﻏﲑ ﺍﻟﻜﺎﻓﻴﲔ ﻣﻦ ﺟﺎﻧﺐ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﰲ ﻣﻨﻈﻤﺎﺕ‬

‫ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﳘﺎ ﻣﻦ ﺃﺷﻴﻊ ﺃﺳﺒﺎﺏ ﻋﺪﻡ ﺍﻋﺘﻤﺎﺩ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺃﻭ ﺑﻂﺀ ﺍﻟﺘﻘـﺪﻡ‬
‫ﺍﶈﺮﺯ ﰲ ﺗﻨﻔﻴﺬﻩ‪ .‬ﻭﲦﺔ ﺣﺎﻻﺕ ﺗﻮﻟﱠﻰ ﻓﻴﻬﺎ ﻣﺴﺆﻭﻝ ﻛﺒﲑ ﺃﻭ ﻋﺪﺩ ﻣﻦ ﺍﳌﺴﺆﻭﻟﲔ ﺍﻟﻜﺒـﺎﺭ‬
‫ﺯﻣﺎﻡ ﺍﻷﻣﻮﺭ ﻟﻴﺪﻓﻌﻮﺍ ﺑﺎﻟﻌﻤﻠﻴﺔ‪ ،‬ﻟﻜﻦ ﺳﺮﻋﺎﻥ ﻣﺎ ﺗﻮﻗﻒ ﺫﻟﻚ ﻋﻨﺪ ﻣﻐﺎﺩﺭﻬﺗﻢ ﳌﻨـﺼﺒﻬﻢ ﺃﻭ‬
‫ﺗﻐﻴﲑ ﻭﻇﺎﺋﻔﻬﻢ‪ .‬ﻭﺧﻼﻝ ﺍﳌﻘﺎﺑﻼﺕ‪ ،‬ﱂ ﳜﺮﺝ ﻋﻦ ﺍﳌﺄﻟﻮﻑ ﺃﻥ ﻳﺆﻳﺪ ﺑﻌﺾ ﺍﳌﺴﺆﻭﻟﲔ ﺑﻘﻮﺓ‬
‫ﺗﻨﻔﻴﺬ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﺑﻌﻀﻬﻢ ﺃﺛﺎﺭ ﺷﻜﻮﻛﺎﹰ ﺑﺸﺄﻥ ﻣﺪﻯ‬
‫ﺍﳊﺎﺟﺔ ﺇﻟﻴﻪ‪ .‬ﻭﻳﺒﲔ ﺫﻟﻚ ﻋﺪﻡ ﻭﺟﻮﺩ ﻓﻬﻢ ﻭﺍﻟﺘﺰﺍﻡ ﲨﺎﻋﻴﲔ ﰲ ﻗﻤﺔ ﺍﳍﺮﻡ‪ ،‬ﻭﻫﻮ ﻋﺎﻣﻞ ﻟﻴﺲ‬
‫ﻣﻮﺍﺗﻴﺎﹰ ﻹﳒﺎﺡ ﺍﻟﺘﻨﻔﻴﺬ‪.‬‬
‫‪ -٥٣‬ﻭﺗﺒّﻴﻦ ﺍﻟﺘﺠﺮﺑﺔ ﺃﻥ ﺑﺎﻹﻣﻜﺎﻥ ﺗﺴﻬﻴﻞ ﺍﻟﺘﺰﺍﻡ ﻛﺒﺎﺭ ﺍﳌﺴﺆﻭﻟﲔ ﻭﻣﺸﺎﺭﻛﺘﻬﻢ ﺍﻟﺘﺎﻣﲔ ﻣـﻦ‬
‫ﺧﻼﻝ ﺍﺳﺘﻬﺪﺍﻓﻬﻢ ﺑﻌﺮﻭﺽ ﻭﺩﻭﺭﺍﺕ ﺗﺪﺭﻳﺒﻴﺔ ﻣﺮﻛﺰﺓ ﺗﺘﻌﻠﻖ ﲟﻔﻬﻮﻡ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ‬
‫ﻭﻣﺰﺍﻳﺎ ﻭﻛﻴﻔﻴﺔ ﺗﻨﻔﻴﺬﻫﺎ‪ .‬ﻭﻋﻼﻭﺓ ﻋﻠﻰ ﺫﻟﻚ‪ ،‬ﳝﻜﻦ ﺍﺳﺘﺨﺪﺍﻡ ﺩﺭﺍﺳﺔ ﺟـﺪﻭﻯ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﻟﻠﺘﺮﻭﻳﺞ ﳍﺎ ﻟﺪﻯ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻭﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ‪ .‬ﻭﻟﻴﺲ ﻣﻦ ﺷﻚ ﰲ ﺃﻥ ﻟﻠﺮﺅﺳﺎﺀ‬
‫ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﺩﻭﺭﹰﺍ ﺣﺎﲰﹰﺎ ﻳﺆﺩﻭﻧﻪ ﰲ ﺗﻌﺰﻳﺰ ﺍﻟﺘﺰﺍﻡ ﻭﺗﻔﺎﱐ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‪.‬‬

‫ﻣﺆﺷﺮ ﺗﻨﻔﻴﺬ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ‬

‫‪ -٥٤‬ﺧﻠﺺ ﺍﳌﻔﺘﺸﺎﻥ ﺇﱃ ﺃﻥ ﺗﻨﻔﻴﺬ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ ٢‬ﻳﺘﻄﻠﺐ ﻣﻦ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﺍﳊﺮﺹ‬
‫ﻋﻠﻰ ﺃﻥ ﻳﻔﻬﻢ ﻛﺒﺎﺭ ﺍﳌﺪﻳﺮﻳﻦ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺃﻥ ﻳﱪﻫﻨﻮﺍ ﻋﻦ ﺍﻟﺘﺰﺍﻣﻬﻢ ﻭﺗﻔﺎﻧﻴﻬﻢ ﰲ‬
‫ﻫﺬﺍ ﺍﻟﺼﺪﺩ ﻣﻦ ﺧﻼﻝ ﺍﳌﺸﺎﺭﻛﺔ ﺍﻟﻔﻌﻠﻴﺔ ﰲ ﺗﻌﻤﻴﻢ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺗﻪ ﻭﺗﻨﻔﻴﺬﻩ ﻭﲢﻤﻞ ﺍﳌـﺴﺆﻭﻟﻴﺔ ﰲ‬
‫ﺫﻟﻚ‪ .‬ﻭﻋﻠﻰ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﺃﻧﻔﺴﻬﻢ ﺃﻥ ﻳﻌﻄﻮﺍ "ﺍﻟﻘﺪﻭﺓ ﰲ ﺃﻋﻠﻰ ﺍﳍﺮﻡ" ﻭﺃﻥ ﻳﱪﻫﻨﻮﺍ ﺑﺎﻟﻘﻮﻝ‬
‫ﻭﺍﻟﻌﻤﻞ ﻋﻦ ﺩﻋﻤﻬﻢ ﺍﻟﺘّﺎﻡ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬

‫ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ :٣‬ﻭﺟﻮﺩ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﻨﻔﻴﺬ ﺭﲰﻴﺔ ﺗﻨﻄﻮﻱ ﻋﻠﻰ ﺧﻄﺔ ﻋﻤﻞ ﳏـﺪﺩﺓ ﺯﻣﻨﻴـﹰﺎ‬
‫ﻭﺗﻮﺿﻴﺢ ﺍﻷﺩﻭﺍﺭ ﻭﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺈﺩﺍﺭﺓ ﺍﻟﻌﻤﻠﻴﺔ‬

‫ﻭﺟﻮﺩ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺧﻄﺔ ﺭﲰﻴﺘﲔ ﻭﻣﻮﺛﻘﺘﲔ‬

‫‪ -٥٥‬ﺗﺪﻝ ﺍﻟﺘﺠﺮﺑﺔ ﻋﻠﻰ ﺃﻥ ﳒﺎﺡ ﺇﻋﻤﺎﻝ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻳﺘﻄﻠﺐ ﺧﻄﺔ ﺭﲰﻴـﺔ‬
‫ﳏﻜﻤﺔ ﻭﳏﺪﺩﺓ ﺯﻣﻨﻴﹰﺎ ﻭﻣﻘﺘﺮﻧﺔ ﺑﺎﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪/‬ﺑﺮﻧﺎﻣﺞ ﻳﺒﲔ ﺧﻄﻮﺍﺕ ﻭﻣﺮﺍﺣﻞ ﺍﻟﺘﻨﻔﻴﺬ‪ .‬ﻭﻳﺘﻌﲔ ﺃﻳﻀﹰﺎ‬
‫ﺃﻥ ﲢﺪﱠﺩ ﻭﺗﺒﻠﱠﻎ ﺑﻮﺿﻮﺡ ﺍﻷﺩﻭﺍﺭ ﻭﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﺍﳌﺮﺗﺒﻄﺔ ﺑﺘﻨﻔﻴﺬ ﺍﳋﻄﺔ‪ .‬ﻭﻣﻦ ﺷﺄﻥ ﻭﺿﻊ ﺧﻄـﺔ‬
‫ﺭﲰﻴﺔ ﻟﻠﻤﺸﺮﻭﻉ ﺃﻥ ﻳﻀﻊ ﺍﻷﺳﺎﺱ ﻟﻠﻤﺴﺎﺀﻟﺔ ﻭﺍﻟﺘﻨﻔﻴﺬ ﺍﳌﺴﺘﺪﺍﻡ‪ .‬ﺃﻣﺎ ﰲ ﺣﺎﻝ ﻋﺪﻡ ﻭﺟﻮﺩ ﺧﻄـﺔ‬
‫ﺭﲰﻴﺔ‪ ،‬ﻓﻠﻦ ﺗﺘﺴﲎ ﻣﺄﺳﺴﺔ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺳﻴﻈﻞ ﺍﻟﺘﻨﻔﻴﺬ ﻣﺘﻮﻗﻔﹰﺎ ﻋﻠـﻰ ﺟﻬـﻮﺩ‬
‫ﺷﺨﺼﻴﺔ ﻟﺒﻌﺾ ﺍﳌﺪﻳﺮﻳﻦ‪ ،‬ﳑﺎ ﳚﻌﻠﻪ ﻋﺮﺿﺔ ﻟﻠﺘﻼﺷﻲ ﺍﳊﺘﻤﻲ ﻋﻨﺪﻣﺎ ﻳﺘـﺮﻙ ﻫـﺆﻻﺀ ﺍﳌـﺪﻳﺮﻳﻦ‬
‫ﻣﻨﺎﺻﺒﻬﻢ ﺃﻭ ﲟﺮﻭﺭ ﺍﻟﻮﻗﺖ‪.‬‬
‫‪ -٥٦‬ﻭﻣﻦ ﺍﻷﺳﺒﺎﺏ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﺒﻂﺀ ﺇﺣﺮﺍﺯ ﺗﻘﺪﻡ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻋﻠﻰ ﺻﻌﻴﺪ‬
‫ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻋﺪﻡ ﻭﺟﻮﺩ ﺧﻄﻂ ﺗﻨﻔﻴﺬ ﺭﲰﻴﺔ ﻣﻮﺛﻘﺔ ﻭﳏﺪﺩﺓ ﺯﻣﻨﻴﹰﺎ‪ .‬ﻭﺗﻈﻞ ﻋﻤﻠﻴـﺎﺕ‬

‫‪GE.10-02214‬‬ ‫‪16‬‬
‫‪JIU/REP/2010/4‬‬

‫ﺍﻋﺘﻤﺎﺩ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻋﻤﻮﻣﹰﺎ ﺧﺎﺿﻌﺔ ﻟﻘﺮﺍﺭﺍﺕ ﻇﺮﻓﻴﺔ‪ .‬ﻭﻣـﻊ ﺃﻥ ﺍﳋﻄـﻂ ﻛﺎﻧـﺖ‬
‫ﻣﻮﺟﻮﺩﺓ ﰲ ﺑﻌﺾ ﺍﳊﺎﻻﺕ‪ ،‬ﻓﻘﺪ ﺍﻛﺘﻨﻔﻬﺎ ﺍﻟﺘﻌﻤﻴﻢ ﺍﳌﻔﺮﻁ‪ ،‬ﺃﻭ ﺍﻛﺘُﻔﻲ ﻓﻴﻬﺎ ﺑﺈﺑﺮﺍﺯ ﻧﻮﺍﻳﺎ ﺍﳌﺴﺆﻭﻟﲔ‬
‫ﺑﺪ ﹰﻻ ﻣﻦ ﺃﻥ ﺗﺄﰐ ﰲ ﺷﻜﻞ ﺑﺮﻧﺎﻣﺞ ﻣﻮﺛﻖ ﺑﺈﺣﻜﺎﻡ ﻭﻣﻌﺘﻤﺪ ﺑﺼﻮﺭﺓ ﺭﲰﻴﺔ‪.‬‬

‫ﺍﻟﺘﻨﻔﻴﺬ ﺍﻟﺘﺪﺭﳚﻲ‪/‬ﺍﻟﺘﻨﻔﻴﺬ ﻋﻠﻰ ﻣﺮﺍﺣﻞ ﻣﻘﺎﺑﻞ ﺍﻟﺘﻨﻔﻴﺬ ﺍﻟﺘﺰﺍﻣﲏ‬

‫‪ -٥٧‬ﻋﺎﺩﺓ ﻣﺎ ﲣﺘﺎﺭ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﱵ ﺍﺳﺘﺤﺪﺛﺖ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ ﺍﺗﺒـﺎﻉ ﻬﻧـﺞ‬
‫ﺗﺪﺭﳚﻲ‪ ،‬ﺭﻏﻢ ﻭﺟﻮﺩ ﺑﻌﺾ ﺍﻻﺧﺘﻼﻓﺎﺕ ﻣﻦ ﺣﻴﺚ ﻧﻄﺎﻕ ﺍﻟﺘﻨﻔﻴﺬ ﻭﺳﺮﻋﺘﻪ‪ .‬ﻭﻛـﺎﻥ ﺍﻻﺳـﺘﺜﻨﺎﺀ‬
‫ﺍﻟﻮﺣﻴﺪ ﻫﻮ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ‪ ،‬ﺍﻟﺬﻱ ﺍﺳﺘﺤﺪﺙ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﳌﻨﻈﻤـﺔ‬
‫ﻭﺍﳌﺴﺘﻮﻯ ﺍﻟﻘﻄﺮﻱ ﰲ ﻭﻗﺖ ﻭﺍﺣﺪ ﻣﻦ ﺧﻼﻝ ﺇﻧﺸﺎﺀ ﺳﺠﻼﺕ ﻟﻠﻤﺨﺎﻃﺮ‪ .‬ﻭﺫﻛـﺮ ﻣـﺴﺆﻭﻟﻮ‬
‫ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ ﺃﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﺍﺳﺘﺨﺪﺍﻡ ﺳﺠﻼﺕ ﺍﳌﺨﺎﻃﺮ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﳌﻨﻈﻤـﺔ ﻛﺎﻧـﺎ‬
‫ﺳﻠﺴﲔ ﻧﺴﺒﻴﹰﺎ‪ ،‬ﻟﻜﻦ ﲣﻠﻠﺘﻬﻤﺎ ﺻﻌﻮﺑﺎﺕ ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﻟﻘﻄﺮﻱ‪ .‬ﻟﺬﻟﻚ‪ ،‬ﺃﺑﺪﻯ ﻫﺆﻻﺀ ﺍﳌﺴﺆﻭﻟﲔ‬
‫ﺗﺮﺩﺩﹰﺍ ﺣﻴﺎﻝ ﺍﻟﻘﻮﻝ ﺑﻨﺠﺎﺡ ﺍﻟﺘﻨﻔﻴﺬ ﺍﳌﺘﺰﺍﻣﻦ ﰲ ﻣﻨﻈﻤﺘﻬﻢ‪ .‬ﻭﰲ ﻣﻨﻈﻤـﺎﺕ ﺃﺧـﺮﻯ‪ ،‬ﺍﺧﺘـﺎﺭﺕ‬
‫ﻼ ﺍﺗﺒﺎﻉ ﻬﻧﺞ ﺗﺪﺭﳚﻲ‪.‬‬
‫ﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ ﻭﻣﻨﻈﻤﺔ ﺍﻷﻣﻦ ﻭﺍﻟﺘﻌﺎﻭﻥ ﰲ ﺃﻭﺭﻭﺑﺎ ﻣﺜ ﹰ‬
‫‪ -٥٨‬ﻭﺫﻛﺮ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﺴﺆﻭﻟﲔ ﺧﻼﻝ ﺍﳌﻘﺎﺑﻼﺕ‪ ،‬ﰲ ﻣﻌﺮﺽ ﺣﺪﻳﺜﻬﻢ ﻋـﻦ ﺍﻟـﺪﺭﻭﺱ‬
‫ﺍﳌﺴﺘﻔﺎﺩﺓ‪ ،‬ﺃﻥ ﺍﻟﻨﻬﺞ ﺍﻟﻨﺎﺟﺢ ﺣﻴﺎﻝ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻗﺪ ﻳﺘﻤﺜﻞ ﻓﻴﻤﺎ ﻋـﱪﻭﺍ ﻋﻨـﻪ‬
‫ﺑ "ﺍﻟﺼﻴﻐﺔ ﺍﳌﺨﻔﻔﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﺆﺳﺴﺔ"‪ ،‬ﺍﻟﱵ ﺗﻔﺘﺮﺽ ﺍﻻﺳﺘﻨﺎﺩ ﰲ ﺍﻟﺒﺪﺍﻳﺔ ﺇﱃ ﻬﻧﺞ ﻣﺒﺴﻂ‬
‫ﳝﻜﻦ ﺗﻄﻮﻳﺮﻩ ﻻﺣﻘﹰﺎ ﻭﻓﻘﹰﺎ ﳌﺎ ﻳُﻜﺘﺴﺐ ﻣﻦ ﺧﱪﺓ ﻭﻣﻌﺮﻓﺔ‪ .‬ﻭﺍﺧﺘﺎﺭﺕ ﺑﻌﺾ ﺍﳌﻨﻈﻤﺎﺕ ﻛﻨﻘﻄـﺔ‬
‫ﺍﻧﻄﻼﻕ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺍﻻﻧﺘﻘﺎﻝ ﺗﺪﺭﳚﻴﹰﺎ ﺇﱃ ﺍﺠﻤﻟﺎﻻﺕ ﺍﻟﱪﻧﺎﳎﻴﺔ؛ ﻭﺍﺧﺘـﺎﺭﺕ‬
‫ﻣﻨﻈﻤﺎﺕ ﺃﺧﺮﻯ ﺗﻨﻔﻴﺬ ﺃﻧﺸﻄﺔ ﲡﺮﻳﺒﻴﺔ ﰲ ﺍﳌﻘﺮ ﻭﺍﳌﻜﺎﺗﺐ ﺍﳌﻴﺪﺍﻧﻴﺔ‪.‬‬
‫‪ -٥٩‬ﻭﻋﺎﺩﺓ ﻣﺎ ﻳﺘﻄﻠﺐ ﺍﻟﺘﻨﻔﻴﺬ ﺍﻟﺘﺰﺍﻣﲏ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ ﻣﻮﺍﺭﺩ ﺑـﺸﺮﻳﺔ ﺃﻛـﱪ ﻭﺩﻭﺭﺍﺕ‬
‫ﺗﺪﺭﻳﺒﻴﺔ ﻟﺘﻴﺴﲑ ﺍﻟﺘﻨﻔﻴﺬ‪ ،‬ﻟﻜﻨﻪ ﻻ ﻳﺘﻴﺢ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﻟﺪﺭﻭﺱ ﺍﳌﺴﺘﻔﺎﺩﺓ ﻋﻠﻰ ﺍﻟﺼﻌﻴﺪ ﺍﻟـﺪﺍﺧﻠﻲ‪.‬‬
‫ﻭﰲ ﺣﲔ ﺃﻥ ﺍﻟﺘﻨﻔﻴﺬ ﺍﻟﺘﺰﺍﻣﲏ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ ﻗﺪ ﻳﻔﻴﺪ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺼﻐﲑﺓ ﺍﻟﱵ ﻳﻮﺟﺪ ﻬﺑﺎ ﺍﻟﺘﺰﺍﻡ‬
‫ﻗﻮﻱ ﻣﻦ ﺟﺎﻧﺐ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻭﺗﺪﺭﻳﺐ ﻣﺒﻜﺮ ﻭﴰﻮﱄ ﻟﻠﻤﻮﻇﻔﲔ‪ ،‬ﻓﺎﻟﻨﻬﺞ ﺍﻟﺘﺪﺭﳚﻲ ﻗﺪ ﻳﻜـﻮﻥ‬
‫ﺃﻛﺜﺮ ﻓﺎﺋﺪﺓ ﳌﻨﻈﻤﺎﺕ ﺫﺍﺕ ﻋﻤﻠﻴﺎﺕ ﻣﺘﻨﻮﻋﺔ ﻭﺣﻀﻮﺭ ﻣﻴﺪﺍﱐ‪ ،‬ﺳﻮﺍﺀ ﻣﻦ ﺣﻴﺚ ﺍﻟﺘﻜﻠﻔﺔ ﺃﻭ ﻣـﻦ‬
‫ﺣﻴﺚ ﺇﺗﺎﺣﺔ ﺍﻟﻔﺮﺻﺔ ﻟﻼﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﳋﱪﺓ ﺍﳌﻜﺘﺴﺒﺔ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻳﺆﻛﺪ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻥ ﺃﻱ ﻬﻧـﺞ‬
‫ﻻ ﺑﺪ ﺃﻥ ﻳﻨﻔﺬ ﻋﻦ ﻃﺮﻳﻖ ﺧﻄﺔ ﻣﻮﺛﻘﺔ‪.‬‬

‫ﻣﺒﺎﺩﺭﺍﺕ ﺍﻹﺻﻼﺡ ﺍﳌﻨﺎﻓِﺴﺔ‪ :‬ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﺮﻛﺒﺔ‬

‫‪ -٦٠‬ﻣﻦ ﺍﻷﺳﺒﺎﺏ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﺘﺄﺧﺮ ﺃﻭ ﺑﻂﺀ ﺇﺣﺮﺍﺯ ﺗﻘـﺪﻡ ﰲ ﺗﻨﻔﻴـﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻭﺟﻮﺩ ﻣﺒﺎﺩﺭﺍﺕ ﺇﺻﻼﺡ ﻣُﻨﺎﻓِﺴﺔ‪ .‬ﻭﻣﻦ ﺍﳌﻌﻠـﻮﻡ ﺃﻥ‬
‫ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻗﺪ ﺷﺮﻋﺖ ﰲ ﻣﺒﺎﺩﺭﺍﺕ ﺇﺻﻼﺡ ﻣﺘﻌﺪﺩﺓ ﻳﺘﻄﻠﺐ ﻛﻞ ﺇﺻﻼﺡ ﻣﻨﻬﺎ‬
‫ﻣﺴﺘﻮﻯ ﻛﺒﲑﺍﹰ ﻣﻦ ﺍﻟﻘﺪﺭﺍﺕ ﻭﺍﳌﻮﺍﺭﺩ ﻭﺍﻻﻫﺘﻤﺎﻡ ﻭﺣﺠﻤﺎﹰ ﻫﺎﻣﺎﹰ ﻣـﻦ ﻭﻗـﺖ ﺍﳌـﻮﻇﻔﲔ‪.‬‬
‫ﻭﺃﻭﺿﺢ ﺑﻌﺾ ﺍﳌﺴﺆﻭﻟﲔ ﰲ ﺃﺛﻨﺎﺀ ﺍﳌﻘﺎﺑﻼﺕ ﺃﻬﻧﻢ ﻣﻘﺘﻨﻌﻮﻥ ﺑﻘﻴﻤﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪،‬‬

‫‪17‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﻟﻜﻨﻬﻢ ﺫﻛﹼﺮﻭﺍ ﺑﻮﺟﻮﺩ ﻣﺒﺎﺩﺭﺍﺕ ﺇﺻﻼﺡ ﻣُﻨﺎﻓِﺴﺔ‪ ،‬ﻭﺍﻗﺘﺮﺣﻮﺍ ﻧﺘﻴﺠﺔ ﻟﺬﻟﻚ ﺗﺄﺟﻴﻞ ﺗﻨﻔﻴـﺬ‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﺫﻫﺐ ﺁﺧﺮﻭﻥ ﺇﱃ ﺃﻧﻪ ﻳﻨﺒﻐﻲ ﺇﻳـﻼﺀ ﺍﻷﻭﻟﻮﻳـﺔ ﻻﺳـﺘﻜﻤﺎﻝ‬
‫ﻣﺒﺎﺩﺭﺍﺕ ﺗﻨﻔﻴﺬ ﺍﳌﻌﺎﻳﲑ ﺍﶈﺎﺳﺒﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ‪ ،‬ﻭﲣﻄﻴﻂ ﺍﳌـﻮﺍﺭﺩ ﰲ ﺍﳌﺆﺳـﺴﺔ‪،‬‬
‫ﻭﺍﻹﺩﺍﺭﺓ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﻨﺘﺎﺋﺞ ﻗﺒﻞ ﺍﻻﻧﺘﻘﺎﻝ ﺇﱃ ﺗﻨﺎﻭﻝ ﻣﺴﺄﻟﺔ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬
‫‪ -٦١‬ﻭﻳﻌﺘﺮﻑ ﺍﳌﻔﺘﺸﺎﻥ ﺑﺼﻌﻮﺑﺔ ﺗﻨﻔﻴﺬ ﺇﺻﻼﺣﺎﺕ ﺭﺋﻴﺴﻴﺔ ﰲ ﻭﻗـﺖ ﻭﺍﺣـﺪ‪ ،‬ﺇﻻ ﺃﻥ‬
‫ﺍﻟﻔﺮﺻﺔ ﺳﺎﳓﺔ ﻟﺪﻣﺞ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺑﺴﻬﻮﻟﺔ ﰲ ﻫﺬﻩ ﺍﳌﺒﺎﺩﺭﺍﺕ ﺍﻹﺻﻼﺣﻴﺔ‪،‬‬
‫ﻛﻤﺎ ﳝﻜﻦ‪ ،‬ﻋﻼﻭﺓ ﻋﻠﻰ ﺫﻟﻚ‪ ،‬ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻨﻪ ﰲ ﻫﺬﻩ ﺍﻹﺻﻼﺣﺎﺕ‪ .‬ﻓﺎﻋﺘﻤﺎﺩ ﻬﻧﺞ ﻣﺘﻜﺎﻣﻞ‬
‫ﺣﻴﺎﻝ ﻣﺒﺎﺩﺭﺍﺕ ﺇﺻﻼﺣﻴﺔ ﻣﺘﻌﺪﺩﺓ ﻣﻦ ﺷﺄﻧﻪ ﺇﳚﺎﺩ ﺗﺂﺯﺭ ﺑﻴﻨﻬﺎ ﻭﺗﻌﺰﻳﺰ ﺍﻟﻔﻌﺎﻟﻴﺔ ﻭﺍﻟﻜﻔﺎﺀﺓ ﰲ‬
‫ﲨﻴﻊ ﺍﻹﺻﻼﺣﺎﺕ‪ .‬ﻓﻌﻠﻰ ﺳﺒﻴﻞ ﺍﳌﺜﺎﻝ‪ ،‬ﳝﻜﻦ ﺑﺴﻬﻮﻟﺔ ﺩﻣﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ ﰲ‬
‫ﻋﻤﻠﻴﺔ ﲢﺪﻳﺪ ﻭﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﻭﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﻮﻗﻌﺔ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﻹﺩﺍﺭﺓ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﻨﺘـﺎﺋﺞ؛‬
‫ﻭﻳﻨﺒﻐﻲ ﰲ ﻭﺍﻗﻊ ﺍﻷﻣﺮ ﺃﻥ ﺗﻜﻮﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺟﺰﺀﺍﹰ ﻻ ﻏﲎ ﻋﻨﻪ ﻣﻦ ﻋﻤﻠﻴـﺔ‬
‫ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﺮﺻﺪ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﲔ ﺩﺍﺧﻞ ﺃﻳﺔ ﻣﻨﻈﻤﺔ‪ .‬ﺃﻣﺎ ﻓﻴﻤﺎ ﻳﺘﺼﻞ ﲟـﺸﺮﻭﻉ ﲣﻄـﻴﻂ‬
‫ﺍﳌﻮﺍﺭﺩ ﰲ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﻓﻤﻦ ﺷﺄﻥ ﺗﻀﻤﻴﻨﻪ ﺑﻌﺾ ﻋﻨﺎﺻﺮ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻣﻦ ﺍﻟﺒﺪﺍﻳﺔ‬
‫ﺃﻥ ﻳﺘﻴﺢ ﲢﻘﻴﻖ ﻭﻓﻮﺭﺍﺕ ﻣﻦ ﺣﻴﺚ ﺍﻟﺘﻜﻠﻔﺔ ﻭﲢﺴﲔ ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬
‫‪ -٦٢‬ﻭﳛﺬﺭ ﺍﳌﻔﺘﺸﺎﻥ ﻣﻦ ﺃﻥ ﺗﻨﻔﻴﺬ ﻣﺒﺎﺩﺭﺍﺕ ﺇﺻﻼﺣﻴﺔ ﻣﺘﻮﺍﺯﻳﺔ ﻳﻨﺒﻐﻲ ﺃﻻ ﻳُﺘﺨﺬ ﺫﺭﻳﻌﺔ‬
‫ﻟﻠﺘﺄﺧﺮ ﰲ ﺗﻨﻔﻴﺬ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻓﻬﺬﺍ ﺍﻟﻨﻬﺞ ﻳﻨﺒﻐﻲ ﺃﻥ ﻳﻜﻮﻥ ﺟﺰﺀﺍﹰ ﻻ ﻳﺘﺠﺰﺃ‬
‫ﻣﻦ ﲨﻴﻊ ﺍﳌﺒﺎﺩﺭﺍﺕ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻓﻨﻈﺮﺍﹰ ﺇﱃ ﺃﻥ ﺍﳌﻨﻈﻤﺎﺕ ﻗﺪ ﲢﺘﺎﺝ ﺇﱃ ﻣﻮﺍﺭﺩ ﺇﺿـﺎﻓﻴﺔ‪،‬‬
‫ﻓﻬﻲ ﻣﻄﺎﻟﺒﺔ ﺑﺄﻥ ﺗﺒﺬﻝ ﺟﻬﺪﺍﹰ ﻣﻦ ﺃﺟﻞ ﺗﻌﺒﺌﺔ ﻣﺎ ﻳﻠﺰﻣﻬﺎ ﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ‪.‬‬
‫‪ -٦٣‬ﻭﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﲣﻄﻂ ﺍﻟﻴﻮﻧﻴﺴﻴﻒ‪ ،‬ﻭﺻـﻨﺪﻭﻕ ﺍﻷﻣـﻢ ﺍﳌﺘﺤـﺪﺓ‬
‫ﻟﻠﺴﻜﺎﻥ‪ ،‬ﻭﺍﻟﻴﻮﻧﻴﺪﻭ ﻻﻋﺘﻤﺎﺩ ﻬﻧﺞ ﻣﺘﻜﺎﻣﻞ ﻻﺳﺘﺤﺪﺍﺙ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﺃﹸﺑﻠـﻎ‬
‫ﺍﳌﻔﺘﺸﺎﻥ ﺑﺄﻥ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﺍﻟﻴﻮﻧﻴﺴﻴﻒ ﳚﺮﻱ ﻛﺠﺰﺀ ﻣﻦ ﻋﻤﻠﻴﺔ ﺃﻭﺳﻊ‬
‫ﻟﺘﻌﺰﻳﺰ ﻋﻤﻞ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﻳﺮﺍﻋﻰ ﻓﻴﻪ ﺍﻟﺘﺮﺍﺑﻂ ﺑﲔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﻣﺒﺎﺩﺭﺍﺕ ﲢﺴﻴﻨﻴﺔ‬
‫ﺃﺧﺮﻯ ﻣﻦ ﻗﺒﻴﻞ ﻣﺎ ﻳﻠﻲ‪ :‬ﺗﻌﺰﻳﺰ ﻧﻈﺎﻡ ﺍﳌﺴﺎﺀﻟﺔ ﻭﺍﻹﻃﺎﺭ ﺍﻟﺘﻨﻈﻴﻤﻲ؛ ﻭﺗﺒﺴﻴﻂ ﻫﻴﻜﻞ ﺍﻟﻨﺘﺎﺋﺞ‬
‫ﺍﻟﱪﻧﺎﳎﻴﺔ؛ ﻭﲢﺴﲔ ﺇﺟﺮﺍﺀﺍﺕ ﺍﻟﻌﻤﻞ؛ ﻭﻧﻈﺎﻡ ﺇﺩﺍﺭﺓ ﺍﻷﺩﺍﺀ ﰲ ﺍﳌﻨﻈﻤﺔ؛ ﻭﲣﻄﻴﻂ ﺍﳌﻮﺍﺭﺩ ﰲ‬
‫ﺍﳌﺆﺳﺴﺔ؛ ﻭﺍﻋﺘﻤﺎﺩ ﺍﳌﻌﺎﻳﲑ ﺍﶈﺎﺳﺒﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ‪.‬‬
‫‪ -٦٤‬ﻭﺗﻴﺴﲑﺍﹰ ﻻﺗﺒﺎﻉ ﻬﻧﺞ ﻣﺘﻜﺎﻣﻞ‪ ،‬ﺃﻧﺸﺄﺕ ﺍﻟﻴﻮﻧﻴﺴﻴﻒ ﻭﺻﻨﺪﻭﻕ ﺍﻷﻣـﻢ ﺍﳌﺘﺤـﺪﺓ‬
‫ﻟﻠﺴﻜﺎﻥ ﻭﻇﻴﻔﺘﲔ ﳌﻨﺼﺐ ﺭﺋﻴﺲ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﻣﻜﺘﺒﻴﻬﻤﺎ ﺍﳌﻌﻨﻴﲔ ﺑـﺈﺩﺍﺭﺓ ﺍﻟﺘﻐـﻴﲑ‪.‬‬
‫ﻭﺃﻭﺿﺢ ﻣﺴﺆﻭﻟﻮ ﺍﻟﻴﻮﻧﻴﺴﻴﻒ ﺃﻥ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻟﺘﻐﻴﲑ ﻭﺳﻴﻠﺔ ﻣﻨﻈﱠﻤﺔ ﻻﲣﺎﺫ ﻣﺒﺎﺩﺭﺍﺕ‬
‫ﺟﺪﻳﺪﺓ‪ ،‬ﻛﻤﺎ ﺃﻬﻧﺎ ﺗﺘﻴﺢ ﺇﺩﺭﺍﺝ ﻣﻮﺍﺿﻴﻊ ﳐﺘﻠﻔﺔ ﰲ ﺩﻭﺭﺓ ﺗﺪﺭﻳﺒﻴﺔ ﻭﺍﺣﺪﺓ‪ .‬ﻭﺗﻌﺘﺰﻡ ﺍﻟﻴﻮﻧﻴﺪﻭ‬
‫ﺍﺳﺘﺤﺪﺍﺙ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺑﺎﻟﺘﺰﺍﻣﻦ ﻣﻊ ﻣﺒﺎﺩﺭﻬﺗﺎ ﺍﻟﺸﺎﻣﻠﺔ ﻹﺩﺍﺭﺓ ﺍﻟﺘﻐـﻴﲑ‪ ،‬ﺍﻟـﱵ‬
‫ﺗﺸﻤﻞ ﺇﻋﺎﺩﺓ ﺻﻴﺎﻏﺔ ﻛﺎﻣﻠﺔ ﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﻌﻤﻞ‪ ،‬ﻭﺗﻨﻔﻴﺬ ﻧﻈﺎﻡ ﺟﺪﻳﺪ ﻟﺘﺨﻄﻴﻂ ﺍﳌـﻮﺍﺭﺩ ﰲ‬

‫‪GE.10-02214‬‬ ‫‪18‬‬
‫‪JIU/REP/2010/4‬‬

‫ﺍﳌﺆﺳﺴﺔ‪ ،‬ﻭﺗﻄﺒﻴﻖ ﻬﻧﺞ ﺍﻹﺩﺍﺭﺓ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﻨﺘﺎﺋﺞ‪ .‬ﻭﺑﺬﻟﻚ ﺳﻴﺘﺴﲎ ﺗﻔـﺎﺩﻱ ﺍﻟﺘـﺪﺍﺧﻞ‬
‫ﻭﺿﻤﺎﻥ ﺇﻋﺪﺍﺩ ﻣﺘﺴﻖ ﻭﲢﻘﻴﻖ ﺃﻓﻀﻞ ﻓﻌﺎﻟﻴﺔ ﻣﻦ ﺣﻴﺚ ﺍﻟﺘﻜﻠﻔﺔ‪.‬‬

‫ﻣﺆﺷﺮ ﺗﻨﻔﻴﺬ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ‬

‫‪ -٦٥‬ﺧﻠﺺ ﺍﳌﻔﺘﺸﺎﻥ ﺇﱃ ﺃﻥ ﺗﻨﻔﻴﺬ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ ٣‬ﻳﺘﻄﻠﺐ ﻣﻦ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ‬
‫ﺿﻤﺎﻥ ﻭﺟﻮﺩ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺭﲰﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﲟﺎ ﰲ ﺫﻟﻚ‬
‫ﺧﻄﺔ ﻋﻤﻞ ﳏﺪﺩﺓ ﺯﻣﻨﻴﺎﹰ ﺗﺒﲔ ﺧﻄﻮﺍﺕ ﻭﻣﺮﺍﺣﻞ ﺍﻟﺘﻨﻔﻴﺬ ﻭﺗﺴﻨﺪ ﺃﺩﻭﺍﺭ ﻭﻣﺴﺆﻭﻟﻴﺎﺕ ﺇﺩﺍﺭﺓ‬
‫ﺍﻟﻌﻤﻠﻴﺔ ﺑﻮﺿﻮﺡ‪ .‬ﻭﻳﻨﺒﻐﻲ ﺃﻥ ﺗُﻌﺘﻤﺪ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻋﻠﻰ ﳓﻮ ﺻﺮﻳﺢ ﻭﺗﻌﻤّﻢ ﻋﻠـﻰ ﲨﻴـﻊ‬
‫ﺃﺟﺰﺍﺀ ﺍﳌﻨﻈﻤﺔ‪.‬‬

‫ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ :٤‬ﻭﺟﻮﺩ ﻫﻴﻜﻞ ﺇﺩﺍﺭﻱ ﻣﻼﺋﻢ ﻭﳏﺪﺩ ﺭﲰﻴـﹰﺎ ﻭﺿـﻤﺎﻥ ﻭﺿـﻮﺡ ﺍﻷﺩﻭﺍﺭ‬
‫ﻭﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﻟﺘﻨﻔﻴﺬ‬
‫‪ -٦٦‬ﺗﻮﺍﺟﻪ ﺍﳌﻨﻈﻤﺎﺕ ﻋﻨﺪ ﺍﲣﺎﺫﻫﺎ ﻗﺮﺍﺭ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﲢﺪﻳﺎﹰ ﻳﺘﻤﺜﻞ ﰲ‬
‫ﺇﻗﺎﻣﺔ ﺍﳍﻴﺎﻛﻞ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﻨﺎﺳﺒﺔ ﻭﲢﺪﻳﺪ ﺍﻷﺩﻭﺍﺭ ﻭﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﲟﺎ ﻳﺘﻴﺢ ﺍﻻﺿﻄﻼﻉ ﺍﻟﻔﻌﺎﻝ‬
‫ﺑﻌﻤﻠﻴﺔ ﺍﻟﺘﻨﻔﻴﺬ؛ ﻭﳝﻜﻦ ﳌﺴﺎﳘﺎﺕ ﲨﻴﻊ ﺍﻟﻔﺎﻋﻠﲔ ﺫﺍﺕ ﺍﻟﺼﻠﺔ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺃﻥ ﺗﺼﺐ ﰲ‬
‫ﺍﻻﲡﺎﻩ ﻧﻔﺴﻪ ﻋﻠﻰ ﳓﻮ ﻣﻨﻬﺠﻲ ﻭﻣﻨﺴﻖ)‪.(٨‬‬

‫‘‪ ‘١‬ﲡﺮﺑﺔ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ‬

‫‪ -٦٧‬ﺍﻛﺘﺴﺒﺖ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﰲ ﺃﻋﻘﺎﺏ ﻣﺎ ﺷﻬﺪﻩ ﺍﻟﻌﻘﺪ ﺍﳌﺎﺿﻲ ﻣﻦ ﻓـﻀﺎﺋﺢ ﺫﺍﺕ‬
‫ﺻﻠﺔ ﺑﺎﻟﺸﺮﻛﺎﺕ ﻭﻣﻦ ﺃﺯﻣﺎﺕ ﻣﺎﻟﻴﺔ‪ ،‬ﻣﻜﺎﻧﺔ ﻣﺘﺰﺍﻳﺪﺓ ﺿـﻤﻦ ﺳـﻴﺎﻕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺮﺷـﻴﺪﺓ‬
‫ﻟﻠﺸﺮﻛﺎﺕ ﻭﺍﻟﺪﻭﺭ ﺍﻹﺷﺮﺍﰲ ﺠﻤﻟﺎﻟﺲ ﺍﻹﺩﺍﺭﺓ‪ .‬ﻭﻗﺪ ﺃﺻﺒﺤﺖ ﺍﻷﻧﻈﻤﺔ ﰲ ﺑﻌـﺾ ﺍﻟﺒﻠـﺪﺍﻥ‬
‫ﺗﻔﺮﺽ ﰲ ﺍﻵﻭﻧﺔ ﺍﻷﺧﲑﺓ ﺍﻟﻜﺸﻒ ﻋﻦ ﺍﻟﺘﺪﺍﺑﲑ ﺍﳌﺘﺨﺬﺓ ﻟﺘﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ)‪ .(٩‬ﻭﲤﺎﺷﻴﺎﹰ ﻣﻊ ﻫﺬﺍ‬
‫ﺍﻟﺘﻄﻮﺭ‪ ،‬ﺍﲣﺬﺕ ﳎﺎﻟﺲ ﺍﻹﺩﺍﺭﺓ ﺗﺪﺍﺑﲑ ﻣﻦ ﺃﺟﻞ ﳑﺎﺭﺳﺔ ﺩﻭﺭﻫﺎ ﺍﻹﺷﺮﺍﰲ ﲤﺜﻠـﺖ ﺇﻣـﺎ ﰲ‬
‫ﺗﻌﺰﻳﺰ ﺩﻭﺭ ﺍﻟﻠﺠﺎﻥ ﺍﳌﻌﻨﻴﺔ ﺑﺎﳌﺮﺍﺟﻌﺔ ﺃﻭ ﺇﻧﺸﺎﺀ ﳉﺎﻥ ﺧﺎﺭﺟﻴﺔ ﺧﺎﺻﺔ ﻣﻌﻨﻴﺔ ﺑﺎﳌﺨﺎﻃﺮ‪ .‬ﻭﻋﻠﻰ‬
‫ﺻﻌﻴﺪ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ‪ ،‬ﺑﺪﺃ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﻮﻥ ﰲ ﺍﺳﺘﺤﺪﺍﺙ ﻭﻇﺎﺋﻒ ﺭﻓﻴﻌﺔ ﺍﳌـﺴﺘﻮﻯ‬
‫ﳌﻨﺼﺐ ﺭﺋﻴﺲ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﰲ ﺇﻧﺸﺎﺀ ﳉﺎﻥ ﺩﺍﺧﻠﻴﺔ ﻣﻌﻨﻴﺔ ﺑﺎﳌﺨﺎﻃﺮ‪.‬‬

‫ﳉﻨﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬

‫‪ -٦٨‬ﻣﻊ ﺃﻥ ﳉﺎﻥ ﻣﺮﺍﺟﻌﺔ ﺍﳊﺴﺎﺑﺎﺕ)‪ (١٠‬ﺗُﻜﻠﱠﻒ ﺑﺼﻔﺔ ﻋﺎﻣﺔ ﺑﺎﺳـﺘﻌﺮﺍﺽ ﳑﺎﺭﺳـﺎﺕ‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﻟﺸﺮﻛﺎﺕ‪ ،‬ﻓﻘﺪ ﺷﺮﻋﺖ ﻫﺬﻩ ﺍﻷﺧﲑﺓ‪ ،‬ﻻ ﺳﻴﻤﺎ ﰲ ﺍﻟﻘﻄﺎﻉ ﺍﳌـﺎﱄ‪ ،‬ﰲ‬
‫__________‬
‫)‪.South Africa, Public Sector Risk Management Framework (National Treasury) (٨‬‬
‫)‪.Art. 663b, Swiss Code of Obligations (٩‬‬

‫)‪ (١٠‬ﰲ ﻋﺎﻡ ‪ ،٢٠٠٤‬ﺍﻋﺘﻤﺪﺕ ﺑﻮﺭﺻﺔ ﻧﻴﻮﻳﻮﺭﻙ ﻗﻮﺍﻋﺪ ﺗﺸﺘﺮﻁ ﻋﻠﻰ ﺍﻟﻠﺠﺎﻥ ﺍﳌﻌﻨﻴﺔ ﲟﺮﺍﺟﻌﺔ ﺣﺴﺎﺑﺎﺕ ﺍﻟـﺸﺮﻛﺎﺕ‬
‫ﺍﳌﺴﺠﻠﺔ ﺃﻥ ﺗﺸﺮﻑ ﻋﻠﻰ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﱵ ﺗﺘﺨﺬﻫﺎ ﻫﻴﺌﺎﺕ ﺍﻹﺩﺍﺭﺓ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﲟﺮﺍﻗﺒﺔ ﺍﳌﺨﺎﻃﺮ‪.‬‬

‫‪19‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﺇﻧﺸﺎﺀ ﳉﺎﻥ ﺧﺎﺭﺟﻴﺔ ﻟﻠﻤﺨﺎﻃﺮ ﻣﻦ ﺃﺟﻞ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﻣﺴﺘﻮﻯ ﺃﻋﻠﻰ ﻣﻦ ﺍﻟﺘﺮﻛﻴﺰ ﻭﺍﳋﱪﺓ‪.‬‬
‫ﻭﺃﻓﺎﺩﺕ ﺩﺭﺍﺳﺔ ﺣﺪﻳﺜﺔ ﺃﺟﺮﻳﺖ ﰲ ﺍﻟﻘﻄﺎﻉ ﺍﳌﺼﺮﰲ ﺑﺄﻥ ‪ ٣٥‬ﰲ ﺍﳌﺎﺋﺔ ﻣﻦ ﺍﳌﺼﺎﺭﻑ ﳍﺎ ﳉﻨﺔ‬
‫ﺧﺎﺭﺟﻴﺔ ﻟﻠﻤﺨﺎﻃﺮ ﻣﻨﻔﺼﻠﺔ ﻋﻦ ﳉﻨﺔ ﻣﺮﺍﺟﻌﺔ ﺍﳊﺴﺎﺑﺎﺕ)‪ .(١١‬ﻭﺑﻴﻨـﺖ ﺩﺭﺍﺳـﺔ ﺃﺧـﺮﻯ‬
‫ﴰﻠﺖ ‪ ٧٠٠‬ﻛﻴﺎﻥ ﻣﻦ ﳐﺘﻠﻒ ﺍﻟﻘﻄﺎﻋﺎﺕ )ﺃﳒﺰﻫﺎ ﺍﳌﻌﻬﺪ ﺍﻷﻣﺮﻳﻜﻲ ﻟﻠﻤﺤﺎﺳﺒﲔ ﺍﻟﻘﺎﻧﻮﻧﻴﲔ‬
‫ﻭﻭﻻﻳﺔ ﻛﺎﺭﻭﻟﻴﻨﺎ ﺍﻟﺸﻤﺎﻟﻴﺔ()‪ (١٢‬ﺃﻧﻪ ﻋﻨﺪﻣﺎ ﺗﻔﻮﺽ ﳎﺎﻟﺲ ﺍﻹﺩﺍﺭﺓ ﻣﻬﻤﺔ ﻣﺮﺍﻗﺒﺔ ﺍﳌﺨـﺎﻃﺮ‬
‫ﻟﻠﺠﻨﺔ ﺗﺎﺑﻌﺔ ﳍﺎ‪ ،‬ﻓﻔﻲ ﻣﻌﻈﻢ ﺍﳊﺎﻻﺕ )‪ ٦٥‬ﰲ ﺍﳌﺎﺋﺔ( ﺗُﺴﻨﺪ ﻫﺬﻩ ﺍﻟﻠﺠﻨﺔ ﺍﳌﻬﻤﺔ ﺇﱃ ﳉﻨـﺔ‬
‫ﳌﺮﺍﺟﻌﺔ ﺍﳊﺴﺎﺑﺎﺕ؛ ﻭﺍﺳﺘُﻨﺘﺞ ﺃﻳﻀﺎﹰ ﺃﻥ ‪ ٣٠‬ﰲ ﺍﳌﺎﺋﺔ ﻣﻦ ﺍﻟﻜﻴﺎﻧﺎﺕ ﺍﻟﱵ ﴰﻠﺘﻬﺎ ﺍﻟﺪﺭﺍﺳﺔ ﳍﺎ‬
‫ﳉﺎﻥ ﺩﺍﺧﻠﻴﺔ ﻟﻠﻤﺨﺎﻃﺮ ﺗﺘﻮﱃ ﺭﲰﻴﺎﹰ ﲢﻠﻴﻞ ﳐﺎﻃﺮﻫﺎ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬

‫ﺭﺋﻴﺲ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬

‫‪ -٦٩‬ﺍﺳﺘُﺤﺪﺙ ﻣﻨﺼﺐ ﺭﺋﻴﺲ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺃﻭﻝ ﺍﻷﻣﺮ ﰲ ﺍﻟﺸﺮﻛﺎﺕ ﺍﳌﺎﻟﻴﺔ ﺍﻟﻜﱪﻯ‬
‫ﻣﻦ ﺃﺟﻞ ﺗﻜﻠﻴﻒ ﺷﺎﻏﻠﻪ ﺑﺎﻹﺷﺮﺍﻑ ﻋﻠﻰ ﻗﻀﺎﻳﺎ ﺍﻻﻣﺘﺜﺎﻝ‪ ،‬ﻭﺍﻧﺘﻘﻞ ﻬﻧﺞ ﺍﺳﺘﺤﺪﺍﺙ ﻣﺜﻞ ﻫﺬﺍ‬
‫ﺍﳌﻨﺼﺐ ﺇﱃ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻷﺧﺮﻯ ﺍﳌﻠﺰﻣﺔ ﺑﺎﻟﺘﻘﻴﺪ ﺑﻠﻮﺍﺋﺢ ﺗﻨﻈﻴﻤﻴﺔ ﻣﻦ ﻗﺒﻴﻞ "ﻧﻈﺎﻡ ﺳـﺎﺭﺑﻴﱰ‬
‫ﺃﻭﻛﺴﻠﻲ"‪ ،‬ﺍﻟﺬﻱ ﻳﻔﺮﺽ ﺿﻮﺍﺑﻂ ﺩﺍﺧﻠﻴﺔ ﺻﺎﺭﻣﺔ)‪ .(١٣‬ﻭﺑﻴّﻨﺖ ﺩﺭﺍﺳﺔ ﺃﺟﺮﻳﺖ ﰲ ﺍﻟﻘﻄﺎﻉ‬
‫ﺍﳌﺎﱄ ﺃﻥ ‪ ٧٣‬ﰲ ﺍﳌﺎﺋﺔ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﱵ ﴰﻠﺘﻬﺎ ﺍﻟﺪﺭﺍﺳﺔ ﻟﺪﻳﻬﺎ ﺭﺋﻴﺲ ﻹﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺃﻭ ﻣﻨﺼﺐ ﳑﺎﺛﻞ)‪ .(١٤‬ﻭﺃﻓﺎﺩﺕ ﻧﺴﺒﺔ ﺗﻔﻮﻕ ﺭﺑﻊ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﱵ ﴰﻠﻬﺎ ﺍﻻﺳﺘﻄﻼﻉ ﺃﻥ ﺭﺋﻴﺲ‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﳜﻀﻊ ﻟﻠﺠﻨﺔ ﺗﺎﺑﻌﺔ ﺠﻤﻟﻠﺲ ﺍﻹﺩﺍﺭﺓ‪ .‬ﻟﻜﻦ ﺩﺭﺍﺳﺔ ﺍﳌﻌﻬﺪ ﺍﻷﻣﺮﻳﻜﻲ ﻟﻠﻤﺤﺎﺳﺒﲔ‬
‫ﺍﻟﻘﺎﻧﻮﻧﻴﲔ ﻭﻭﻻﻳﺔ ﻛﺎﺭﻭﻟﻴﻨﺎ‪ ،‬ﺍﻟﱵ ﴰﻠﺖ ﻛﻴﺎﻧﺎﺕ ﻣﻦ ﻗﻄﺎﻋﺎﺕ ﻣﺘﻨﻮﻋﺔ‪ ،‬ﺃﻓﺎﺩﺕ ﺑﺄﻥ ‪ ٢٣‬ﰲ‬
‫ﺍﳌﺎﺋﺔ ﻓﻘﻂ ﻣﻦ ﻫﺬﻩ ﺍﻟﻜﻴﺎﻧﺎﺕ ﺍﺳﺘﺤﺪﺛﺖ ﻣﻨﺎﺻﺐ ﻟﺮﺋﻴﺲ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﺗﺸﲑ ﻧﺘـﺎﺋﺞ‬
‫ﺍﻟﺪﺭﺍﺳﺔ ﺇﱃ ﺃﻥ ﺍﳌﺆﺳﺴﺎﺕ ﺍﳌﺎﻟﻴﺔ ﺍﻟﻜﱪﻯ‪ ،‬ﻻ ﺳﻴﻤﺎ ﺍﳌﺼﺎﺭﻑ‪ ،‬ﻫﻲ ﺍﻟﱵ ﲣﺘـﺎﺭ ﺍﻵﻥ‪ ،‬ﰲ‬
‫ﻣﻌﻈﻢ ﺍﳊﺎﻻﺕ‪ ،‬ﺗﻌﻴﲔ ﺭﺋﻴﺲ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪.‬‬

‫‘‪ ‘٢‬ﲡﺮﺑﺔ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻭﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ‬

‫ﺃﻣﺎﻧﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ :‬ﻣﻮﻇﻒ ﻣﻌﲏ ﺑﺎﳌﺨﺎﻃﺮ‬

‫‪ -٧٠‬ﻻ ﻳﻮﺟﺪ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻣﻨﺼﺐ ﺛﺎﺑﺖ ﺭﻓﻴﻊ ﺍﳌﺴﺘﻮﻯ ﳐﺼﺺ ﻟﺮﺋﻴﺲ‬
‫ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻭﻻ ﺗﻮﺟﺪ ﺷﻌﺒﺔ ﺃﻭ ﻭﺣﺪﺓ ﻟﺘﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ‪ .‬ﻭﻋـﺎﺩﺓ‬
‫__________‬
‫‪Grant Thornton LLP, 17th Bank Executive Survey (2010), conducted in conjunction with Bank‬‬ ‫)‪(١١‬‬
‫‪.Director magazine‬‬
‫)‪.Report on the Current State of Enterprise Risk Oversight (١٢‬‬
‫)‪Keith Regan, “Does your company need a chief risk officer?”, E-Commerce Times. Available from (١٣‬‬
‫‪.http://www.ecommercetimes.com/story/43737.html‬‬
‫)‪Deloitte, Global Risk Management Survey: Sixth Edition – Risk management in the spotlight (١٤‬‬
‫‪(2009). The survey includes responses from 111 financial institutions worldwide with more than‬‬
‫‪.$19 trillion in total assets‬‬

‫‪GE.10-02214‬‬ ‫‪20‬‬
‫‪JIU/REP/2010/4‬‬

‫ﻣﺎ ﺗُﻜﻠﻒ ﳉﺎﻥ ﻣﻌﻨﻴﺔ ﺑﺎﳌﺨﺎﻃﺮ‪ ،‬ﺃﻭ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﺍﻟﻌﻠﻴﺎ ﺑﺼﻔﺔ ﻋﺎﻣﺔ‪ ،‬ﺑﺎﻻﺿﻄﻼﻉ ﺭﲰﻴﺎﹰ‬
‫ﺃﻭ ﺿﻤﻨﻴﺎﹰ ﺑﻮﻇﻴﻔﺔ ﻗﻴﺎﺩﺓ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﻗﺪ ﺍﺧﺘﺎﺭ ﻋﺪﺩ ﻗﻠﻴﻞ ﻣﻦ ﺍﳌﻨﻈﻤـﺎﺕ‬
‫ﺗﻌﻴﲔ ﻣﻮﻇﻔﲔ ﳐﺘﺼﲔ ﻟﻼﺿﻄﻼﻉ ﺑﺪﻭﺭ ﺧﺒﲑ‪/‬ﻣﻮﻇﻒ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻣﻦ ﺍﻟﺮﺗﺒﺔ ﻑ‪٤ -‬‬
‫ﺃﻭ ﻑ‪ ،٥ -‬ﻭﻫﻮ ﺩﻭﺭ ﻳﻌﺮﻑ ﺑ "ﺃﻣﺎﻧﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ"‪ .‬ﻭﺗﺘﻤﺜﻞ ﻭﻇﻴﻔﺔ ﻫـﺆﻻﺀ‬
‫ﺍﳌﻮﻇﻔﲔ ﰲ ﺍﳌﺴﺎﻋﺪﺓ ﰲ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻣﻦ ﺧﻼﻝ ﺇﺗﺎﺣﺔ ﺍﳌﻌﺮﻓﺔ ﺍﻟﺘﻘﻨﻴﺔ‪.‬‬
‫ﻭﺍﺧﺘﺎﺭﺕ ﻣﻨﻈﻤﺎﺕ ﺃﺧﺮﻯ ﺇﺳﻨﺎﺩ ﻫﺬﻩ ﺍﳌﻬﻤﺔ ﺃﻭ ﲣﻄﻂ ﻹﺳﻨﺎﺩﻫﺎ ﻛﻮﻇﻴﻔـﺔ ﻣﺰﺩﻭﺟـﺔ‪،‬‬
‫ﺳﻮﺍﺀ ﺑﺼﻮﺭﺓ ﺭﲰﻴﺔ ﺃﻭ ﻏﲑ ﺭﲰﻴﺔ‪ ،‬ﺇﱃ ﻣﻮﻇﻒ ﻭﺍﺣﺪ ﺃﻭ ﺃﻛﺜﺮ ﻣﻦ ﻣﻮﻇﻔﻲ ﻣﻜﺎﺗﺐ ﺍﻹﺩﺍﺭﺓ‬
‫ﺍﻟﻌﻠﻴﺎ‪ ،‬ﻣﺜﻞ ﺍﳌﻜﺘﺐ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻭﻣﻜﺘﺐ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻭﺍﻟﱪﳎﺔ‪.‬‬
‫‪ -٧١‬ﻭﺗﻮﺟﺪ ﰲ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ ﺃﻣﺎﻧﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺗﻀﻢ ﻣﻨﺼﺒﺎﹰ ﻭﺍﺣﺪﺍﹰ‬
‫ﳌﻮﻇﻒ ﻣﺘﻔﺮﻍ ﻣﻦ ﺍﻟﺮﺗﺒﺔ ﻑ‪ ٤ -‬ﻳﻌﻤﻞ ﺿﻤﻦ ﳎﻤﻮﻋﺔ ﺩﻋﻢ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻠﻤﻜﺘـﺐ‬
‫ﺍﻟﺘﻨﻔﻴﺬﻱ‪ .‬ﺃﻣﺎ ﰲ ﺍﻟﻴﻮﻧﻴﺴﻴﻒ ﻓﻘﺪ ﺃﻧﺸﺊ ﻣﻨﺼﺐ ﺭﺋﻴﺲ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ )ﺍﻟﺮﺗﺒﺔ ﻑ‪ (٥-‬ﰲ‬
‫ﻣﻜﺘﺐ ﺇﺩﺍﺭﺓ ﺍﻟﺘﻐﻴﲑ‪ .‬ﻭﺫﻛﺮ ﻣﺴﺆﻭﻟﻮ ﺍﻟﻴﻮﻧﻴﺴﻴﻒ ﺃﻥ ﺍﳌﻮﻗﻊ ﺍﻷﻣﺜﻞ ﻟﻠﺘﻨـﺴﻴﻖ ﺍﳌﺮﻛـﺰﻱ‬
‫ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻫﻮ ﻣﻜﺘﺐ ﺍﳌﺪﻳﺮ ﺍﻟﺘﻨﻔﻴﺬﻱ‪ ،‬ﺍﻟﺬﻱ ﺳﺘﻨﻘﻞ ﺇﻟﻴﻪ ﻫﺬﻩ ﺍﻟﻮﻇﻴﻔﺔ ﻋﻨﺪ‬
‫ﺍﻛﺘﻤﺎﻝ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬
‫‪ -٧٢‬ﻭﰲ ﺻﻨﺪﻭﻕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻟﻠﺴﻜﺎﻥ‪ ،‬ﻋُﻴﱢﻦ ﻣﺆﺧﺮﺍﹰ ﻣﺴﺘﺸﺎﺭ ﺭﻓﻴﻊ ﺍﳌﺴﺘﻮﻯ ﻹﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ )ﺍﻟﺮﺗﺒﺔ ﻑ‪ (٥ -‬ﰲ ﻣﻜﺘﺐ ﺇﺩﺍﺭﺓ ﺍﻟﺘﻐﻴﲑ ﻭﺿﻤﺎﻥ ﺍﺳﺘﻤﺮﺍﺭ ﺳﲑ ﺍﻟﻌﻤـﻞ‪ ،‬ﺍﻟﺘـﺎﺑﻊ‬
‫ﻟﻠﻤﻜﺘﺐ ﺍﻟﺘﻨﻔﻴﺬﻱ‪ .‬ﺃﻣﺎ ﰲ ﺍﳌﻨﻈﻤﺔ ﺍﻟﻌﺎﳌﻴﺔ ﻟﻸﺭﺻﺎﺩ ﺍﳉﻮﻳﺔ ﻓﻘﺪ ﻋُـﻴّﻦ ﻣﻮﻇـﻒ ﻣﻌـﲏ‬
‫ﺑﺎﻟﺘﺨﻄﻴﻂ ﺍﻻﺳـﺘﺮﺍﺗﻴﺠﻲ ﻭﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ )ﺍﻟﺮﺗﺒـﺔ ﻑ‪ (٥ -‬ﰲ ﻣﻜﺘـﺐ ﺍﻟﺘﺨﻄـﻴﻂ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‪ .‬ﻭﰲ ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﳌﻴﺔ‪ ،‬ﻳﺪﻋﻢ ﻣﻮﻇﻒ ﺇﺩﺍﺭﻱ ﺑﺮﺗﺒﺔ ﻑ‪ ٥ -‬ﻣُﻌـﻴﱠﻦ ﰲ‬
‫ﻣﻜﺘﺐ ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ ﺍﳌﺴﺎﻋﺪ ﻟﺸﺆﻭﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‪ ،‬ﺇﺿـﺎﻓﺔ ﺇﱃ‬
‫ﻭﻇﺎﺋﻒ ﺃﺧﺮﻯ‪ .‬ﻭﰲ ﺣﺎﻟﺔ ﺑﺮﻧﺎﻣﺞ ﺍﻷﻏﺬﻳﺔ ﺍﻟﻌﺎﳌﻲ‪ ،‬ﺃﻭﺿﺢ ﺍﳌﺴﺆﻭﻟﻮﻥ ﻭﺟﻮﺩ ﺻﻌﻮﺑﺎﺕ ﰲ‬
‫ﺗﻌﻴﲔ ﻣﻮﻇﻔﲔ ﻣﺘﻔﺮﻏﲔ‪ ،‬ﳑﺎ ﺃﺩﻯ ﺇﱃ ﺍﺿﻄﻼﻉ ﺭﺋﻴﺲ ﺷﻌﺒﺔ ﺍﻷﺩﺍﺀ ﻭﺍﳌﺴﺎﺀﻟﺔ ﺑﻨﻔﺴﻪ ﺑﺎﳉﺰﺀ‬
‫ﺍﻷﻛﱪ ﻣﻦ ﺍﳌﻬﻤﺔ‪ ،‬ﻳﺪﻋﻤﻪ ﰲ ﺫﻟﻚ ﻣﺴﺘﺸﺎﺭﻭﻥ ﺧﺎﺭﺟﻴﻮﻥ‪.‬‬

‫ﳑﺎﺭﺳﺔ ﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ‬

‫‪ -٧٣‬ﺃﻣﺎ ﰲ ﺣﺎﻟﺔ ﺍﳌﻨﻈﻤﺎﺕ ﻏﲑ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻸﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﻓﻘـﺪ ﻻﺣـﻆ ﺍﳌﻔﺘـﺸﺎﻥ ﺃﻥ‬
‫ﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ ﻣﺜﻼﹰ ﻟﻴﺲ ﳍﺎ ﻭﺣﺪﺓ ﳐﺼﺼﺔ ﺃﻭ ﻣﻮﻇﻒ ﻳﺘﻮﻟﻴﺎﻥ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﳌﺮﻛﺰﻱ‪ .‬ﻭﻳﻀﻄﻠﻊ ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ ﺑﺎﳌﺴﺆﻭﻟﻴﺔ ﺍﻟﻨﻬﺎﺋﻴﺔ ﻋـﻦ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﺪﻳﺮﻳﺔ ﺍﻟﻌﺎﻣﺔ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻪ‪ .‬ﻭﻳﺆﺩﻱ ﻣﻨﺴﻘﻮ ﺍﳌﺮﺍﻗﺒﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﺍﳌﹸﻌﻴﱠﻨﻮﻥ ﰲ ﻛـﻞ‬
‫ﻣﺪﻳﺮﻳﺔ ﻋﺎﻣﺔ ﺩﻭﺭ ﺍﶈﻔﺰ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﺣﺴﺐ ﺣﺠﻢ ﻭﺩﺭﺟﺔ ﺗﻌﻘﻴﺪ ﺍﻷﻧﺸﻄﺔ‪،‬‬
‫ﺗﻘﺮﺭ ﻛﻞ ﻣﺪﻳﺮﻳﺔ ﻋﺎﻣﺔ ﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﻣﻨﺴﻖ ﺍﳌﺮﺍﻗﺒﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻓﻴﻬﺎ ﺳﻴﺘﻔﺮﻍ ﻟﻘﻀﺎﻳﺎ ﺍﳌﺮﺍﻗﺒﺔ‬
‫ﺍﻟﺪﺍﺧﻠﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﺃﻛﺪ ﺍﳌﺴﺆﻭﻟﻮﻥ ﺃﻥ ﻭﺟﻮﺩ "ﳏﻔﺰ" ﻟﻪ ﻣﺎ ﻳﻠﺰﻡ ﻣﻦ ﺧﱪﺓ ﻭﲢﻔﺰ‬
‫ﻭﻗﺪﺭﺓ ﻋﻠﻰ ﺍﳌﺒﺎﺩﺭﺓ ﻋﺎﻣﻞ ﻫﺎﻡ ﰲ ﺍﳊﻔﺎﻅ ﻋﻠﻰ ﺍﺳﺘﻤﺮﺍﺭ ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮﺓ‪ .‬ﻭﻋﻼﻭﺓ‬

‫‪21‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﻋﻠﻰ ﺫﻟﻚ‪ ،‬ﺗﺘﻮﱃ ﺩﺍﺋﺮﺗﺎﻥ ﻣﺮﻛﺰﻳﺘﺎﻥ ﰲ ﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ ﻣﺴﺆﻭﻟﻴﺔ ﺗﻘﺪﱘ ﺍﻟﺘﻮﺟﻴﻪ ﺍﻟﻌﺎﻡ‬
‫ﺑﺸﺄﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﺪﺍﺧﻠﺔ‪.‬‬

‫ﳉﺎﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬

‫‪ -٧٤‬ﻳﻮﺟﺪ ﰲ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ‪ ،‬ﻭﺍﻟﻴﻮﻧﺴﻜﻮ‪ ،‬ﻭﺑﺮﻧﺎﻣﺞ ﺍﻷﻏﺬﻳﺔ ﺍﻟﻌـﺎﳌﻲ‪ ،‬ﻭﺍﳌﻨﻈﻤـﺔ‬
‫ﺍﻟﻌﺎﳌﻴﺔ ﻟﻸﺭﺻﺎﺩ ﺍﳉﻮﻳﺔ‪ ،‬ﻭﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﺪﻭﱄ ﻟﻠﺘﻨﻤﻴﺔ ﺍﻟﺰﺭﺍﻋﻴـﺔ ﳉـﺎﻥ ﻹﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﺃﻣﺎ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻷﺧﺮﻯ ﻓﻘﺪ ﺍﺧﺘﺎﺭﺕ ﺃﻥ ﺗﺘﻮﱃ ﳉﺎﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﺗﻨﻔﻴﺬ ﻫﺬﻩ‬
‫ﺍﳌﻬﻤﺔ‪ .‬ﻭﻋﻤﻮﻣﺎﹰ ﺗُﻜﻠﱠﻒ ﳉﺎﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺑﺎﺳﺘﻌﺮﺍﺽ ﻭﺭﺻﺪ ﺗﻨﻔﻴـﺬ ﻫـﺬﻩ‬
‫ﺍﻟﻌﻤﻠﻴﺔ‪ ،‬ﻭ‪/‬ﺃﻭ ﺗﻘﺪﱘ ﺍﳌﺸﻮﺭﺓ ﺑﺸﺄﻥ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺘﻨﻔﻴﺬ‪ ،‬ﻭ‪/‬ﺃﻭ ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﰲ ﻫـﺬﺍ‬
‫ﺍﻟﺼﺪﺩ‪ ،‬ﻭﺑﺘﺤﺪﻳﺪ ﺃﻫﻢ ﺍﳌﺨﺎﻃﺮ ﻭﺗﻮﺟﻴﻪ ﺍﻟﺘﺼﺪﻱ ﳍﺎ‪.‬‬
‫‪ -٧٥‬ﻭﰲ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ‪ ،‬ﺗﺘﻮﱃ ﳉﻨﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﺍﻟﱵ ﻳﺮﺃﺳﻬﺎ ﻣـﺪﻳﺮ‬
‫ﻣﻌﺎﻭﻥ‪ ،‬ﻣﺴﺆﻭﻟﻴﺔ ﺿﻤﺎﻥ ﻓﻌﺎﻟﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺳﺪﺍﺩ ﻬﻧﺠﻬﺎ ﻭﺗﻄﺒﻴﻘﻬﺎ ﺑﺼﻮﺭﺓ‬
‫ﻣﺘﺴﻘﺔ ﻭﻣﻨﻬﺠﻴﺔ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ‪ .‬ﻭﲡﺘﻤﻊ ﺍﻟﻠﺠﻨﺔ ﻓﺼﻠﻴّﺎﹰ‪ ،‬ﻭﺗﺘﻮﱃ ﺍﻟﺒﺖ ﰲ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﻭﰲ ﺃﺳﻠﻮﺏ ﺍﻟﺘﺼﺪﻱ ﳍﺎ‪ .‬ﻭﺃﻭﺻﺖ ﺍﻟﻠﺠﻨﺔ ﰲ ﺍﻵﻭﻧﺔ ﺍﻷﺧﲑﺓ ﺑﺈﺩﺭﺍﺝ ﻣﻮﺿﻮﻉ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻛﺒﻨﺪ ﺩﺍﺋﻢ ﰲ ﺟﺪﻭﻝ ﺍﻷﻋﻤﺎﻝ ﺍﻟﻔﺼﻠﻲ ﻟﻔﺮﻳﻖ ﺍﻟﻌﻤﻠﻴﺎﺕ‪ .‬ﻭﻳﺮﺃﺱ ﻫﺬﺍ‬
‫ﺍﻟﻔﺮﻳﻖ ﻣﺪﻳﺮ ﻣﻌﺎﻭﻥ‪ ،‬ﻭﳛﻀﺮ ﺃﻋﻤﺎﻟﻪ ﻧﻮﺍﺏ ﻣﺪﻳﺮﻱ ﲨﻴﻊ ﺍﳌﻜﺎﺗـﺐ‪ .‬ﻭﺃﺑﻠـﻎ ﻣـﺴﺆﻭﻟﻮ‬
‫ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ ﺍﳌﻔﺘﺸَﻴْﻦ ﺑﺄﻥ ﻓﺮﻳﻖ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺳـﻮﻑ ﻳـﻀﻄﻠﻊ ﺑـﺪﻭﺭ ﳉﻨـﺔ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬
‫‪ -٧٦‬ﻭﻳﺮﺃﺱ ﳉﻨﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﻟﻴﻮﻧﺴﻜﻮ ﻣﻜﺘـﺐ ﺍﻟﺘﺨﻄـﻴﻂ ﺍﻻﺳـﺘﺮﺍﺗﻴﺠﻲ‪،‬‬
‫ﻭﺗﻀﻄﻠﻊ ﺩﺍﺋﺮﺓ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﺑﺪﻭﺭ ﺍﻷﻣﺎﻧﺔ‪ .‬ﻭﺗﺪﻋﻢ ﺍﻟﻠﺠﻨﺔ ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﰲ‬
‫ﺍﳌﻨﻈﻤﺔ ﻛﻜﻞ‪ ،‬ﻭﲡﺘﻤﻊ ﺑﺎﻧﺘﻈﺎﻡ ﻛﻞ ﺷﻬﺮ ﺃﻭ ﺷﻬﺮﻳﻦ ﳌﻨﺎﻗﺸﺔ ﺍﺠﻤﻟﺎﻻﺕ ﺍﻟﱵ ﺗﻜﺘﻨﻔﻬﺎ ﳐﺎﻃﺮ‬
‫ﻭﻟﻮﺿﻊ ﺧﻄﻂ ﻋﻤﻞ ﻣﻦ ﺃﺟﻞ ﺍﻟﺘﺨﻔﻴﻒ ﻣﻦ ﺣﺪﻬﺗﺎ‪ .‬ﻭﲣﻀﻊ ﺍﻟﻠﺠﻨﺔ ﻟﻺﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻭﻛﺬﻟﻚ‬
‫ﻟﻠﺠﻨﺔ ﺍﻻﺳﺘﺸﺎﺭﻳﺔ ﻟﻠﺮﻗﺎﺑﺔ‪.‬‬
‫‪ -٧٧‬ﺃﻣﺎ ﰲ ﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﺪﻭﱄ ﻟﻠﺘﻨﻤﻴﺔ ﺍﻟﺰﺭﺍﻋﻴﺔ ﻓﻨﺎﺋﺐ ﺍﻟﺮﺋﻴﺲ ﻫﻮ ﺍﳌﺴﺆﻭﻝ ﺍﻟﺘﻨﻔﻴـﺬﻱ ﺍﻷﻭﻝ‬
‫ﻋﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻭﻫﻮ ﻳﺮﺃﺱ ﳉﻨﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﺗﺘﺄﻟﻒ ﺍﻟﻠﺠﻨﺔ ﻣﻦ ﻧﺎﺋﺐ ﺍﻟﺮﺋﻴﺲ‬
‫ﺑﺎﻋﺘﺒﺎﺭﻩ ﺍﳌﻜﻠﻒ ﺍﻟﺮﺋﻴﺴﻲ ﺑﺎﳌﺨﺎﻃﺮ‪ ،‬ﻭﺭﺋﻴﺲ ﺍﻟﺸﺆﻭﻥ ﺍﳌﺎﻟﻴﺔ ﻭﺍﻹﺩﺍﺭﻳﺔ )ﻳﻌﻤﻞ ﺃﻳﻀﹰﺎ ﺑﺼﻔﺔ ﺭﺋﻴﺲ‬
‫ﻣﻨﺎﻭﺏ(‪ ،‬ﻭﻛﺒﺎﺭ ﳑﺜﻠﻲ ﻛﻞ ﺇﺩﺍﺭﺓ‪ .‬ﻭﻳﺸﺎﺭﻙ ﻣﺪﻳﺮ ﺍﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻟﻠﺤﺴﺎﺑﺎﺕ ﻭﺍﳌﺴﺘﺸﺎﺭ ﺍﻟﻌﺎﻡ‬
‫ﺑﺼﻔﺔ ﻣﺮﺍﻗﺒﲔ‪ .‬ﻭﺗﻀﻄﻠﻊ ﺍﻟﻠﺠﻨﺔ ﺑﺪﻭﺭ ﺗﻮﺟﻴﻪ ﻋﻤﻠﻴﺔ ﻬﺗﻴﺌﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ ﻭﺗﻨﻔﻴـﺬﻫﺎ‬
‫ﻭﺑﺎﺳﺘﻌﺮﺍﺽ ﻋﻤﻠﻴﺎﻬﺗﺎ ﻭﻧﻮﺍﲡﻬﺎ ﻭﺭﺻﺪﻫﺎ ﻋﻠﻰ ﺃﺳﺎﺱ ﻣﻨﺘﻈﻢ‪.‬‬

‫ﲡﺮﺑﺔ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ‪ :‬ﺍﻟﻠﺠﻨﺔ ﺍﳊﻜﻮﻣﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬
‫‪ -٧٨‬ﻋﻠﻰ ﺻﻌﻴﺪ ﻣﺆﺳﺴﺎﺕ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﺗﻮﺟﺪ ﰲ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ‬
‫ﻭﺣﺪﻫﺎ ﳉﻨﺔﹲ ﺣﻜﻮﻣﻴﺔ ﺩﻭﻟﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﻫﻲ ﳉﻨﺔ ﻣﺸﺎﻬﺑﺔ ﻧﻮﻋﺎﹰ ﻣﺎ ﻟﻠﺠﺎﻥ‬

‫‪GE.10-02214‬‬ ‫‪22‬‬
‫‪JIU/REP/2010/4‬‬

‫ﺍﳋﺎﺭﺟﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺍﳌﻮﺟﻮﺩﺓ ﰲ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ‪ .‬ﻭﻳﺮﺩ ﰲ ﺍﻹﻃﺎﺭ ﺃﺩﻧـﺎﻩ‬
‫ﺗﻌﺮﻳﻒ ﻣﻘﺘﻀﺐ ﺑﺎﳌﻤﺎﺭﺳﺔ ﺍﳌﺘﺒﻌﺔ ﰲ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ‪.‬‬
‫ﺍﻹﻃﺎﺭ ‪٤‬‬
‫ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻣﻞ ﺍﳊﻜﻮﻣﻲ ﺍﻟﺪﻭﱄ‪/‬ﺍﻟﻠﺠﻨﺔ ﺍﳊﻜﻮﻣﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ‬
‫ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ‬
‫ﺃﻧﺸﺄ ﳎﻠﺲ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻓﺮﻳﻘﺎﹰ ﺣﻜﻮﻣﻴﺎﹰ ﺩﻭﻟﻴﺎﹰ ﻋﺎﻣﻼﹰ‪/‬ﳉﻨﺔ ﺣﻜﻮﻣﻴﺔ ﺩﻭﻟﻴﺔ‬
‫ﻣﻦ ﺃﺟﻞ ﺍﺳﺘﻌﺮﺍﺽ ﻭﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﺍﻹﺑﻼﻍ ﻋﻨﻬﺎ‪ ،‬ﻭﻬﺗﻴﺌﺔ ﻧﻈﺎﻡ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﺍﻹﺷﺮﺍﻑ‬
‫ﻋﻠﻰ ﺗﻨﻔﻴﺬﻩ‪ ،‬ﻭﺗﻘﺪﱘ ﺗﻘﺎﺭﻳﺮ ﺇﱃ ﺍﺠﻤﻟﻠﺲ ﺑﺎﻧﺘﻈﺎﻡ ﰲ ﺳﻴﺎﻕ ﺧﻄﻂ ﺍﻟﻌﻤﻞ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺮﻓﻴﻌﺔ‬
‫ﺍﳌﺴﺘﻮﻯ ﺩﺍﺧﻞ ﺍﳌﻨﻈﻤﺔ‪.‬‬
‫ﻭﺿﻤﻦ ﺃﻣﺎﻧﺔ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﺗﺘﻮﱃ ﻭﺣﺪﺓ ﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺍﻟﺘﺨﻄﻴﻂ ﰲ ﻣﻜﺘﺐ ﺍﻷﻣﲔ ﺍﻟﻌـﺎﻡ‬
‫ﻗﻴﺎﺩﺓ ﻋﻤﻠﻴﺔ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﳐﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﺗﺪﻋﻤﻬﺎ ﰲ ﺫﻟﻚ ﺍﻟﺸﻌﺒﺔ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺩﺍﺋﺮﺓ ﺍﻟﺮﻗﺎﺑﺔ‬
‫ﺍﻟﺪﺍﺧﻠﻴﺔ‪ .‬ﻭﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻹﺷﺮﺍﻑ‪ ،‬ﻳﻀﻄﻠﻊ ﺍﺠﻤﻟﻠﺲ ﺑﺪﻭﺭ ﺍﻟﻘﻴﺎﺩﺓ ﻭﺗﺪﻋﻤﻪ ﰲ ﺫﻟﻚ ﺍﻟﻠﺠﻨﺔ‬
‫ﺍﳌﻌﻨﻴﺔ ﺑﺎﳌﺨﺎﻃﺮ‪.‬‬
‫ﻭﻗﺪ ﺍﻋﺘﻤﺪ ﺍﺠﻤﻟﻠﺲ ﺇﻃﺎﺭ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﺭﻛﺰﺕ ﺃﻭﱃ ﻋﻤﻠﻴـﺎﺕ ﺗﻘﻴـﻴﻢ‬
‫ﺍﳌﺨﺎﻃﺮ ﻋﻠﻰ ﻧﻮﺍﺗﺞ ﺍﻷﻣﺎﻧﺔ‪ .‬ﻭﺃﺑﻠﻎ ﺍﳌﺴﺆﻭﻟﻮﻥ ﺍﳌﻔﺘﺸﻴْﻦ ﺑﺄﻥ ﺍﺠﻤﻟﻠﺲ ﻗﺪ ﺃﻧﺸﺄ ﻓﺮﻳﻘﺎﹰ ﻋـﺎﻣﻼﹰ‬
‫ﺑﺎﳌﺮﺍﺳﻠﺔ ﻟﻠﻨﻈﺮ ﻓﻴﻤﺎ ﺇﺫﺍ ﻛﺎﻧﺖ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻳﻨﺒﻐﻲ ﺃﻥ ﺗﻨﻄﻮﻱ ﺃﻳﻀﺎﹰ ﻋﻠﻰ ﺍﻟﻨﻮﺍﺗﺞ ﺍﳌﺘﻌﻠﻘﺔ‬
‫ﺑﺎﻷﻋﻀﺎﺀ‪/‬ﺍﳍﻴﺌﺎﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ‪.‬‬

‫‪ -٧٩‬ﻭﺗﻌﺪّ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﰲ ﺍﻟﻮﻗﺖ ﺍﻟﺮﺍﻫﻦ‪ ،‬ﻣﺜﺎﻻﹰ ﻓﺮﻳﺪﺍﹰ ﳌﻨﻈﻤﺔ ﺍﻋﺘﻤﺪﺕ‬
‫ﻋﻠﻰ ﺧﱪﺍﺕ ﺍﻟﺪﻭﻝ ﺍﻷﻋﻀﺎﺀ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻟﻮﺿﻊ ﺳﻴﺎﺳﺔ ﰲ ﻫﺬﺍ ﺍﺠﻤﻟﺎﻝ‬
‫ﺑﺪﻭﻥ ﺗﻜﻠﻔﺔ؛ ﻭﻫﻮ ﻣﺜﺎﻝ ﺍﺿﻄﻠﻌﺖ ﻓﻴﻪ ﺍﻟﺪﻭﻝ ﺍﻷﻋﻀﺎﺀ ﲟﺴﺆﻭﻟﻴﺘﻬﺎ ﺍﻟﺮﻗﺎﺑﻴﺔ ﻋﻠـﻰ ﳓـﻮ‬
‫ﻓﻌﺎﻝ‪ ،‬ﻣﻦ ﺧﻼﻝ ﺇﻧﺸﺎﺀ ﻓﺮﻳﻖ ﻋﺎﻣﻞ ﻣﻜﺮﺱ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺫﻱ ﻭﻇﺎﺋﻒ ﺭﻗﺎﺑﻴﺔ‬
‫ﻭﺍﺳﺘﺸﺎﺭﻳﺔ‪ .‬ﻭﺃﻭﺿﺢ ﻣﺴﺆﻭﻟﻮ ﺍﳌﻨﻈﻤﺔ ﺃﻥ ﺍﳌﺸﺎﺭﻛﺔ ﺍﳌﺒﺎﺷﺮﺓ ﻟﻠﺪﻭﻝ ﺍﻷﻋﻀﺎﺀ ﰲ ﺍﻟﻌﻤﻠﻴﺔ‬
‫ﻛﺎﻧﺖ ﺇﳚﺎﺑﻴﺔ ﺟﺪﺍﹰ ﻭﺳﺎﻋﺪﺕ ﰲ ﺗﻄﻮﻳﺮ ﻭﲢﺴﲔ ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ؛ ﻭﺃﺳﻬﻢ‬
‫ﺫﻟﻚ ﺃﻳﻀﺎﹰ ﰲ ﺑﻠﻮﺭﺓ ﻓﻬﻢ ﻣﺆﺩﺍﻩ ﺃﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻟﻴﺴﺖ ﻣﺴﺆﻭﻟﻴﺔ ﺍﻷﻣﺎﻧﺔ ﻓﻘﻂ‬
‫ﻭﺇﳕﺎ ﻫﻲ ﻣﺴﺆﻭﻟﻴﺔ ﺍﳌﻨﻈﻤﺔ ﻛﻜﻞ‪.‬‬

‫ﺟﻬﺎﺕ ﺍﻻﺗﺼﺎﻝ‪/‬ﺍﳌﻜﻠﻔﻮﻥ ﺑﺎﻻﺗﺼﺎﻝ‬

‫‪ -٨٠‬ﺗﻀﻢ ﻣﻌﻈﻢ ﺍﻟﻮﺣﺪﺍﺕ ﰲ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ ﺟﻬﺎﺕ ﺍﺗﺼﺎﻝ ﻣﻌﻨﻴـﺔ ﺑﺎﳌﺨـﺎﻃﺮ ﺗﺘـﻮﱃ‬
‫ﻣﺴﺆﻭﻟﻴﺔ ﺗﻨﺴﻴﻖ ﺍﳉﻬﻮﺩ ﺍﻟﺮﺍﻣﻴﺔ ﺇﱃ ﺗﻌﺰﻳﺰ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﻧﺎﺩﺭﹰﺍ ﻣﺎ ﺗﻜﻮﻥ ﻣﻬﻤﺔ ﺟﻬﺔ ﺍﻻﺗﺼﺎﻝ‬
‫ﻣﻨﻮﻃﺔ ﲟﻮﻇﻒ ﻣﺘﻔﺮﻍ ﳍﺎ‪ ،‬ﻭﺇﳕﺎ ﺗﻀﺎﻑ ﻋﺎﺩﺓ ﺇﱃ ﻣﺴﺆﻭﻟﻴﺎﺕ ﺍﳌﻮﻇﻔﲔ ﺍﳌﻮﺟﻮﺩﻳﻦ‪ .‬ﻭﺗـﺴﺘﻌﲔ‬
‫ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻭﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﺪﻭﱄ ﻟﻠﺘﻨﻤﻴﺔ ﺍﻟﺰﺭﺍﻋﻴﺔ ﺃﻳﻀﹰﺎ ﲜﻬﺎﺕ ﺍﻻﺗـﺼﺎﻝ‪ .‬ﻭﲢـﺪﺩ‬

‫‪23‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﺳﻴﺎﺳﺔ ﺍﻟﻴﻮﻧﻴﺴﻴﻒ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺑﻮﺿﻮﺡ ﻣﺴﺆﻭﻟﻴﺎﺕ ﻣـﻮﻇﻔﻲ ﺍﻻﺗـﺼﺎﻝ‪/‬ﺟﻬـﺎﺕ‬

‫ﺍﻻﺗﺼﺎﻝ ﺍﳌﻌﻨﻴﲔ ﺑﺎﳌﺨﺎﻃﺮ‪ .‬ﻭﺗﻨﺺ ﻫﺬﻩ ﺍﻟﺴﻴﺎﺳﺔ ﻋﻠﻰ ﺇﻣﻜﺎﻧﻴﺔ ﺗﻌـﻴﲔ ﻣـﻮﻇﻔﲔ ﻟﻠﺘﺨﻄـﻴﻂ‬
‫ﺃﻭ ﺍﻟﺮﺻﺪ ﺃﻭ ﺍﻟﺘﻘﻴﻴﻢ ﺃﻭ ﺍﻟﺒﺤﺚ‪ ،‬ﺃﻭ ﻏﲑﻫﻢ ﻣﻦ ﺍﻷﺧﺼﺎﺋﻴﲔ‪.‬‬

‫‘‪ ‘٣‬ﺍﻟﺘﻘﻴﻴﻢ ﻭﺍﻻﺳﺘﻨﺘﺎﺝ‪ :‬ﺍﳍﻴﻜﻞ ﺍﻹﺷﺮﺍﰲ ﺍﻷﻣﺜﻞ ﳌﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬

‫ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻣﻘﺎﺭﻧﺔ ﲟﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬

‫‪ -٨١‬ﻛﻤﺎ ﹸﺫﻛﺮ ﺃﻋﻼﻩ‪ ،‬ﺧﻠﺺ ﺍﳌﻔﺘﺸﺎﻥ ﺇﱃ ﺃﻧﻪ ﻻ ﻳﻮﺟﺪ ﺣﻞ ﻭﺍﺣﺪ ﻳﻨﺎﺳﺐ ﲨﻴﻊ ﺍﳊﺎﻻﺕ‬
‫ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﳍﻴﻜﻞ ﺍﻹﺷﺮﺍﰲ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻓﺒﺤﺴﺐ ﺣﺠﻢ ﺍﻟﻜﻴﺎﻧﺎﺕ ﺍﳌﻌﻨﻴﺔ ﻭﺩﺭﺟﺔ‬
‫ﺗﻌﻘﻴﺪﻫﺎ ﻭﻗﻄﺎﻋﻬﺎ ﻭﻧﻮﻉ ﳐﺎﻃﺮﻫﺎ‪ ،‬ﳝﻜﻦ ﺃﻥ ﺗﺴﻨﺪ ﻭﻇﻴﻔﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﳉﻬﺎﺕ ﻣﺘﺒﺎﻳﻨﺔ ﻣﻦ ﻗﺒﻴﻞ‬
‫ﻣﺴﺆﻭﻝ ﺃﻭﻝ ﻋﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﺃﻭ ﻣﻮﻇﻒ ﻏﲑ ﻣﺘﻔﺮﻍ ﻣﻌﲏ ﺑﺎﳌﺨﺎﻃﺮ‪ ،‬ﺃﻭ ﻫﻴﻜﻞ ﺇﺩﺍﺭﻱ ﻛﺎﻣﻞ‬
‫ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﺃﻭ ﺭﺋﻴﺲ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺫﻱ ﻣﻨﺼﺐ ﺭﻓﻴﻊ ﺍﳌﺴﺘﻮﻯ ﻭﻣـﺴﺘﻘﻞ‪ .‬ﻭﻧﻈـﺮﹰﺍ ﺇﱃ‬
‫ﺍﻟﺘﺒﺎﻳﻦ ﺍﻟﻜﺒﲑ ﻓﻴﻤﺎ ﺑﲔ ﺍﻟﺸﺮﻛﺎﺕ ﺍﳋﺎﺻﺔ ﻭﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﻓﻘﺪ ﻳﻜـﻮﻥ ﻣـﻦ ﻏـﲑ‬
‫ﺍﳌﻨﺎﺳﺐ ﺃﻥ ﺗﻨﻘﻞ ﺇﺣﺪﻯ ﻫﺎﺗﲔ ﺍﻟﻔﺌﺘﲔ ﻋﻦ ﺍﻷﺧﺮﻯ ﻫﻴﻜﻠﻬﺎ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬
‫‪ -٨٢‬ﻭﰲ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ‪ ،‬ﺗﻮﺟﺪ ﺍﳍﻴﺎﻛﻞ ﺍﳌﻜﺮﺳﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ ﺃﺳﺎﺳـﹰﺎ ﰲ‬
‫ﺍﻟﺸﺮﻛﺎﺕ ﺍﳌﺎﻟﻴﺔ‪ ،‬ﻭﻫﻲ ﻋﺎﺩﺓ ﺃﻛﱪ ﺑﻜﺜﲑ ﻣﻦ ﻧﻈﲑﺍﻬﺗﺎ ﰲ ﻣﺆﺳﺴﺎﺕ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻣﻦ‬
‫ﺣﻴﺚ ﻣﻴﺰﺍﻧﻴﺎﻬﺗﺎ ﻭﻋﻤﻠﻴﺎﻬﺗﺎ ﺍﻹﺩﺍﺭﻳﺔ ﻭﺍﳌﺎﻟﻴﺔ‪ .‬ﻭﻬﺗﻴﻤﻦ ﺍﺠﻤﻟﺎﺯﻓﺔ ﻭﺍﳌﺨﺎﻃﺮ ﺍﳌﺎﻟﻴﺔ ﺑﺼﻮﺭﺓ ﺃﻛﱪ ﰲ ﻫﺬﻩ‬
‫ﺍﻟﺸﺮﻛﺎﺕ‪ ،‬ﳑﺎ ﳚﻌﻞ ﺭﺅﺳﺎﺀ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﺍﻟﻠﺠﺎﻥ ﺍﳌﻌﻨﻴﺔ ﺑﺎﳌﺨﺎﻃﺮ ﻣﻄﺎﻟﺒﲔ ﺑﻀﻤﺎﻥ ﺍﻣﺘﺜـﺎﻝ‬
‫ﺍﻟﺸﺮﻛﺎﺕ ﻟﻸﻧﻈﻤﺔ ﻭﲟﺮﺍﻗﺒﺔ ﺃﻧﺸﻄﺘﻬﺎ‪ .‬ﻭﻣﻌﻠﻮﻡ ﺃﻥ ﺗﻠﻚ ﺍﻟﺸﺮﻛﺎﺕ ﺗﻮﺍﺟﻪ ﺑﻄﺒﻴﻌﺘﻬﺎ ﳐﺎﻃﺮ ﻣﺎﻟﻴﺔ‬
‫ﻛﺒﲑﺓ ﳝﻜﻦ ﺃﻥ ﻬﺗﺪﺩ ﺣﱴ ﻭﺟﻮﺩﻫﺎ‪ .‬ﺃﻣﺎ ﰲ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ ﻓﺎﳌﺨﺎﻃﺮ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﻫﻲ ﺍﻟﺴﺎﺋﺪﺓ‪ ،‬ﺑﻴـﺪ‬
‫ﺃﻥ ﺛﻘﺎﻓﺔ ﻛﻴﺎﻧﺎﺕ ﻫﺬﺍ ﺍﻟﻘﻄﺎﻉ ﺗﻨﺄﻯ ﻋﻦ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻭﻳﺘﺠﺴﺪ ﺍﳌﻮﻗﻒ ﻣﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺗﻌﺰﻳﺰ‬
‫ﺍﻟﺘﻘﻴﻴﻢ ﺍﳌﺴﺆﻭﻝ ﻟﻠﻤﺨﺎﻃﺮ‪ .‬ﻭﺗﻮﺍﺟﻪ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ ﰲ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ ﺻﻌﻮﺑﺔ ﰲ ﺍﲣﺎﺫ ﻗﺮﺍﺭ‬
‫ﺑﺸﺄﻥ ﺍﳍﻴﻜﻞ ﺍﻟﺼﺤﻴﺢ ﻟﻮﻇﻴﻔﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﺿﻮﺍﺑﻂ ﺍﻹﺑﻼﻍ ﺍﳌﺘﻌﻠﻘﺔ ﻬﺑﺎ)‪ .(١٥‬ﻭﺗﻜﻤﻦ ﺃﻫـﻢ‬
‫ﺟﻮﺍﻧﺐ ﺍﻟﺼﻌﻮﺑﺔ ﰲ ﺃﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻟﻴﺴﺖ ﻭﻇﻴﻔﺔ ﻗﺎﺋﻤﺔ ﺑﺬﺍﻬﺗﺎ‪ ،‬ﻓﻬﻲ ﺗﺸﻤﻞ ﲨﻴﻊ ﺍﳉﻮﺍﻧـﺐ‬
‫ﰲ ﺍﳌﻨﻈﻤﺔ ﻭﻳﺘﻌﲔ ﻋﻠﻰ ﲨﻴﻊ ﺍﻟﻮﺣﺪﺍﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺍﻻﺿﻄﻼﻉ ﻬﺑﺎ‪ .‬ﻟﺬﺍ ﻻ ﻳﺘﻀﺢ ﻣـﻦ ﺍﻟﻮﻫﻠـﺔ‬
‫ﺍﻷﻭﱃ ﺃﻧﺴﺐ ﻫﻴﻜﻞ ﳍﺎ ﻭﺃﻓﻀﻞ ﺿﻮﺍﺑﻂ ﺇﺑﻼﻏﻴﺔ ﺗﻼﺋﻤﻬﺎ‪.‬‬
‫‪ -٨٣‬ﻭﺧﻼﻝ ﺍﳌﻘﺎﺑﻼﺕ ﺍﻟﱵ ﺃﺟﺮﻳﺖ ﻣﻊ ﺍﳌﺴﺆﻭﻟﲔ ﺃﻋﺮﺏ ﻣﻌﻈﻤﻬﻢ ﻋـﻦ ﺭﺃﻱ ﻣﻔـﺎﺩﻩ ﺃﻥ‬
‫ﻟﻴﺴﺖ ﻫﻨﺎﻙ ﺣﺎﺟﺔ ﺇﱃ ﻭﺟﻮﺩ ﻫﻴﻜﻞ ﻣﻨﻔﺼﻞ ﻭﺛﻘﻴﻞ‪ ،‬ﻷﻥ ﺫﻟﻚ ﻗﺪ ﻳﻌﻄﻲ ﺍﻻﻧﻄﺒﺎﻉ ﺑﺄﻥ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺑﺄﻛﻤﻠﻬﺎ ﺗﺪﺧﻞ ﰲ ﻣﺴﺆﻭﻟﻴﺔ ﻫﺬﺍ ﺍﳍﻴﻜﻞ ﺍﳌﻜﺮﺱ ﳍﺎ‪ ،‬ﻭﻟﻴﺲ ﰲ ﻣـﺴﺆﻭﻟﻴﺎﺕ ﲨﻴـﻊ‬
‫ﺍﳌﻮﻇﻔﲔ‪ ،‬ﻭﳝﻜﻦ ﺃﻥ ﻳﺆﺩﻱ ﺫﻟﻚ ﺇﱃ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻋﻠﻰ ﳓﻮ ﻗﺎﺋﻢ ﺑﺬﺍﺗﻪ ﻭﺇﱃ ﺟﻌـﻞ‬
‫ﻼ ﺭﻭﺗﻴﻨﻴﹰﺎ ﻭﺑﲑﻭﻗﺮﺍﻃﻴﹰﺎ ﻻ ﻓﺎﺋﺪﺓ ﻣﻨﻪ‪ .‬ﻭﻳﺘﻔﻖ ﺍﳌﻔﺘﺸﺎﻥ‪ ،‬ﰲ ﺿﻮﺀ‬
‫ﻫﺬﻩ ﺍﻹﺩﺍﺭﺓ ﰲ ﻬﻧﺎﻳﺔ ﺍﳌﻄﺎﻑ ﻋﻤ ﹰ‬
‫ﻣﺎ ﺍﺳﺘﻨﺘﺠﺎﻩ‪ ،‬ﻣﻊ ﺍﻟﺮﺃﻱ ﺍﻟﻘﺎﺋﻞ ﺇﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻳﻨﺒﻐـﻲ ﺃﻥ ﺗُﻘـﺎﻡ ﺿـﻤﻦ ﺍﻟـﻨﻈﻢ‬
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‫)‪.South Africa, Guidebook: Risk Management Reporting Lines (National Treasury) (١٥‬‬

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‫‪JIU/REP/2010/4‬‬

‫ﻭﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻻ ﺃﻥ ﺗُﻘﺎﻡ ﻓﻮﻗﻬﺎ‪ .‬ﻭﻳﺴﺘﻨﺘﺠﺎﻥ ﻋﻤﻮﻣﹰﺎ ﺃﻥ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬
‫ﻻ ﲢﺘﺎﺝ ﺑﺎﻟﻀﺮﻭﺭﺓ ﺇﱃ ﳉﻨﺔ ﺧﺎﺭﺟﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﺃﻭ ﻭﺣﺪﺍﺕ ﻛﺒﲑﺓ ﻣﻜﺮﺳﺔ ﳍﺬﺍ‬
‫ﺍﺠﻤﻟﺎﻝ‪ ،‬ﺃﻭ ﻭﻇﺎﺋﻒ ﺭﻓﻴﻌﺔ ﺍﳌﺴﺘﻮﻯ ﳌﻨﺼﺐ ﺭﺋﻴﺲ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻟﻜﻦ ﺍﳌﻔﺘﺸﲔ ﻳﻌﺘﻘﺪﺍﻥ‪ ،‬ﻛﻤﺎ‬
‫ﺳﻴﻮﺿّﺢ ﻻﺣﻘﹰﺎ‪ ،‬ﺃﻥ ﻭﺟﻮﺩ ﻗﺪﺭﺓ ﻣﺮﻛﺰﻳﺔ ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ )ﺃﻣﺎﻧﺔ(‪ ،‬ﺇﱃ ﺟﺎﻧـﺐ‬
‫ﻣﺴﺆﻭﻝ ﺃﻭﻝ ﻋﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻣﻦ ﺷﺄﻬﻧﻤﺎ ﺗﺴﻬﻴﻞ ﺍﻟﺘﻨﻔﻴﺬ ﺇﱃ ﺃﺑﻌﺪ ﺣﺪ‪.‬‬

‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﻟﻨﺎﺷﺌﺔ‬

‫‪ -٨٤‬ﺭﻏﻢ ﺃﻧﻪ ﻻ ﻳﻮﺟﺪ ﺣﻞ ﻭﺍﺣﺪ ﻳﻨﺎﺳﺐ ﺍﳉﻤﻴﻊ ﺍﳊـﺎﻻﺕ‪ ،‬ﻓﺜﻤـﺔ ﺍﲡﺎﻫـﺎﺕ ﻧﺎﺷـﺌﺔ‬
‫ﻭﳑﺎﺭﺳﺎﺕ ﻓﻀﻠﻰ ﲣﺪﻡ ﺍﻟﺘﻨﻔﻴﺬ ﺍﻟﻨﺎﺟﺢ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﻣﻦ ﺍﻟـﺪﺭﻭﺱ ﺍﻟﺮﺋﻴـﺴﻴﺔ‬
‫ﻼ ﺇﺩﺍﺭﻳﹰﺎ ﺭﲰﻴﹰﺎ ﻭﻣﻨﺎﺳﺒﹰﺎ‪ ،‬ﲟﺎ ﰲ ﺫﻟﻚ ﻭﺟـﻮﺩ‬
‫ﺍﳌﺴﺘﻔﺎﺩﺓ ﺃﻥ ﺍﻟﺘﻨﻔﻴﺬ ﺍﳌﺴﺘﺪﺍﻡ ﻭﺍﻟﻔﻌﺎﻝ ﻳﺘﻄﻠﺐ ﻫﻴﻜ ﹰ‬
‫ﻗﺪﺭﺓ ﻗﻮﻳﺔ ﻋﻠﻰ ﺍﻟﻘﻴﺎﺩﺓ ﻭﺍﻟﺘﻨﺴﻴﻖ ﻋﻠﻰ ﺻﻌﻴﺪ ﺍﳌﻨﻈﻤﺔ‪ .‬ﻭﻣﻦ ﺍﻷﳘﻴﺔ ﲟﻜﺎﻥ ﺗﻌﻴﲔ ﻣﺴﺆﻭﻝ ﺭﻓﻴـﻊ‬
‫ﺍﳌﺴﺘﻮﻯ ﻟﻘﻴﺎﺩﺓ ﺳﻴﺎﺳﺔ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻨﻈﻤﺔ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻭﺇﻧﺸﺎﺀ ﻗﺪﺭﺓ ﻣﺮﻛﺰﻳﺔ‪ ،‬ﻣﺜﻞ‬
‫ﻓﺮﻳﻖ ﺃﻭ ﺃﻣﺎﻧﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻟﻀﻤﺎﻥ ﺇﳒﺎﺡ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﱵ ﳍﺎ‬
‫ﳑﺎﺭﺳﺎﺕ ﺟﻴﺪﺓ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻫﻲ ﺗﻠﻚ ﺍﻟﱵ ﻋﻴّﻨﺖ ﺷﺨﺼﹰﺎ ﺃﻭ ﻓﺮﻳﻘﹰﺎ ﻟﻺﺷﺮﺍﻑ ﻋﻠـﻰ‬
‫ﺗﻨﻔﻴﺬ ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ)‪ .(١٦‬ﻭﻣﻦ ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﻷﺧﺮﻯ ﺍﻟﻨﺎﺷﺌﺔ ﺗﻌﻴﲔ ﺟﻬﺎﺕ ﺍﺗـﺼﺎﻝ‬
‫ﻟﺘﺴﻬﻴﻞ ﺇﻋﻤﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﻨﻈﻤﺔ ﺑﺮﻣﺘﻬﺎ‪.‬‬
‫‪ -٨٥‬ﻭﻻ ﺑﺪ ﻣﻦ ﺍﻟﺘﺄﻛﻴﺪ ﺃﻥ ﻭﺟﻮﺩ ﻫﻴﻜﻞ ﺭﲰﻲ ﻟﻺﺷﺮﺍﻑ ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ‬
‫ﻻ ﻳﺘﻄﻠﺐ ﺑﺎﻟﻀﺮﻭﺭﺓ ﺯﻳﺎﺩﺓ ﻣﺴﺘﻮﻯ ﺇﺷﺮﺍﰲ ﺇﺿﺎﰲ ﰲ ﺍﳌﻨﻈﻤﺎﺕ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻻ ﺑﺪ ﻣﻦ ﻭﺟﻮﺩ‬
‫ﲢﺪﻳﺪ ﻭﺍﺿﺢ ﻟﻠﻤﺴﺎﺀﻟﺔ ﻭﺍﳌﺴﺆﻭﻟﻴﺔ ﻋﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﻣﻦ ﺇﺳﻨﺎﺩﻫﺎ ﺭﲰﻴﹰﺎ ﻟﻔﺎﻋﻠﲔ ﰲ‬
‫ﻫﻴﻜﻞ ﺍﻹﺷﺮﺍﻑ ﺍﻟﻘﺎﺋﻢ‪.‬‬
‫‪ -٨٦‬ﻭﻳﺘﻮﻗﻒ ﺍﺧﺘﻴﺎﺭ ﺍﻟﺒﻨﻴﺔ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﻨﺎﺳﺒﺔ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﻘﻴﻤﺔ ﺍﳌﺘﻮﺧﻰ ﻣﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﻭﻧﻄﺎﻕ ﻭﺟﺴﺎﻣﺔ ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﻳﺘﻌﺮﺽ ﳍﺎ ﺍﻟﻜﻴﺎﻥ‪ .‬ﻓﺎﳌﻨﻈﻤﺎﺕ ﺍﻟﱵ ﻳﺘﺮﺍﻭﺡ ﺣﺠﻤﻬـﺎ‬
‫ﺑﲔ ﻣﺘﻮﺳﻂ ﻭﻛﺒﲑ ﻭﺍﻟﱵ ﺗﻮﺍﺟﻪ ﻣﺴﺘﻮﻳﺎﺕ ﻋﺎﻟﻴﺔ ﻣﻦ ﺍﳌﺨﺎﻃﺮ ﻗﺪ ﲢﺘﺎﺝ ﺇﱃ ﺗﻌﻴﲔ ﻣﺴﺆﻭﻝ ﺃﻭﻝ‬
‫ﺭﻓﻴﻊ ﺍﳌﺴﺘﻮﻯ ﻋﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ‪ -‬ﻟﻴﺲ ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﺃﻥ ﻳﻜﻮﻥ ﻣﺘﻔﺮﻏﹰﺎ ‪ -‬ﺇﱃ ﺟﺎﻧﺐ ﻓﺮﻳـﻖ‬
‫ﻣﺮﻛﺰﻱ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪/‬ﺃﻣﺎﻧﺔ ﻣﻌﻨﻴﺔ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﳝﻜﻦ ﻟﻔﺮﻳﻖ ﻣﻦ ﻫﺬﺍ ﺍﻟﻘﺒﻴـﻞ ﰲ‬
‫ﺳﻴﺎﻕ ﻋﺎﺩﻱ ﺃﻥ ﻳﺘﻮﱃ ﻣﺴﺆﻭﻟﻴﺔ ﺗﻘﺪﱘ ﺍﳌﺴﺎﻋﺪﺓ ﺍﻟﻌﺎﻣﺔ ﰲ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪،‬‬
‫ﺃﻱ ﺗﻘﺪﱘ ﺍﻟﺪﻋﻢ ﺍﻟﺘﻘﲏ ﺍﳌﺘﻌﻠﻖ ﺑﺎﳌﺨﺎﻃﺮ ﺍﻟﱵ ﲢﻴﻂ ﺑﺎﳌﺒﺎﺩﺭﺍﺕ ﻭﺍﳌﺸﺎﺭﻳﻊ ﺍﳊﺎﲰﺔ ﰲ ﻋﻤﻞ‬
‫ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﻣَﺴْﻚ ﺳﺠّﻞ ﳊﺎﻻﺕ ﺍﻹﺧﻔﺎﻕ ﺍﳉﺴﻴﻤﺔ ﺍﻟﱵ ﺗﻼﺣﻆ ﺧﻼﻝ ﻋﻤﻠﻴﺎﺕ ﺍﳌﺮﺍﻗﺒﺔ‪،‬‬
‫ﻭﺇﺣﺎﻃﺔ ﺍﳌﺴﺘﻮﻯ ﺍﻹﺩﺍﺭﻱ ﺍﳌﻨﺎﺳﺐ ﻋﻠﻤﺎﹰ‪ ،‬ﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ‪ ،‬ﺑﺎﳌﺨـﺎﻃﺮ ﻭﺍﻟـﺘﻐﲑﺍﺕ‬
‫ﺍﳉﺪﻳﺪﺓ ﺍﻟﱵ ﺗﻄﺮﺃ ﻣﻦ ﺣﻴﺚ ﺗﻮﺻﻴﻒ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻭﺇﻋﺪﺍﺩ ﻓﻬﺎﺭﺱ ﻣﻮﺣﺪﺓ ﳉﺮﺩ ﺍﳌﺨـﺎﻃﺮ‪،‬‬
‫ﻭﺍﻻﺿﻄﻼﻉ ﺑﻮﻇﻴﻔﺔ ﻣﻜﺘﺐ ﺗﻘﺪﱘ ﺍﳌﺴﺎﻋﺪﺓ‪.‬‬
‫__________‬
‫)‪.Better Practice Guide - Risk management, p. 38. June 2008 (١٦‬‬

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‫ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬

‫‪ -٨٧‬ﻳﻨﺒﻐﻲ ﺃﻥ ﺗﺘﺨﺬ ﺍﳌﻨﻈﻤﺎﺕ ﻗﺮﺍﺭﹰﺍ ﺑﺸﺄﻥ ﺍﳍﻴﻜﻞ ﺍﻹﺩﺍﺭﻱ ﺍﳌﻨﺎﺳﺐ ﻭﻣـﺴﺘﻮﻯ ﺍﻟﻘـﺪﺭﺓ‬
‫ﺍﳌﻜﺮﺳﺔ ﻟﻺﺷﺮﺍﻑ ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﻓﻖ ﲢﻠﻴﻞ ﳊﺠﻢ ﺃﻧﺸﻄﺘﻬﺎ ﻭﺩﺭﺟﺔ ﺗﻌﻘﻴـﺪﻫﺎ‬
‫ﻭﻃﺒﻴﻌﺘﻬﺎ‪ ،‬ﻭﺗﻮﺻﻴﻒ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﺄﺻﻠﺔ ﰲ ﻋﻤﻠﻬﺎ‪ ،‬ﻭﺩﺭﺟﺔ ﺍﻟﺘﻄـﻮﺭ ﺍﳌﺘـﻮﺧﻰ ﰲ ﺇﺩﺍﺭﺓ ﻫـﺬﻩ‬
‫ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻭﺍﳋﱪﺓ ﺍﳌﺘﺎﺣﺔ ﰲ ﻫﺬﺍ ﺍﺠﻤﻟﺎﻝ‪ ،‬ﻭﻣﺪﻯ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﺳﺘﻴﻌﺎﺏ ﺣﺠﻢ ﺍﻟﻌﻤﻞ ﺍﻹﺿـﺎﰲ‬
‫ﺿﻤﻦ ﺍﳍﻴﺎﻛﻞ ﺍﻟﻘﺎﺋﻤﺔ‪.‬‬
‫‪ -٨٨‬ﻭﻳﻌﺘﻘﺪ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻥ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﻻ ﺳﻴﻤﺎ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﻜﱪﻯ ﺍﻟـﱵ ﳍـﺎ‬
‫ﺇﺩﺍﺭﺍﺕ ﻛﺒﲑﺓ ﻣﻨﻔﺼﻠﺔ‪ ،‬ﻭﻋﻤﻠﻴﺎﺕ ﻣﻴﺪﺍﻧﻴﺔ ﻣﺘﻨﻮﻋﺔ‪ ،‬ﻭﺗﺘﻌﺮﺽ ﳌﺨﺎﻃﺮ ﻛﺒﲑﺓ ﻣﺘﺄﺻﻠﺔ ﰲ ﻋﻤﻠﻬﺎ‪،‬‬
‫ﺲ ﺃﻣﺎﻧﺔ ﻣﺮﻛﺰﻳﺔ‪/‬ﻓﺮﻳﻖ‪/‬ﻣﻮﻇﻔﲔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ؛ ﻭﺇﻧﺸﺎ َﺀ ﳉﻨـﺔ ﺭﲰﻴـﺔ ﻣﻌﻨﻴـﺔ‬‫ﺗﺘﻄﻠﺐ ﺗﻜﺮﻳ َ‬
‫ﺑﺎﳌﺨﺎﻃﺮ؛ ﻭﺇﺳﻨﺎﺩ ﺩﻭ ﹴﺭ ﻗﻴﺎﺩﻱ ﺑﺎﺭﺯ‪/‬ﺩﻭ ﹺﺭ ﻣﺴﺆﻭﻝ ﺃﻭﻝ ﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ ﻷﺣﺪ ﻛﺒـﺎﺭ ﺍﳌـﺪﻳﺮﻳﻦ‬
‫ﺍﻟﺘﻨﻔﻴﺬﻳﲔ‪ .‬ﻭﻣﻦ ﺷﺄﻥ ﻣﺴﺘﻮﻯ ﺍﻟﺘﻄﻮﺭ ﻭﺣﺠﻢ ﺍﻟﻌﻤﻞ ﺍﳌﻄﻠﻮﺑﻴْﻦ ﺃﻥ ﻳﱪﺭﺍ ﻭﺟﻮﺩ ﻣﺜﻞ ﻫﺬﻩ ﺍﻟﻘﺪﺭﺓ‬
‫ﺍﻹﺩﺍﺭﻳﺔ‪ .‬ﻭﰲ ﺣﺎﻟﺔ ﻭﺟﻮﺩ ﻧﻘﺺ ﰲ ﺍﳌﻮﺍﺭﺩ‪ ،‬ﳝﻜﻦ ﻟﻠﻤﺆﺳﺴﺎﺕ ﺍﻟﺼﻐﲑﺓ ﺃﻥ ﲣﺘـﺎﺭ ﺗﻜﻠﻴـﻒ‬
‫ﻣﻮﻇﻒ ﺃﻭ ﺃﻛﺜﺮ ﻣﻦ ﻣﻮﻇﻔﻴﻬﺎ ﺍﻟﻘﺎﺩﺭﻳﻦ ﺑﺎﻻﺿﻄﻼﻉ ﻋﻠﻰ ﺃﺳﺎﺱ ﻣﺰﺩﻭﺝ ﺑﻮﻇﻴﻔﺔ ﺍﻷﻣﺎﻧﺔ ﺍﳌﻌﻨﻴﺔ‬
‫ﺑﺎﳌﺨﺎﻃﺮ‪/‬ﺍﳌﻮﻇﻒ ﺍﳌﻌﲏ ﺍﳌﺨﺎﻃﺮ‪.‬‬
‫‪ -٨٩‬ﻭﻳﻌﺘﻘﺪ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻧﻪ ﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﺇﻧﺸﺎﺀ ﳉﺎﻥ ﺭﲰﻴﺔ ﻣﻨﻔـﺼﻠﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﻟﻴﺲ ﺃﻣﺮﹰﺍ ﺃﺳﺎﺳﻴﹰﺎ‪ ،‬ﻓﻬﺬﻩ ﺍﻟﻠﺠﺎﻥ ﻣﻔﻴﺪﺓ ﻭﳝﻜﻦ ﺃﻥ ﺗﺴﻬﻢ ﰲ ﺇﺑﺮﺍﺯ ﺍﻟﻨـﻬﺞ ﺍﻟﺮﲰـﻲ‪.‬‬
‫ﻭﺣﻴﺜﻤﺎ ﺗﺘﻮﱃ ﻫﺬﻩ ﺍﻟﻮﻇﻴﻔ ﹶﺔ ﳉﻨ ﹲﺔ ﺇﺩﺍﺭﻳﺔ ﻋﻠﻴﺎ ﻳﻠﺰﻡ ﺗﻮﺿﻴﺢ ﺫﻟﻚ ﰲ ﺍﺧﺘﺼﺎﺻﺎﻬﺗﺎ‪ ،‬ﻋﻠﻰ ﺃﻥ ﺗﻜﻮﻥ‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺑﻨﺪﹰﺍ ﺩﺍﺋﻤﹰﺎ ﰲ ﺟﺪﻭﻝ ﺃﻋﻤﺎﳍﺎ‪.‬‬
‫‪ -٩٠‬ﻭﻳﻮﺩ ﺍﳌﻔﺘﺸﺎﻥ ﺍﻟﺘﺄﻛﻴﺪ ﺃﻥ ﺗﻮﱄ ﳉﻨﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺃﻭ ﳉﻨﺔ ﺇﺩﺍﺭﻳـﺔ ﻋﻠﻴـﺎ‬
‫ﺭﲰﻴﹰﺎ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺃﻣﺮ ﻣﻔﻴﺪ‪ ،‬ﻟﻜﻦ ﳉﻨﺘﲔ ﻣﻦ ﻫﺬﺍ ﺍﻟﻘﺒﻴﻞ ﻻ ﺗﺴﺘﻄﻴﻌﺎﻥ ﺍﻻﺿﻄﻼﻉ‬
‫ﺑﺎﻟﻘﻴﺎﺩﺓ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﻄﻠﻮﺑﺔ‪ .‬ﻭﺗﺒﲔ ﺍﻟﺘﺠﺮﺑﺔ ﺃﻥ ﺍﻟﻨﻬﺞ ﺍﻷﻛﺜﺮ ﻓﻌﺎﻟﻴﺔ ﻫﻮ ﺇﺳﻨﺎﺩ ﻭﻇﻴﻔﺔ ﻣﺴﺆﻭﻝ ﺃﻭﻝ‬
‫ﻋﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﺆﺳﺴﺔ ﳌﻮﻇﻒ ﻛﺒﲑ ﻣﻦ ﻣﻮﻇﻔﻴﻬﺎ‪ .‬ﻭﻳﻨﺒﻐﻲ ﺃﻥ ﺗﻜﻮﻥ ﻟﻠﻤﻮﻇﻒ ﺍﳌﻜﻠﻒ‬
‫ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺍﻟﺴﻠﻄﺔ ﺍﻟﻼﺯﻣﺔ ﺍﻟﱵ ﲣﻮﻟﻪ ﺗﻮﺟﻴﻪ ﲨﻴﻊ ﺃﺟـﺰﺍﺀ ﺍﳌﻨﻈﻤـﺔ ﻭﺍﻟﺘﻨـﺴﻴﻖ‬
‫ﻓﻴﻤﺎ ﺑﻴﻨﻬﺎ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﻳﻨﺒﻐﻲ ﺃﻥ ﻳﺘﻌﺎﻭﻥ ﺍﻟﺮﺋﻴﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺑﺼﻮﺭﺓ ﺭﲰﻴﺔ ﻭﻏﲑ‬
‫ﺭﲰﻴﺔ ﻣﻊ ﻫﺬﺍ ﺍﳌﺴﺆﻭﻝ ﻭﺃﻥ ﳝﻨﺤﻪ ﺍﻟﺪﻋﻢ ﺍﻟﻜﺎﻣﻞ‪.‬‬
‫‪ -٩١‬ﻭﰲ ﺿﻮﺀ ﺍﻟﺘﺒﺎﻳﻦ ﺑﲔ ﺷﺮﻛﺎﺕ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﺍﻟﻜﺒﲑﺓ ﺍﻟﱵ ﺗﻮﻇـﻒ ﺭﺅﺳـﺎﺀ ﻹﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﻭﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﻳﺮﻯ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻥ ﻟﻴﺲ ﲦﺔ ﻣﻦ ﺣﺎﺟﺔ ﰲ ﻫﺬﻩ ﺍﳌﻨﻈﻤﺎﺕ ﺇﱃ‬
‫ﺇﻧﺸﺎﺀ ﻭﻇﺎﺋﻒ ﺭﻓﻴﻌﺔ ﺍﳌﺴﺘﻮﻯ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﺘﻔﺮﻍ ﻟﺮﺅﺳﺎﺀ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﺗـﺪﻋﻮ‬
‫ﺍﳊﺎﺟﺔ ﺇﱃ ﺃﻥ ﻳﺘﻮﱃ ﺃﺣﺪ ﻛﺒﺎﺭ ﺍﳌﺴﺆﻭﻟﲔ ﻗﻴﺎﺩﺓ ﻭﺗﻨﺴﻴﻖ ﺍﻟﻌﻤﻠﻴﺔ ﻳﻮﻣﻴﹰﺎ‪ ،‬ﺑﺼﻔﺘﻪ ﻣﺴﺆﻭ ﹰﻻ ﺃﻭ ﹰﻻ ﻋﻦ‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﻋﻠﻰ ﺃﻥ ﺗﻜﻮﻥ ﻟﻪ ﻣﺴﺆﻭﻟﻴﺔ ﻭﺳﻠﻄﺔ ﻣﻌﺘﺮﻑ ﻬﺑﻤـﺎ‪ .‬ﻭﺇﱃ ﺟﺎﻧـﺐ‬
‫ﺫﻟﻚ‪ ،‬ﻳﻨﺒﻐﻲ ﺃﻥ ﻳﻜﻮﻥ ﻭﺍﺿﺤﹰﺎ ﰲ ﺍﳌﻨﻈﻤﺔ ﺑﺮﻣﺘﻬﺎ ﺃﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻫـﻲ ﻭﻇﻴﻔـﺔ ﺗﻨﻈﻴﻤﻴـﺔ‪،‬‬
‫ﻭﻟﻴﺴﺖ ﳎﺮﺩ ﺗﻮﺳﻴﻊ ﻟﻨﻄﺎﻕ ﻭﻇﻴﻔﺔ ﺍﳌﻜﺘﺐ‪/‬ﺍﳌﻮﻇﻒ ﺍﳌﻜﻠﻒ ﺑﺎﻟﺘﻨﺴﻴﻖ ﻭﺍﻟﻘﻴﺎﺩﺓ‪.‬‬

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‫‪ -٩٢‬ﻭﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﻋﻨﺎﺻﺮ ﺍﻹﺷﺮﺍﻑ ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ ﻣﻮﺟـﻮﺩﺓ ﰲ‬

‫ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﻓﻠﻴﺲ ﲦﺔ ﻭﺿﻮﺡ ﻓﻴﻤﺎ ﻳﺘﺼﻞ ﻟﺪﻭﺭ ﺍﻟﻘﻴـﺎﺩﺓ‪ ،‬ﻭﺃﺩﻭﺍﺭ ﻭﻣـﺴﺆﻭﻟﻴﺎﺕ‬
‫ﻋﻤﻠﻴﺔ ﺍﻟﺘﻨﻔﻴﺬ‪ ،‬ﻭﺧﻄﻮﻁ ﺍﻹﺑﻼﻍ ﻭﺍﻻﺗﺼﺎﻝ‪ ،‬ﺣﻴﺚ ﺇﻬﻧﺎ ﺗﻈﻞ ﻏﲑ ﺭﲰﻴﺔ ﻭﺿـﻤﻨﻴﺔ‪ .‬ﻭﲢﺘـﺎﺝ‬
‫ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﱵ ﺗﻨﻔﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺇﱃ ﻭﺿﻊ ﺇﻃﺎﺭ ﺭﲰﻲ ﳛﺪﺩ ﺍﻟﻘﻴﺎﺩﺓ ﻭﲨﻴﻊ ﺍﻷﺩﻭﺍﺭ‬
‫ﻭﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﺍﻷﺧﺮﻯ‪.‬‬
‫‪ -٩٣‬ﻭﰲ ﻭﺛﻴﻘﺔ ﻣﺘﻌﻠﻘﺔ ﲟﺤﺼﻠﺔ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻷﻭﱃ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ‪،‬‬
‫ﺧﻠﺼﺖ ﺃﻣﺎﻧﺔ ﻫﺬﻩ ﺍﳌﻨﻈﻤﺔ ﰲ ﺳﻴﺎﻕ ﺍﺳﺘﻨﺘﺎﺟﻬﺎ ﻟﻠﺪﺭﻭﺱ ﺍﳌﺴﺘﻔﺎﺩﺓ ﺇﱃ ﺿﺮﻭﺭﺓ ﻭﺟﻮﺩ ﻭﻇﻴﻔـﺔ‬
‫ﺗﻨﺴﻴﻖ ﻣﺮﻛﺰﻳﺔ ﻗﻮﻳﺔ ﻟﻀﻤﺎﻥ ﺳﲑ ﺳﻠﺲ ﻟﻠﻌﻤﻠﻴﺔ‪ .‬ﻭﺍﺳﺘﻨﺘﺠﺖ ﻛﺬﻟﻚ ﻭﺟﻮﺩ ﺣﺎﺟﺔ ﺇﱃ ﺍﻟﻮﻗﺖ‬
‫ﻭﺍﻟﻘﺪﺭﺓ ﺍﻟﻼﺯﻣﲔ ﻟﺘﻘﻴﻴﻢ ﻧﺘﺎﺋﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﳌﻨﻈﻤـﺔ‪ ،‬ﻭﲢﺪﻳـﺪ ﺍﻟـﺸﻮﺍﻏﻞ ﰲ‬
‫ﳎﺎﻻﺕ ﻣﻌﻴﻨﺔ‪ ،‬ﻭﲣﻄﻴﻂ ﻭﺭﺻﺪ ﺍﺳﺘﺠﺎﺑﺔ ﺍﳌﻨﻈﻤﺔ ﻟﺘﻠﻚ ﺍﻟﺸﻮﺍﻏﻞ)‪.(١٧‬‬

‫ﻣﻮﻗﻊ ﺍﻟﻘﻴﺎﺩﺓ ﻭﻭﻇﻴﻔﺔ ﺍﻷﻣﺎﻧﺔ‬

‫‪ -٩٤‬ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﳎﺎﻝ ﻳﺸﻤﻞ ﺍﳌﻨﻈﻤﺔ ﺑﺮﻣﺘﻬﺎ؛ ﻭﺑﺎﻟﺘﺎﱄ‪ ،‬ﻳﻨﺒﻐﻲ ﺃﻥ ﺗﻮﺿﻊ ﻭﻇﻴﻔﺔ‬
‫ﺍﻟﻘﻴﺎﺩﺓ ﻭﺍﻟﺘﻨﺴﻴﻖ )ﺍﳌﺴﺆﻭﻝ ﺍﻷﻭﻝ ﻋﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﺆﺳﺴﺔ( ﰲ ﻗﻤﺔ ﺍﳍﺮﻡ‪ .‬ﻭﻣﻦ ﺍﳌﻔﺘﺮﺽ‬
‫ﺃﻥ ﻣﻮﻗﻌﻬﺎ ﰲ ﺍﳌﻨﻈﻤﺔ ﻣﻦ ﺷﺄﻧﻪ ﺃﻥ ﻳﺴﻬﻞ ﺩﻣـﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ ﰲ ﺍﻟﺘﺨﻄـﻴﻂ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‪ ،‬ﻭﺍﻟﱪﳎﺔ‪ ،‬ﻭﺍﻹﺩﺍﺭﺓ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﻨﺘﺎﺋﺞ‪ ،‬ﻭﲨﻴﻊ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺘﻨﻔﻴﺬﻳـﺔ ﻭﺇﺟـﺮﺍﺀﺍﺕ‬
‫ﺍﻟﻌﻤﻞ‪ .‬ﻭﳚﻮﺯ ﻟﻠﺮﺋﻴﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ ﰲ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﻜﺒﲑﺓ ﺗﻔﻮﻳﺾ ﻫﺬﻩ ﺍﳌﻬﻤﺔ‪ ،‬ﻭﻳﻔﻀﻞ ﺃﻥ ﻳﻜـﻮﻥ‬
‫ﺫﻟﻚ ﳌﻦ ﻳﻠﻴﻪ ﰲ ﻫﺮﻡ ﺍﻟﻘﻴﺎﺩﺓ‪ .‬ﻭﻳﻨﺒﻐﻲ ﺃﻥ ﻳﻜﻮﻥ ﺍﳌﺴﺆﻭﻝ ﺍﻷﻭﻝ ﻋﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻫﻮ ﺭﺋـﻴﺲ‬
‫ﳉﻨﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﺃﻥ ﻳﻜﻮﻥ ﺍﳌﻮﻇﻒ ﺍﳌﻌﲏ ﺑﺎﳌﺨﺎﻃﺮ ﺍﳌﻜﻠﻒ ﺑﺪﻭﺭ ﺍﻷﻣﺎﻧﺔ ﺗﺎﺑﻌـﹰﺎ‬
‫ﳌﻜﺘﺒﻪ‪ .‬ﻭﻣﻦ ﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﳉﻴﺪﺓ ﺃﻳﻀﹰﺎ ﺃﻥ ﺗﻀ ّﻢ ﳉﻨﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻋـﻀﻮﹰﺍ ﺧﺎﺭﺟﻴـﹰﺎ‬
‫)ﺃﻋﻀﺎﺀ ﺧﺎﺭﺟﻴﲔ()‪ (١٨‬ﳍﻢ ﻣﻌﺮﻓﺔ ﺟﻴﺪﺓ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻣﻦ ﺃﺟـﻞ ﺗﻘـﺪﱘ ﻭﺟﻬـﺔ ﻧﻈـﺮ‬
‫ﻣﻮﺿﻮﻋﻴﺔ ﻭﻣﺴﺘﻘﻠﺔ‪.‬‬

‫ﺩﻭﺭ ﺍﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‬

‫‪ -٩٥‬ﺍﻟﺪﻭﺭ ﺍﻷﺳﺎﺳﻲ ﻟﻠﻤﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻫﻮ ﺗﻘـﺪﱘ ﺿـﻤﺎﻧﺎﺕ‬
‫ﻣﻮﺿﻮﻋﻴﺔ ﺑﺸﺄﻥ ﻓﻌﺎﻟﻴﺔ ﳑﺎﺭﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﳛﺪﺩ ﻣﻌﻬﺪ ﻣﺮﺍﺟﻌﻲ ﺍﳊﺴﺎﺑﺎﺕ ﺍﻟﺪﺍﺧﻠﻴﲔ ﰲ‬
‫ﻭﺭﻗﺔ ﺿﻤﻨﻬﺎ ﻣﻮﻗﻔﻪ)‪ (١٩‬ﰲ ﻫﺬﺍ ﺍﻟﺸﺄﻥ ﺛﻼﺙ ﻓﺌﺎﺕ ﻣﻦ ﺃﺩﻭﺍﺭ ﺍﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ‪ :‬ﺍﻷﺩﻭﺍﺭ ﺍﻷﺳﺎﺳﻴﺔ‪ ،‬ﻭﺍﻷﺩﻭﺍﺭ ﺍﳌﺸﺮﻭﻋﺔ‪ ،‬ﻭﺍﻷﺩﻭﺍﺭ ﺍﻟﱵ ﳚﺐ ﺃﻻ ﺗﻀﻄﻠﻊ ﻬﺑﺎ ﻭﺣﺪﺍﺕ‬
‫ﺍﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‪ .‬ﻭﳝﻜﻦ ﳍﺬﻩ ﺍﻟﻮﺣﺪﺍﺕ‪ ،‬ﻭﻓﻘﹰﺎ ﻟﻘﺪﺭﺍﻬﺗﺎ‪ ،‬ﺃﻥ ﺗﺆﺩﻱ ﳎﻤﻮﻋﺔ ﻭﺍﺳﻌﺔ ﻣﻦ ﺍﻷﺩﻭﺍﺭ‬
‫__________‬
‫)‪ (١٧‬ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﳏﺼﻠﺔ ﻋﻤﻠﻴﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻷﻭﱃ ﰲ ﺍﻷﻣﺎﻧﺔ ﻟﻌﺎﻡ ‪ ،٢٠٠٩‬ﺍﻟﻮﺛﻴﻘﺔ ‪.CWGRM 4/2/1‬‬
‫)‪.Public Sector Risk Management Framework, p. 49 (١٨‬‬
‫)‪Institute of Internal Auditors, The Role of Internal Audit in Enterprise-wide Risk Management. (١٩‬‬
‫‪.Position statement‬‬

‫‪27‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﰲ ﻬﺗﻴﺌﺔ ﻭﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﺇﻻ ﺃﻬﻧﺎ ﻻ ﺗﺴﺘﻄﻴﻊ ﲢﻤـﻞ ﺍﳌـﺴﺆﻭﻟﻴﺔ ﻭﺍﳋـﻀﻮﻉ‬
‫ﻟﻠﻤﺴﺎﺀﻟﺔ ﻋﻦ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻷﻥ ﻫﺬﺍ ﻣﻦ ﻭﺍﺟﺐ ﺍﻹﺩﺍﺭﺓ‪ .‬ﻭﻣـﻦ ﺍﻟﻮﻇـﺎﺋﻒ ﺍﳍﺎﻣـﺔ‬
‫ﻟﻠﻤﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﺣﺮﺹ ﺍﻟﻘﺎﺋﻤﲔ ﻋﻠﻴﻬﺎ ﻋﻠﻰ ﺿﻤﺎﻥ ﻭﺗﻘﻴﻴﻢ ﻋﻤﻠﻴﺔ ﲢﺪﻳـﺪ ﻭﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﱵ ﺗﺘﻌﺮﺽ ﳍﺎ ﺍﳌﻨﻈﻤﺔ‪ .‬ﻭﻳﻨﺒﻐﻲ ﺃﻥ ﺗﺄﺧﺬ ﻭﺣﺪﺍﺕ ﺍﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴـﺔ ﰲ ﺍﻻﻋﺘﺒـﺎﺭ‬
‫ﺗﻘﻴﻴﻤﺎﺕ ﺍﳌﺨﺎﻃﺮ ﰲ ﻣﻨﻈﻤﺎﻬﺗﺎ ﻋﻨﺪ ﺍﻟﺘﺨﻄﻴﻂ ﻟﻠﻤﺮﺍﺟﻌﺔ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﳌﺨﺎﻃﺮ‪.‬‬
‫‪ -٩٦‬ﻭﰲ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ‪ ،‬ﺗﺆﺩﻱ ﺍﳉﻬﺔ ﺍﳌﻜﻠﻔﺔ ﺑﺎﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﺩﻭﺭﹰﺍ ﺭﺍﺋﺪﹰﺍ ﰲ ﺍﻟﺘﺮﻭﻳﺞ‬
‫ﳌﻔﻬﻮﻡ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﲟﺎ ﻳﺸﻤﻞ ﺇﻋﺪﺍﺩ ﺍﻟﻮﺛﺎﺋﻖ ﺍﳌﺘﻌﻠﻘﺔ ﻬﺑﺎ ﻭﺗﻨﻈـﻴﻢ ﺣﻠﻘـﺎﺕ ﺍﻟﻌﻤـﻞ‬
‫ﻼ ﺟﻴﺪﹰﺍ ﺑﺼﻔﺔ ﻋﺎﻣﺔ ﳌﺴﺎﻋﺪﺓ ﺍﻹﺩﺍﺭﺓ‬ ‫ﻭﺍﻟﺪﻭﺭﺍﺕ ﺍﻟﺘﺪﺭﻳﺒﻴﺔ‪ .‬ﻭﻫﻴﺌﺎﺕ ﺍﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻣﺆﻫﻠﺔ ﺗﺄﻫﻴ ﹰ‬
‫ﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ‪ ،‬ﲝﻜﻢ ﻣﻌﺮﻓﺘﻬﺎ ﺑﺎﳌﺨﺎﻃﺮ ﻭﺑﻨﻈﺮﻳﺎﺕ ﻭﻣﻔﺎﻫﻴﻢ ﺍﳌﺮﺍﻗﺒﺔ ﻭﻓﻬﻤﻬﺎ ﳍﺬﺍ ﺍﺠﻤﻟـﺎﻝ‪ .‬ﻭﻣـﻊ‬
‫ﺫﻟﻚ‪ ،‬ﻓﻔﻲ ﺣﺎﻟﺔ ﲡﺎﻭﺯ ﻣﺸﺎﺭﻛﺘﻬﺎ ﰲ ﺃﻧﺸﻄﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺃﺩﻭﺍﺭﻫﺎ ﺍﻷﺳﺎﺳﻴﺔ‪ ،‬ﻳﻨﺒﻐـﻲ‬
‫ﻭﺿﻊ ﺍﻟﻀﻤﺎﻧﺎﺕ ﺍﳌﻄﻠﻮﺑﺔ ﻟﻠﺤﻔﺎﻅ ﻋﻠﻰ ﺍﺳﺘﻘﻼﻟﻴﺔ ﺍﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﻣﻮﺿﻮﻋﻴﺘﻬﺎ‪ .‬ﻭﺇﺿـﺎﻓﺔ ﺇﱃ‬
‫ﺫﻟﻚ‪ ،‬ﻳﻨﺒﻐﻲ‪ ،‬ﰲ ﺣﺎﻟﺔ ﺇﺷﺮﺍﻙ ﺍﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﰲ ﺗﺸﺠﻴﻊ ﻭﺗـﺴﻬﻴﻞ ﺗﻨﻔﻴـﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﺃﻥ ﻳﻘﺘﺮﻥ ﺫﻟﻚ ﲞﻄﺔ ﲢﺪﺩ ﺑﻮﺿﻮﺡ ﻣﱴ ﺗﺘﺤﻤﻞ ﺇﺩﺍﺭﺓ ﺍﳌﻨﻈﻤﺔ ﻣﺴﺆﻭﻟﻴﺘﻬﺎ ﻛﺎﻣﻠﺔ‪.‬‬
‫‪ -٩٧‬ﻭﰲ ﺑﺮﻧﺎﻣﺞ ﺍﻷﻏﺬﻳﺔ ﺍﻟﻌﺎﳌﻲ‪ ،‬ﻭﺿﻌﺖ ﺷﻌﺒﺔ ﺍﻟﺮﻗﺎﺑﺔ ﻣﺸﺮﻭﻉ ﺳﻴﺎﺳﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﻟﻴﻌﺘﻤﺪﻩ ﺍﺠﻤﻟﻠﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ‪ ،‬ﻭﺷﺎﺭﻛﺖ ﺑﺼﻮﺭﺓ ﻣﺒﺎﺷﺮﺓ ﰲ ﺗﺪﺭﻳﺐ ﺍﳌﺪﻳﺮﻳﻦ ﻋﻠﻰ ﺗﻘﻨﻴﺎﺕ‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﰲ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ‪ ،‬ﺃﺳﻬﻤﺖ ﺍﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﰲ ﺗﻌﺰﻳـﺰ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﻭﺷﺎﺭﻙ ﺍﳌﻜﻠﻔﻮﻥ ﻬﺑﺎ ﻋﻦ ﻛﺜﺐ ﰲ ﺍﻋﺘﻤﺎﺩﻫﺎ ﺭﲰﻴﹰﺎ‪ .‬ﻭﰲ ﻣﻨﻈﻤﺔ ﺍﻷﻏﺬﻳﺔ ﻭﺍﻟﺰﺭﺍﻋـﺔ‪،‬‬
‫ﻛﺎﻥ ﻟﻠﻤﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﺩﻭﺭ ﺭﺋﻴﺴﻲ ﰲ ﻬﺗﻴﺌﺔ ﺍﳌﻨﻈﻤﺔ ﻻﻋﺘﻤﺎﺩ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﺍﻟـﱵ‬
‫ﻳﺘﻮﱃ ﺷﺆﻭﻬﻧﺎ ﻣﻜﺘﺐ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺍﻟﺘﺨﻄﻴﻂ ﻭﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ ﰲ ﺇﻃﺎﺭ ﺧﻄﺔ ﺍﻟﻌﻤـﻞ ﺍﻟﻔﻮﺭﻳـﺔ‬
‫ﻟﺘﺠﺪﻳﺪ ﻣﻨﻈﻤﺔ ﺍﻷﻏﺬﻳﺔ ﻭﺍﻟﺰﺭﺍﻋﺔ‪ .‬ﻭﰲ ﺍﻟﻴﻮﻧﺴﻜﻮ‪ ،‬ﺗﻀﻄﻠﻊ ﺍﻟﻮﺣﺪﺓ ﺍﳌﻜﻠﻔﺔ ﺑﺎﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴـﺔ‬
‫ﺑﻮﻇﻴﻔﺔ ﺃﻣﺎﻧﺔ ﳉﻨﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﰲ ﺍﻟﻴﻮﻧﻴﺴﻴﻒ‪ ،‬ﻫﻴّﺄﺕ ﺍﳉﻬﺔ ﺍﳌﻜﻠﻔﺔ ﺑﺎﳌﺮﺍﺟﻌـﺔ‬
‫ﺍﻟﺪﺍﺧﻠﻴﺔ ﻣﺎﺩﺓ ﻣﺘﻜﺎﻣﻠﺔ ﺑﺸﺄﻥ ﺍﻟﺘﻘﻴﻴﻢ ﺍﻟﺬﺍﰐ ﻟﻠﻤﺨﺎﻃﺮ ﻭﺍﳌﺮﺍﻗﺒﺔ‪ ،‬ﻭﻳﺴّﺮﺕ ﻋﻤﻠﻴـﺔ ﺍﻟﺘـﺪﺭﻳﺐ‪،‬‬
‫ﻭﲤﻮﺿﻌﺖ ﰲ ﻣﻮﻗﻊ ﻳﺘﻴﺢ ﳍﺎ ﺍﻻﺿﻄﻼﻉ ﺑـﺪﻭﺭ ﺃﻗـﺮﺏ ﰲ ﺩﻋـﻢ ﺗﻨﻔﻴـﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺠ ﹺﺮ ﺍﳉﻬﺎﺕ ﺍﳌﻜﻠﻔﺔ ﺑﺎﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﰲ ﻣﻨﻈﻤﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺣﱴ ﺍﻵﻥ‬ ‫ﺍﳌﺆﺳﺴﻴﺔ)‪ .(٢٠‬ﻭﱂ ﺗُ ْ‬
‫ﺃﻱ ﺗﻘﻴﻴﻢ ﳌﻤﺎﺭﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻷﻬﻧﺎ ﱂ ﺗﻨﻔﱠﺬ ﺑﻌﺪ ﳌﺪﺓ ﻛﺎﻓﻴﺔ‪.‬‬

‫ﺩﻭﺭ ﳉﺎﻥ ﺍﳌﺮﺍﺟﻌﺔ‬

‫‪ -٩٨‬ﺗﻀﻄﻠﻊ ﳉﺎﻥ ﺍﳌﺮﺍﺟﻌﺔ ﺑﻮﺍﺟﺐ ﺍﺳﺘﻌﺮﺍﺽ ﻓﻌﺎﻟﻴﺔ ﳑﺎﺭﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﻭﺑـﺈﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ‪ ،‬ﻭُﺗﻘ ﱢﺪﻡ ﺗﻘﺎﺭﻳﺮﻫﺎ ﺇﱃ ﻫﻴﺌﺔ ﺍﻹﺩﺍﺭﺓ‪ .‬ﻭﲤﺎﺷﻴﹰﺎ ﻣﻊ ﺍﻧﺘﺸﺎﺭ ﻋﻤﻠﻴﺎﺕ ﺗﻨﻔﻴـﺬ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﺑﺪﺃﺕ ﳉﺎﻥ ﺍﳌﺮﺍﺟﻌﺔ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺗُﺪﺭﺝ ﺃﻛﺜﺮ ﻓﺄﻛﺜﺮ ﰲ ﺟﺪﻭﻝ‬
‫ﺃﻋﻤﺎﳍﺎ ﻣﻮﺿﻮﻉ ﺍﺳﺘﻌﺮﺍﺽ ﳑﺎﺭﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﻳﻘﺘﺮﺡ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻥ ﲢﺮﺹ ﺍﳌﻨﻈﻤـﺎﺕ‬
‫__________‬
‫)‪ (٢٠‬ﺍﻟﻮﺛﻴﻘﺔ ‪ ،E/ICEF/2010/9‬ﺍﻟﻔﻘﺮﺓ ‪.٢٣٦‬‬

‫‪GE.10-02214‬‬ ‫‪28‬‬
‫‪JIU/REP/2010/4‬‬

‫ﻋﻠﻰ ﺗﻀﻤﲔ ﺍﺧﺘﺼﺎﺻﺎﺕ ﳉﺎﻥ ﺍﳌﺮﺍﺟﻌﺔ ﻓﻴﻬﺎ ﻭﻇﻴﻔﺔ ﻟﻠﺮﻗﺎﺑﺔ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﳌﺨﺎﻃﺮ ﻭﺃﻥ ﺗﻀ ّﻢ ﻫـﺬﻩ‬
‫ﺍﻟﻠﺠﺎﻥ ﰲ ﻋﻀﻮﻳﺘﻬﺎ ﺃﺻﺤﺎﺏ ﺍﳋﱪﺓ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪.‬‬

‫ﺗﻘﺮﻳﺮ ﺍﻟﻠﺠﻨﺔ ﺍﻻﺳﺘﺸﺎﺭﻳﺔ ﻟﺸﺆﻭﻥ ﺍﻹﺩﺍﺭﺓ ﻭﺍﳌﻴﺰﺍﻧﻴﺔ ﻭﻗﺮﺍﺭ ﺍﳉﻤﻌﻴﺔ ﺍﻟﻌﺎﻣﺔ ‪٢٥٩/٦٤‬‬
‫‪ -٩٩‬ﺍﻗﺘﺮﺣﺖ ﺍﻷﻣﺎﻧﺔ ﺍﻟﻌﺎﻣﺔ ﻟﻸﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﰲ ﺗﻘﺮﻳﺮﻫﺎ ﺍﻟﺼﺎﺩﺭ ﻣﺆﺧﺮﹰﺍ ﲢﺖ ﻋﻨﻮﺍﻥ "ﳓـﻮ‬
‫ﻧﻈﺎﻡ ﻟﻠﻤﺴﺎﺀﻟﺔ ﰲ ﺍﻷﻣﺎﻧﺔ ﺍﻟﻌﺎﻣﺔ ﻟﻸﻣﻢ ﺍﳌﺘﺤﺪﺓ" )ﺍﻟﻮﺛﻴﻘﺔ ‪ ،A/64/640‬ﺍﻟﻔﻘﺮﺓ ‪ ،(٧٨‬ﺇﻧﺸﺎﺀ ﻭﻇﻴﻔﺔ‬
‫ﻣﻜﺮﺳﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺍﳌﺮﺍﻗﺒﺔ‪ ،‬ﻳﻀﻄﻠﻊ ﻬﺑﺎ ﰲ ﺍﻷﺟﻞ ﺍﻟﻘﺼﲑ ﻣﻜﺘﺐ ﻭﻛﻴﻞ ﺍﻷﻣﲔ‬
‫ﺍﻟﻌﺎﻡ ﻟﻠﺸﺆﻭﻥ ﺍﻹﺩﺍﺭﻳﺔ‪ .‬ﻭﻳﺘﻮﺧﻰ ﺍﻟﺘﻘﺮﻳﺮ ﰲ ﺍﻷﺟﻞ ﺍﳌﺘﻮﺳﻂ ﺇﻧﺸﺎﺀ ﻭﻇﻴﻔﺔ ﻟﺮﺋﻴﺲ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬
‫ﻭﻓﺮﻳﻖ ﺗﻨﻈﻴﻤﻲ ﺟﺪﻳﺪ ﻳﺘﻤﺘﻊ ﺑﺎﻻﺳﺘﻘﻼﻝ ﻭﺍﳌﻮﺿﻮﻋﻴﺔ‪ .‬ﻭﱂ ﺗﻘﺮ ﺍﻟﻠﺠﻨﺔ ﺍﻻﺳﺘـﺸﺎﺭﻳﺔ ﻟـﺸﺆﻭﻥ‬
‫ﺍﻹﺩﺍﺭﺓ ﻭﺍﳌﻴﺰﺍﻧﻴﺔ ﻫﺬﺍ ﺍﻻﻗﺘﺮﺍﺡ ﺍﳌﻘﺪﻡ ﻣﻦ ﺍﻷﻣﺎﻧﺔ ﺍﻟﻌﺎﻣﺔ‪ ،‬ﻛﻤﺎ ﻳﺘﺒﲔ ﻣﻦ ﺍﻟﻨﺺ ﺃﺩﻧﺎﻩ ﺍﳌﻘﺘﺒﺲ ﻣﻦ‬
‫ﺗﻘﺮﻳﺮﻫﺎ )‪:(A/64/683‬‬
‫"‪ -٥٠‬ﻭﺗﺸﺪﺩ ﺍﻟﻠﺠﻨﺔ ﺍﻻﺳﺘﺸﺎﺭﻳﺔ ﻋﻠﻰ ﺃﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﳚﺐ ﺃﻥ ﺗﻜﻮﻥ ﺟـﺰﺀﹰﺍ‬
‫ﻻ ﻳﺘﺠﺰﺃ ﻣﻦ ﳐﺘﻠﻒ ﺍﻹﺩﺍﺭﺍﺕ ﻭﻟﻴﺲ ﺟﺰﺀﹰﺍ ﻣﻦ ﻫﻴﻜﻞ ﻣﻨﻔﺼﻞ‪ ،‬ﻭﻳﻨﺒﻐﻲ ﺃﻻ ﺗﺆﺩﻱ ﻓﻘﻂ‬
‫ﺇﱃ ﲡﻤﻴﻊ ﺳﺠﻞ ﺛﺎﺑﺖ ﻟﻠﻤﺨﺎﻃﺮ‪ .‬ﻭﻻ ﺗﻮﺻﻲ ﺍﻟﻠﺠﻨﺔ ﺍﻻﺳﺘﺸﺎﺭﻳﺔ ﺑﺈﻧﺸﺎﺀ ﻗـﺴﻢ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﺆﺳﺴﺔ ﻭﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻴﻬﺎ‪ ،‬ﻭﻟﻜﻦ ﻟﻴﺲ ﻟﺪﻳﻬﺎ ﺍﻋﺘﺮﺍﺽ ﻋﻠﻰ ﺗﺮﻛﻴﺰ ﺍﳉﻬﻮﺩ‬
‫ﻋﻠﻰ ﻭﺿﻊ ﺍﳌﻌﺎﻳﲑ ﻭﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺍﻷﺳﺎﻟﻴﺐ ﻭﺩﻋﻢ ﺍﳌﺪﻳﺮﻳﻦ‪.".‬‬
‫‪ -١٠٠‬ﻭﺍﻋﺘﻤﺪﺕ ﺍﳉﻤﻌﻴﺔ ﺍﻟﻌﺎﻣﺔ‪ ،‬ﰲ ﻗﺮﺍﺭﻫﺎ ‪ ،٢٥٩/٦٤‬ﺭﺃﻱ ﺍﻟﻠﺠﻨﺔ ﺍﻻﺳﺘﺸﺎﺭﻳﺔ‪ .‬ﻭﻓﻴﻤﺎ ﻳﻠﻲ‬
‫ﺍﳌﻮﺍﺩ ﺫﺍﺕ ﺍﻟﺼﻠﺔ ﻣﻦ ﺍﻟﻘﺮﺍﺭ‪:‬‬
‫"‪ -٣٠‬ﺗﺸﺪﺩ ﻋﻠﻰ ﺿﺮﻭﺭﺓ ﺃﻥ ﺗﻜﻮﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻓﻌﺎﻟﺔ‪ ،‬ﻭﻋﻠﻰ ﺃﻬﻧﺎ ﻣـﺴﺆﻭﻟﻴﺔ‬
‫ﺃﺳﺎﺳﻴﺔ ﻳﺘﺤﻤﻠﻬﺎ ﺍﳌﻮﻇﻔﻮﻥ ﻣﻦ ﲨﻴﻊ ﺍﻟﺮﺗﺐ ﰲ ﺍﻷﻣﺎﻧﺔ ﺍﻟﻌﺎﻣﺔ‪ ،‬ﻭﺃﻥ ﻛﻞ ﺇﺩﺍﺭﺓ ﻣﺴﺆﻭﻟﺔ‬
‫ﻋﻦ ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﺗﻮﺍﺟﻬﻬﺎ ﻟﺪﻯ ﺇﳒﺎﺯ ﻭﻻﻳﺘﻬﺎ؛‬
‫"‪ -٣١‬ﺗﺄﺳﻒ ﻟﻌﺪﻡ ﻭﺟﻮﺩ ﺇﻃﺎﺭ ﻓﻌﺎﻝ ﻭﻣﺘﻜﺎﻣﻞ ﻟﻠﻤﺮﺍﻗﺒﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‪ ،‬ﺍﻷﻣـﺮ ﺍﻟـﺬﻱ‬
‫ﻳﺸﻜﻞ ﺛﻐﺮﺓ ﺧﻄﲑﺓ ﰲ ﻧﻈﺎﻡ ﺍﳌﺴﺎﺀﻟﺔ ﺍﳊﺎﱄ‪ ،‬ﻭﺗﻄﻠﺐ ﺇﱃ ﺍﻷﻣﲔ ﺍﻟﻌﺎﻡ ﺃﻥ ﻳﻌﻤﻞ ﻋﻠـﻰ‬
‫ﺗﻌﺰﻳﺰ ﺍﻟﻘﺪﺭﺍﺕ ﺍﳌﻮﺟﻮﺩﺓ ﰲ ﺍﻷﻣﺎﻧﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺘﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﻭﺍﻟﺘﺨﻔﻴﻒ ﻣﻨـﻬﺎ ﻭﻟﻠﻤﺮﺍﻗﺒـﺔ‬
‫ﺍﻟﺪﺍﺧﻠﻴﺔ‪ ،‬ﺑﻨﺎﺀ ﻋﻠﻰ ﺍﻟﺘﻮﺻﻴﺎﺕ ﺍﻟﻮﺍﺭﺩﺓ ﰲ ﺍﻟﻔﻘـﺮﺗﲔ ‪ ٤٩‬ﻭ‪ ٥٠‬ﻣـﻦ ﺗﻘﺮﻳـﺮ ﺍﻟﻠﺠﻨـﺔ‬
‫ﺍﻻﺳﺘﺸﺎﺭﻳﺔ ﻟﺸﺆﻭﻥ ﺍﻹﺩﺍﺭﺓ ﻭﺍﳌﻴﺰﺍﻧﻴﺔ ﻭﺍﳌﺮﻓﻖ ﺍﻟﺜﺎﱐ ﻟﺘﻘﺮﻳﺮ ﺍﻷﻣﲔ ﺍﻟﻌﺎﻡ‪.".‬‬

‫ﺍﳌﻌﺎﻳﲑ ﺍﳌﻘﺘﺮﺣﺔ ﻣﻦ ﻭﺣﺪﺓ ﺍﻟﺘﻔﺘﻴﺶ ﺍﳌﺸﺘﺮﻛﺔ‬

‫‪ -١٠١‬ﻳﻮﺩ ﺍﳌﻔﺘﺸﺎﻥ ﺍﻟﺘﺬﻛﲑ ﺑﺄﻧﻪ ﻣﻦ ﺍﻷﳘﻴﺔ ﲟﻜﺎﻥ ‪ -‬ﺃﻳﹰﺎ ﻛﺎﻥ ﺍﳍﻴﻜﻞ ﺍﻟﺬﻱ ﻳُﺨﺘﺎﺭ ‪ -‬ﲢﺪﻳ ُﺪ‬
‫ﺍﳍﻴﻜﻞ ﺍﻹﺩﺍﺭﻱ ﻭﺍﻷﺩﻭﺍﺭ ﻭﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﻭﺩﳎﻬﺎ ﰲ ﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺗﻌﻤﻴﻤﻬﺎ‬
‫ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ‪ .‬ﻭﺗﺮﺩ ﺃﺩﻧﺎﻩ ﺍﳌﻌﺎﻳﲑ ﺍﳌﻘﺘﺮﺣﺔ ﻣﻦ ﻭﺣﺪﺓ ﺍﻟﺘﻔﺘﻴﺶ ﺍﳌﺸﺘﺮﻛﺔ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺘﻮﺯﻳﻊ‬
‫ﺍﻷﺩﻭﺍﺭ ﻭﺍﳌﺴﺆﻭﻟﻴﺎﺕ‪ ،‬ﺍﺳﺘﻨﺎﺩﹰﺍ ﺇﱃ ﺍﺳﺘﻌﺮﺍﺽ ﻟﻠﻤﺆﻟﻔﺎﺕ ﻭﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﳉﻴﺪﺓ ﻭﺍﳌﻘﺎﺑﻼﺕ ﺍﻟـﱵ‬
‫ﺃﺟﺮﻳﺖ ﻣﻊ ﺍﳌﺴﺆﻭﻟﲔ‪.‬‬

‫‪29‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﺍﻹﻃﺎﺭ ‪٥‬‬
‫ﺍﻷﺩﻭﺍﺭ ﻭﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺍﻹﺷﺮﺍﻑ ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬
‫ﳉﻨﺔ ﺍﳌﺮﺍﺟﻌﺔ‬ ‫ﻫﻴﺌﺔ ﺍﻹﺷﺮﺍﻑ‬
‫ﺗﺴﺘﻌﺮﺽ ﻧﻮﻋﻴﺔ ﺇﺟﺮﺍﺀﺍﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬ ‫ﺗﻀﻤﻦ ﺃﻥ ﺗﻌﺘﻤﺪ ﻫﻴﺌﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﻨﻔﻴﺬﻳـﺔ )ﺃ(‬ ‫)ﺃ(‬
‫ﻭﻓﻌﺎﻟﻴﺘﻬﺎ ﺑﺼﻮﺭﺓ ﻋﺎﻣﺔ ﻭﺗﻘﺪﻡ ﺍﳌـﺸﻮﺭﺓ‬ ‫ﻋﻤﻠﻴﺔ ﻓﻌﺎﻟﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﲢﺎﻓﻆ ﻋﻠﻴﻬﺎ‬
‫ﺑﺸﺄﻥ ﺫﻟﻚ‪ ،‬ﻭﺗﻘﺪﻡ ﺗﻘﺎﺭﻳﺮﻫﺎ ﺇﱃ ﻫﻴﺌـﺔ‬ ‫ﻭﺃﻥ ﲢﺪﺩ ﻟﻠﻤﻨﻈﻤﺔ ﻣﺎ ﻳﻨﺎﺳﺒﻬﺎ ﻣﻦ "ﺇﻗﺒﺎﻝ‬
‫ﺍﻹﺷﺮﺍﻑ‪.‬‬ ‫ﻋﻠﻰ ﺍﳌﺨﺎﻃﺮﺓ"‪.‬‬
‫)ﺏ( ﺗﺴﺘﻌﺮﺽ ﺃﻫﻢ ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﺗﺘﻌﺮﺽ ﳍـﺎ )ﺏ( ﺗﺮﺻﺪ ﺗﻨﻔﻴـﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﻣﻘﺎﺭﻧـﺔ‬

‫ﺩﻭﺭ ﻫﻴﺌﺎﺕ ﺍﻟﺮﻗﺎﺑﺔ‬

‫ﺑﺎﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪/‬ﺧﻄﺔ ﺍﻟﺘﻨﻔﻴﺬ‪.‬‬ ‫ﺍﳌﻨﻈﻤﺔ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﻨﻔﻴﺬﻳـﺔ‬
‫ﻣﻦ ﺃﺟﻞ ﺍﻟﺘﺼﺪﻱ ﳍﺎ‪.‬‬
‫ﺍﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‬
‫)ﺝ( ﺗﺴﺎﻋﺪ ﰲ ﻬﺗﻴﺌـﺔ ﻭﲢـﺴﲔ ﺳﻴﺎﺳـﺎﺕ )ﺝ( ﻳﻨﺒﻐﻲ ﺃﻥ ﻳﻜﻮﻥ ﻷﻋﻀﺎﺋﻬﺎ ﺧﱪﺓ ﰲ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ‪.‬‬ ‫ﻭﺃﻧﺸﻄﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬
‫ﺗﻘﻴّﻢ ﻓﻌﺎﻟﻴﺔ ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬ ‫)ﺩ(‬
‫ﻭﺗﻘﺪﻡ ﺗﻮﺻﻴﺎﺕ ﻣﻦ ﺃﺟﻞ ﺗﻌﺰﻳﺰﻫﺎ‪.‬‬
‫ﺗﻜﻔﻞ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ ﰲ ﺍﳌﻨﻈﻤﺔ‬ ‫)ﻫ(‬
‫ﻭﺇﺩﺍﺭﻬﺗﺎ ﻭﺗﻘﻴﻴﻤﻬﻤﺎ‪.‬‬
‫ﳉﻨﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‪/‬ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬ ‫ﺍﻟﺮﺋﻴﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ‬
‫ﺗﺮﺻﺪ ﻭﺗﻨﺎﻗﺶ ﻓﻌﺎﻟﻴﺔ ﳑﺎﺭﺳـﺎﺕ ﺇﺩﺍﺭﺓ‬ ‫ﻣﺴﺆﻭﻝ ﺃﻣﺎﻡ ﻫﻴﺌﺔ ﺍﻹﺷﺮﺍﻑ ﻋﻦ ﺗﻨﻔﻴـﺬ )ﺃ(‬ ‫)ﺃ(‬
‫ﺍﳌﺨﺎﻃﺮ ﺑﺼﻮﺭﺓ ﻋﺎﻣﺔ ﻭﺗﻘﺪﻡ ﺍﺳﺘﻨﺘﺎﺟﺎﻬﺗﺎ‬ ‫ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪.‬‬
‫ﺇﱃ ﺍﻟﺮﺋﻴﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ‪.‬‬
‫)ﺏ( "ﻳﻌﻄﻲ ﺍﻟﻘﺪﻭﺓ ﰲ ﻗﻤﺔ ﺍﳍﺮﻡ" ﻭﻳﻌﺰﺯ ﺇﺩﺍﺭﺓ )ﺏ( ﺗﺴﺘﻌﺮﺽ ﺗﻮﺻﻴﻒ ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﺗﺘﻌﺮﺽ‬
‫ﳍﺎ ﺍﳌﻨﻈﻤﺔ ﻭﻣﺎ ﻳﺘﺼﻞ ﻬﺑﺎ ﻣـﻦ ﺧﻄـﻂ‬ ‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﺍﳌﻨﻈﻤﺔ‪.‬‬
‫ﻟﻠﻌﻤﻞ‪.‬‬
‫ﺩﻭﺭ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﺍﻟﻌﻠﻴﺎ‬

‫)ﺝ( ﻳﻀﻤﻦ ﻓﻌﺎﻟﻴﺔ ﺍﻹﻃﺎﺭ ﺍﻟﻌﺎﻡ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ )ﺝ( ﺗﺴﺘﻌﺮﺽ ﻭﺗﻘﻴﻢ ﺃﻫﻢ ﳎﺎﻻﺕ ﺍﳌﺨـﺎﻃﺮ‬
‫ﻭﺍﳌﺨﺎﻃﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ‪ ،‬ﻭﲢـﺪﺩ ﺍﻟـﺴﻴﺎﺳﺔ‬ ‫ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬
‫ﺍﻟﻌﺎﻣﺔ ﻟﻠﻤﻨﻈﻤﺔ ﺣﻴﺎﻝ ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺗﻠـﻚ‬
‫ﺍﳌﺨﺎﻃﺮ‪.‬‬
‫ﺗﺮﺻﺪ ﺳﻴﺎﺳﺔ ﻭﺇﻃـﺎﺭ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬ ‫ﻳﺘﺨﺬ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺫﺍﺕ ﺍﻟﺼﻠﺔ ﺑﺎﳌﺨﺎﻃﺮ ﰲ )ﺩ(‬ ‫)ﺩ(‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﻭﺗﻘﺪﻡ ﺍﳌﺸﻮﺭﺓ ﺑﺸﺄﻥ ﺍﻟﺘﻘـﺪﻡ‬ ‫ﺍﳌﻨﻈﻤﺔ ﻭﻳﻀﻤﻦ ﺇﺩﺭﺍﻙ ﺍﳌﺨﺎﻃﺮ ﺍﳊﺎﲰـﺔ‬
‫ﺍﶈﺮﺯ ﰲ ﺗﻨﻔﻴﺬﳘﺎ‪.‬‬ ‫ﻭﺇﺩﺍﺭﻬﺗﺎ ﻋﻠﻰ ﺍﻟﻨﺤﻮ ﺍﳌﻨﺎﺳﺐ‪.‬‬
‫ﺗﻀﻤﻦ ﺗﻨﺎﻭﻝ ﺍﳌﺨﺎﻃﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ ﰲ ﺳﻴﺎﻕ‬ ‫)ﻫ(‬
‫ﻋﻤﻠﻴﺔ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻭﺍﻟﱪﳎﺔ‪.‬‬
‫ﺗﻔﺮﺽ ﺍﳊﻴﻄﺔ ﻣﺮﺍﻋﺎﺓ ﺃﻥ ﺗﻀ ّﻢ ﺍﻟﻠﺠﻨـﺔ‬ ‫)ﻭ(‬
‫ﺃﻋﻀﺎﺀ ﻣﺴﺘﻘﻠﲔ‪.‬‬

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‫‪JIU/REP/2010/4‬‬

‫ﺃﻣﺎﻧﺔ ﻣﻌﻨﻴﺔ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ]ﻣﻮﻇﻒ‬ ‫ﺍﳌﺴﺆﻭﻝ ﺍﻷﻭﻝ ﻋﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﺆﺳﺴﺔ‬
‫ﻣﻌﲏ ﺑﺎﳌﺨﺎﻃﺮ )ﻣﻮﻇﻔﻮﻥ ﻣﻌﻨﻴﻮﻥ‬
‫ﺑﺎﳌﺨﺎﻃﺮ(‪/‬ﻓﺮﻳﻖ ﻣﻌﲏ ﺑﺎﳌﺨﺎﻃﺮ[‬
‫ﺗﺴﺎﻋﺪ ﺍﳌﺴﺆﻭﻝ ﺍﻷﻭﻝ ﻋﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬ ‫ﻳﻌﻤﻞ ﺇﱃ ﺟﺎﻧﺐ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﺍﻟﻌﻠﻴـﺎ )ﺃ(‬ ‫)ﺃ(‬
‫ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬ ‫ﻣﻦ ﺃﺟﻞ ﻬﺗﻴﺌﺔ ﺳﻴﺎﺳﺔ ﻭﺇﻃﺎﺭ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪.‬‬
‫)ﺏ( ﻳﻨﺴّﻖ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ‪) ،‬ﺏ( ﻳﻜﻮﻥ ﳍﺎ ﻛﻔﺎﺀﺓ ﺭﻓﻴﻌﺔ ﺍﳌﺴﺘﻮﻯ ﰲ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ‪.‬‬ ‫ـﻀﻞ‬ ‫ـﻮ ﺃﻓـ‬
‫ـﺎ ﳓـ‬
‫ـﺴﻌﻰ ﺇﱃ ﺗﻮﺟﻴﻬﻬـ‬ ‫ﻭﻳـ‬
‫ﺍﳌﻤﺎﺭﺳﺎﺕ‪.‬‬
‫)ﺝ( ﻳﺪﻋﻢ ﻛﺒﺎﺭ ﺍﳌﻮﻇﻔﲔ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﻣﻦ ﺧﻼﻝ )ﺝ( ﺗﺴﺎﻋﺪ ﰲ ﺇﻋﺪﺍﺩ ﻭﺛﺎﺋﻖ ﺳﻴﺎﺳـﺎﺕ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﻭﻣﺘﺎﺑﻌﺔ ﲢﺪﻳﺜﻬﺎ‪ ،‬ﲟﺎ ﰲ ﺫﻟـﻚ‬ ‫ﺍﻟﺘﻨﺴﻴﻖ ﻭﺇﺗﺎﺣـﺔ ﻣﻌﻠﻮﻣـﺎﺕ ﻭﺍﺿـﺤﺔ‬
‫ﺍﳌﺒﺎﺩﺉ ﺍﻟﺘﻮﺟﻴﻬﻴﺔ‪.‬‬ ‫ﻭﻣﻘﺘﻀﺒﺔ ﻋﻦ ﺍﳌﺨﺎﻃﺮ ﳝﻜﻦ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ‬
‫ﰲ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺻﻨﻊ ﺍﻟﻘﺮﺍﺭ‪.‬‬
‫ﺗﺴﺎﻋﺪ ﺍﻟﻮﺣﺪﺍﺕ ﰲ ﺍﳌﻨﻈﻤﺔ ﻛﻜـﻞ ﰲ‬ ‫)ﺩ(‬ ‫ﻳﺪﻋﻢ ﺍﻟﺘﻨﻔﻴﺬ‪.‬‬ ‫)ﺩ(‬
‫ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻟﻀﻤﺎﻥ ﺍﺗﺒﺎﻉ ﻬﻧـﺞ‬
‫ﻣﻮﺣﺪ‪.‬‬

‫ﺍﳌﻨﻔﺬﻭﻥ ﺍﻟﺮﺋﻴﺴﻴﻮﻥ ﻭﻫﻴﺎﻛﻞ ﺍﻟﺪﻋﻢ‬

‫ﺗﺮﺻﺪ ﺑﻴﺎﻧﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﺍﳌﺘﻌﻠﻘـﺔ‬ ‫ﻳﺮﺻﺪ ﺗﻮﺻﻴﻒ ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﺗﺘﻌﺮﺽ ﳍـﺎ )ﻫ(‬ ‫)ﻫ(‬
‫ﺑﺎﻹﺑﻼﻍ ﻭﲡﻤﱢﻌﻬﺎ ﻭﲢﻠﻠﻬﺎ‪.‬‬ ‫ﺍﳌﻨﻈﻤﺔ ﻭﳛﺪﺙ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳌﺘﻌﻠﻘـﺔ ﺑـﻪ‬
‫ﻭﻳﺒﻠﻐﻬﺎ‪.‬‬
‫ﺗﺴﺎﻋﺪ ﰲ ﺗﻨﻔﻴﺬ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﺘـﺪﺭﻳﺐ‬ ‫ﻳﺘﻮﱃ ﲡﻤﻴﻊ ﺗﻘﺎﺭﻳﺮ ﲢﻠﻴﻠﻴـﺔ ﻹﺗﺎﺣﺘـﻬﺎ )ﻭ(‬ ‫)ﻭ(‬
‫ﻭﺍﻻﺗﺼﺎﻝ‪.‬‬ ‫ﻟﻺﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻭﺍﻟﻠﺠﻨﺔ ﺍﳌﻌﻨﻴﺔ ﺑﺎﳌﺨـﺎﻃﺮ‬
‫ﻭﳉﻨﺔ ﺍﳌﺮﺍﺟﻌﺔ‪.‬‬
‫ﺟﻬﺎﺕ ﺍﻻﺗﺼﺎﻝ ﺍﳌﻌﻨﻴﺔ ﺑﺎﳌﺨﺎﻃﺮ‬ ‫ـﺮﺋﻴﺲ‬‫ـﺔ ﺇﱃ ﺍﻟـ‬‫ـﺎﺭﻳﺮ ﻣﻨﺘﻈﻤـ‬ ‫ـﺪﻡ ﺗﻘـ‬‫ﻳﻘـ‬ ‫)ﺯ(‬
‫ﺍﻟﺘﻨﻔﻴﺬﻱ‪ ،‬ﻭﺍﻟﻠﺠﻨﺔ ﺍﳌﻌﻨﻴﺔ ﺑﺎﳌﺨﺎﻃﺮ‪/‬ﺍﻟﻠﺠﻨﺔ‬
‫ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﻌﻠﻴﺎ‪ ،‬ﻭﳉﻨﺔ ﺍﳌﺮﺍﺟﻌﺔ‪.‬‬
‫ﻳﻨﺒﻐﻲ ﺃﻥ ﻳﻜﻮﻥ ﳍﺎ ﻗﺪﺭ ﺃﻛﱪ ﻧﺴﺒﻴﹰﺎ ﻣـﻦ‬ ‫)ﺡ( ﻳُﻌ ّﺪ ﻭﻳﺘﻌﻬﺪ ﺇﻃﺎﺭﹰﺍ ﺗﻨﻔﻴﺬﻳﹰﺎ ﻟﻺﺑﻼﻍ ﻋـﻦ )ﺃ(‬
‫ﺍﻟﺘﺪﺭﻳﺐ ﻭﺍﳌﻌﺮﻓﺔ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪.‬‬ ‫ﺍﳌﺨﺎﻃﺮ‪ ،‬ﺇﱃ ﺟﺎﻧﺐ ﺗﻮﺻﻴﻒ ﻟﻠﻤﺨـﺎﻃﺮ‬
‫ﻭﺍﳌﺨﺎﻃﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ‪.‬‬
‫)ﻁ( ﻳُﻌ ّﺪ ﻭﻳﻨﻔﺬ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻣﻨﺎﺳﺒﺔ ﻟﻼﺗـﺼﺎﻝ )ﺏ( ﺗﻮﺟﻪ ﻭﺗﻴﺴﺮ ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﺗﻘﺪﻡ‬
‫ﺍﳌﺸﻮﺭﺓ ﺑﺸﺄﻥ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻷﺩﻭﺍﺕ‪ ،‬ﲟـﺎ‬ ‫ﻭﺍﻟﺘﺪﺭﻳﺐ ﺍﳌﺘﻌﻠﻘﲔ ﺑﺎﳌﺨﺎﻃﺮ‪.‬‬
‫ﻳﺸﻤﻞ ﺍﻟﺘﻘﻴﻴﻤﺎﺕ ﺍﻟﺬﺍﺗﻴـﺔ ﻟﻠﻤﺨـﺎﻃﺮ‪،‬‬
‫ﻭﺍﻷﺩﻭﺍﺕ ﺍﳌﻌﻠﻮﻣﺎﺗﻴــﺔ ﺫﺍﺕ ﺍﻟــﺼﻠﺔ‪،‬‬
‫ﻭﻣﺴﻚ ﺳﺠﻞ ﺍﳌﺨﺎﻃﺮ‪.‬‬
‫)ﺝ( ﲡﻤﻊ ﻭﲢﻠﻞ ﺑﻴﺎﻧﺎﺕ ﺍﳌﺨـﺎﻃﺮ ﻭﺗﻘـﺪﱘ‬
‫ﺗﻘﺎﺭﻳﺮ ﺇﱃ ﺭﺋـﻴﺲ ﺍﳌﻜﺘـﺐ ﻭﺍﻷﻣﺎﻧـﺔ‬
‫ﺍﳌﺮﻛﺰﻳﺔ ﺍﳌﻌﻨﻴﺔ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪.‬‬ ‫ﺍﳌﺪﻳﺮﻭﻥ‬
‫ﲢﺪﺩ ﺃﻓـﻀﻞ ﺍﳌﻤﺎﺭﺳـﺎﺕ ﻭﺍﻟـﺪﺭﻭﺱ‬ ‫ﻳﺘﻮﻟﻮﻥ ﻣﺴﺆﻭﻟﻴﺔ ﲢﺪﻳﺪ ﻭﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ )ﺩ(‬ ‫)ﺃ(‬
‫ﺍﳌﺴﺘﻔﺎﺩﺓ ﻭﺗﻌﻤﻴﻤﻬﺎ‪.‬‬ ‫ﺍﳌﺘﻌﻠﻘﺔ ﺑﺄﻫﺪﺍﻑ ﻭﺣﺪﺍﻬﺗﻢ‪.‬‬

‫‪31‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﺍﳌﻮﻇﻔﻮﻥ‬ ‫)ﺏ( ﻳﻜﻔﻠﻮﻥ ﺍﻟﺘﻨﻔﻴـﺬ ﺍﻟﻔﻌـﺎﻝ ﻟﻠـﺴﻴﺎﺳﺎﺕ‬

‫ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﳌﺨﺎﻃﺮ‪.‬‬
‫ﻳﺪﻋﻤﻮﻥ ﲢﺪﻳﺪ ﻭﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﺗﺆﺛﺮ‬ ‫)ﺝ( ﳛﺪﺩﻭﻥ ﻣﺴﺆﻭﻟﻴﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﰲ )ﺃ(‬
‫ﻋﻠﻰ ﲢﻘﻴـﻖ ﺍﻷﻫـﺪﺍﻑ ﺫﺍﺕ ﺍﻟـﺼﻠﺔ‬ ‫ﻭﺣﺪﺍﻬﺗﻢ‪.‬‬
‫ﲟﺴﺆﻭﻟﻴﺘﻬﻢ‪.‬‬
‫)ﺏ( ﳛﻴﻠﻮﻥ ﻣﺴﺎﺋﻞ ﺍﳌﺨﺎﻃﺮ ﺍﻟـﱵ ﺗﺘﺠـﺎﻭﺯ‬ ‫ﻳﻜﻔﻠﻮﻥ ﺗﻮﺛﻴﻖ ﺇﺟﺮﺍﺀﺍﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪.‬‬ ‫)ﺩ(‬
‫ﺳﻠﻄﺘﻬﻢ ﺇﱃ ﻣﺴﺘﻮﻯ ﺃﻋﻠﻰ‪.‬‬
‫ﻳﻜﻔﻠﻮﻥ ﺇﺣﺎﻟﺔ ﺍﳌﺨﺎﻃﺮ ﺍﻟـﱵ ﻻ ﳝﻜـﻦ )ﺝ( ﻳﺪﻋﻤﻮﻥ ﺗﻮﺛﻴﻖ ﻭﲢـﺪﻳﺚ ﺍﳌﻌﻠﻮﻣـﺎﺕ‬ ‫)ﻫ(‬
‫ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﳌﺨﺎﻃﺮ‪.‬‬ ‫ﺇﺩﺍﺭﻬﺗﺎ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﻮﺣﺪﺓ ﺇﱃ ﻣﺴﺘﻮﻯ‬
‫ﺃﻋﻠﻰ‪.‬‬
‫ﻳﺮﺻﺪﻭﻥ ﺍﳌﺨﺎﻃﺮ ﻭﻃـﺎﺑﻊ ﺍﳌﺨـﺎﻃﺮ ﰲ‬ ‫)ﻭ(‬
‫ﳎﺎﻻﺕ ﻣﺴﺆﻭﻟﻴﺎﻬﺗﻢ‪.‬‬

‫ﻣﺆﺷﺮ ﺗﻨﻔﻴﺬ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ‬

‫‪ -١٠٢‬ﺧﻠﺺ ﺍﳌﻔﺘﺸﺎﻥ ﺇﱃ ﺃﻧﻪ ﻣﻦ ﺃﺟﻞ ﺗﻨﻔﻴﺬ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ ،٤‬ﻳﻨﺒﻐﻲ ﺃﻥ ﻳﻜﻔﻞ ﺍﻟﺮﺅﺳـﺎﺀ‬
‫ﺍﻟﺘﻨﻔﻴﺬﻳﻮﻥ ﻭﺟﻮﺩ ﻫﻴﻜﻞ ﻟﻺﺷﺮﺍﻑ ﳏﺪﺩ ﺭﲰﻴﹰﺎ ﻭﻣﺴﺎﺀﻟﺔ ﻣﻜﺮﺳﺔ ﺑﻮﺿﻮﺡ‪ ،‬ﻭﺃﺩﻭﺍﺭ ﻭﻣﺴﺆﻭﻟﻴﺎﺕ‬
‫ﻟﺘﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﲟﺎ ﻳﺸﻤﻞ ﲢﺪﻳﺪ ﺍﻟﻘﻴﺎﺩﺓ ﻭﺍﻟﺘﻨﻔﻴﺬ ﻭﺍﻟﺮﺻﺪ ﻭﺍﻟﺮﻗﺎﺑﺔ‪.‬‬

‫ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ :٥‬ﻭﺟﻮﺩ ﺧﻄﺔ ﰲ ﳎﺎﻝ ﺍﻻﺗﺼﺎﻝ ﻭﺍﻟﺘﺪﺭﻳﺐ ﺗﺮﻣـﻲ ﺇﱃ ﺑﻠـﻮﺭﺓ ﺍﻟـﻮﻋﻲ‬
‫ﺑﺎﳌﺨﺎﻃﺮ‪ ،‬ﻭﺗﻌﺰﻳﺰ ﺳﻴﺎﺳﺎﺕ ﺍﻟﺘﺼﺪﻱ ﻟﻠﻤﺨﺎﻃﺮ‪ ،‬ﻭﺑﻨﺎﺀ ﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﻌﺎﻣﺔ ﻭﺍﳌﻬﺎﺭﺍﺕ ﺍﳊﺎﲰـﺔ‬
‫ﺫﺍﺕ ﺍﻟﺼﻠﺔ ﺑﺘﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬
‫‪ -١٠٣‬ﻳﺘﻄﻠﺐ ﺇﺫﻛﺎﺀ ﺍﻟﻮﻋﻲ ﺑﺎﳌﺨﺎﻃﺮ ﻭﺗﻌﺰﻳﺰ ﻗﺪﺭﺍﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺗﻨﻔﻴﺬ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺩﺍﺧﻠﻴـﺔ‬
‫ﳏﻜﻤﺔ ﰲ ﳎﺎﻝ ﺍﻻﺗﺼﺎﻝ ﻭﺍﻟﺘﺪﺭﻳﺐ)‪ .(٢١‬ﻭﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺩﺍﺧﻞ ﻣﻨﻈﻤﺔ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ‪ ،‬ﻻ ﺑﺪ ﻣﻦ‬
‫ﻭﺟﻮﺩ ﻓﻬﻢ ﻣﺸﺘﺮﻙ ﺑﲔ ﲨﻴﻊ ﻭﺣﺪﺍﺕ ﺍﳌﻨﻈﻤﺔ ﻟﺴﻴﺎﺳﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﺇﺟﺮﺍﺀﺍﻬﺗـﺎ‪ .‬ﻭﻳﻨﺒﻐـﻲ ﺃﻥ‬
‫ﻼ ﻋﻦ ﺗﺴﻬﻴﻞ ﺗﻘﺎﺳﻢ ﺍﳌﻌﺮﻓـﺔ‬ ‫ﺗﺮﻣﻲ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺇﱃ ﺑﻠﻮﺭﺓ ﺍﻟﻮﻋﻲ ﻭﺍﻻﻟﺘﺰﺍﻡ ﻭﺍﳌﻌﺮﻓﺔ ﺍﻟﺘﻘﻨﻴﺔ‪ ،‬ﻓﻀ ﹰ‬
‫ﻋﻠﻰ ﺻﻌﻴﺪ ﺍﳌﻨﻈﻤﺔ ﻛﻜﻞ‪ .‬ﻭﳝﻜﻦ ﺍﻻﺳﺘﻔﺎﺩﺓ ﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ ﻣﻦ ﺍﻟﻨﺪﻭﺍﺕ‪ ،‬ﻭﺣﻠﻘـﺎﺕ ﺍﻟﻌﻤـﻞ‪،‬‬
‫ﻭﺍﻟﻠﻘﺎﺀﺍﺕ ﺍﳌﻔﺘﻮﺣﺔ‪ ،‬ﻭﺍﳌﻮﺍﺩ ﺍﻟﺘﺪﺭﻳﺒﻴﺔ ﻭﻣﻨﺘﺪﻳﺎﺕ ﺍﳌﻨﺎﻗﺸﺔ ﻭﻣﻨﺘﺪﻳﺎﺕ ﺗﻘﺎﺳﻢ ﺍﳌﻌﺮﻓﺔ ﺍﳌﺘﺎﺣـﺔ ﻋـﱪ‬
‫ﺷﺒﻜﺔ ﺍﻹﻧﺘﺮﻧﺖ‪ .‬ﻭﺗﻘﺘﺮﺡ ﻭﺣﺪﺓ ﺍﻟﺘﻔﺘﻴﺶ ﺍﳌﺸﺘﺮﻛﺔ ﻋﻨﺎﺻﺮ ﳍﺬﻩ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﺮﺩ ﻓﻴﻤﺎ ﻳﻠﻲ‪:‬‬
‫ﺇﺫﻛﺎﺀ ﺍﻟﻮﻋﻲ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ؛‬ ‫)ﺃ(‬
‫)ﺏ( ﺿﻤﺎﻥ ﻓﻬﻢ ﺳﻴﺎﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﻬﺗﺎ ﻭﺇﺟﺮﺍﺀﺍﻬﺗﺎ؛‬
‫ﺗﻌﺰﻳﺰ ﻗﺪﺭﺓ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻋﻠﻰ ﻗﻴﺎﺩﺓ ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ؛‬ ‫)ﺝ(‬

‫__________‬
‫)‪.Better Practice Guide – Risk management, p. 40 (٢١‬‬

‫‪GE.10-02214‬‬ ‫‪32‬‬
‫‪JIU/REP/2010/4‬‬

‫ﺑﻨﺎﺀ ﺍﻟﻘﺪﺭﺍﺕ ﺍﻟﻌﺎﻣﺔ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﻟﺘﻨﻔﻴﺬ ﻭﲟﻬﺎﺭﺍﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﻨﻈﻤﺔ؛‬ ‫)ﺩ(‬
‫ﺗﻘﺎﺳﻢ ﻭﻧﺸﺮ ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻭﺍﻟﺪﺭﻭﺱ ﺍﳌﺴﺘﻔﺎﺩﺓ ﺑـﺼﻮﺭﺓ ﻣﻨﺘﻈﻤـﺔ ﰲ‬ ‫)ﻫ(‬
‫ﺍﳌﻨﻈﻤﺔ ﻛﻜﻞ‪.‬‬
‫‪ -١٠٤‬ﻭﻳﻠﺰﻡ ﺗﻨﺎﻭﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻣﻦ ﻣﻨﻈﻮﺭ ﻗﻴﻤﺘﻬﺎ ﺍﳌﻀﺎﻓﺔ‪ ،‬ﻭﻣﻦ ﻭﺟﻬـﺔ ﻧﻈـﺮ‬
‫ﺍﳌﺴﺘﺨﺪﻡ‪ .‬ﻟﺬﺍ ﻳﺘﻌﲔ ﺇﺷﺮﺍﻙ ﺍﳌﺪﻳﺮﻳﻦ ﻭﺍﳌﻮﻇﻔﲔ ﻋﻤﻮﻣﹰﺎ ﰲ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ ﻣﻨﺬ ﺍﻟﺒﺪﺍﻳـﺔ ﻟـﻀﻤﺎﻥ‬
‫ﻛﺴﺐ ﺍﻟﺘﺄﻳﻴﺪ ﻭﺇﺭﺳﺎﺀ ﻓﻬﻢ ﻣﺸﺘﺮﻙ‪ .‬ﻭﻳﻨﺒﻐﻲ ﺃﻻ ﺗﻜﻮﻥ ﻗـﺮﺍﺭﺍﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ‬
‫ﻭﺗﻨﻔﻴﺬﻫﺎ ﻣﺴﺘﻨﺪﻳﻦ ﻓﻘﻂ ﺇﱃ ﺍﻟﺘﺰﺍﻡ ﻛﺒﺎﺭ ﺍﳌﺴﺆﻭﻟﲔ؛ ﻓﺠﻤﻴﻊ ﺍﳌﺪﻳﺮﻳﻦ ﻭﺍﳌـﻮﻇﻔﲔ ﻳﻨﺒﻐـﻲ ﺃﻥ‬
‫ﻳﺘﻘﺎﲰﻮﺍ ﻓﻬﻤﹰﺎ ﻧﻈﺮﻳﹰﺎ ﻭﻋﻤﻠﻴﹰﺎ ﻣﺸﺘﺮﻛﹰﺎ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﺗﺸﲑ ﺍﻟﺘﺠﺮﺑﺔ ﺇﱃ ﺃﻥ ﺍﻟﻨﺪﻭﺍﺕ‬
‫ﻭﺣﻠﻘﺎﺕ ﺍﻟﻌﻤﻞ ﺍﻟﱵ ﺗﺴﺘﻬﺪﻑ ﻛﺒﺎﺭ ﺍﳌﺪﻳﺮﻳﻦ ﻣﻦ ﺃﺟﻞ ﺷﺮﺡ ﻣﻔﻬﻮﻡ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﻣﺰﺍﻳﺎ ﻫﺬﻩ‬
‫ﺍﻹﺩﺍﺭﺓ ﻭﺇﺟﺮﺍﺀﺍﻬﺗﺎ ﻣﻔﻴﺪﺓ ﻟﻠﻐﺎﻳﺔ ﰲ ﻛﺴﺐ ﺍﻟﺘﺄﻳﻴﺪ ﰲ ﻗﻤﺔ ﺍﳍﺮﻡ ﺍﻟﺘﻨﻈﻴﻤﻲ‪.‬‬
‫‪ -١٠٥‬ﻭﻳﻨﺒﻐﻲ ﺗﻜﻴﻴﻒ ﺍﻟﺘﺪﺭﻳﺐ ﻭﻓﻘﹰﺎ ﳌﺴﺘﻮﻯ ﺍﻟﻮﻋﻲ ﺍﻟﻘﺎﺋﻢ ﻭﻣﺴﺘﻮﻯ ﺍﻟﻜﻔﺎﺀﺓ ﺍﳌﻄﻠﻮﺑﺔ ﻣـﻦ‬
‫ﻛﻞ ﻓﺎﻋﻞ ﰲ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ‪ .‬ﻭﻣﻦ ﺍﻷﳘﻴﺔ ﲟﻜﺎﻥ ﺃﻥ ﻳﺘﺎﺡ ﻟﻠﻤﺴﺆﻭﻟﲔ ﻋﻦ ﺗﻨﺴﻴﻖ ﻭﺗﻨﻔﻴﺬ ﺧﻄـﺔ‬
‫ﺍﳌﻨﻈﻤﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺗﻠﻘﻲ ﺗﺪﺭﻳﺐ ﻣﺴﺘﻔﻴﺾ ﻗﺎﺋﻢ ﻋﻠﻰ ﺍﻟﻜﻔﺎﺀﺓ‪ .‬ﻭﻳﻨﺒﻐﻲ ﺃﻥ ﺗﻐﺘﻨﻢ ﺍﳌﻨﻈﻤﺎﺕ‬
‫ﺍﻟﻔﺮﺻﺔ ﻟﺪﻣﺞ ﻗﺪﺭ ﻣﻦ ﺍﻟﺘﺪﺭﻳﺐ ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻣﺒﺎﺩﺭﺍﺕ ﺍﻟﺘﺪﺭﻳﺐ ﺍﳉﺎﺭﻳـﺔ‬
‫ﻼ ﺑﺎﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ‪ ،‬ﻭﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﱪﳎﺔ‪ ،‬ﻭﺍﳌﻌـﺎﻳﲑ ﺍﶈﺎﺳـﺒﻴﺔ ﺍﻟﺪﻭﻟﻴـﺔ‬
‫ﺍﳌﺘﻌﻠﻘﺔ ﻣﺜ ﹰ‬
‫ﻟﻠﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ‪ ،‬ﻭﺍﻟﺘﺪﺭﻳﺐ ﺍﻟﺘﻮﺟﻴﻬﻲ‪ .‬ﻭﻣﻦ ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﺃﻳﻀﹰﺎ ﰲ ﻫﺬﺍ ﺍﻟـﺼﺪﺩ ﺃﻥ ﺗﻨـﺸﺄ‬
‫ﺁﻟﻴﺎﺕ ﻟﺘﻘﺎﺳﻢ ﺍﳌﻌﺮﻓﺔ ﻭﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻭﺍﻟﺪﺭﻭﺱ ﺍﳌﺴﺘﻔﺎﺩﺓ‪.‬‬

‫ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬

‫‪ -١٠٦‬ﻻ ﺗﻮﺟﺪ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺧﻄﻂ ﺍﺗﺼﺎﻝ ﻭﺗـﺪﺭﻳﺐ ﻣﻮﺛﻘـﺔ ﺫﺍﺕ ﺻـﻠﺔ‬
‫ﺑﺎﺳﺘﺤﺪﺍﺙ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﻣﻊ ﺫﻟﻚ ﺗﻮﺟﺪ ﺃﻣﺜﻠﺔ ﺟﻴﺪﺓ ﰲ ﺍﳌﻨﻈﻮﻣـﺔ ﻭﺇﻥ ﻛﺎﻧـﺖ‬
‫ﻇﺮﻓﻴﺔ‪ .‬ﻭﻳﺬﻛﺮ ﰲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ ﺃﻥ ﺍﻟﻴﻮﻧﻴﺴﻴﻒ ﻗﺪ ﻗﺪﻣﺖ ﻋﺪﺩﹰﺍ ﻣﻦ ﻓﺮﺹ ﺍﻟﺘﺪﺭﻳﺐ ﻭﺍﻹﻋﻼﻡ ﻣﻦ‬
‫ﺧﻼﻝ ﻭﺳﺎﺋﻞ ﳐﺘﻠﻔﺔ‪ ،‬ﻣﺜﻞ ﲣﺼﻴﺺ ﺻﻔﺤﺔ ﻋﻠﻰ ﺍﻟﺸﺒﻜﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‪ ،‬ﻭﲤﺮﻳﺮ ﺭﺳﺎﺋﻞ ﻋﻠﻰ ﻣﻮﻗـﻊ‬
‫ﺷﺒﻜﻲ ﺍﺟﺘﻤﺎﻋﻲ ﻭﻋﱪ ﺍﻷﻭﺳﺎﻁ ﺍﳌﻬﻨﻴﺔ ﻭﺣﻠﻘﺎﺕ ﺍﻟﺘﻌﻠﻴﻢ ﺍﻟﺸﺒﻜﻲ‪ ،‬ﻭﺑﺚ ﺭﺳﺎﺋﻞ ﻋﺎﻣﺔ ﻣﻨﺘﻈﻤﺔ‬
‫ﺻﺎﺩﺭﺓ ﻋﻦ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‪ ،‬ﻭﻣﺬﻛﺮﺍﺕ ﺇﻋﻼﻣﻴﺔ‪ ،‬ﻭﻣﻮﺍﺩ ﻣﺴﺠﻠﺔ ﺑﺎﻟﻔﻴﺪﻳﻮ‪ .‬ﺃﻣﺎ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕـﺎﺋﻲ‬
‫ﻓﻘﺪ ﺧﺼﺺ ﺻﻔﺤﺔ ﺇﻧﺘﺮﻧﺖ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﻧﻈﻢ ﺩﻭﺭﺓ ﺗﺪﺭﻳﺒﻴـﺔ ﻋﻠـﻰ ﺷـﺒﻜﺔ‬
‫ﺍﻹﻧﺘﺮﻧﺖ‪ ،‬ﻭﺃﺩﺭﺝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻛﻤﺎﺩﺓ ﰲ ﺩﻭﺭﺓ ﺗﺪﺭﻳﺒﻴﺔ ﻋﻠﻰ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠـﻰ‬
‫ﺍﻟﻨﺘﺎﺋﺞ ﻣﺪﻬﺗﺎ ﲬﺴﺔ ﺃﻳﺎﻡ‪ ،‬ﻭﻛﺬﻟﻚ ﰲ ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﺪﺭﻳﺐ ﺍﻟﺘﻮﺟﻴﻬﻲ ﺍﻟﺬﻱ ﻳﺘﻠﻘـﺎﻩ ﺍﳌﻮﻇﻔـﻮﻥ‪.‬‬
‫ﻭﻧﻈﻤﺖ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ ﺩﻭﺭﺓ ﺗﺪﺭﻳﺒﻴﺔ ﻣﺮﻛﺰﻳﺔ ﳉﻤﻴﻊ ﺟﻬﺎﺕ ﺍﻻﺗﺼﺎﻝ‪ ،‬ﻭﻧﻈﻤﺖ ﻫﺬﻩ‬
‫ﺍﳉﻬﺎﺕ ﺑﺪﻭﺭﻫﺎ ﺣﻠﻘﺎﺕ ﻋﻤﻞ ﻓﺮﻋﻴﺔ ﰲ ﺷُﻌﺒﻬﺎ‪ .‬ﻭﻧﻈﻤﺖ ﺍﻟﻴﻮﻧﺴﻜﻮ ﺩﻭﺭﺓ ﺇﻋﻼﻣﻴﺔ ﻋﻠﻰ ﻧﻄﺎﻕ‬
‫ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﺃﻋﺪﺕ ﻛﺘﻴﺒﹰﺎ)‪ (٢٢‬ﻟﻠﺘﺪﺭﻳﺐ ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﳎﻤﻮﻋﺔ ﻣﻮﺍﺩ ﺗﺪﺭﻳﺒﻴﺔ‪ .‬ﻭﻧﺸﺮ ﺑﺮﻧﺎﻣﺞ‬
‫__________‬
‫)‪ (٢٢‬ﻣﻜﺘﺐ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﰲ ﺍﻟﻴﻮﻧﺴﻜﻮ‪ ،‬ﻛﺘﻴﺐ ﺍﻟﺘﺪﺭﻳﺐ ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪.BSP/2009/PI/H/2 ،‬‬

‫‪33‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﺍﻷﻏﺬﻳﺔ ﺍﻟﻌﺎﳌﻲ ﺳﻴﺎﺳﺘﻪ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺍﻟﺘﻮﺟﻴﻬﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﻬﺑﺎ ﻋﻠﻰ ﺷﺒﻜﺘﻪ ﺍﻟﺪﺍﺧﻠﻴﺔ‬
‫ﻹﺗﺎﺣﺘﻬﺎ ﳉﻤﻴﻊ ﺍﳌﻮﻇﻔﲔ‪.‬‬

‫ﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﺪﻭﱄ ﻟﻠﺘﻨﻤﻴﺔ ﺍﻟﺰﺭﺍﻋﻴﺔ ﻭﳑﺎﺭﺳﺎﺕ ﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ‬

‫‪ -١٠٧‬ﺃﺻﺪﺭ ﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﺪﻭﱄ ﻟﻠﺘﻨﻤﻴﺔ ﺍﻟﺰﺭﺍﻋﻴﺔ ﺭﺳﺎﻟﺔ ﻣﺴﺠﻠﺔ ﺑﺎﻟﻔﻴﺪﻳﻮ ﻣﻮﺟﻬﺔ ﻣﻦ ﺍﻟـﺮﺋﻴﺲ‬
‫ﺇﱃ ﲨﻴﻊ ﺍﳌﻮﻇﻔﲔ ﻟﺘﻌﺰﻳﺰ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﺍﲣﺬ ﺧﻄﻮﺓ ﺇﱃ ﺍﻷﻣﺎﻡ ﻣﻦ ﺧﻼﻝ ﺗﻨﻈـﻴﻢ‬
‫ﺩﻭﺭﺓ ﺗﺪﺭﻳﺒﻴﺔ ﳉﻬﺎﺕ ﺍﻻﺗﺼﺎﻝ ﰲ ﺍﻟﺼﻨﺪﻭﻕ ﺗﺘﻴﺢ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺷـﻬﺎﺩﺓ ﰲ ﻫـﺬﺍ ﺍﻟـﺼﺪﺩ‪.‬‬
‫ﻭُﻧﻈﻤﺖ ﺣﻠﻘﺎﺕ ﻋﻤﻞ ﺑﺸﺄﻥ ﺍﻟﻘﻀﺎﻳﺎ ﺍﳌﺸﺘﺮﻛﺔ ﻋﻠﻰ ﺻﻌﻴﺪ ﺍﳌﻨﻈﻤﺔ ﻛﻜﻞ ﻟﺘﻤﻜﲔ ﺍﳌﻮﻇﻔﲔ ﻣﻦ‬
‫ﺍﻟﺘﻌﻠﻢ ﻣﻦ ﺍﳌﻨﺎﻗﺸﺎﺕ ﻣﻊ ﺯﻣﻼﺋﻬﻢ‪ .‬ﻭﺃﻭﺿﺢ ﻣﺴﺆﻭﻟﻮ ﺍﻟﺼﻨﺪﻭﻕ ﺃﻬﻧﻢ ﺃﻣﻀﻮﺍ ﰲ ﺍﻟﺒﺪﺍﻳـﺔ ﻭﻗﺘـﹰﺎ‬
‫ﻼ ﰲ ﺣﻠﻘﺎﺕ ﺍﻟﻌﻤﻞ ﻟﺸﺮﺡ ﺍﻟﻔﺮﻕ ﺑﲔ ﺍﳋﻄﺮ ﻭﺍﻟﺸﻜﻮﻯ؛ ﻭﻗﺪ ﻛﺎﻥ ﺫﻟﻚ ﲟﺜﺎﺑﺔ ﺍﺳـﺘﺜﻤﺎﺭ‬ ‫ﻃﻮﻳ ﹰ‬
‫ﻟﻀﻤﺎﻥ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﺴﺘﻘﺒﻞ ﻋﻠﻰ ﳓﻮ ﺳﻠﻴﻢ‪ .‬ﻭﺃﺑﻠﻎ ﺍﳌﺴﺆﻭﻟﻮﻥ ﺍﳌﻔﺘﺸْﻴﻦ ﺑﺄﻥ ﻟﻠـﺼﻨﺪﻭﻕ‬
‫ﺃﻳﻀﹰﺎ ﺻﻔﺤﺔ ﺷﺒﻜﻴﺔ ﳐﺼﺼﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﻣﻜﺘﺒﺔ ﺍﻓﺘﺮﺍﺿﻴﺔ ﻟﻠﻤﻮﺍﺩ ﺫﺍﺕ ﺍﻟﺼﻠﺔ ﺑﺬﻟﻚ ﺍﻟـﱵ‬
‫ﳝﻜﻦ ﳉﻤﻴﻊ ﺍﳌﻮﻇﻔﲔ ﺍﻻﻃﹼﻼﻉ ﻋﻠﻴﻬﺎ ﰲ ﺃﻱ ﻭﻗﺖ‪.‬‬
‫‪ -١٠٨‬ﻭﺗﻌﻘﺪ ﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ ﺩﻭﺭﺍﺕ ﻋﺎﻣﺔ ﺑﺸﺄﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﻣﻮﺟﻬـﺔ ﻟﻠﻤـﺪﻳﺮﻳﻦ‬
‫ﻭﺍﳌﻮﻇﻔﲔ ﺍﻟﺮﺋﻴﺴﻴﲔ؛ ﻭﺃﻧﺸﺄﺕ ﺍﳌﻔﻮﺿﻴﺔ ﻣﻮﻗﻌﹰﺎ ﺷﺒﻜﻴﹰﺎ ﻣﺮﻛﺰﻳﹰﺎ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ؛ ﻭﺑﺪﺃﺕ ﺗﺪﺭﻳﺒﹰﺎ‬
‫ﺧﺎﺻﹰﺎ ﻟﻠﻤﻮﻇﻔﲔ ﺍﳌﺴﺆﻭﻟﲔ ﻋﻦ ﺗﻄﻮﻳﺮ ﻣﻬﺎﺭﺍﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ؛ ﻭﺍﲣﺬﺕ ﺗﺮﺗﻴﺒـﺎﺕ ﻟﺘﻨﻈـﻴﻢ‬
‫ﻋﺮﻭﺽ ﺑﺸﺄﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻣﻮﺟﻬﺔ ﳌﺨﺘﻠﻒ ﻣﺴﺘﻮﻳﺎﺕ ﺍﻹﺩﺍﺭﺓ‪ .‬ﻭﻗﺪ ﺃﻧﺸﺄﺕ ﺍﳌﻔﻮﺿﻴﺔ ﺃﻳـﻀﹰﺎ‬
‫ﺷﺒﻜﺎﺕ ﻟﺘﻘﺎﺳﻢ ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ‪ .‬ﻭﺗﺘﺎﺡ ﺩﻭﺭﺍﺕ ﺗﺪﺭﻳﺒﻴﺔ ﰲ ﳐﺘﻠﻒ ﻣـﺴﺘﻮﻳﺎﺕ‬
‫ﺍﳍﺮﻡ ﺍﻟﺘﻨﻈﻴﻤﻲ )ﺍﳌﻮﻇﻔﻮﻥ ﻭﺍﻹﺩﺍﺭﺓ ﻭﻣﻨﺴﻘﻮ ﺍﳌﺮﺍﻗﺒﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ(‪ .‬ﻭﳝﻜﻦ ﻟﻠﻤـﺪﻳﺮﻳﺎﺕ ﺃﻥ ﺗـﻨﻈﻢ‬
‫ﺗﺪﺭﻳﺒﹰﺎ ﺧﺎﺻﹰﺎ ﻣﻦ ﺧﻼﻝ ﻋﻘﺪ ﺇﻃﺎﺭﻱ ﻳُﱪﻡ ﻣﻊ ﺷﺮﻛﺔ ﺍﺳﺘﺸﺎﺭﻳﺔ ﺧﺎﺭﺟﻴﺔ‪.‬‬

‫ﻣﺆﺷﺮ ﺗﻨﻔﻴﺬ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ‬

‫‪ -١٠٩‬ﺧﻠﺺ ﺍﳌﻔﺘﺸﺎﻥ ﺇﱃ ﺃﻥ ﺗﻨﻔﻴﺬ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ ٥‬ﻳﺘﻄﻠﺐ ﺃﻥ ﻳﻜﻔﻞ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﻮﻥ‬
‫ﻭﺟﻮﺩ ﺧﻄﺔ ﻣﻮﺛﹼﻘﺔ ﻟﻼﺗﺼﺎﻝ ﻭﺍﻟﺘﺪﺭﻳﺐ ﰲ ﺍﳌﻨﻈﻤﺔ ﺗﺮﻣﻲ ﺇﱃ ﺇﺫﻛﺎﺀ ﺍﻟﻮﻋﻲ ﺑـﺈﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﺇﺭﺳﺎﺀ ﻓﻬﻢ ﻹﺟﺮﺍﺀﺍﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻭﻬﺗﻴﺌﺔ ﻗﺪﺭﺍﺕ ﺍﻟﺘﻨﻔﻴﺬ ﰲ ﺍﳌﻨﻈﻤﺔ ﺑﺮﻣﺘـﻬﺎ‪،‬‬
‫ﻭﺇﻗﺎﻣﺔ ﺁﻟﻴﺎﺕ ﻟﺘﻘﺎﺳﻢ ﺍﳌﻌﺎﺭﻑ ﻣﻦ ﺃﺟﻞ ﲢﺴﲔ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ‪.‬‬

‫ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ :٦‬ﺇﺗﺎﺣﺔ ﺍﳌﻮﺍﺭﺩ ﺍﻟﻜﺎﻓﻴﺔ ﺍﻟﻼﺯﻣﺔ ﻻﺳﺘﺤﺪﺍﺙ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ‬
‫ﻭﺍﳊﻔﺎﻅ ﻋﻠﻰ ﺍﺳﺘﻤﺮﺍﺭ ﻋﻤﻠﻴﺔ ﺗﻨﻔﻴﺬﻫﺎ‬

‫ﺗﻜﻠﻔﺔ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬

‫‪ -١١٠‬ﺗُﺒﻴﱢﻦ ﺍﻟﺘﺠﺮﺑﺔ ﺃﻥ ﺍﳌﺮﺣﻠﺔ ﺍﻷﻭﱃ ﻣﻦ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺗﺘﻄﻠﺐ ﻗﺪﺭﹰﺍ ﻛـﺒﲑﹰﺍ‬
‫ﻧﺴﺒﻴﹰﺎ ﻣﻦ ﺍﳌﻮﺍﺭﺩ ﺍﻹﺿﺎﻓﻴﺔ؛ ﻟﻜﻦ ﺫﻟﻚ ﻳﺘﺮﺍﺟﻊ ﻣﻊ ﻣﺮﻭﺭ ﺍﻟﻮﻗﺖ ﻭﻛﻠﻤﺎ ﺗﻘﺪّﻡ ﺍﻟﺘﻨﻔﻴـﺬ ﻭﺃﹸﺩﺭﺝ‬

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‫‪JIU/REP/2010/4‬‬

‫ﺍﳌﺰﻳﺪ ﻣﻦ ﻧﻮﺍﺗﺞ ﺍﻟﻌﻤﻞ ﰲ ﺍﻷﻧﺸﻄﺔ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻷﺳﺎﺳﻴﺔ‪ .‬ﻭﻳﻮﺩ ﺍﳌﻔﺘﺸﺎﻥ ﺍﻟﺘﺄﻛﻴـﺪ ﺃﻥ ﲣـﺼﻴﺺ‬
‫ﻣﻮﺍﺭﺩ ﻣﺎﻟﻴﺔ ﻭﺑﺸﺮﻳﺔ ﰲ ﺳﻴﺎﻕ ﺍﳋﻄﺔ ﺍﳌﻮﺿﻮﻋﺔ ﻣﻦ ﺷﺄﻧﻪ ﺃﻥ ﻳﻌﺰﺯ ﳒﺎﺡ ﺍﳌﺸﺮﻭﻉ‪.‬‬
‫‪ -١١١‬ﻭﻛﻤﺎ ﻳﺘﻀﺢ ﰲ ﺍﳌﺮﻓﻖ ﺍﻟﺜﺎﻟﺚ‪ ،‬ﺍﻟﻌﻤﻮﺩ ‪ ،٢‬ﺗﺘﺒﺎﻳﻦ ﺗﻜﻠﻔﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺗﺒﺎﻳﻨﹰﺎ‬
‫ﻒ ﺍﳌﺒﺎﺷﺮﺓ ﻭﻏﲑ ﺍﳌﺒﺎﺷـﺮﺓ‪.‬‬ ‫ﻒ ﺍﻟﺘﻜﺎﻟﻴ َ‬
‫ﻛﺒﲑﹰﺍ ﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ .‬ﻭﻳﺸﻤﻞ ﻫﻴﻜﻞ ﺍﻟﺘﻜﺎﻟﻴ ِ‬
‫ﻭﺗﻐﻄﻲ ﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﳌﺒﺎﺷﺮﺓ ﺍﻻﺳﺘﻌﺎﻧﺔ ﺑﺎﻻﺳﺘﺸﺎﺭﻳﲔ‪ ،‬ﻭﺇﻧﺸﺎﺀ ﻣﻨﺎﺻﺐ ﻭﻫﻴﺎﻛﻞ ﻣﻨﻔـﺼﻠﺔ ﻹﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﺷﺮﺍﺀ ﺍﻟﱪﳎﻴﺎﺕ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ‪ .‬ﻭﺗﺸﻤﻞ ﺍﻟﺘﻜﺎﻟﻴﻒ ﻏﲑ ﺍﳌﺒﺎﺷﺮﺓ ﺍﻟﻮﻗﺖ ﺍﻟـﺬﻱ‬
‫ﻳﻘﻀﻴﻪ ﺍﳌﻮﻇﻔﻮﻥ ﺍﳌﻮﺟﻮﺩﻭﻥ ﰲ ﺗﻨﻔﻴﺬ ﳑﺎﺭﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻻ ﺳﻴﻤﺎ ﺃﻭﻟﺌﻚ ﺍﻟﺬﻳﻦ ﻳﻘﻮﺩﻭﻥ‬
‫ﺍﻟﻌﻤﻠﻴﺔ‪ .‬ﻭﱂ ﺗﺪﻝ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﺑﺎﺳﺘﺜﻨﺎﺀ ﺍﻟﻴﻮﻧﺴﻜﻮ‪ ،‬ﺑﺘﻜﺎﻟﻴﻔﻬﺎ ﻏﲑ ﺍﳌﺒﺎﺷﺮﺓ‪.‬‬
‫‪ -١١٢‬ﻭﻳﻨﺒﻐﻲ ﺃﻥ ﺗﻘﺪّﺭ ﺍﳌﻨﻈﻤﺎﺕ ﺍﳌﻮﺍﺭﺩ ﺍﻟﻼﺯﻣﺔ ﻭﲢﺪﺩ ﻣـﺼﺪﺭﻫﺎ ﰲ ﻣﺮﺣﻠـﺔ ﺍﻟﺘﺨﻄـﻴﻂ‬
‫ﻟﻀﻤﺎﻥ ﳒﺎﺡ ﺍﻟﺘﻨﻔﻴﺬ‪ .‬ﻭﻣﻦ ﺍﻟﻼﺯﻡ ﺑﺼﻔﺔ ﺧﺎﺻﺔ ﻭﺟﻮﺩ ﻣﻮﻇﻒ‪/‬ﺃﻣﺎﻧﺔ‪/‬ﻓﺮﻳـﻖ ﻹﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﻟﺪﻋﻢ ﻭﺗﻌﺰﻳﺰ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﺇﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ‪ ،‬ﺗﺪﻋﻮ ﺍﳊﺎﺟـﺔ ﺇﱃ ﺗﻨﻈـﻴﻢ ﺩﻭﺭﺍﺕ‬
‫ﺗﺪﺭﻳﺒﻴﺔ ﻭﺣﻠﻘﺎﺕ ﺩﺭﺍﺳﻴﺔ ﻟﺒﻠﻮﺭﺓ ﺍﻟﻮﻋﻲ ﻭﺑﻨﺎﺀ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﺘﻨﻔﻴﺬ ﰲ ﺍﳌﻨﻈﻤﺔ ﺑﺮﻣﺘـﻬﺎ‪ .‬ﻭﻣـﻦ‬
‫ﺍﻟﻌﻨﺎﺻﺮ ﺍﻷﺧﺮﻯ ﺍﻟﱵ ﻳﻨﺒﻐﻲ ﻣﺮﺍﻋﺎﻬﺗﺎ ﻣﻦ ﺃﺟﻞ ﺇﳒﺎﺡ ﺍﻟﺘﻨﻔﻴﺬ ﺍﺳﺘﺨﺪﺍﻡ ﺣﻞ ﻣﻌﻠﻮﻣﺎﰐ ﻣﻨﺎﺳـﺐ‪،‬‬
‫ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﻣﻦ ﺷﺄﻧﻪ ﺗﺴﻬﻴﻞ ﺍﻟﺘﻨﻔﻴﺬ ﻭﻋﻤﻠﻴﺔ ﺗﻮﺣﻴﺪ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﲢﻠﻴﻠﻬﺎ ﻭﺭﺻﺪﻫﺎ‪ .‬ﻭﻳﻨﺒﻐـﻲ ﺃﻥ‬
‫ﺗـﺨﻄﱢﻂ ﺍﳌﻨﻈﻤﺎﺕ ﻟﺪﻣﺞ ﺍﻟﻮﺣﺪﺍﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ ﺍﻟﻼﺯﻣﺔ ﰲ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﳌـﻮﺍﺭﺩ ﰲ ﺍﳌﺆﺳـﺴﺔ‬
‫ﻭﻏﲑﻫﺎ ﻣﻦ ﺍﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ ﺍﳌﺘﻜﺎﻣﻠﺔ ﺫﺍﺕ ﺍﻟﺼﻠﺔ ﺑﺬﻟﻚ‪ ،‬ﺃﻭ ﺍﺧﺘﻴﺎﺭ ﺍﺳﺘﺨﺪﺍﻡ ﺑﺮﳎﻴﺎﺕ ﺧﺎﺻﺔ‪.‬‬
‫‪ -١١٣‬ﻭﺃﻓﺎﺩﺕ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻮﺍﺭﺩﺓ ﺑﺄﻥ ﺑﻌﺾ ﺍﳌﻨﻈﻤﺎﺕ ﻗﺪ ﺍﺳﺘﻌﺎﻧﺖ ﺑﺎﺳﺘﺸﺎﺭﻳﲔ ﺧـﺎﺭﺟﻴﲔ‬
‫ﻣﻘﺎﺑﻞ ﺗﻜﻠﻔﺔ ﻛﺒﲑﺓ‪ ،‬ﰲ ﺣﲔ ﺍﺧﺘﺎﺭﺕ ﺃﺧﺮﻯ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺩﺍﺧﻠﻴﹰﺎ ﺑﺎﻻﻋﺘﻤـﺎﺩ‬
‫ﻋﻠﻰ ﺍﳍﻴﻜﻞ ﺍﻟﻘﺎﺋﻢ ﻭﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺍﳌﺘﺎﺣﺔ‪ ،‬ﺩﻭﻥ ﺗﻜﻠﻔﺔ ﺃﻭ ﺑﺘﻜﻠﻔﺔ ﺇﺿﺎﻓﻴﺔ ﻗﻠﻴﻠﺔ‪ .‬ﻭﰲ ﻣﻨﻈﻤﺎﺕ‬
‫ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﻳﺴﺘﻌﲔ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ ﻭﺍﻟﻴﻮﻧﻴﺴﻴﻒ ﻭﺻﻨﺪﻭﻕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻟﻠﺴﻜﺎﻥ ﲟﻮﻇﻒ‬
‫ﻣﻌﲏ ﺑﺎﳌﺨﺎﻃﺮ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﺘﻔﺮﻍ ﻳﻀﻄﻠﻊ ﺑﻮﻇﻴﻔﺔ ﺃﻣﺎﻧﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ؛ ﻭﺍﻟﱪﻧـﺎﻣﺞ‬
‫ﺍﻹﳕﺎﺋﻲ ﻫﻮ ﺍﳌﻨﻈﻤﺔ ﺍﻟﻮﺣﻴﺪﺓ ﺍﻟﱵ ﲤﻠﻚ ﺑﺮﳎﻴﺔ ﺧﺎﺻﺔ ﺃﻋﺪﺕ ﺩﺍﺧﻠﻴﹰﺎ‪.‬‬
‫‪ -١١٤‬ﻭﳝﻜﻦ ﳍﻴﻜﻞ ﺍﻟﺘﻜﺎﻟﻴﻒ ﺃﻥ ﻳﺘﻐﲑ ﺗﺒﻌﹰﺎ ﳊﺠﻢ ﺍﳌﻨﻈﻤﺔ ﻭﻣﺴﺘﻮﻯ ﺍﻟﺘﻄﻮﺭ ﺍﻟﺬﻱ ﻳﻘﻊ ﻋﻠﻴﻪ‬
‫ﻼ ﺣﺎﲰـﹰﺎ ﻻﺳـﺘﺤﺪﺍﺙ ﺇﺩﺍﺭﺓ‬ ‫ﺍﻻﺧﺘﻴﺎﺭ؛ ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻓﺎﻟﺘﻜﻠﻔﺔ ﻟﻴﺴﺖ ﻭﻳﻨﺒﻐﻲ ﺃﻻ ﺗﻜﻮﻥ ﻋـﺎﻣ ﹰ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻓﺎﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﻮﻥ ﻣﻄﺎﻟﺒﻮﻥ‪ ،‬ﻋﻨﺪ ﺇﻋﺪﺍﺩ ﺳﻴﺎﺳﺔ ﻭﺧﻄﺔ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻹﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﺑﺘﻘﺪﻳﺮ ﺍﻟﺘﻤﻮﻳﻞ ﺍﻟﻼﺯﻡ ﻟﺘﻨﻔﻴﺬﻫﺎ؛ ﻭﺇﺫﺍ ﻛﺎﻧﺖ ﺍﳌﻮﺍﺭﺩ ﺍﳌﻮﺟﻮﺩﺓ ﻏﲑ ﻛﺎﻓﻴـﺔ‪،‬‬
‫ﻓﻌﻠﻴﻬﻢ ﺍﻟﺮﺟﻮﻉ ﺇﱃ ﻫﻴﺌﺎﺕ ﺍﻹﺷﺮﺍﻑ ﻟﻄﻠﺐ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺍﻟﺘﻤﻮﻳﻞ‪ .‬ﻭﻋﻠﻰ ﻫﻴﺌﺎﺕ ﺍﻹﺷـﺮﺍﻑ‬
‫ﺗﻘﺪﱘ ﺍﳌﻮﺍﺭﺩ ﺍﻟﻼﺯﻣﺔ ﻧﻈﺮﹰﺍ ﺇﱃ ﻣﺎ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻣﻦ ﻓﻮﺍﺋﺪ‪ .‬ﻭﻣﻦ ﺷﺄﻥ ﺇﺟﺮﺍﺀ ﺩﺭﺍﺳﺔ‬
‫ﺟﺪﻭﻯ‪ ،‬ﲟﺎ ﻳﺸﻤﻞ ﲢﻠﻴﻞ ﺍﻟﺘﻜﺎﻟﻴﻒ ﻭﺭﺳﻢ ﻣﻌﺎﱂ ﺳﻴﺎﺳﺔ ﻭﺧﻄﺔ ﰲ ﻫﺬﺍ ﺍﻟـﺼﺪﺩ‪ ،‬ﺃﻥ ﺗـﺸﻜﻞ‬
‫ﻼ ﻣﺴﺎﻋﺪﹰﺍ ﰲ ﺇﻗﻨﺎﻉ ﻫﻴﺌﺎﺕ ﺍﻹﺷﺮﺍﻑ ﺑﺘﻮﻓﲑ ﺍﳌﻮﺍﺭﺩ ﺍﻟﻼﺯﻣﺔ‪.‬‬‫ﻋﺎﻣ ﹰ‬
‫‪ -١١٥‬ﻭﰲ ﺣﺎﻟﺔ ﻭﺟﻮﺩ ﻧﻘﺺ ﰲ ﺍﳌﻮﺍﺭﺩ‪ ،‬ﻳﻨﺒﻐﻲ ﺃﻥ ﳜﺘﺎﺭ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﻮﻥ ﻬﻧﺠﹰﺎ ﺗـﺪﺭﳚﻴﹰﺎ‬
‫ﺃﺑﺴﻂ ﻟﺘﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﺑﺪ ﹰﻻ ﻣﻦ ﺗﺄﺟﻴﻞ ﺫﻟﻚ ﺇﱃ ﺗﺎﺭﻳﺦ ﻏﲑ ﻣﺆﻛﺪ‪ .‬ﻭﻣﻦ ﺍﳌﺆﻛﺪ‬

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‫ﺃﻥ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺭﺍﻛﻤﺖ ﻋﻠﻰ ﻣﺮ ﺍﻟﺴﻨﲔ ﺧـﱪﺓ ﻛـﺒﲑﺓ ﰲ‬
‫ﻼ ﺑـﺈﺩﺍﺭﺓ‬
‫ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻣﻦ ﺧﻼﻝ ﳑﺎﺭﺳﺎﺕ ﻓﺮﺩﻳﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﳎﺎﻻﺕ ﺗﺘﻌﻠﻖ ﻣﺜ ﹰ‬
‫ﺍﳌﺸﺎﺭﻳﻊ‪ ،‬ﻭﺿﻤﺎﻥ ﺍﺳﺘﻤﺮﺍﺭﻳﺔ ﺳﲑ ﺍﻟﻌﻤﻞ‪ ،‬ﻭﺍﻟﻨﻈﻢ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ‪ .‬ﻭﻳﻨﺒﻐﻲ ﺃﻥ ﲢﺎﻭﻝ ﺗﻠﻚ ﺍﳌﻨﻈﻤﺎﺕ‬
‫ﺍﻻﺭﺗﻜﺎﺯ ﻋﻠﻰ ﻫﺬﻩ ﺍﻟﺘﺠﺮﺑﺔ ﻹﺭﺳﺎﺀ ﺇﺩﺍﺭﺓ ﻟﻠﻤﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﻧﻈﺎﻡ ﺷﺎﻣﻞ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪.‬‬

‫ﺍﻻﺳﺘﻌﺎﻧﺔ ﺑﺎﳋﺪﻣﺎﺕ ﺍﻻﺳﺘﺸﺎﺭﻳﺔ‬

‫‪ -١١٦‬ﻳﺒﻴّﻦ ﺍﻟﻌﻤﻮﺩ ‪ ٢‬ﻣﻦ ﺍﳉﺪﻭﻝ ﺍﳌﺪﺭﺝ ﰲ ﺍﳌﺮﻓﻖ ﺍﻟﺜﺎﻟﺚ ﺃﻥ ﺑﻌﺾ ﺍﳌﻨﻈﻤﺎﺕ ﻗﺪ ﺃﻧﻔﻘـﺖ‬
‫ﻣﺒﺎﻟﻎ ﻃﺎﺋﻠﺔ ﻋﻠﻰ ﺧﺪﻣﺎﺕ ﺍﻻﺳﺘﺸﺎﺭﻳﲔ‪ .‬ﻓﻔﻲ ﻋﺎﻡ ‪ ،٢٠٠٨‬ﺃﻧﻔﻘﺖ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ‪ ١,٣٢‬ﻣﻠﻴﻮﻥ‬
‫ﺩﻭﻻﺭ ﻋﻠﻰ ﺇﻋﺪﺍﺩ ﺍﳉﺰﺀ ﺍﳋﺎﺹ ﺑﺴﻴﺎﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ ﻣـﻦ ﺍﻟﺘﻘﺮﻳـﺮ ﺍﻷﻭﻝ‬
‫)‪ .(A/62/70‬ﻭﺃﻧﻔﻘﺖ ﻣﻨﻈﻤﺔ ﺍﻟﻴﻮﻧﻴﺴﻴﻒ ‪ ٦٨٩ ٧١١‬ﺩﻭﻻﺭﹰﺍ ﻹﳒﺎﺯ ﺍﻟﻌﻤﻞ ﺍﻷﺳﺎﺳﻲ ﺍﳌﺘﻌﻠـﻖ‬
‫ﺑﻮﺿﻊ ﺳﻴﺎﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻋﺎﻡ ‪ .٢٠٠٨‬ﻛﻤﺎ ﺃﻧﻔﻘﺖ ﺍﳌﻨﻈﻤﺔ ﺍﻟﻌﺎﳌﻴﺔ ﻟﻸﺭﺻﺎﺩ‬
‫ﺍﳉﻮﻳﺔ ﻭﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﳌﻴﺔ ‪ ٢٢٨ ٠٠٠‬ﻭ‪ ١٩٥ ٠٠٠‬ﻓﺮﻧﻚ ﺳﻮﻳﺴﺮﻱ‪ ،‬ﻋﻠﻰ ﺍﻟﺘـﻮﺍﱄ‪ ،‬ﰲ‬
‫ﺍﳋﺪﻣﺎﺕ ﺍﻻﺳﺘﺸﺎﺭﻳﺔ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﻣﻦ ﺍﳌﻼﺣﻆ ﻋﺪﻡ ﺍﺳﺘﻌﺎﻧﺔ ﺍﻟﱪﻧـﺎﻣﺞ‬
‫ﺍﻹﳕﺎﺋﻲ ﻭﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ ﲞﺪﻣﺎﺕ ﺍﺳﺘﺸﺎﺭﻳﺔ ﺧﺎﺭﺟﻴﺔ‪ ،‬ﻧﻈﺮﹰﺍ ﻟﺘﻘﺪﻣﻬﻤﺎ ﺍﻟﻨﺴﱯ ﰲ ﳎﺎﻝ‬
‫ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪.‬‬
‫‪ -١١٧‬ﻭﰲ ﻣﻨﻈﻤﺔ ﺍﻷﻏﺬﻳﺔ ﻭﺍﻟﺰﺭﺍﻋﺔ ﺑﻠﻐﺖ ﺍﻟﺘﻘﺪﻳﺮﺍﺕ ﺍﳌﺒﺪﺋﻴﺔ ﻟﺘﻜﻠﻔﺔ ﺍﻻﺳﺘﻌﺎﻧﺔ ﺑﺎﻻﺳﺘﺸﺎﺭﺍﺕ‬
‫ﺍﳋﺎﺭﺟﻴﺔ ﳌﺸﺮﻭﻉ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ‪ ٢,٥‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﰎ ﺭﺻﺪﻫﺎ ﰲ ﺍﳌﻴﺰﺍﻧﻴﺔ‪ .‬ﻏـﲑ ﺃﻥ‬
‫ﺗﻘﻴﻴﻢ ﻬﻧﺞ ﺍﳌﻨﻈﻤﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺑﻴّﻦ ﺃﻥ ﺍﳋﻄﺔ ﺍﻷﻭﻟﻴﺔ‪ ،‬ﺍﻟﱵ ﺍﻋﺘﻤﺪﺕ ﻋﻠﻰ ﺇﺑﺮﺍﻡ ﻋﻘﺪ ﻛـﺒﲑ‬
‫ﻟﻠﺨﺪﻣﺎﺕ ﺍﻻﺳﺘﺸﺎﺭﻳﺔ‪ ،‬ﻻ ﻳُﺮﺟّﺢ ﺃﻥ ﺗﻜﻮﻥ ﻧﺎﺟﺤﺔ ﺃﻭ ﺃﻥ ﺗﺆﺩﻱ ﺇﱃ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳌﻮﺍﺭﺩ ﺍﶈﺪﻭﺩﺓ‬
‫ﺑﺼﻮﺭﺓ ﻓﻌﺎﻟﺔ‪ .‬ﻭﺩﻋﺎ ﺍﻟﻨﻬﺞ ﺍﳉﺪﻳﺪ ﺇﱃ ﺗﻨﻔﻴﺬ ﻣﺸﺮﻭﻉ ﺗﺘﻮﻻﻩ ﺟﻬﺎﺕ ﺩﺍﺧﻞ ﺍﳌﻨﻈﻤﺔ ﻭﻳﺪﻋﻤﻪ‪ ،‬ﺇﺫﺍ‬
‫ﻟﺰﻡ ﺍﻷﻣﺮ‪ ،‬ﺍﺳﺘﺸﺎﺭﻳﻮﻥ ﻣﺘﺨﺼﺼﻮﻥ ﰲ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﺑﺪ ﹰﻻ ﻣﻦ ﺍﻟﻨﻬﺞ ﺍﻟﻘﺎﺋﻢ ﻋﻠﻰ ﺧـﺪﻣﺎﺕ‬
‫ﺍﻻﺳﺘﺸﺎﺭﻳﲔ‪ ،‬ﳑﺎ ﺃﺩﻯ ﺇﱃ ﺗﻘﻠﻴﺺ ﺍﳌﻴﺰﺍﻧﻴﺔ ﺇﱃ ‪ ١,٣‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ‪.‬‬
‫‪ -١١٨‬ﻭﻳﺮﻯ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻥ ﻣﻦ ﺩﻭﺍﻋﻲ ﺍﻟﻘﻠﻖ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﺘﺒﺎﻳﻦ ﺍﻟﻜﺒﲑ ﺑﲔ ﺍﳌﻨﻈﻤﺎﺕ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ‬
‫ﺑﺎﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﳋﺪﻣﺎﺕ ﺍﻻﺳﺘﺸﺎﺭﻳﺔ ﻭﺗﻜﻠﻔﺘﻬﺎ‪ ،‬ﻋـﻼﻭﺓ ﻋﻠـﻰ ﺃﻥ ﺍﻟﻘﻴﻤـﺔ ﺍﳌـﻀﺎﻓﺔ ﳍـﺬﻩ‬
‫ﺍﻻﺳﺘﺸﺎﺭﺍﺕ ﻻ ﻳﺴﻬﻞ ﲢﺪﻳﺪﻫﺎ ﻧﻈﺮﹰﺍ ﻟﻌﺪﻡ ﻭﺟﻮﺩ ﺧﻄﻂ ﻟﻠﻤﺸﺎﺭﻳﻊ‪ .‬ﻭﲤﻴـﻞ ﺍﳌﻨﻈﻤـﺎﺕ ﺇﱃ‬
‫ﺍﻻﺳﺘﻌﺎﻧﺔ ﺑﺎﺳﺘﺸﺎﺭﻳﲔ ﺧﺎﺭﺟﻴﲔ ﺇﺫﺍ ﱂ ﺗﺘﻮﻓﺮ ﻟﺪﻳﻬﺎ ﺍﳌﻌﺮﻓﺔ ﺩﺍﺧﻠﻴﺎﹰ‪ ،‬ﻭﺫﻟﻚ ﺩﻭﻥ ﲣﻄﻴﻂ ﳏﻜـﻢ‬
‫ﺃﻭ ﻣﺸﺎﺭﻛﺔ ﻓﻌﻠﻴﺔ ﻣﻦ ﺟﺎﻧﺐ ﺍﳌﻨﻈﻤﺔ‪ .‬ﻭﳛﺬﺭ ﺍﳌﻔﺘﺸﺎﻥ ﻣﻦ ﺃﻥ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻻﺳﺘـﺸﺎﺭﻳﺔ ﺳـﺘُﺘﺮﻙ‬
‫ﻭﺗُﻨﺴﻰ ﰲ ﻬﻧﺎﻳﺔ ﺍﻷﻣﺮ ﰲ ﺃﺭﻓﻒ ﺍﶈﻔﻮﻇﺎﺕ‪ ،‬ﻃﺎﳌﺎ ﱂ ﻳﻜﻦ ﻫﻨﺎﻙ ﺗﻮﺟﻴﻪ ﺩﺍﺧﻠﻲ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﺑﺴﺒﺐ ﺍﻻﻓﺘﻘﺎﺭ ﺇﱃ ﺍﳋﱪﺍﺕ ﺩﺍﺧﻞ ﺍﳌﻨﻈﻤﺔ‪ .‬ﻓﻤﺴﺆﻭﻟﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺗﻘﻊ ﻋﻠﻰ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﻨﻈﻤﺔ ﻭﻣﻮﻇﻔﻴﻬﺎ؛ ﻭﻋﻠﻴﻪ‪ ،‬ﻳﺘﺤﺘﻢ ﺗﻮﻓﺮ ﻗﺪﺭﺓ ﺩﺍﺧﻠﻴﺔ ﻋﻠﻰ ﺗﻮﺟﻴﻪ ﺍﻟﻌﻤﻠﻴﺔ ﻭﻛﻔﺎﻟﺔ ﺍﺳـﺘﻤﺮﺍﺭﻫﺎ‪.‬‬
‫ﻭﺫﻛﺮ ﻣﺴﺆﻭﻟﻮﻥ ﰲ ﻣﻨﻈﻤﺎﺕ ﻟﺪﻳﻬﺎ ﺧﱪﺓ ﻣﺘﻘﺪﻣﺔ ﰲ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺃﻥ ﳒﺎﺣﻬﺎ‬
‫ﻳﺴﺘﻮﺟﺐ ﺍﻟﺘﻮﺟﻴﻪ ﻣﻦ ﺩﺍﺧﻞ ﺍﳌﻨﻈﻤﺔ‪ .‬ﻛﻤﺎ ﻳﻨﺒﻐﻲ ﺃﻥ ﺗﺘﻮﱃ ﺍﻹﺩﺍﺭﺓ ﻣﻬﻤﺔ ﺍﻟﺘﻨﻔﻴﺬ ﻣﻨﺬ ﺍﻟﺒﺪﺍﻳـﺔ‪،‬‬
‫ﻋﻠﻰ ﺃﻥ ﻳﺘﻮﱃ ﻛﺒﺎﺭ ﺍﳌﺪﻳﺮﻳﻦ ﲢﻀﲑ ﺍﻟﻌﻤﻠﻴﺔ ﻭﻋﺮﺿﻬﺎ‪.‬‬

‫‪GE.10-02214‬‬ ‫‪36‬‬
‫‪JIU/REP/2010/4‬‬

‫‪ -١١٩‬ﻭﻳﻨﺒﻐﻲ ﺍﻟﻨﻈﺮ ﺇﱃ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﳋﺪﻣﺎﺕ ﺍﻻﺳﺘﺸﺎﺭﻳﺔ ﰲ ﺳﻴﺎﻕ ﺧﻄﺔ ﻓﻌﻠﻴﺔ ﺑﻮﺻـﻔﻬﺎ‬

‫ﻣﻦ ﺧﻄﻮﺍﺕ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﻻ ﺑﺪ ﻟﻠﻤﻨﻈﻤﺎﺕ ﻣﻦ ﺗﻄﻮﻳﺮ ﻗـﺪﺭﺍﺕ ﺩﺍﺧﻠﻴـﺔ‬
‫ﻟﺘﻮﺟﻴﻪ ﺍﻟﻌﻤﻠﻴﺔ ﻭﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﻻﺳﺘﺸﺎﺭﻳﲔ ﻋﻨﺪ ﺗﻌﻴﻴﻨﻬﻢ‪ .‬ﻭﻳﻨﺒﻐـﻲ ﻟﻼﺳﺘـﺸﺎﺭﻳﲔ ﺍﻟﻌﻤـﻞ‬
‫ﺑﺎﺳﺘﻤﺮﺍﺭ ﻣﻊ ﺍﳌﻮﻇﻔﲔ ﺍﻷﺳﺎﺳﻴﲔ ﺍﳌﻌﻨﻴﲔ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﺍﻟﺸﻲﺀ ﺍﻷﻫﻢ ﻫﻮ ﻗﻴـﺎﻡ‬
‫ﺍﻻﺳﺘﺸﺎﺭﻳﲔ ﺑﻨﻘﻞ ﻣﻌﺎﺭﻓﻬﻢ ﺇﱃ ﻫﺬﻩ ﺍﻟﻔﺌﺔ ﻣﻦ ﺍﳌﻮﻇﻔﲔ‪.‬‬

‫ﻣﺆﺷﺮ ﺗﻨﻔﻴﺬ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ‬

‫‪ -١٢٠‬ﳜﻠﺺ ﺍﳌﻔﺘﺸﺎﻥ ﺇﱃ ﺃﻥ ﺗﻨﻔﻴﺬ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ ٦‬ﻳﺴﺘﻮﺟﺐ ﻗﻴﺎﻡ ﺍﳌـﺪﻳﺮﻳﻦ ﺍﻟﺘﻨﻔﻴـﺬﻳﲔ‬
‫ﺑﺘﻘﺪﻳﺮ ﺍﻟﺘﻜﻠﻔﺔ ﺍﳌﻄﻠﻮﺑﺔ ﻋﻨﺪ ﻭﺿﻊ ﺧﻄﺔ ﻣﺸﺮﻭﻉ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﻃﻠﺐ ﺍﻟﺘﻤﻮﻳﻞ ﻣﻦ‬
‫ﺍﻟﺪﻭﻝ ﺍﻷﻋﻀﺎﺀ ﰲ ﺣﺎﻟﺔ ﻋﺪﻡ ﻛﻔﺎﻳﺔ ﺍﻟﺘﻤﻮﻳﻞ ﺍﻟﺪﺍﺧﻠﻲ‪ .‬ﻭﻳﻨﺒﻐﻲ ﺗﻜﻴﻴﻒ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻨﻔﻴﺬ ﻭﻓﻘﹰﺎ‬
‫ﻟﻠﺘﻤﻮﻳﻞ ﺍﳌﺘﺎﺡ‪ ،‬ﻛﻤﺎ ﻳﺘﻌﲔ ﻋﻠﻰ ﺍﳌﺪﻳﺮﻳﻦ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﺍﺧﺘﻴﺎﺭ ﻬﻧﺞ ﻟﻠﺘﻨﻔﻴﺬ ﻳﻜﻮﻥ ﺃﻛﺜﺮ ﺗﺪﺭﺟﹰﺎ ﺑﺪ ﹰﻻ‬
‫ﻣﻦ ﺗﺄﺟﻴﻠﻪ‪ ،‬ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﺘﻤﻮﻳﻞ ﺍﳌﻘﺪّﺭﺓ ﻏﲑ ﻣﺘﻮﻓﺮﺓ ﰲ ﺍﳊﺎﻝ‪.‬‬

‫ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ :٧‬ﻭﺟﻮﺩ ﻋﻤﻠﻴﺔ ﺭﲰﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻣﻘﺘﺮﻧﺔ ﲟﻨﻬﺠﻴـﺔ ﻭﺃﺩﻭﺍﺕ ﻣﺘـﺴﻘﺔ‬
‫ﻭﲟﺒﺎﺩﺉ ﺗﻮﺟﻴﻬﻴﺔ ﻭﺍﺿﺤﺔ ﰲ ﳎﺎﻝ ﺍﻟﺘﻨﻔﻴﺬ‬

‫ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬

‫‪ -١٢١‬ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺗﺸﻤﻞ ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ )ﲢﺪﻳﺪ ﻭﲢﻠﻴﻞ ﻭﺗﻘـﺪﻳﺮ ﺍﳌﺨـﺎﻃﺮ( ﻭﻋﻤﻠﻴـﺎﺕ‬
‫ﺍﳌﻌﺎﳉﺔ‪.‬‬
‫ﺍﻟﺸﻜﻞ ‪١‬‬
‫ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ )ﺍﺳﺘﻨﺎﺩﹰﺍ ﺇﱃ ﺍﳌﻘﻴﺎﺱ ﺭﻗﻢ ‪ ٣١ ٠٠٠‬ﻟﻠﻤﻨﻈﻤـﺔ ﺍﻟﺪﻭﻟﻴـﺔ ﻟﺘﻮﺣﻴـﺪ‬
‫ﺍﳌﻘﺎﻳﻴﺲ(‬

‫ﲢﺪﻳﺪ ﺍﻟﺴﻴﺎﻕ‬
‫ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ‬
‫ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ‬
‫ﺍﻻﺗﺼﺎﻝ ﻭﺍﳌﺸﺎﻭﺭﺍﺕ‬

‫ﺍﻟﺮﺻﺪ ﻭﺍﻻﺳﺘﻌﺮﺍﺽ‬

‫ﲢﻠﻴﻞ ﺍﳌﺨﺎﻃﺮ‬

‫ﺗﻘﺪﻳﺮ ﺍﳌﺨﺎﻃﺮ‬

‫ﻣﻌﺎﳉﺔ ﺍﳌﺨﺎﻃﺮ‬

‫‪37‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫‪ -١٢٢‬ﻭﺗﺘﻄﻠﺐ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﺑﻮﺻﻔﻬﺎ ﻋﻤﻠﻴﺔ ﰲ ﺇﻃﺎﺭ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﺟﻮﺩ ﻣﻨﻬﺠﻴـﺔ‬
‫ﻭﺃﺩﻭﺍﺕ ﻣﺘﺴﻘﺔ ﻟﺘﻨﻔﻴﺬﻫﺎ ﺧﻄﻮﺓ ﲞﻄﻮﺓ‪ .‬ﻭﻳﻨﺒﻐﻲ ﺇﺿﻔﺎﺀ ﺍﻟﻄﺎﺑﻊ ﺍﻟﺮﲰﻲ ﻋﻠﻴﻬﺎ ﻭﺗﻨﻔﻴـﺬﻫﺎ ﻋـﻦ‬
‫ﻃﺮﻳﻖ ﺇﻃﺎﺭ ﻭﻣﺒﺎﺩﺉ ﺗﻮﺟﻴﻬﻴﺔ ﻭﻏﲑ ﺫﻟﻚ ﻣﻦ ﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﻣﻦ ﺃﺟﻞ ﺗﻨﻔﻴﺬ ﻣﺘﺴﻖ ﻭﺳﻠﻴﻢ‬
‫ﰲ ﲨﻴﻊ ﺍﻟﻮﺣﺪﺍﺕ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬

‫ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﻭﺳﺠﻼﺕ ﺍﳌﺨﺎﻃﺮ‬ ‫‘‪‘١‬‬

‫‪ -١٢٣‬ﺍﺳﺘﻨﺎﺩﹰﺍ ﺇﱃ ﺍﺳﺘﻌﺮﺍﺽ ﺍﳌﺆﻟﻔﺎﺕ ﻭﺍﳋﱪﺍﺕ‪ ،‬ﻓﺈﻥ ﺍﳌﻌﺎﻳﲑ ﺍﳌﻘﺘﺮﺣﺔ ﻣﻦ ﺟﺎﻧـﺐ ﻭﺣـﺪﺓ‬
‫ﺍﻟﺘﻔﺘﻴﺶ ﺍﳌﺸﺘﺮﻛﺔ ﻟﺘﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﺑﺼﻮﺭﺓ ﻧﺎﺟﺤﺔ ﻫﻲ ﻋﻠﻰ ﺍﻟﻨﺤﻮ ﺍﻟﺘﺎﱄ‪:‬‬
‫ﺍﻹﻃﺎﺭ ‪٦‬‬
‫ﻣﻌﺎﻳﲑ ﳒﺎﺡ ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ‬
‫ﻣﻌﺎﻳﲑ ﻭﺣﺪﺓ ﺍﻟﺘﻔﺘﻴﺶ ﺍﳌﺸﺘﺮﻛﺔ‪:‬‬
‫ﻓﻬﻢ ﺟﻴّﺪ ﻭﻣﺸﺘﺮﻙ ﳌﻔﻬﻮﻡ ﺍﳌﺨﺎﻃﺮ؛‬ ‫)ﺃ (‬
‫)ﺏ( ﻋﻤﻠﻴﺔ ﻣﺒﺴﻄﺔ ﻭﻭﺍﻗﻌﻴﺔ؛‬
‫ﻬﻧﺞ ﺟﻴّﺪ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﳍﻴﻜﻠﺔ ﺑﺄﻫﺪﺍﻑ ﻭﺍﺿﺤﺔ ﺗُﺤﺪﺩ ﻣﻨﺬ ﺍﻟﺒﺪﺍﻳﺔ؛‬ ‫)ﺝ(‬
‫ﻗﺎﺋﻤﺔ ﻣﺸﺘﺮﻛﺔ ﲢﺪﺩ ﺍﺠﻤﻟﺎﻻﺕ ﺍﳌﻌﺮﺿﺔ ﻟﻠﻤﺨﺎﻃﺮ‪/‬ﻧﻄﺎﻕ ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﺗﻮﺍﺟﻪ‬ ‫)ﺩ(‬
‫ﺍﳌﻨﻈﻤﺔ؛‬
‫ﻣُﻴﺴّﺮ ﺩﺍﺧﻠﻲ ﻓﻌﺎﻝ ﳌﺮﺍﻗﺒﺔ ﺍﻟﻌﻤﻠﻴﺔ؛‬ ‫)ﻫ(‬
‫ﻣﺒﺎﺩﺉ ﺗﻮﺟﻴﻬﻴﺔ ﻭﺗﻌﻠﻴﻤﺎﺕ ﻭﺍﺿﺤﺔ ﻭﻣﻨﺎﺳﺒﺔ ﻟﻠﺘﻨﻔﻴﺬ؛‬ ‫)ﻭ (‬
‫ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﳌﺨﺎﻃﺮ ﺍﳊﺎﲰﺔ‪/‬ﺍﻟﺸﺪﻳﺪﺓ؛‬ ‫) ﺯ(‬
‫ﺇﺷﺮﺍﻙ ﻛﺒﺎﺭ ﺍﳌﺪﻳﺮﻳﻦ ﻭﺍﳌﻮﻇﻔﲔ ﺍﻟﺮﺋﻴﺴﻴﲔ ﰲ ﺍﻟﻌﻤﻠﻴﺔ‪.‬‬ ‫)ﺡ(‬

‫‪ -١٢٤‬ﻭﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﻳﺸﻤﻞ ﻋﻤﻠﻴﺎﺕ ﲢﺪﻳﺪ ﻭﲢﻠﻴﻞ ﻭﺗﻘﺪﻳﺮ ﺍﳌﺨﺎﻃﺮ)‪ .(٢٣‬ﻭﳝﻜﹼـﻦ ﺗﻘﻴـﻴﻢ‬
‫ﺍﳌﺨﺎﻃﺮ ﻣﻦ ﻓﻬﻢ ﻭﲢﺪﻳﺪ ﻫﺬﻩ ﺍﳌﺨﺎﻃﺮ ﻭﺃﺳﺒﺎﻬﺑﺎ ﻭﺗﺒﻌﺎﻬﺗﺎ ﻭﺍﺣﺘﻤﺎﻻﺕ ﻭﻗﻮﻋﻬﺎ‪ ،‬ﻭﻳﻮﻓﺮ ﺍﻷﺳـﺎﺱ‬
‫ﻟﺘﺤﺪﻳﺪ ﺃﻧﺴﺐ ﺍﻟﻨُﻬﺞ ﻟﻠﺘﺼﺪﻱ ﳍﺎ‪ .‬ﻭﻳﻨﺒﻐﻲ ﺃﻥ ﻳﺘﺴﻢ ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﺑﺪﻳﻨﺎﻣﻴﻜﻴـﺔ ﻭﺃﻥ ﳜـﻀﻊ‬
‫ﻼ ﻋﻠﻰ ﻛﺎﻓﺔ ﺍﳌﺴﺘﻮﻳﺎﺕ ﻭﺍﻷﻧﺸﻄﺔ‬‫ﻟﻌﻤﻠﻴﺎﺕ ﲢﺪﻳﺚ ﻣﻨﺘﻈﻤﺔ ﻭﻣﺴﺘﻤﺮﺓ‪ .‬ﻓﺎﳌﺨﺎﻃﺮ ﻣﻮﺟﻮﺩﺓ ﺃﺻ ﹰ‬
‫ﺍﳌﺘﺼﻠﺔ ﲟﻨﻈﻤﺔ ﻣﺎ‪ .‬ﻭﻋﻠﻴﻪ‪ ،‬ﳝﻜﻦ ﺇﺟﺮﺍﺀ ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﻋﻠﻰ ﳐﺘﻠﻒ ﻣﺴﺘﻮﻳﺎﺕ ﻫﻴﻜﻞ ﺍﳌﻨﻈﻤـﺔ‬
‫ﻭﻋﻤﻠﻴﺎﻬﺗﺎ‪ ،‬ﻛﺄﻥ ﻳﻜﻮﻥ ﺫﻟﻚ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﳌﺆﺳﺴﺔ ﻭﺍﻷﻗﺴﺎﻡ ﻭﺍﻟﺸُﻌﺐ ﻭﺍﻟﻮﺣﺪﺍﺕ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ‬
‫ﻭﺍﻟﱪﺍﻣﺞ ﻭﺍﻷﻧﺸﻄﺔ ﻭﺍﳌﺸﺎﺭﻳﻊ‪.‬‬
‫__________‬
‫)‪ (٢٣‬ﻣﻮﺍﺻﻔﺎﺕ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻟﺘﻮﺣﻴﺪ ﺍﻟﻘﻴﺎﺱ ‪ ،IEC/ISO 31010‬ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ‪ -‬ﺃﺳـﺎﻟﻴﺐ ﺗﻘﻴـﻴﻢ ﺍﳌﺨـﺎﻃﺮ‪،‬‬
‫ﺍﻟﺼﻔﺤﺔ ‪.١٢‬‬

‫‪GE.10-02214‬‬ ‫‪38‬‬
‫‪JIU/REP/2010/4‬‬

‫‪ -١٢٥‬ﻭﻟﺘﺤﺪﻳﺪ ﺃﻭﻟﻮﻳﺎﺕ ﺃﻧﺸﻄﺔ ﺍﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻟﻠﺤﺴﺎﺑﺎﺕ‪ ،‬ﻳﺘﻢ ﺃﻳـﻀﹰﺎ ﺇﺟـﺮﺍﺀ ﺗﻘﻴـﻴﻢ‬
‫ﺍﳌﺨﺎﻃﺮ ﻋﻦ ﻃﺮﻳﻖ ﺍﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﻓﻘﹰﺎ ﻟﻠﻤﻌﺎﻳﲑ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﻤﻤﺎﺭﺳﺔ ﺍﳌﻬﻨﻴﺔ ﻟﻠﻤﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‬
‫ﻟﻠﺤﺴﺎﺑﺎﺕ‪ .‬ﻭﻻ ﻳﻨﺒﻐﻲ ﺍﳋﻠﻂ ﺑﲔ ﻫﺬﻩ ﺍﳌﻤﺎﺭﺳﺔ ﻭﻣﺴﺄﻟﺔ ﲢﺪﻳﺪ ﻭﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﻷﻏﺮﺍﺽ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻓﺈﻥ ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﻋﻦ ﻃﺮﻳﻖ ﺍﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴـﺔ ﻟﻠﺤـﺴﺎﺑﺎﺕ‬
‫ﳝﻜﻦ ﺃﻥ ﻳﺴﺘﺨﺪﻡ ﻛﺄﺣﺪ ﺍﳌﺪﺧﻼﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﺃﻭ ﺍﻟﻌﻜﺲ‪.‬‬
‫‪ -١٢٦‬ﻭﳚﺐ ﺗﺴﺠﻴﻞ ﻭﲢﺪﻳﺚ ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﺑﺼﻮﺭﺓ ﻣﻨﺘﻈﻤﺔ‪ .‬ﻭﻣﻦ ﺍﳌﻤﺎﺭﺳـﺎﺕ ﺍﻹﺩﺍﺭﻳـﺔ‬
‫ﺍﳉﻴﺪﺓ ﺗﻮﻓﲑ ﳕﺎﺫﺝ ﻣﻮﺣﺪﺓ ﻟﻠﻮﺛﺎﺋﻖ ﻟﺪﻋﻢ ﻋﻤﻠﻴﺔ ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﲟﺎ ﰲ ﺫﻟﻚ‪ :‬ﺳﺠﻞ ﺍﳌﺨـﺎﻃﺮ‪،‬‬
‫ﻭﺳﺠﻞ ﺍﳊﻮﺍﺩﺙ‪ ،‬ﻭﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻭﺇﺣﺎﻟﺔ ﺍﳌﺨﺎﻃﺮ ﺇﱃ ﺍﳌﺴﺘﻮﻯ ﺍﻷﻋﻠﻰ‪ ،‬ﻭﺗﻮﺻﻴﻒ ﺍﳌﺨﺎﻃﺮ‪،‬‬
‫ﻭﺧﻄﺔ ﻣﻌﺎﳉﺔ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﺍﻟﻨﻤﺎﺫﺝ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﳌﺪﳎﺔ ﰲ ﻧﻈﺎﻡ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺗﻴﺴّﺮ ﺇﱃ ﺣﺪ ﻛـﺒﲑ‬
‫ﺗﻮﺣﻴﺪ ﻭﲢﻠﻴﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﳌﺨﺎﻃﺮ‪ ،‬ﻭﻫﻮ ﺃﻣـﺮ ﺿـﺮﻭﺭﻱ ﻭﻫـﺎﺩﻑ ﻋﻠـﻰ ﺍﻟـﺼﻌﻴﺪ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‪.‬‬
‫‪ -١٢٧‬ﻭﺇﺫﺍ ﻛﺎﻧﺖ ﺍﳌﻨﻈﻤﺔ ﺻﻐﲑﺓ ﻭﻣﺮﻛﺰﻳﺔ ﺍﻷﺩﺍﺀ ﻭﻟﺪﻳﻬﺎ ﺃﻧﺸﻄﺔ ﻣﺘﺴﻘﺔ ﻧﺴﺒﻴﹰﺎ ﻭﺍﻟﻘﻠﻴﻞ ﻣـﻦ‬
‫ﺣﺎﻻﺕ ﺗﻔﻮﻳﺾ ﺍﻟﺼﻼﺣﻴﺎﺕ‪ ،‬ﻓﻘﺪ ﲢﺒﺬ ﺃﻥ ﻳﻜﻮﻥ ﻟﺪﻳﻬﺎ ﺳﺠﻞ ﻭﺍﺣﺪ ﻓﻘﻂ ﻟﻠﻤﺨـﺎﻃﺮ‪ ،‬ﻭﺇﺫﺍ‬
‫ﻛﺎﻧﺖ ﺍﳌﻨﻈﻤﺔ ﻛﺒﲑﺓ ﻭﻟﺪﻳﻬﺎ ﲤﺜﻴﻞ ﻣﻴﺪﺍﱐ ﻭﺍﺳﻊ ﺍﻟﻨﻄﺎﻕ ﻭﻋﻤﻠﻴﺎﺕ ﻣﺘﻨﻮﻋﺔ ﺗﻘﺘﻀﻲ ﺍﳌﺰﻳﺪ ﻣـﻦ‬
‫ﺗﻔﻮﻳﺾ ﺍﻟﺼﻼﺣﻴﺎﺕ ﻭﻻ ﻣﺮﻛﺰﻳﺔ ﺍﻷﺩﺍﺀ‪ ،‬ﻓﻤﻦ ﺍﻟﻀﺮﻭﺭﻱ ﺃﻥ ﺗﻜﻮﻥ ﻟﺪﻳﻬﺎ ﻣﺴﺘﻮﻳﺎﺕ ﻣﺘﻌـﺪﺩﺓ‬
‫ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺘﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﻭﺍﻟﺴﺠﻼﺕ‪ .‬ﻭﻟﻴﺲ ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﺃﻥ ﻳﻜﻮﻥ ﺳﺠﻞ ﺍﳌﺨﺎﻃﺮ ﻗﺎﺋﻤـﹰﺎ‬
‫ﺑﺬﺍﺗﻪ‪ ،‬ﺇﺫ ﳝﻜﻦ ﺩﳎﻪ ﰲ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﱪﳎﺔ ﻭﺑﺮﺍﻣﺞ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ‪ .‬ﻭﻻ ﻳﻨﺒﻐـﻲ ﺃﻥ‬
‫ﻳﺘﺤﻮﻝ ﺳﺠﻞ ﺍﳌﺨﺎﻃﺮ ﺇﱃ ﺳﺠﻞ ﺳﺎﻛﻦ ﺑﻞ ﻳﻜﻮﻥ ﲟﺜﺎﺑﺔ ﺧﻄﺔ ﻋﻤﻞ ﺩﻳﻨﺎﻣﻴﻜﻴـﺔ ﻟﻠﻤﺨـﺎﻃﺮ‪،‬‬
‫ﻳﺸﻤﻞ ﺍﳌﺨﺎﻃﺮ ﺍﻟﻜﺒﲑﺓ‪ ،‬ﻭﺍﻟﻀﻮﺍﺑﻂ ﺍﳊﺎﻟﻴﺔ‪ ،‬ﻭﺧﻄﻮﺍﺕ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﶈﺪﺩﺓ ﺯﻣﻨﻴـﹰﺎ‪ ،‬ﻭﺍﳉﻬـﺎﺕ‬
‫ﺍﳌﺴﺆﻭﻟﺔ ﻋﻦ ﺗﻠﻚ ﺍﻹﺟﺮﺍﺀﺍﺕ‪.‬‬
‫‪ -١٢٨‬ﻭﻟﺪﻯ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻭﻣﻨﻈﻤﺔ ﺍﻟﻴﻮﻧﺴﻜﻮ ﺳﺠﻼﺕ ﻟﻠﻤﺨﺎﻃﺮ ﻋﻠﻰ ﻣـﺴﺘﻮﻯ‬
‫ﺍﳌﺆﺳﺴﺔ ﻓﻘﻂ‪ .‬ﻭﰲ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ‪ ،‬ﲢﺘﻔﻆ ﺍﻟﻮﺣﺪﺍﺕ ﻋﻠﻰ ﲨﻴﻊ ﻣﺴﺘﻮﻳﺎﺕ ﺍﳌﻨﻈﻤﺔ )ﻣﺴﺘﻮﻯ‬
‫ﺍﳌﺆﺳﺴﺔ ﻭﺍﻷﻗﺴﺎﻡ ﻭﺍﻹﺩﺍﺭﺍﺕ ﻭﺍﻷﻗﺎﻟﻴﻢ ﻭﺍﻟﻘﻄﺮ( ﺑﺴﺠﻼﺕ ﻟﻠﻤﺨﺎﻃﺮ ﻭﲢﺪﺛﻬﺎ ﻛﻠﻤﺎ ﻛﺎﻥ ﺫﻟﻚ‬
‫ﺿﺮﻭﺭﻳﹰﺎ‪ .‬ﻭﰲ ﺇﻃﺎﺭ ﺍﳌﺸﺮﻭﻉ ﺍﻟﺘﺠﺮﻳﱯ ﺍﳌﺘﻌﻠﻖ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ‪ ،‬ﻭﺿـﻌﺖ ﺍﳌﻨﻈﻤـﺔ‬
‫ﻼ ﻟﻠﻤﺨﺎﻃﺮ ﻭﺧﻄ ﹰﺔ ﻟﺘﺤﺪﻳﺜﻪ ﻛﻞ ﺳﻨﺘﲔ ﻋﻨﺪ ﺍﻟﻘﻴﺎﻡ ﺑﻌﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪.‬‬
‫ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ ﺳﺠ ﹰ‬
‫ﺃﻣﺎ ﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﺪﻭﱄ ﻟﻠﺘﻨﻤﻴﺔ ﺍﻟﺰﺭﺍﻋﻴﺔ‪ ،‬ﻓﻴﺤﺘﻔﻆ ﺑﺴﺠﻼﺕ ﺍﳌﺨﺎﻃﺮ ﻋﻠﻰ ﻣـﺴﺘﻮﻯ ﺍﻟـﺸُﻌﺐ‬
‫ﻭﺍﻹﺩﺍﺭﺍﺕ ﻭﺍﳌﺆﺳﺴﺔ ﰲ ﻧﻈﺎﻡ ﻧﺘﺎﺋﺞ ﺃﺩﺍﺀ ﺍﳌﺆﺳﺴﺔ ﺍﳌﺪﻣﺞ ﰲ ﻧﻈﺎﻡ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳋﺎﺹ‬
‫ﻬﺑﺎ ﻭﳚﺮﻱ ﲢﺪﻳﺜﻪ ﻛﻞ ﺛﻼﺛﺔ ﺃﺷﻬﺮ ﻋﻠﻰ ﺍﻷﻗﻞ‪ .‬ﻭﺗﺴﺘﺨﺪﻡ ﺳﺠﻼﺕ ﺍﳌﺨﺎﻃﺮ ﺍﳋﺎﺻﺔ ﺑﺎﻹﺩﺍﺭﺍﺕ‬
‫ﻭﺍﳌﺆﺳﺴﺔ ﻟﺘﺴﺠﻴﻞ ﻭﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﻷﻭﺳﻊ ﻧﻄﺎﻗﹰﺎ ﺍﻟﱵ ﺗﺆﺛﺮ ﰲ ﲢﻘﻴـﻖ ﺍﻷﻫـﺪﺍﻑ ﺍﻹﺩﺍﺭﻳـﺔ‬
‫ﺃﻭ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﻤﺆﺳﺴﺔ‪.‬‬

‫‪39‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫‪ -١٢٩‬ﻭﺗﺘﻄﻠﺐ ﺳﻴﺎﺳﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﻟﻴﻮﻧﻴﺴﻴﻒ ﺍﻟﻘﻴﺎﻡ ﺳﻨﻮﻳﹰﺎ ﺑﺈﺟﺮﺍﺀ ﺗﻘﻴﻴﻢ ﺫﺍﰐ ﻟﻠﻤﺨﺎﻃﺮ‬
‫ﻭﺍﻟﻀﻮﺍﺑﻂ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﺸُﻌﺐ ﻭﺍﻷﻗﺎﻟﻴﻢ ﻭﺍﳌﻜﺎﺗﺐ ﺍﻟﻘﻄﺮﻳﺔ)‪ .(٢٤‬ﻭﻳﻘﻮﻡ ﻣﻮﻇﻔـﻮ ﺍﻻﺗـﺼﺎﻝ‬
‫ﺍﳌﻌﻨﻴﻮﻥ ﲟﺴﺄﻟﺔ ﺍﳌﺨﺎﻃﺮ ﺑﺘﻴﺴﲑ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻘﻴﻴﻢ ﺍﻟﺬﺍﰐ ﻭﺗﻘﺪﱘ ﺗﻘﺎﺭﻳﺮ ﻟﺮﺅﺳﺎﺀ ﺍﳌﻜﺎﺗـﺐ ﺍﳌﻌﻨـﻴﲔ‬
‫ﻭﺃﻣﺎﻧﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪.‬‬
‫‪ -١٣٠‬ﻭﰲ ﻋﺎﻡ ‪ ،٢٠٠٦‬ﺍﻋﺘﻤﺪ ﺑﺮﻧﺎﻣﺞ ﺍﻷﻏﺬﻳﺔ ﺍﻟﻌﺎﳌﻲ ﺗﻮﺻﻴﻔﹰﺎ ﻟﻠﻤﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺍﺳـﺘﻨﺎﺩﹰﺍ‬
‫ﺇﱃ ﻧﺘﺎﺋﺞ ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﺍﳌﻘﺪﻣﺔ ﻣﻦ ﺇﺩﺍﺭﺓ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‪ ،‬ﻭﰎ ﻭﺿﻊ ﺳﺠﻼﺕ ﻟﻠﻤﺨﺎﻃﺮ‪ .‬ﻭﻣﻊ‬
‫ﺫﻟﻚ‪ ،‬ﻻ ﺗﻮﺟﺪ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺭﲰﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺃﻭ ﻧﻈﺎﻡ ﻟﺘﻘﻴﻴﻢ ﻭﺗﺴﺠﻴﻞ ﺍﳌﺨـﺎﻃﺮ‬
‫ﻭﺍﲣﺎﺫ ﺇﺟﺮﺍﺀﺍﺕ ﻟﻠﺘﺨﻔﻴﻒ ﻣﻦ ﺗﺄﺛﲑﺍﻬﺗﺎ‪ .‬ﻭﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻨﻔﻴﺬﻱ‪ ،‬ﻳﺸﺠﻊ ﺑﺮﻧـﺎﻣﺞ ﺍﻷﻏﺬﻳـﺔ‬
‫ﺍﻟﻌﺎﳌﻲ ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻻ ﺳﻴﻤﺎ ﰲ ﺍﻟﺒﻴﺌﺎﺕ ﺍﻷﻛﺜﺮ ﻫﺸﺎﺷﺔ ﻭﺍﺿﻄﺮﺍﺑﹰﺎ‪ .‬ﺑﻴـﺪ ﺃﻥ ﻣﻌﺎﳉـﺔ‬
‫ﺍﳌﺨﺎﻃﺮ ﻭﺍﻟﺘﺼﺪﻱ ﳍﺎ ﺑﺸﻜﻞ ﻋﺎﻡ ﻳﺘﻢ ﻋﻠﻰ ﺃﺳﺎﺱ ﻇﺮﰲ ﻭﺗﻔﺘﻘﺮ ﻫـﺬﻩ ﺍﳌـﺴﺄﻟﺔ ﺇﱃ ﺍﻟﺘﻮﺛﻴـﻖ‬
‫ﻭﺍﻻﺗﺴﺎﻕ‪ .‬ﻭﻻ ﺗﺰﺍﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﳑﺎﺭﺳﺔ ﻣﺴﺘﺤﺴﻨﺔ ﻭﻟﻴﺴﺖ ﺇﻟﺰﺍﻣﻴﺔ‪ .‬ﻭﺃﺩﻯ ﺍﻗﺘـﺮﺍﻥ ﻫـﺬﺍ‬
‫ﺍﻟﻮﺿﻊ ﺑﻌﺪﻡ ﺗﻮﻓﺮ ﺍﳍﻴﺎﻛﻞ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﺮﲰﻴﺔ ﻭﻗﻠﺔ ﺍﳌﻮﺍﺭﺩ ﺇﱃ ﺗﺄﺧﲑ ﺗﻨﻔﻴﺬ ﻣﺸﺮﻭﻉ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﺣﱴ ﻋﺎﻡ ‪.٢٠١٠‬‬
‫‪ -١٣١‬ﻭﰲ ﺳﻴﺎﻕ ﺍﻹﻃﺎﺭ ﺍﳉﺪﻳﺪ ﻹﺩﺍﺭﺓ ﺍﻷﺩﺍﺀ ﺍﳌﺆﺳﺴﻲ‪ ،‬ﻳُﺨﻄﻂ ﺑﺮﻧﺎﻣﺞ ﺍﻷﻏﺬﻳـﺔ ﺍﻟﻌـﺎﳌﻲ‬
‫ﻟﻮﺿﻊ ﺟﺪﻭﻝ ﺯﻣﲏ ﻣﺪﺗﻪ ‪ ١٨‬ﺷﻬﺮﹰﺍ ﻹﻃﻼﻕ ﺇﻃﺎﺭﻩ ﺍﳋﺎﺹ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﻳﺘﻮﻗـﻊ‬
‫ﺃﻥ ﻳﺒﺪﺃ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﻟﻨﺼﻒ ﺍﻟﺜﺎﱐ ﻣﻦ ﻋﺎﻡ ‪ .٢٠١٠‬ﻭﺃﻭﺿـﺢ ﺍﳌـﺴﺆﻭﻟﻮﻥ ﺃﻬﻧـﻢ‬
‫ﺍﺳﺘﻌﺎﻧﻮﺍ ﺑﺎﺳﺘﺸﺎﺭﻳﲔ ﻟﻮﺿﻊ ﺍﻹﻃﺎﺭ ﺍﻟﻌﺎﻡ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ؛ ﻭﻳﻮﺟـﺪ‪ ،‬ﻣﻨـﺬ ﺗـﺸﺮﻳﻦ ﺍﻟﺜـﺎﱐ‪/‬‬
‫ﻧﻮﻓﻤﱪ ‪ ،٢٠٠٩‬ﺗﻮﺻﻴﻒ ﻟﻠﻤﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻳُﺘﻮﻗﻊ ﺗﻨﻘﻴﺤﻪ ﻋﻘـﺐ ﺍﺳـﺘﻜﻤﺎﻝ ﺍﻟـﺴﺠﻼﺕ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺍﳋﺎﺻﺔ ﺑﺎﳌﻨﻈﻤﺔ‪.‬‬
‫‪ -١٣٢‬ﻭﻛﺴﺎﺋﺮ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﲢﺘﻔﻆ ﻣﻨﻈﻤﺔ ﺍﻷﻣﻦ ﻭﺍﻟﺘﻌﺎﻭﻥ ﰲ ﺃﻭﺭﻭﺑـﺎ ﺑـﺴﺠﻼﺕ‬
‫ﻣﺆﺳﺴﻴﺔ ﻭﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﻮﺣﺪﺍﺕ‪ ،‬ﰲ ﺣﲔ ﳛﺘﻔﻆ ﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﻌﺎﳌﻲ ﳌﻜﺎﻓﺤﺔ ﺍﻹﻳﺪﺯ ﻭﺍﻟـﺴﻞ‬
‫ﻭﺍﳌﻼﺭﻳﺎ ﺑﺴﺠﻞ ﻟﻠﻤﺨﺎﻃﺮ ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﳌﺆﺳﺴﻲ ﻓﻘﻂ‪ .‬ﻭﺗﻮﺻﻲ ﺍﳌﺒﺎﺩﺉ ﺍﻟﺘﻮﺟﻴﻬﻴﺔ ﻟﻠﻤﻔﻮﺿﻴﺔ‬
‫ﺍﻷﻭﺭﺑﻴﺔ ﺑﺸﺄﻥ ﺍﳌﺨﺎﻃﺮ ﺑﺎﻟﻘﻴﺎﻡ‪ ،‬ﻛﺤﺪ ﺃﺩﱏ‪ ،‬ﺑﻮﺿﻊ ﺳﺠﻞ ﻋﺎﻡ ﻟﻠﻤﺨﺎﻃﺮ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻹﺩﺍﺭﺓ‬
‫ﺍﻟﻌﺎﻣﺔ‪ ،‬ﻟﻜﻨﻬﺎ ﺗﺮﻯ ﺃﻳﻀﹰﺎ ﺃﻥ ﻣﻦ ﺍﳌﻔﻴﺪ ﺍﻻﺣﺘﻔﺎﻅ ﺑﺴﺠﻼﺕ ﳐﺎﻃﺮ ﻋﻠﻰ ﻣﺴﺘﻮﻳﻲ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ‬
‫ﻭﺍﻟﻮﺣﺪﺍﺕ‪ .‬ﻭﺗﻄﻠﺐ ﲢﺪﻳﺚ ﺳﺠﻼﺕ ﺍﳌﺨﺎﻃﺮ ﻛﻠﻤﺎ ﻃﺮﺃ ﺗﻐﻴﲑ ﻛﺒﲑ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﳌﺨﺎﻃﺮ ﺍﻟﱵ‬
‫ﺗﺘﻌﺮﺽ ﳍﺎ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ‪.‬‬

‫ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ‬
‫‪ -١٣٣‬ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﻫﻮ ﻋﻤﻠﻴﺔ ﺍﻻﻋﺘﺮﺍﻑ ﺑﺎﳌﺨﺎﻃﺮ ﻭﺗﺴﺠﻴﻠﻬﺎ‪ .‬ﻭﻳﺴﺘﺘﺒﻊ ﺫﻟـﻚ ﺗﻮﺣﻴـﺪ‬
‫ﻭﻫﻴﻜﻠﺔ ﺍﳌﻌﺎﺭﻑ ﺍﳌﻮﺟﻮﺩﺓ ﺑﺸﺄﻥ ﺍﳌﺨﺎﻃﺮ ﺍﶈﺘﻤﻠﺔ‪ ،‬ﻭﺍﻟﺪﺭﻭﺱ ﺍﳌﺴﺘﻔﺎﺩﺓ ﻣﻦ ﺍﻟﺘﺠﺎﺭﺏ ﺍﻟﺴﺎﺑﻘﺔ‪،‬‬
‫ﻭﺳﻴﻨﺎﺭﻳﻮﻫﺎﺕ "ﺗﻮﻗﻊ ﺍﻷﺳﻮﺃ؟"‪ ،‬ﻭﻣﻮﺍﺻﻠﺔ "ﺍﺳﺘﺸﺮﺍﻑ ﺍﳌﺴﺘﻘﺒﻞ" ﰲ ﻛﻞ ﻭﺍﺣﺪ ﻣﻦ ﺍﺠﻤﻟـﺎﻻﺕ‪.‬‬
‫__________‬
‫)‪ (٢٤‬ﻣﻨﻈﻤﺔ ﺍﻟﻴﻮﻧﻴﺴﻴﻒ‪ ،‬ﺳﻴﺎﺳﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﺻﻔﺤﺔ ‪.١٢‬‬

‫‪GE.10-02214‬‬ ‫‪40‬‬
‫‪JIU/REP/2010/4‬‬

‫ﻭﺗﻴﺴﲑﹰﺍ ﻟﺘﺤﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﺗﻨﻈﻢ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻸﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺣﻠﻘﺎﺕ ﺍﻟﻌﻤﻞ‪ ،‬ﻭﲡﺮﻱ ﺍﻟﺘﻘﻴﻴﻢ‬
‫ﺍﻟﺬﺍﰐ ﻟﻠﻤﺨﺎﻃﺮ‪ ،‬ﻭﺩﺭﺍﺳﺎﺕ ﺍﺳﺘﻘﺼﺎﺋﻴﺔ‪ ،‬ﻭﻣﻘﺎﺑﻼﺕ ﻭﺗﻌﻘﺪ ﻣﻨﺎﻗﺸﺎﺕ ﲨﺎﻋﻴﺔ‪ .‬ﻭﳝﻜﻦ ﺍﻻﻃﻼﻉ‬
‫ﻋﻠﻰ ﻋﻤﻠﻴﺔ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﺍﳋﺎﺻﺔ ﺑﺎﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ ﰲ ﺍﳌﺮﻓﻖ ﺍﻟﺜﺎﱐ ﻣﻦ ﻫﺬﺍ ﺍﻟﺘﻘﺮﻳﺮ‪.‬‬
‫‪ -١٣٤‬ﻭﻳﺴﺘﺨﺪﻡ ﻋﺪﺩ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ ﺃﺩﻭﺍﺕ ﺗﺼﻮﻳﺖ ﺇﻟﻜﺘﺮﻭﻧﻴﺔ ﻟﺘﺤﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﺍﻟﻜﺒﲑﺓ ﻣﻦ‬
‫ﺑﲔ ﻋﺪﺓ ﳐﺎﻃﺮ ﻣﻘﺘﺮﺣﺔ‪ .‬ﻭﻳﻨﺒﻐﻲ ﻟﻠﻤﻨﻈﻤﺎﺕ ﺍﺧﺘﻴﺎﺭ ﺍﻟﻮﺳﺎﺋﻞ ﺍﻷﻧﺴﺐ ﻻﺣﺘﻴﺎﺟﺎﻬﺗﺎ؛ ﻭﻣﻊ ﺫﻟﻚ‪،‬‬
‫ﻻ ﳚﺐ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻮﺳﺎﺋﻞ ﺫﺍﻬﺗﺎ ﺑﺼﻮﺭﺓ ﻣﺴﺘﻤﺮﺓ‪ ،‬ﺣﱴ ﻻ ﺗﺼﺒﺢ ﻫـﺬﻩ ﺍﳌﻤﺎﺭﺳـﺔ ﺭﻭﺗﻴﻨﻴـﺔ‬
‫ﻭﻣﺘﻜﺮﺭﺓ‪.‬‬
‫‪ -١٣٥‬ﻭﻛﻮﺍﺣﺪ ﻣﻦ ﺍﻟﺪﺭﻭﺱ ﺍﳌﺴﺘﻔﺎﺩﺓ‪ ،‬ﺷﺪﺩ ﺑﻌﺾ ﺍﳌﺴﺆﻭﻟﲔ ﻋﻠﻰ ﺃﻥ ﺣﻠﻘﺎﺕ ﺍﻟﻌﻤﻞ ﲤﺜـﻞ‬
‫ﻗﻴﻤﺔ ﻣﻀﺎﻓﺔ ﻷﻬﻧﺎ ﺗﻴﺴﺮ ﺇﺟﺮﺍﺀ ﻣﻨﺎﻗﺸﺎﺕ ﻫﺎﺩﻓﺔ ﺑﲔ ﳐﺘﻠﻒ ﺍﳉﻬﺎﺕ ﺻﺎﺣﺒﺔ ﺍﳌـﺼﻠﺤﺔ؛ ﻭﻣـﻊ‬
‫ﺫﻟﻚ‪ ،‬ﻻ ﺑﺪ ﻣﻦ ﻭﺟﻮﺩ ﻬﻧﺞ ﻣﺘﺴﻖ‪ .‬ﻭﻻ ﺑﺪ ﻣﻦ ﻭﺿﻊ ﺟﺪﻭﻝ ﺃﻋﻤﺎﻝ ﻭﺍﺿﺢ‪ ،‬ﻭﺟﺪﻭﻝ ﺯﻣـﲏ‪،‬‬
‫ﻭﲢﺪﻳﺪ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﻮﻗﻌﺔ ﻭﺍﺧﺘﻴﺎﺭ ﻣُﻴﺴّﺮ ﺟﻴّﺪ‪ .‬ﻭﰲ ﺣﺎﻟﺔ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣـﻦ ﺃﺣـﺪ ﺍﻻﺳﺘـﺸﺎﺭﻳﲔ‬
‫ﻛﻤُﻴﺴّﺮ‪ ،‬ﻳﻨﺒﻐﻲ ﺃﻥ ﻳﻘﻮﻡ ﺃﺣﺪ ﺍﳌﻮﻇﻔﲔ ﺍﻷﻛﻔﺎﺀ ﰲ ﺍﳌﻨﻈﻤﺔ ﺑﺎﳌﺴﺎﻋﺪﺓ ﰲ ﺍﳌﻨﺎﻗﺸﺎﺕ ﻭﺗﻮﺟﻴﻬﻬﺎ‬
‫ﳓﻮ ﺍﻟﺴﻴﺎﻕ ﺍﶈﺪﺩ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬
‫‪ -١٣٦‬ﻭﻳﻨﺒﻐﻲ ﺃﻥ ﲢﺪﺩ ﺍﳌﺒﺎﺩﺉ ﺍﻟﺘﻮﺟﻴﻬﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺃﺳﺲ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ‪ .‬ﻭﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ‬
‫ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﰲ ﺳﻴﺎﻕ ﺍﻷﻫﺪﺍﻑ ﺍﶈﺪﺩﺓ ﻋﻠﻰ ﻛﺎﻓﺔ ﻣﺴﺘﻮﻳﺎﺕ ﺍﳌﻨﻈﻤﺔ ﳌﺴﺎﻋﺪﻬﺗﺎ ﰲ ﲢﻘﻴـﻖ‬
‫ﻫﺬﻩ ﺍﻷﻫﺪﺍﻑ‪ .‬ﻭﺑﺈﻣﻜﺎﻥ ﻣﺒﺎﺩﺭﺓ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺑﻔﻌﺎﻟﻴﺔ ﳍﺬﻩ ﺍﳊﺎﺟـﺔ‪،‬‬
‫ﻣﻦ ﻣﻨﻈﻮﺭ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻸﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ .‬ﻭﻳﺘﻌﲔ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﰲ ﺳﻴﺎﻕ ﺍﻷﻫﺪﺍﻑ ﻭﺗﺪ ّﺭﺝ‬
‫ﲢﻘﻴﻖ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﻮﻗﻌﺔ ﰲ ﺇﻃﺎﺭ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ‪.‬‬
‫‪ -١٣٧‬ﻭﺃﹸﺛﲑﺕ ﰲ ﺇﻃﺎﺭ ﺍﳌﻘﺎﺑﻼﺕ ﻣﺸﻜﻠﺔ ﻓﺤﻮﺍﻫﺎ ﺻﻌﻮﺑﺔ ﲢﺪﻳﺪ ﻭﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﰲ ﺑﻌـﺾ‬
‫ﺍﻷﺣﻴﺎﻥ ﺑﺴﺒﺐ ﻋﺪﻡ ﻭﺿﻮﺡ ﺍﻷﻫﺪﺍﻑ ﻭﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺘﻮﻗﻌﺔ‪ .‬ﻭﻋﻼﻭﺓ ﻋﻠﻰ ﺫﻟﻚ‪ ،‬ﻓﺈﻥ ﺍﻷﻫـﺪﺍﻑ‬
‫ﺍﶈﺪﺩﺓ ﺭﲰﻴﹰﺎ ﻗﺪ ﻻ ﺗﺴﺎﻋﺪ ﰲ ﻣﻌﺮﻓﺔ ﻛﺎﻓﺔ ﺍﻷﺑﻌﺎﺩ ﺫﺍﺕ ﺍﻟـﺼﻠﺔ ﺑﺎﳌﺨـﺎﻃﺮ ﺍﻟـﱵ ﺗﻮﺍﺟﻬﻬـﺎ‬
‫ﻣﻨﻈﻤﺔ ﻣﺎ‪ .‬ﻭﻧﺘﻴﺠﺔ ﻟﺬﻟﻚ‪ ،‬ﺗﺮﻛﺰ ﺍﳌﻨﻈﻤﺎﺕ ﻋﻠﻰ ﺃﻱ ﻣﻦ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﱵ ﻣﻦ ﺷﺄﻬﻧﺎ ﺗﻴـﺴﲑ‬
‫ﺇﺟﺮﺍﺀ ﻣﻨﺎﻗﺸﺔ ﻫﺎﺩﻓﺔ‪ ،‬ﻛﺄﻫﺪﺍﻑ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﺍﻟﻔﻮﺍﺋﺪ ﺍﳌﺘﻮﻗﻌﺔ‪ ،‬ﻭﺍﻷﻧﺸﻄﺔ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ‪ .‬ﻭﻳﻌﺘـﺮﻑ‬
‫ﺍﳌﻔﺘﺸﺎﻥ ﺑﺄﳘﻴﺔ ﺍﺗﺒﺎﻉ ﻬﻧﺞ ﻳﺘﺴﻢ ﺑﺎﳌﺮﻭﻧﺔ ﰲ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ؛ ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻭﲟﺎ ﺃﻥ ﺍﻟﻐـﺮﺽ ﻣـﻦ‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻫﻮ ﺗﻴﺴﲑ ﺑﻠﻮﻍ ﺍﻷﻫﺪﺍﻑ‪ ،‬ﻓﻴﻨﺒﻐﻲ ﻟﻠﻤﻨﻈﻤﺎﺕ ﺃﻥ ﺗﺴﻌﻰ ﺟﺎﻫﺪﺓ ﺇﱃ ﺍﻟﺮﺑﻂ ﺑـﲔ‬
‫ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﻭﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ‪.‬‬
‫‪ -١٣٨‬ﺇﻥ ﻭﺟﻮﺩ ﺃﻫﺪﺍﻑ ﻭﻧﺘﺎﺋﺞ ﻣﺘﻮﻗﻌﺔ ﳏﺪﺩﺓ ﻭﻗﺎﺑﻠﺔ ﻟﻠﻘﻴﺎﺱ ﻭﳝﻜﻦ ﲢﻘﻴﻘﻬـﺎ ﻭﺫﺍﺕ ﺻـﻠﺔ‬
‫ﻭﳏﺪﺩﺓ ﺍﳌﺪﺓ ﺳﻴﻴﺴّﺮ ﺍﻟﻘﻴﺎﻡ ﺑﻌﻤﻠﻴﺔ ﺳﻠﻴﻤﺔ ﻟﺘﺤﺪﻳﺪ ﻭﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﻣﻦ ﺍﻟﺪﺭﻭﺱ ﺍﻟﱵ ﺍﺳﺘﺨﻠﺼﺘﻬﺎ‬
‫ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ ﺃﻥ ﲢﻘﻴﻖ ﺍﻟﻔﺎﺋﺪﺓ ﺍﻟﻘﺼﻮﻯ ﻣﻦ ﺗﻄﺒﻴﻖ ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻳﺘﻄﻠﺐ ﲢﺴﲔ‬
‫ﻣﺴﺘﻮﻯ ﺩﳎﻬﺎ ﻣﻊ ﻋﻤﻠﻴﺔ ﻭﺿﻊ ﺃﻫﺪﺍﻑ ﺍﻟﺸُﻌﺒﺔ ﺍﳌﻌﻨﻴﺔ ﻭﺍﳌﻮﺍﻓﻘﺔ ﻋﻠﻴﻬﺎ)‪ .(٢٥‬ﻭﳍﺬﺍ ﺍﻟﻐﺮﺽ‪ ،‬ﻳﻌﺘـﱪ‬
‫__________‬
‫‪.CWGRM/4/2/1‬‬ ‫)‪(٢٥‬‬

‫‪41‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﺍﳌﺴﺆﻭﻟﻮﻥ ﺃﻥ ﲢﺪﻳﺪ ﻭﲢﻠﻴﻞ ﺍﳌﺨﺎﻃﺮ ﻳﻨﺒﻐﻲ ﺃﻥ ﻳﺘﻢ ﻋﻨﺪ ﻭﺿﻊ ﺃﻫﺪﺍﻑ ﺍﻟﺸُﻌﺒﺔ‪ .‬ﻭﺗﺸﻤﻞ ﻋﻤﻠﻴﺔ‬
‫ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﺍﳋﺎﺻﺔ ﺑﺎﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻣﺴﺎﳘﺎﺕ ﻣﻦ ﺍﻟﺪﻭﻝ ﺍﻷﻋﻀﺎﺀ‪.‬‬
‫‪ -١٣٩‬ﻭﺗﺪﻋﻮ ﻭﺛﻴﻘﺔ ﺳﻴﺎﺳﺎﺕ ﺍﻟﻴﻮﻧﻴﺴﻴﻒ ﺑﺸﺄﻥ ﺍﳌﺨﺎﻃﺮ ﺇﱃ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﻭﻓﻖ ﺃﻫـﺪﺍﻑ‬
‫ﺍﳌﻨﻈﻤﺔ؛ ﻭﻗﻴﺎﻡ ﺃﻣﺎﻧﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﺑﺎﻟﺘﻌﺎﻭﻥ ﻣﻊ ﻛﺒﺎﺭ ﺍﳌﻮﻇﻔﲔ‪/‬ﺍﻟﻠﺠﻨـﺔ ﺍﳌﻌﻨﻴـﺔ ﺑﺎﳌﺨـﺎﻃﺮ‬
‫ﻭﺍﳌﺪﻳﺮﻳﻦ‪ ،‬ﺑﺈﺟﺮﺍﺀ ﺍﺳﺘﻌﺮﺍﺽ ﺳﻨﻮﻱ ﻟﻠﻤﺠﺎﻻﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﳌﻌﺮﺿﺔ ﻟﻠﻤﺨﺎﻃﺮ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ‪.‬‬
‫‪ -١٤٠‬ﻭﺗﺒﻴّﻦ ﻟﻠﻤﻔﺘﺸﲔ ﺃﻥ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻳﺮﻛﺰ ﺑﺼﻮﺭﺓ ﺃﺳﺎﺳـﻴﺔ‬
‫ﻋﻠﻰ ﺍﻟﺘﻬﺪﻳﺪﺍﺕ‪ .‬ﻭﲦﺔ ﺣﺎﺟﺔ ﺃﻳﻀﹰﺎ ﺇﱃ ﺗﻌﺰﻳﺰ ﲢﺪﻳﺪ ﺍﻟﻔﺮﺹ ﻭﺩﳎﻬﺎ ﺑﻮﺿـﻮﺡ‪ .‬ﻓﻔـﻲ ﺣﺎﻟـﺔ‬
‫ﺍﻟﻴﻮﻧﻴﺪﻭ‪ ،‬ﺗﻮﺿﺢ ﻭﺛﻴﻘﺔ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﺍﳌﻌﻨﻮﻧﺔ "ﻧﻈـﺎﻡ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﻭﺍﻟﻔﺮﺹ" ﻭﻧﻄﺎﻕ ﺗﺄﺛﲑﺍﺕ ﺍﻟﻔﺮﺹ ﺑﺸﻜﻞ ﻣﺴﺘﻘﻞ‪.‬‬

‫ﺍﺠﻤﻟﺎﻻﺕ‪/‬ﺍﻟﻔﺌﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﻠﻤﺨﺎﻃﺮ‪ ،‬ﻭﺑﻴﺌﺔ ﺍﳌﺨﺎﻃﺮ ﻭﺗﻮﺻﻴﻔﻬﺎ‬

‫‪ -١٤١‬ﺗﻮﻓﺮ ﺑﻴﺌﺔ ﺍﳌﺨﺎﻃﺮ ﻗﺎﻋﺪﺓ ﺑﻴﺎﻧﺎﺕ ﺭﺋﻴﺴﻴﺔ ﻟﺘﻌﺮﻳﻒ ﲨﻴﻊ ﺍﳌﺨﺎﻃﺮ ﺍﶈﺘﻤﻠﺔ ﻭﺍﻷﺣـﺪﺍﺙ‬
‫ﺍﶈﻔﻮﻓﺔ ﺑﺎﳌﺨﺎﻃﺮ ﺍﻟﻘﺎﺑﻠﺔ ﻟﻠﺘﻄﺒﻴﻖ ﻋﻠﻰ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﺑﺼﺮﻑ ﺍﻟﻨﻈﺮ ﻋﻦ ﻣـﺪﻯ ﺍﺣﺘﻤـﺎﻝ ﻭﻗﻮﻋﻬـﺎ‬
‫ﻭﺗﺄﺛﲑﺍﻬﺗﺎ‪ .‬ﻭﺗﺸﻤﻞ ﻗﺎﺋﻤﺔ ﺑﺎﳌﺨﺎﻃﺮ ﻣﺼﻨّﻔﺔ ﰲ ﻓﺌﺎﺕ ﺭﺋﻴﺴﻴﺔ ﻭﻓﺮﻋﻴﺔ‪ .‬ﻭﻳﻀﻤﻦ ﺫﻟـﻚ ﺍﺗـﺴﺎﻕ‬
‫ﺗﺼﻨﻴﻒ‪/‬ﺗﺒﻮﻳﺐ ﺍﳌﺨﺎﻃﺮ ﻭﺗﻐﻄﻴﺔ ﺷﺎﻣﻠﺔ ﳉﻤﻴﻊ ﳎﺎﻻﻬﺗﺎ ﺍﻟﺮﺋﻴﺴﻴﺔ‪ .‬ﻭﻋﻠﻴﻪ‪ ،‬ﳝﻜﻦ ﺗﻮﺣﻴﺪ ﻭﲢﻠﻴـﻞ‬
‫ﻭﺭﺻﺪ ﺍﳌﺨﺎﻃﺮ ﺑﺼﻮﺭﺓ ﻫﺎﺩﻓﺔ‪.‬‬
‫‪ -١٤٢‬ﻭﻳﺒﻴّﻦ ﺗﻮﺻﻴﻒ ﺍﳌﺨﺎﻃﺮ ﺣﺎﻟﺘﻬﺎ ﺍﻟﻌﺎﻣﺔ ﻭﻳﻘﺪﻡ ﻟﻜﺒﺎﺭ ﺍﳌﺪﻳﺮﻳﻦ ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺃﻭﻟﻮﻳـﺎﺕ‬
‫ﻭﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﻨﻈﻤﺔ ﻛﻜﻞ‪ .‬ﻭﻫﻮ ﲢﻠﻴﻞ ﳉﻤﻴﻊ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﲟﺎ ﰲ ﺫﻟﻚ ﺍﳌﺨﺎﻃﺮ ﺍﻟﺮﺋﻴـﺴﻴﺔ‬
‫ﻭﺍﻟﻨﺎﺷﺌﺔ ﻭﳎﺎﻻﻬﺗﺎ؛ ﻭﻳﻮﻓﺮ ﺧﺎﺭﻃﺔ ﻟﻠﻤﺨﺎﻃﺮ ﲝﺴﺐ ﻫﻴﺎﻛﻞ ﻭﻣﻮﺍﻗﻊ ﺍﳌﻨﻈﻤﺔ؛ ﻭﻳﻮﺿﺢ ﺃﻱ ﺗﻐﻴﲑ‬
‫ﰲ ﻣﺴﺘﻮﻯ ﺍﳌﺨﺎﻃﺮ ﲟﺨﺘﻠﻒ ﺃﻧﻮﺍﻋﻬﺎ‪ .‬ﻛﻤﺎ ﻳﻴﺴﺮ ﺍﺳﺘﻌﺮﺍﺽ ﻭﺭﺻﺪ ﺍﳌﺨﺎﻃﺮ ﻋﻠـﻰ ﺍﳌـﺴﺘﻮﻯ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ)‪ .(٢٦‬ﻓﻌﻠﻰ ﺳﺒﻴﻞ ﺍﳌﺜﺎﻝ‪ ،‬ﻗﺪ ﻳﺒﻴّﻦ ﺗﺼﺎﻋﺪ ﺍﳌﺨﺎﻃﺮ ﺍﻷﻣﻨﻴﺔ ﻭﺍﳌﺘﻌﻠﻘـﺔ ﺑﺎﻟـﺴﻼﻣﺔ‪،‬‬
‫ﺃﻭ ﻧﺸﻮﺀ ﻣﺸﻜﻠﺔ ﻣﺎﻟﻴﺔ ﻛﺒﲑﺓ‪ ،‬ﺃﻭ ﺃﻥ ﺑﻌﺾ ﺍﳌﺨﺎﻃﺮ ﺍﻟﺴﺎﺋﺪﺓ ﰲ ﺃﺣﺪ ﺍﻷﻗﺎﻟﻴﻢ ﺑﺪﺃﺕ ﺗﻨﺘـﺸﺮ ﰲ‬
‫ﺣﲔ ﺃﻬﻧﺎ ﺗﺘﺮﺍﺟﻊ ﰲ ﻣﻨﺎﻃﻖ ﺃﺧﺮﻯ‪ .‬ﻭﻋﻠﻴﻪ‪ ،‬ﺗﺘﻤﻜﻦ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻣﻦ ﺍﻟﺘﺼﺪﻱ ﳍـﺎ ﺑـﺼﻮﺭﺓ‬
‫ﺍﺳﺘﺒﺎﻗﻴﺔ ﻭﲣﺼﻴﺺ ﺍﳌﻮﺍﺭﺩ ﺑﻨﺎ ًﺀ ﻋﻠﻰ ﺫﻟﻚ‪.‬‬
‫‪ -١٤٣‬ﻭﳝﻜﻦ ﺍﻻﻃﻼﻉ ﰲ ﺍﳌﺮﻓﻖ ﺍﻟﺜﺎﻟﺚ ﻋﻠﻰ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﺘﺎﺣﺔ ﺑﺸﺄﻥ ﺍﺠﻤﻟﺎﻻﺕ‪/‬ﺍﻟﻔﺌﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ‬
‫ﻟﻠﻤﺨﺎﻃﺮ ﺍﻟﱵ ﺗﺘﻌﺮﺽ ﳍﺎ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻸﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ .‬ﻭﻫﻮ ﻳﺒﻴّﻦ ﺃﻥ ﻓﺌﺎﺕ ﺍﳌﺨﺎﻃﺮ ﺍﻟﻌﺎﻣﺔ ﰲ‬
‫ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺫﺍﺕ ﻃﺎﺑﻊ ﺗﻨﻔﻴﺬﻱ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻲ ﻭﻣﺎﱄ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻫﻨﺎﻙ ﺍﺧﺘﻼﻓـﺎﺕ‬
‫ﻛﺒﲑﺓ ﺑﲔ ﺍﳌﻨﻈﻤﺎﺕ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﺠﻤﻟﺎﻻﺕ‪/‬ﺍﻟﻔﺌﺎﺕ ﺍﻷﺧﺮﻯ ﻟﻠﻤﺨﺎﻃﺮ‪ .‬ﻭﲟﺎ ﺃﻥ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺘﺎﺑﻌﺔ‬
‫ﻟﻸﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻟﺪﻳﻬﺎ ﺃﻭﺟﻪ ﺗﺸﺎﺑﻪ ﺃﻛﺜﺮ ﻣﻦ ﺍﻻﺧﺘﻼﻓﺎﺕ‪ ،‬ﻓﻤﻦ ﺍﻟﺼﻌﺐ ﺗﱪﻳﺮ ﻫﺬﺍ ﺍﻟﺘﺒﺎﻳﻦ ﺍﻟﻜﺒﲑ‬
‫ﰲ ﻓﺌﺎﺕ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﻫﺬﺍ ﺍﻟﻮﺿﻊ ﻻ ﻳُﻤﻜﹼﻦ ﻣﻦ ﺗﻮﺻﻴﻒ ﻭﺭﺻﺪ ﺍﳌﺨﺎﻃﺮ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻮﻣﺔ‪.‬‬
‫__________‬
‫‪United Kingdom, The Orange Book: Management of Risk - Principles and Concepts (Norwich,‬‬ ‫)‪(٢٦‬‬
‫‪.HM Treasury, 2004), p. 20‬‬

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‫‪JIU/REP/2010/4‬‬

‫ﺍﻟﻨُﻬﺞ ﺍﻟﺘﻨﺎﺯﻟﻴﺔ ﻭﺍﻟﺘﺼﺎﻋﺪﻳﺔ‬

‫‪ -١٤٤‬ﰲ ﺳﻴﺎﻕ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﺗﺘﺒﻊ ﺍﳌﻨﻈﻤﺎﺕ ﻬﻧﺠﹰﺎ ﺗﺼﺎﻋﺪﻳﹰﺎ )ﻣـﻦ ﻣـﺴﺘﻮﻳﺎﺕ‬
‫ﺍﻟﻮﺣﺪﺍﺕ ﻭﺍﻟﺸُﻌﺐ( ﺃﻭ ﺗﻨﺎﺯﻟﻴﹰﺎ )ﻣﻦ ﻣﺴﺘﻮﻯ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ(‪ ،‬ﺃﻭ ﺗﺴﺘﺨﺪﻡ ﺗﺸﻜﻴﻠﺔ ﻣﻦ ﻫـﺬﻳﻦ‬
‫ﺍﻟﻨﻬﺠﲔ‪ .‬ﻭﺗﺒﻴّﻦ ﺍﻟﺘﺠﺮﺑﺔ ﺃﻥ ﺍﺳﺘﺨﺪﺍﻡ ﺗﻮﻟﻴﻔﺔ ﻣﻦ ﺍﻟﻨﻬﺠﲔ ﻳـﺆﺩﻱ ﺇﱃ ﻧﺘﻴﺠـﺔ ﺃﻓـﻀﻞ‪ .‬ﻭﰲ‬
‫ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﻜﺒﲑﺓ ﺫﺍﺕ ﺍﻷﻧﺸﻄﺔ ﺍﳌﺘﻨﻮﻋﺔ ﻭﺍﻟﻮﺟﻮﺩ ﺍﳌﻴﺪﺍﱐ ﺍﳌﻜﺜﻒ‪ ،‬ﻣﻦ ﺍﳌﻬﻢ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻨـﻬﺞ‬
‫ﺍﻟﺘﺼﺎﻋﺪﻱ ﻣﻊ ﺍﻟﻨﻬﺞ ﺍﻟﺘﻨﺎﺯﱄ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻓﺈﻥ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﻻ ﻳﻘﺘﺼﺮ ﻋﻠﻰ ﻫﺬﻳﻦ ﺍﻟﻨﻬﺠﲔ‪.‬‬
‫ﻭﳝﻜﻦ ﺇﺟﺮﺍﺀ ﺍﺳﺘﻌﺮﺍﺽ ﳏﺪﺩ ﺍﳍﺪﻑ ﻳﺮﻛﺰ ﻋﻠﻰ ﺍﻟﻘﻠﻴﻞ ﻣﻦ ﺍﻷﻧﺸﻄﺔ ﺍﶈـﺪﺩﺓ‪ ،‬ﻻ ﺳـﻴﻤﺎ ﰲ‬
‫ﻼ ﻟﻠﻤﺨﺎﻃﺮ‪.‬‬ ‫ﺍﺠﻤﻟﺎﻻﺕ ﺍﳌﻌﺮﺿﺔ ﺃﺻ ﹰ‬
‫‪ -١٤٥‬ﻭﻳﻮﺩ ﺍﳌﻔﺘﺸﺎﻥ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺃﻧﻪ ﻻ ﻳﻨﺒﻐﻲ ﲡﺎﻫﻞ ﺍﻟﻨﻬﺞ ﺍﻟﺘﻨﺎﺯﱄ ﻟﺘﺤﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﻋﻠـﻰ‬
‫ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ‪ .‬ﻭﳑﺎ ﻻﺷﻚ ﻓﻴﻪ ﺃﻥ ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﺃﻥ ﺗﻮﻓﺮ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺭﺅﻳﺔ ﺗﻨﺎﺯﻟﻴﺔ‬
‫ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ‪ .‬ﻭﰲ ﺣﲔ ﳝﻜﻦ ﻟﻜﻞ ﻭﺣﺪﺓ ﰲ ﻣﻨﻈﻤﺔ ﻣﺎ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﻣﻦ ﻭﺟﻬﺔ ﻧﻈﺮﻫﺎ‪،‬‬
‫ﻓﺈﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‪ ،‬ﻋﻨﺪﻣﺎ ﺗﻀﻊ ﰲ ﺍﻋﺘﺒﺎﺭﻫﺎ ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﰎ ﲢﺪﻳﺪﻫﺎ ﰲ ﲨﻴﻊ ﺃﺟﺰﺍﺀ ﺍﳌﻨﻈﻤـﺔ‪،‬‬
‫ﺗﺘﻮﻓﺮ ﻟﺪﻳﻬﺎ ﺃﻓﻀﻠﻴﺔ ﺭﺅﻳﺔ ﻭﺗﻘﻴﻴﻢ ﻫﺬﻩ ﺍﳌﺨﺎﻃﺮ ﻣﻦ ﻣﻨﻈﻮﺭ ﺍﳌﻨﻈﻤﺔ ﻛﻜﻞ‪ .‬ﻭﺍﺳـﺘﺨﺪﺍﻡ ﺍﻟﻨـﻬﺞ‬
‫ﺍﻟﺘﻨﺎﺯﱄ ﻓﻘﻂ ﻳﻜﻮﻥ ﻣﺂﻟﻪ ﺍﻟﻔﺸﻞ ﻷﻧﻪ ﻻ ﻳﻌﻜﺲ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﱵ ﻳﺘﻮﺻﻞ ﺇﻟﻴﻬﺎ ﺍﻷﺷﺨﺎﺹ ﺍﻟﻌـﺎﻣﻠﻮﻥ‬
‫ﰲ ﺍﳋﻄﻮﻁ ﺍﻷﻣﺎﻣﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬
‫‪ -١٤٦‬ﻭﰲ ﺑﺮﻧﺎﻣﺞ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺍﻹﳕﺎﺋﻲ‪ ،‬ﺗُﺤﺪﺩ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻋﻦ ﻃﺮﻳﻖ ﺛﻼﺙ ﻋﻤﻠﻴﺎﺕ‬
‫ﺭﺋﻴﺴﻴﺔ‪ ‘١‘ :‬ﺍﻹﺣﺎﻟﺔ ﻣﻦ ﺍﳌﻜﺎﺗﺐ ﺍﻟﻘﻄﺮﻳﺔ ﻭﺍﻟﻮﺣﺪﺍﺕ ﺍﻷﺧﺮﻯ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﻨﻈﺎﻡ ﺍﻹﻟﻜﺘـﺮﻭﱐ‬
‫ﻟﻠﻤﺨﺎﻃﺮ؛ ‘‪ ‘٢‬ﺍﳌﻘﺎﺑﻼﺕ ﺍﻟﱵ ﺗُﺠﺮﻯ ﻣﻊ ﻣﺪﻳﺮﻱ ﺍﳌﻜﺎﺗﺐ؛ ‘‪ ‘٣‬ﺍﻟﺘﺤﻠﻴﻼﺕ ﺍﻟﱵ ﲡﺮﻳﻬﺎ ﺃﻣﺎﻧـﺔ‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﺗﻘﻮﻡ ﺍﻟﻠﺠﻨﺔ ﺍﳌﻌﻨﻴﺔ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺑﺎﺳـﺘﻌﺮﺍﺽ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﻭﻛﻴﻔﻴﺔ ﻣﻌﺎﳉﺘﻬﺎ ﻭﺍﲣﺎﺫ ﻗﺮﺍﺭ ﻬﺑﺬﺍ ﺍﻟﺸﺄﻥ‪ .‬ﻭﻳﺴﺘﺨﺪﻡ ﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﺪﻭﱄ ﻟﻠﺘﻨﻤﻴﺔ ﺍﻟﺰﺭﺍﻋﻴﺔ‬
‫ﺍﻟﻨﻬﺠﲔ ﺍﻟﺘﺼﺎﻋﺪﻱ ﻭﺍﻟﺘﻨﺎﺯﱄ ﻟﺘﺤﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﺗُﺮﻓﻊ ﺍﳌﺨﺎﻃﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺇﱃ ﻣـﺴﺘﻮﻯ ﺃﻋﻠـﻰ‬
‫ﺣﻴﺚ ﺗﺴﺘﺨﺪﻡ ﻋﻤﻠﻴﺔ ﺍﻧﺘﻘﺎﺀ ﻟﺘﺤﺪﻳﺪ ﺃﻫﻢ ﺍﳌﺨﺎﻃﺮ )ﺍﻟﺘﺼﻮﻳﺖ ﺃﻭ ﹰﻻ ﰒ ﺗﻮﺍﻓﻖ ﺍﻵﺭﺍﺀ(‪.‬‬
‫‪ -١٤٧‬ﻭﺍﺳﺘُﺨﺪﻡ ﺍﻟﻨﻬﺞ ﺍﻟﺘﺼﺎﻋﺪﻱ ﺑﻐﻴﺔ ﻭﺿﻊ ﺳﺠﻞ ﻟﻠﻤﺨﺎﻃﺮ ﰲ ﺃﻣﺎﻧـﺔ ﺍﳌﻨﻈﻤـﺔ ﺍﻟﻌﺎﳌﻴـﺔ‬
‫ﻟﻸﺭﺻﺎﺩ ﺍﳉﻮﻳﺔ‪ .‬ﻭﻧُﻈﻤﺖ ﺣﻠﻘﺎﺕ ﻋﻤﻞ ﺑﺸﺄﻥ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﻹﺩﺍﺭﺍﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ‪ ،‬ﻭﺑﺼﻮﺭﺓ ﻣﺴﺘﻘﻠﺔ‬
‫ﳌﻮﻇﻔﻲ ﻓﺌﺔ ﺍﳋﺪﻣﺎﺕ ﺍﻟﻌﺎﻣﺔ‪ .‬ﻭﺧﻼﻝ ﺍﳊﺼﺔ ﺍﻷﻭﱃ ﻣﻦ ﺣﻠﻘﺔ ﺍﻟﻌﻤﻞ ﺍﻟـﱵ ﻧُﻈﻤـﺖ‪ ،‬ﺣـﺪﺩ‬
‫ﺍﳌﺸﺎﺭﻛﻮﻥ ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﺗﻮﺍﺟﻪ ﺇﺩﺍﺭﺍﻬﺗﻢ ﻭﺍﻷﻣﺎﻧﺔ ﺑﺸﻜﻞ ﻋﺎﻡ‪ ،‬ﻭﺟـﺮﻯ ﺍﻟﺘـﺼﻮﻳﺖ ﻟﺘﺮﺗﻴـﺐ‬
‫ﺗﺄﺛﲑﺍﺕ ﻫﺬﻩ ﺍﳌﺨﺎﻃﺮ ﻭﻣﺪﻯ ﺗﻌ ّﺮﺽ ﺍﳌﻨﻈﻤﺔ ﳍﺎ‪ .‬ﻭﰲ ﺍﳊـﺼﺔ ﺍﻟﺜﺎﻧﻴـﺔ ﻭﺿـﻊ ﺍﳌـﺸﺎﺭﻛﻮﻥ‬
‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻣﻌﺎﳉﺔ ﻷﻫﻢ ﺍﳌﺨﺎﻃﺮ )ﲟﺎ ﰲ ﺫﻟﻚ ﲢﺪﻳﺪ ﺍﳉﻬﺔ ﺍﳌﺴﺆﻭﻟﺔ ﻋﻦ ﻣﻮﺍﺟﻬﺔ ﺍﳌﺨـﺎﻃﺮ‪،‬‬
‫ﻭﺧﻄﻂ ﺍﻟﻌﻤﻞ ﻭﺍﳉﺪﺍﻭﻝ ﺍﻟﺰﻣﻨﻴﺔ()‪.(٢٧‬‬

‫__________‬
‫)‪ (٢٧‬ﻣﻜﺘﺐ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ ﺍﻟﻌﺎﳌﻴﺔ ﻟﻸﺭﺻﺎﺩ ﺍﳉﻮﻳﺔ‪ ،‬ﺗﻘﺮﻳﺮ ﺍﳌﺴﺎﺀﻟﺔ ﺍﻟﺴﻨﻮﻱ‪ ،‬ﺍﻟﻮﺛﻴﻘـﺔ )‪،EC-LXII/Rep.7.2(6‬‬
‫ﺍﻹﺿﺎﻓﺔ ﺑﺎﺀ‪ ،‬ﺻﻔﺤﺔ ‪.٩‬‬

‫‪43‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫‪ -١٤٨‬ﻭﻳﺘﺒﻊ ﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﻌﺎﳌﻲ ﳌﻜﺎﻓﺤﺔ ﺍﻹﻳﺪﺯ ﻭﺍﻟﺴﻞ ﻭﺍﳌﻼﺭﻳﺎ ﻬﻧﺠﹰﺎ ﻣﺰﺩﻭﺟًﹰﺎ ﻟﺘﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ‬
‫ﻭﲢﺪﻳﺪ ﺃﻭﻟﻮﻳﺎﻬﺗﺎ‪ :‬ﺍﺳﺘﻌﺮﺍﺽ ﺍﳌﺴﺘﻮﻯ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ )ﺗﻨﺎﺯﱄ( ﻭﺍﺳﺘﻌﺮﺍﺽ ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﻨﻔﻴﺬﻱ)‪.(٢٨‬‬
‫ﻭﺧﻼﻝ ﺃﺣﺪﺙ ﻋﻤﻠﻴﺔ ﻟﺘﺤﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﺷُﺠﻌﺖ ﺍﻟﻔﺮﻕ ﻋﻠﻰ ﺍﻻﻟﺘﻘﺎﺀ ﻭﺍﻻﺗﻔﺎﻕ ﺑﺸﺄﻥ ﺍﳌﺨﺎﻃﺮ؛‬
‫ﰒ ﺍﻟﺘﻘﻰ ﻣﺪﻳﺮﻭ ﺍﻟﻮﺣﺪﺍﺕ ﺧﺎﺭﺝ ﻣﻮﺍﻗﻊ ﻋﻤﻠﻬﻢ ﺑﻐﺮﺽ ﺍﺳﺘﻌﺮﺍﺽ ﺍﳌﺨﺎﻃﺮ ﻭﺍﻻﺗﻔـﺎﻕ ﺑـﺸﺄﻬﻧﺎ‬
‫ﻭﺇﺿﺎﻓﺔ ﺍﳌﺰﻳﺪ ﻣﻦ ﺍﳌﺨﺎﻃﺮ ﺇﺫﺍ ﻛﺎﻥ ﺫﻟﻚ ﺿﺮﻭﺭﻳﹰﺎ‪ .‬ﻭﻋﻘﺐ ﺫﻟﻚ‪ ،‬ﰎ ﺧﻼﻝ ﻟﻘﺎﺀ ﰲ ﻣﻌﺘﻜـﻒ‬
‫ﺍﻟﺘﺼﺪﻳﻖ ﻋﻠﻰ ﺍﳌﺨﺎﻃﺮ ﻭﲢﺪﻳﺪ ﺃﻭﻟﻮﻳﺎﻬﺗﺎ‪ ،‬ﻭﴰﻞ ﺫﻟﻚ ﺇﺿﺎﻓﺔ ﳐﺎﻃﺮ ﺟﺪﻳﺪﺓ‪.‬‬
‫‪ -١٤٩‬ﻭﰲ ﻭﺍﺣﺪﺓ ﻣﻦ ﺍﻹﺩﺍﺭﺍﺕ )ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ ﻟﻠﺸﺆﻭﻥ ﺍﻟﺒﺤﺮﻳﺔ ﻭﻣﺼﺎﻳﺪ ﺍﻷﲰﺎﻙ( ﺍﻟﺘﺎﺑﻌـﺔ‬
‫ﻟﻠﻤﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ ﺍﻟﱵ ﺃﺟﺮﻯ ﻓﻴﻬﺎ ﺍﳌﻔﺘﺸﺎﻥ ﺇﺣﺪﻯ ﺍﳌﻘﺎﺑﻼﺕ‪ ،‬ﺗُﺤﺪﺩ ﺍﳌﺨﺎﻃﺮ ﰲ ﺳﻴﺎﻕ ‪٢٢‬‬
‫ﻋﻤﻠﻴﺔ ﻭﻣﺎ ﺗﺘﻀﻤﻨﻪ ﻣﻦ ﺃﻧﺸﻄﺔ‪ .‬ﻭﺃﻭﺿﺢ ﺍﳌﺴﺆﻭﻟﻮﻥ ﺃﻥ ﻫﻨﺎﻙ ﺣﻠﻘﺎﺕ ﻋﻤﻞ ﻟﺘﺤﺪﻳﺪ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺗُﻨﻈﻢ ﻋﻨﺪﻣﺎ ﺗﻜﻮﻥ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻣﺸﺘﺮﻛﺔ ﺑﲔ ﺍﻹﺩﺍﺭﺍﺕ‪ ،‬ﻭﻳﺸﺎﺭﻙ ﻓﻴﻬﺎ ﻣﻮﻇﻔﻮﻥ ﺭﺋﻴـﺴﻴﻮﻥ ﻣـﻦ‬
‫ﲨﻴﻊ ﺍﻹﺩﺍﺭﺍﺕ ﺍﳌﻌﻨﻴﺔ‪ .‬ﻭﻣﻦ ﺷﺄﻥ ﺫﻟﻚ ﺗﻴﺴﲑ ﺍﳊﻮﺍﺭ ﺑﲔ ﺍﳉﻬﺎﺕ ﺍﳌـﺴﺆﻭﻟﺔ ﻋـﻦ ﻣﻮﺍﺟﻬـﺔ‬
‫ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻭﺍﻟﺘﻤﻜﲔ ﻣﻦ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﺑﺸﻜﻞ ﻓﻌﺎﻝ‪ ،‬ﳑﺎ ﻳﺆﺩﻱ ﺑﺎﻟﺘﺎﱄ ﺇﱃ ﺗﻌﺰﻳـﺰ ﺍﻟـﻀﻮﺍﺑﻂ‬
‫ﺍﻟﺪﺍﺧﻠﻴﺔ‪.‬‬

‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﺄﺻﻠﺔ ﻣﻘﺎﺑﻞ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﺒﻘﻴﺔ‬

‫‪ -١٥٠‬ﳝﻜﻦ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﻭﺗﻘﻴﻴﻤﻬﺎ ﻋﻠﻰ ﺃﻬﻧﺎ ﻣﺘﺄﺻﻠﺔ ﺃﻭ ﻣﺘﺒﻘﻴﺔ‪ .‬ﻓﺎﳌﺨﺎﻃﺮ ﺍﻟﱵ ﻻ ﺗﻮﺟﺪ ﺃﻱ‬
‫ﺿﻮﺍﺑﻂ ﻟﻠﺘﺼﺪﻱ ﳍﺎ ﺗﻮﺻﻒ ﺑﺄﻬﻧﺎ ﻣﺘﺄﺻﻠﺔ‪ .‬ﻭﺗﻮﺻﻒ ﺍﳌﺨﺎﻃﺮ ﺑﺄﻬﻧﺎ ﻣﺘﺒﻘﻴﺔ ﺑﻌﺪ ﻭﺿﻊ ﺿـﻮﺍﺑﻂ‬
‫ﻟﻠﺘﻌﺎﻣﻞ ﻣﻌﻬﺎ‪ .‬ﻭﺍﻟﺘﻔﻜﲑ ﺑﺸﺄﻥ ﺍﳌﺨﺎﻃﺮ ﻏﺎﻟﺒﹰﺎ ﻣﺎ ﻳﺮﻛﺰ ﻋﻠﻰ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﺒﻘﻴﺔ‪ ،‬ﻷﻥ ﺫﻟـﻚ ﻳـﺒﲔ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﺗﻮﺍﺟﻪ ﺍﳌﻨﻈﻤﺔ ﺑﺼﻮﺭﺓ ﻓﻌﻠﻴﺔ‪ .‬ﻭﺗﻨﺤﻮ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻸﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺇﱃ ﺍﺳﺘﺨﺪﺍﻡ‬
‫ﺧﻄﻮﺓ ﻭﺍﺣﺪﺓ ﻓﻘﻂ ﻟﺘﺤﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﺒﻘﻴﺔ ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮ‪ ،‬ﻣﻊ ﺃﻬﻧﺎ ﱂ ﺗﻮﺻﻒ ﺑﻮﺿﻮﺡ ﻋﻠـﻰ‬
‫ﺃﻬﻧﺎ ﳐﺎﻃﺮ ﻣﺘﺒﻘﻴﺔ‪ .‬ﻭﺍﻟﺴﺒﺐ ﻫﻮ ﻋﺪﻡ ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﻣﻦ ﺟﺎﻧﺐ ﺍﳌﻬﻨﻴﲔ ﺍﳌﻌﻨﻴﲔ ﲟﺴﺄﻟﺔ ﺍﳌﺨـﺎﻃﺮ‬
‫ﻭﺇﳕﺎ ﻣﻦ ﺟﺎﻧﺐ ﺍﳌﺪﻳﺮﻳﻦ ﻭﺍﳌﻮﻇﻔﲔ ﺍﻟﺬﻳﻦ ﻳﻔﻜﺮﻭﻥ ﺑﺼﻮﺭﺓ ﺑﺪﻳﻬﻴﺔ ﰲ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﺒﻘﻴﺔ‪.‬‬
‫‪ -١٥١‬ﻭﳚﺐ ﻋﻠﻰ ﺍﳌﻨﻈﻤﺎﺕ ﺍﺧﺘﻴﺎﺭ ﺍﻷﺳﺎﻟﻴﺐ ﺍﳌﻔﻀﻠﺔ ﻟﺪﻳﻬﺎ ﻋﻠﻰ ﺃﺳﺎﺱ ﻣﺮﺣﻠـﺔ ﻭﺩﺭﺟـﺔ‬
‫ﺇﺗﻘﺎﻥ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﺑﺒﺴﺎﻃﺔ‪ ،‬ﻓﺈﻥ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﺒﻘﻴﺔ ﻣﻔﻴـﺪ ﻓﻘـﻂ ﰲ‬
‫ﺍﳌﺮﺍﺣﻞ ﺍﳌﺒﻜﺮﺓ ﻟﺘﻌﻠﻢ ﻭﺍﻋﺘﻤﺎﺩ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ؛ ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﺍﻗﺘﺮﺡ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻧﻪ ﻳﻨﺒﻐﻲ ﻟﻠﻤﻨﻈﻤﺎﺕ‬
‫ﺍﻟﺘﺤﻮﻝ‪ ،‬ﻣﻊ ﺗﻘﺪﻡ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻨﻔﻴﺬ‪ ،‬ﺇﱃ ﺗﻌﺮﻳﻒ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﺄﺻﻠﺔ ﻭﺍﳌﺘﺒﻘﻴﺔ ﻋﻠﻰ ﺣﺪ ﺳﻮﺍﺀ‪ ،‬ﻟﻜـﻲ‬
‫ﺗﺼﺒﺢ ﺍﻟﻌﻤﻠﻴﺔ ﺃﻛﺜﺮ ﻓﺎﺋﺪﺓ ﻭﻫﺎﺩﻓﺔ‪ .‬ﻓﺎﻻﻋﺘﻤﺎﺩ ﻓﻘﻂ ﻋﻠﻰ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﺒﻘﻴﺔ ﻗﺪ ﻳـﺆﺩﻱ ﺇﱃ‬
‫ﻓﻘﺪﺍﻥ ﻣﻌﻠﻮﻣﺎﺕ ﳝﻜﻦ ﺃﻥ ﺗﻜﻮﻥ ﻣﻔﻴﺪﺓ ﺑﺸﺄﻥ ﻣﺎ ﺗﻮﺍﺟﻬﻪ ﺍﳌﻨﻈﻤﺔ ﻣﻦ ﺃﺣﺪﺍﺙ ﳏﻔﻮﻓﺔ ﺑﺎﳌﺨﺎﻃﺮ‪،‬‬
‫ﻛﻤﺎ ﳚﻌﻞ ﺍﻟﻌﻤﻠﻴﺔ ﺃﺑﺴﻂ ﳑﺎ ﻳﻨﺒﻐﻲ ﻟﻼﺳﺘﻔﺎﺩﺓ ﻣﻨﻬﺎ‪ .‬ﻓﻔﻲ ﳎﺎﻝ ﺍﳌﺮﺍﻗﺒﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﻌﻠﻘﺔ‬
‫ﺑﺎﻟﻌﻤﻠﻴﺎﺕ ﻋﻠﻰ ﻭﺟﻪ ﺍﳋﺼﻮﺹ‪ ،‬ﻻ ﺑﺪ ﻣﻦ ﲢﺪﻳﺪ ﻭﺗﻮﺛﻴﻖ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﺄﺻﻠﺔ‪ ،‬ﻭﺇﺟﺮﺍﺀﺍﺕ ﺍﳌﺮﺍﻗﺒﺔ‬
‫ﻭﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﺒﻘﻴﺔ ﻛﺄﺳﺎﺱ ﻟﻮﺿﻊ ﻧﻈﺎﻡ ﺳﻠﻴﻢ ﻟﻠﻤﺮﺍﻗﺒﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﰲ ﺍﳌﻨﻈﻤﺔ‪.‬‬
‫__________‬
‫‪.١٢ -٣‬‬ ‫)‪ (٢٨‬ﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﻌﺎﳌﻲ ﳌﻜﺎﻓﺤﺔ ﺍﻹﻳﺪﺯ ﻭﺍﻟﺴﻞ ﻭﺍﳌﻼﺭﻳﺎ‪ ،‬ﺇﻃﺎﺭ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ )‪ ،(٢٠٠٩‬ﺍﻟﻔﻘﺮﺓ‬

‫‪GE.10-02214‬‬ ‫‪44‬‬
‫‪JIU/REP/2010/4‬‬

‫‪ -١٥٢‬ﻭﺗﻘﻮﻡ ﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ ﺑﺘﺤﺪﻳﺪ ﻭﺗﻮﺛﻴﻖ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﺄﺻﻠﺔ‪ ،‬ﻭﺍﻟﻀﻮﺍﺑﻂ ﺍﳌﻮﺟﻮﺩﺓ‪ ،‬ﰒ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﺒﻘﻴﺔ ﰲ ﻬﻧﺎﻳﺔ ﺍﻷﻣﺮ‪ .‬ﻭﺗﻘﻮﻡ ﻣﻨﻈﻤﺔ ﺍﻷﻣﻦ ﻭﺍﻟﺘﻌﺎﻭﻥ ﰲ ﺃﻭﺭﻭﺑﺎ ﺑﺘﺤﺪﻳﺪ ﻭﺗﻮﺛﻴﻖ ﺍﳌﺨﺎﻃﺮ‬
‫ﺍﳌﺘﺄﺻﻠﺔ؛ ﻭﺗﻘﻴﻴﻢ ﻭﺗﻮﺛﻴﻖ ﺍﳌﺨﺎﻃﺮ ﺍﳊﺎﻟﻴﺔ‪ ،‬ﻭﺫﻟﻚ ﺍﺳﺘﻨﺎﺩﹰﺍ ﺇﱃ ﺍﻟﻀﻮﺍﺑﻂ ﺍﳌﻮﺟﻮﺩﺓ؛ ﻛﻤـﺎ ﺗﻘـﻴّﻢ‬
‫ﻓﻌﺎﻟﻴﺔ ﻫﺬﻩ ﺍﻟﻀﻮﺍﺑﻂ ﻋﻦ ﻃﺮﻳﻖ ﺇﺟﺮﺍﺀ ﺍﺧﺘﺒﺎﺭﺍﺕ ﻟﻜﻞ ﻭﺍﺣﺪ ﻣﻨﻬﺎ‪ .‬ﻭﺃﺧﲑﺍﹰ‪ ،‬ﺗﻘﻮﻡ ﻣﻨﻈﻤﺔ ﺍﻷﻣﻦ‬
‫ﻭﺍﻟﺘﻌﺎﻭﻥ ﺑﺘﻘﻴﻴﻢ ﻭﺗﻮﺛﻴﻖ ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﰎ ﺍﻟﺘﺤﻘﻖ ﻣﻨﻬﺎ ﺁﺧﺬﺓ ﰲ ﺍﻻﻋﺘﺒﺎﺭ ﻓﻌﺎﻟﻴﺔ ﺍﻟﻀﻮﺍﺑﻂ ﺍﳌﻘﺘﺮﺣﺔ‬
‫ﻼ‪.‬‬
‫ﺍﳌﺨﻄﻂ ﻟﺘﻄﻮﻳﺮﻫﺎ ﻣﺴﺘﻘﺒ ﹰ‬

‫‘‪ ‘٢‬ﲢﻠﻴﻞ ﻭﺗﻘﺪﻳﺮ ﻭﻣﻌﺎﳉﺔ ﺍﳌﺨﺎﻃﺮ‬

‫‪ -١٥٣‬ﻳﺸﻤﻞ ﲢﻠﻴﻞ ﻭﺗﻘﺪﻳﺮ ﺍﳌﺨﺎﻃﺮ ﺛﻼﺛﺔ ﻣﺴﺘﻮﻳﺎﺕ ﻗﻴﺎﺱ ﻫﻲ ‪ -‬ﺗﺄﺛﲑﻫﺎ‪ ،‬ﻭﺍﺣﺘﻤﺎﻝ ﻭﻗﻮﻋﻬﺎ‪،‬‬
‫ﻭﻣﺴﺘﻮﺍﻫﺎ )ﺍﻧﻈﺮ ﺍﻟﺸﻜﻞ ﺃﺩﻧﺎﻩ(‪ .‬ﻭﺗﻮﺿﺢ ﺍﳌﻌﺎﺩﻟﺔ ﺍﻟﺘﺎﻟﻴﺔ ﺍﻟﻌﻼﻗﺔ ﺑﲔ ﻫﺬﻩ ﺍﻟﻘﻴﺎﺳﺎﺕ‪ :‬ﻣـﺴﺘﻮﻯ‬
‫ﺍﳌﺨﺎﻃﺮﺓ = ﺍﻟﺘﺄﺛﲑ ‪ x‬ﺍﺣﺘﻤﺎﻝ ﺍﻟﻮﻗﻮﻉ‪ .‬ﻭﻳﺘﻢ ﲢﻠﻴﻞ ﺍﳌﺨﺎﻃﺮ ﺑﺘﻘﺪﻳﺮ ﺍﺣﺘﻤﺎﻝ ﻭﻗﻮﻉ ﺍﳋﻄﺮ ﻭﺗﺄﺛﲑﻩ‬
‫ﻋﻨﺪ ﻭﻗﻮﻋﻪ‪ .‬ﻭﺍﺳﺘﻨﺎﺩﹰﺍ ﺇﱃ ﲢﻠﻴﻞ ﺍﻟﺘﺄﺛﲑ ﻭﺍﺣﺘﻤﺎﻝ ﺍﻟﻮﻗﻮﻉ‪ ،‬ﻳﻨﺒﻐﻲ ﺇﺟﺮﺍﺀ ﺗﻘﺪﻳﺮ ﻟﻜﻞ ﻭﺍﺣﺪ ﻣـﻦ‬
‫ﺍﳌﺨﺎﻃﺮ ﻟﺘﺤﺪﻳﺪ ﺃﳘﻴﺔ‪/‬ﻣﺴﺘﻮﻯ ﺍﳋﻄﺮ‪.‬‬
‫‪ -١٥٤‬ﻳﻨﺒﻐﻲ ﺃﻥ ﻳﻜﻮﻥ ﻟﺘﺄﺛﲑ ﺍﳋﻄﺮ ﻭﺍﺣﺘﻤﺎﻝ ﻭﻗﻮﻋﻪ ﻭﻣﺴﺘﻮﺍﻩ ﻓﺌﺎﺕ ﳏﺪﺩﺓ ﻻﺳـﺘﺨﺪﺍﻣﻬﺎ ﰲ‬
‫ﺍﻟﺘﻘﻴﻴﻢ‪ ،‬ﻣﻦ ﻗﺒﻴﻞ ﻗﻠﻴﻞ‪ ،‬ﻣﺘﻮﺳﻂ‪ ،‬ﺷﺪﻳﺪ‪ .‬ﻭﻻ ﻳﻮﺟﺪ ﻣﻌﻴﺎﺭ ﳛﺪﺩ ﻋﺪﺩ ﻭﻣﺴﻤﻴﺎﺕ ﺍﻟﻔﺌﺎﺕ‪ .‬ﻭﻣﻊ‬
‫ﺫﻟﻚ‪ ،‬ﻣﻦ ﺍﳌﻬﻢ‪ ،‬ﺃﻳﹰﺎ ﻛﺎﻧﺖ ﺍﻟﻔﺌﺎﺕ ﺍﳌﺴﺘﺨﺪﻣﺔ‪ ،‬ﺗﻄﺒﻴﻘﻬﺎ ﻋﻠﻰ ﻛﻞ ﺍﳌﻨﻈﻤﺔ ﻟﻜﻲ ﻳﻜﻮﻥ ﺗﻘﻴـﻴﻢ‬
‫ﻼ ﻟﻠﻤﻘﺎﺭﻧﺔ‪ ،‬ﲝﻴﺚ ﻳﺘﻢ ﲡﻤﻴﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﲢﻠﻴﻠﻬﺎ ﺑﺼﻮﺭﺓ ﻫﺎﺩﻓﺔ‪.‬‬
‫ﺍﳌﺨﺎﻃﺮ ﻣﺘﺴﻘﹰﺎ ﻭﻗﺎﺑ ﹰ‬
‫‪ -١٥٥‬ﻭﺣﺴﺒﻤﺎ ﻭﺭﺩ ﰲ ﺍﻟﻌﻤﻮﺩ ‪ ٣‬ﻣﻦ ﺍﳌﺮﻓﻖ ﺍﻟﺜﺎﻟﺚ‪ ،‬ﺗﺴﺘﺨﺪﻡ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺘﺎﺑﻌـﺔ ﻟﻸﻣـﻢ‬
‫ﺍﳌﺘﺤﺪﺓ ﺛﻼﺙ ﺃﻭ ﲬﺲ ﻓﺌﺎﺕ ﻟﺘﻘﻴﻴﻢ ﺍﺣﺘﻤﺎﻝ ﻭﻗﻮﻉ ﺍﳌﺨـﺎﻃﺮ ﻭﺗﺄﺛﲑﺍﻬﺗـﺎ‪ ،‬ﺃﺩﺕ ﺇﱃ ﻭﺿـﻊ‬
‫ﻣﺼﻔﻮﻓﺎﺕ ﺍﳌﺨﺎﻃﺮ ‪ ٣×٣‬ﺃﻭ ‪ .٥×٥‬ﻭﻋﻠﻰ ﺳﺒﻴﻞ ﺍﳌﺜﺎﻝ‪ ،‬ﳝﻜﻦ ﲤﺜﻴﻞ ﺍﻟﻔﺌﺎﺕ ﻗﻠﻴﻞ ﻭﻣﺘﻮﺳـﻂ‬
‫ﻭﺷﺪﻳﺪ ﻋﻠﻰ ﺃﻬﻧﺎ ﺍﳌﺼﻔﻮﻓﺔ ‪ .٣×٣‬ﻭﻣﻨﻈﻤﺔ ﺍﻟﻌﻤﻞ ﺍﻟﺪﻭﻟﻴﺔ ﻫﻲ ﻭﺣﺪﻫﺎ ﺍﻟﱵ ﺗﺴﺘﺨﺪﻡ ﻓﺌﱵ ﻗﻠﻴﻞ‬
‫ﻭﺷﺪﻳﺪ‪ .‬ﻭﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺘﻘﺪﻳﺮ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﺗﺴﺘﺨﺪﻡ ﺍﳌﻨﻈﻤﺎﺕ ﺃﺭﻗﺎﻡ ﻭﻣﺴﻤﻴﺎﺕ ﻓﺌـﺎﺕ ﳑﺎﺛﻠـﺔ ﺃﻭ‬
‫ﳐﺘﻠﻔﺔ‪.‬‬
‫‪ -١٥٦‬ﻭﲢﺪﺩ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﻔﺌﺎﺕ ﺍﻷﻧﺴﺐ ﻟﻈﺮﻭﻓﻬﺎ؛ ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻳﺴﺘﺤﺴﻦ ﺍﳌﻔﺘﺸﺎﻥ ﺍﺳﺘﺨﺪﺍﻡ‬
‫ﺍﳌﺰﻳﺪ ﻣﻦ ﺍﻟﻔﺌﺎﺕ ﰲ ﺍﻟﺘﺼﻨﻴﻒ ﻭﲢﺪﻳﺪ ﺍﻷﻭﻟﻮﻳﺎﺕ ﻭﺍﻟﻘﻴﺎﻡ ﰲ ﺍﻟﻨﻬﺎﻳﺔ ﺑﺈﺟﺮﺍﺀ ﺗﻘﻴﻴﻢ ﻟﻠﻨﺘﺎﺋﺞ ﻳﻜﻮﻥ‬
‫ﻼ ﻭﺟﺪﻭﻯ‪ .‬ﻓﻮﺟﻮﺩ ﻋﺪﺩ ﺃﻗﻞ ﻣﻦ ﺍﻟﻔﺌﺎﺕ ﻳﺆﺩﻱ ﺑﺎﻟﻀﺮﻭﺭﺓ ﺇﱃ ﺗﺮﻛﻴﺰ ﺍﳌﺨـﺎﻃﺮ ﰲ‬ ‫ﺃﻛﺜﺮ ﺗﻔﺼﻴ ﹰ‬
‫ﻓﺌﺔ ﻭﺍﺣﺪﺓ‪ ،‬ﺍﻟﺸﻲﺀ ﺍﻟﺬﻱ ﻗﺪ ﻳﺴﺘﻮﺟﺐ ﺇﺟﺮﺍﺀ ﺍﳌﺰﻳﺪ ﻣﻦ ﺍﳌﺮﺍﺟﻌﺔ ﻭﲢﺪﻳﺪ ﺍﻷﻭﻟﻮﻳﺎﺕ‪.‬‬
‫‪ -١٥٧‬ﻭﺃﺳﺎﻟﻴﺐ ﲢﻠﻴﻞ ﺍﳌﺨﺎﻃﺮ ﻗﺪ ﺗﻜﻮﻥ ﻛﻤﻴﺔ ﺃﻭ ﺷﺒﻪ ﻛﻤﻴﺔ ﺃﻭ ﻧﻮﻋﻴﺔ‪ ،‬ﲝﺴﺐ ﺍﺠﻤﻟﺎﻝ ﺍﳌﻌﲏ‪،‬‬
‫ﻭﺍﻟﺘﻄﺒﻴﻖ ﻭﺗﻮﺍﻓﺮ ﺍﻟﺒﻴﺎﻧﺎﺕ‪ .‬ﻭﺑﺼﺮﻑ ﺍﻟﻨﻈﺮ ﻋﻦ ﺍﻷﺳﻠﻮﺏ ﺍﳌﺴﺘﺨﺪﻡ‪ ،‬ﻳﺘﻌﻠـﻖ ﺍﻷﻣـﺮ ﺑﺘﺤﺪﻳـﺪ‬
‫ﻣﺴﺘﻮﻯ ﺗﺄﺛﲑ ﺍﳌﺨﺎﻃﺮ ﻋﻨﺪ ﻭﻗﻮﻋﻬﺎ‪ ،‬ﻭﻣﺪﻯ ﺍﺣﺘﻤﺎﻝ ﻭﻗﻮﻋﻬﺎ‪ .‬ﻭﻋﻠﻰ ﺳﺒﻴﻞ ﺍﳌﺜﺎﻝ‪ ،‬ﳝﻜﻦ ﺗﻘﻴـﻴﻢ‬
‫ﺗﺄﺛﲑ ﺗﻌﻄﻞ ﺃﺣﺪ ﺍﻷﻧﻈﻤﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻋﻠﻰ ﺃﻧﻪ ﺗﺄﺛﲑ ﻛـﺒﲑ )ﺇﺫ ﻳُﺘﻮﻗـﻊ ﺃﻥ‬
‫ﻳﺘﺴﺒﺐ ﰲ ﺗﻮﻗﻒ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﳊﻴﻮﻳﺔ ﻟﻌﺪﺓ ﺃﻳﺎﻡ(‪ ،‬ﺇﻻ ﺃﻥ ﺍﺣﺘﻤﺎﻻﺕ ﻭﻗﻮﻋﻪ ﻗﺪ ﺗُﺤﺴﺐ ﻋﻠﻰ ﺃﻬﻧﺎ‬

‫‪45‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﺃﻗﻞ ﻣﻦ ‪ ٥‬ﰲ ﺍﳌﺎﺋﺔ ﻣﻦ ﺍﻟﻨﺎﺣﻴﺔ ﺍﻹﺣﺼﺎﺋﻴﺔ‪ ،‬ﺇﺫﺍ ﻭﺿﻌﺖ ﰲ ﺍﻻﻋﺘﺒﺎﺭ ﺇﺟﺮﺍﺀﺍﺕ ﺍﳌﺮﺍﻗﺒﺔ ﺍﳌﻮﺟﻮﺩﺓ‬
‫ﻭﺍﻹﺣﺼﺎﺋﻴﺎﺕ ﺍﳌﺘﺎﺣﺔ ﻟﻺﺩﺍﺭﺍﺕ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﻷﻋﻄﺎﻝ‪.‬‬
‫‪ -١٥٨‬ﻭﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻸﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺗﻌﺘﻤﺪ ﺑﺸﺪﺓ ﰲ ﺍﻟﻮﻗﺖ ﺍﻟﺮﺍﻫﻦ ﻋﻠﻰ ﺍﳋﱪﺍﺕ ﺍﳌﺘﺎﺣﺔ‬
‫ﻭﺍﻻﺟﺘﻬﺎﺩﺍﺕ ﻭﻟﻴﺲ ﻋﻠﻰ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻹﺣﺼﺎﺋﻴﺔ‪ .‬ﻭﺗﺘﻄﻠﺐ ﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﻜﻤﻴﺔ ﺇﺣﺼﺎﺋﻴﺎﺕ ﻣﻮﺛﻮﻗﺔ‬
‫ﻭﻧﻈﻢ ﻣﻌﻠﻮﻣﺎﺕ ﻳُﻌﺘﻤﺪ ﻋﻠﻴﻬﺎ‪ .‬ﻭﲟﺎ ﺃﻥ ﺍﻟﺘﻘﻴﻴﻢ ﺍﻟﻨﻮﻋﻲ ﻳﺘﻄﻠﺐ ﻧﻮﻋﹰﺎ ﻣـﻦ ﺍﻻﺟﺘـﻬﺎﺩ‪ ،‬ﻓﻤـﻦ‬
‫ﻼ ﺑﺘﻨﻈﻴﻢ ﺟﻠﺴﺎﺕ‬
‫ﺍﻟﻀﺮﻭﺭﻱ ﺗﻮﺛﻴﻖ ﺍﻻﻓﺘﺮﺍﺿﺎﺕ ﻭﺍﻟﺘﺤﻘﻖ ﻣﻦ ﺻﺤﺔ ﺍﻟﻨﺘﺎﺋﺞ‪ ،‬ﻭﻳﺘﺴﲎ ﺫﻟﻚ ﻣﺜ ﹰ‬
‫ﻟﺘﺪﺍﻭﻝ ﺍﻵﺭﺍﺀ ﻳﺸﺎﺭﻙ ﻓﻴﻬﺎ ﺍﳌﻮﻇﻔﻮﻥ ﻋﻠﻰ ﳐﺘﻠﻒ ﻣﺴﺘﻮﻳﺎﻬﺗﻢ‪.‬‬
‫‪ -١٥٩‬ﻭﺍﺳﺘﻨﺎﺩﹰﺍ ﺇﱃ ﻧﺘﻴﺠﺔ ﲢﻠﻴﻞ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻳﻨﺒﻐﻲ ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﻣﻦ ﺃﺟﻞ ﺍﻟﺘﻮﺻﻞ ﺇﱃ ﻗـﺮﺍﺭ‬
‫ﺑﺸﺄﻥ ﻓﺪﺍﺣﺔ‪/‬ﻣﺴﺘﻮﻯ ﻛﻞ ﻭﺍﺣﺪ ﻣﻨﻬﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻭﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﺍﻟﻘﺒﻮﻝ ﻬﺑﺎ‬
‫ﺃﻭ ﻣﻌﺎﳉﺘﻬﺎ‪ .‬ﻭﺗﺆﺩﻱ ﻫﺬﻩ ﺍﻟﻨﺘﻴﺠﺔ ﺇﱃ ﺗﺮﺗﻴﺐ ﺍﳌﺨﺎﻃﺮ ﲝﺴﺐ ﺍﻷﻭﻟﻮﻳﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﻨﻈﻤﺔ‪ .‬ﻭﻣﻦ‬
‫ﺍﳌﻬﻢ ﺃﻥ ﲢﺪﺩ ﺍﳌﻨﻈﻤﺎﺕ ﻓﺌﺎﺕ ﻟﻘﻴﺎﺱ ﻣﺴﺘﻮﻯ ﺍﳌﺨﺎﻃﺮ ﻭﻣﻌﺎﻳﲑ ﻟﺘﻘﺪﻳﺮ ﻓﺪﺍﺣﺘﻬﺎ‪ ،‬ﲟﺎ ﰲ ﺫﻟـﻚ‬
‫ﺍﳊﺪﻭﺩ ﺍﻟﻘﺼﻮﻯ ﻟﺘﺤﻤﻞ‪/‬ﻗﺒﻮﻝ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻭﺫﻟﻚ ﻟﺘﻴﺴﲑ ﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ ﺑﺸﺄﻥ ﻣﻌﺎﳉﺘﻬﺎ‪ .‬ﻭﻟﻮﺣﻆ‬
‫ﺃﻥ ﺑﻌﺾ ﺍﳌﻨﻈﻤﺎﺕ ﲢﺪﺩ ﻣﺒﻠﻐﹰﺎ ﻣﻦ ﺍﳌﺎﻝ ﻛﻤﻌﻴﺎﺭ ﻟﻘﻴﺎﺱ ﻓﺪﺍﺣﺔ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺎﻟﻴﺔ‪ ،‬ﺃﻣﺎ ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ‬
‫ﻗﺪ ﺗﺘﺴﺒﺐ ﰲ ﺗﻮﻗﻒ ﺍﻟﻌﻤﻠﻴﺎﺕ ﻓﻤﻌﻴﺎﺭ ﻗﻴﺎﺳﻬﺎ ﻫﻮ ﺍﻟﻔﺘﺮﺓ ﺍﻟﺰﻣﻨﻴﺔ ﳍﺬﺍ ﺍﻟﺘﻮﻗﻒ‪.‬‬

‫ﻣﺼﻔﻮﻓﺔ ﺍﳌﺨﺎﻃﺮ‬
‫‪ -١٦٠‬ﺗﻴﺴّﺮ ﻣﺼﻔﻮﻓﺔ ﺍﳌﺨﺎﻃﺮ ﺍﻟﻮﺍﺭﺩﺓ ﺃﺩﻧﺎﻩ ﺗﻮﺿﻴﺢ ﻋﻤﻠﻴﺔ ﲢﻠﻴﻞ ﺍﳌﺨﺎﻃﺮ ﻭﺗﻘﺪﻳﺮﻫﺎ‪ ،‬ﻭﳝﻜﻦ‬
‫ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻟﻌﺮﺽ ﺗﺄﺛﲑ ﺍﳌﺨﺎﻃﺮ ﻭﺍﺣﺘﻤﺎﻻﺕ ﻭﻗﻮﻋﻬﺎ ﻭﻣﺴﺘﻮﺍﻫﺎ‪:‬‬
‫ﺍﻟﺸﻜﻞ ‪٢‬‬
‫ﻣﺼﻔﻮﻓﺔ ﲢﻠﻴﻞ ﻭﺗﻘﺪﻳﺮ ﺍﳌﺨﺎﻃﺮ‬
‫ﺗﻘﺪﻳﺮ ﺍﳌﺨﺎﻃﺮ‬
‫ﺷﺪﻳﺪ‬
‫ﻟﻠﻐﺎﻳﺔ‬

‫ﳐﺎﻃﺮ ﺣﺎﲰﺔ‬
‫ﺷﺪﻳﺪ‬

‫ﳐﺎﻃﺮ ﺟﺴﻴﻤﺔ‬
‫ﺍﻻﺣﺘﻤﺎﻝ‬

‫ﻣﺘﻮﺳﻂ‬

‫ﳐﺎﻃﺮ ﻣﺘﻮﺳﻄﺔ‬
‫ﻗﻠﻴﻞ‬

‫ﳐﺎﻃﺮ ﻗﻠﻴﻠﺔ‬
‫ﻟﻠﻐﺎﻳﺔ‬
‫ﻗﻠﻴﻞ‬

‫ﻗﻠﻴﻞ‬ ‫ﺷﺪﻳﺪ‬
‫ﻟﻠﻐﺎﻳﺔ‬ ‫ﻗﻠﻴﻞ‬ ‫ﻣﺘﻮﺳﻂ‬ ‫ﺷﺪﻳﺪ‬ ‫ﻟﻠﻐﺎﻳﺔ‬
‫ﺍﻟﺘﺄﺛﲑ‬

‫‪GE.10-02214‬‬ ‫‪46‬‬
‫‪JIU/REP/2010/4‬‬

‫‪ -١٦١‬ﻭﻋﻠﻰ ﳓﻮ ﻣﺎ ﻭﺭﺩ ﺃﻋﻼﻩ‪ ،‬ﺗُﺤﺪﺩ ﻓﺌﺎﺕ ﺗﻘﺪﻳﺮ ﺍﳌﺨﺎﻃﺮ ﰲ ﻣﺼﻔﻮﻓﺔ ﺍﳌﺨﺎﻃﺮ ﻋﻠﻰ ﺃﻬﻧـﺎ‬
‫ﻗﻠﻴﻠﺔ ﺃﻭ ﻣﺘﻮﺳﻄﺔ ﺃﻭ ﺟﺴﻴﻤﺔ ﺃﻭ ﺣﺎﲰﺔ‪ .‬ﻭﺗﻜﻮﻥ ﺣﺼﻴﻠﺔ ﺍﻟﺘﻘﺪﻳﺮ ﺃﻭ ﻧﻘﻄﺔ ﺗﻘـﺎﻃﻊ ﺍﻟﺘـﺄﺛﲑﺍﺕ‬
‫ﻭﺍﻟﻌﻼﻣﺎﺕ ﺍﻟﺪﺍﻟﺔ ﻋﻠﻰ ﺍﺣﺘﻤﺎﻻﺕ ﺣﺪﻭﺙ ﺍﳌﺨﺎﻃﺮ ﺿﻤﻦ ﻭﺍﺣﺪﺓ ﻣﻦ ﻫﺬﻩ ﺍﻟﻔﺌـﺎﺕ ﺑـﺼﻮﺭﺓ‬
‫ﺗﻠﻘﺎﺋﻴﺔ‪ ،‬ﻭﺗُﺤﺪﺩ ﰲ ﺿﻮﺀ ﺫﻟﻚ ﺃﻭﻟﻮﻳﺎﺕ ﺍﳌﺨﺎﻃﺮ ﻟﻜﻲ ﻳُﺘﺨﺬ ﻗﺮﺍﺭ ﺑﺸﺄﻥ ﻣﻌﺎﳉﺘﻬﺎ‪.‬‬
‫‪ -١٦٢‬ﻭﻋﻨﺪ ﺍﻟﻔﺮﺍﻍ ﻣﻦ ﲢﻠﻴﻞ ﺍﳌﺨﺎﻃﺮ ﻭﺗﻘﺪﻳﺮﻫﺎ ﻭﲢﺪﻳﺪ ﺃﻭﻟﻮﻳﺎﻬﺗﺎ‪ ،‬ﻳﺘﻌﲔ ﻋﻠـﻰ ﺍﳌﻨﻈﻤـﺎﺕ‬
‫ﺍﻋﺘﻤﺎﺩ ﺍﻷﺳﺎﻟﻴﺐ ﺍﳌﻼﺋﻤﺔ ﻟﻠﺘﺼﺪﻱ ﻟﻜﻞ ﻭﺍﺣﺪﺓ ﻣﻨﻬﺎ‪ .‬ﻭﲟﻌﲎ ﺃﴰﻞ‪ ،‬ﻓﺈﻥ ﺧﻴﺎﺭﺍﺕ ﺍﻟﺘﺼﺪﻱ ﻗﺪ‬
‫ﺗﺘﻀﻤﻦ ﻣﺎ ﻳﻠﻲ‪ :‬ﺍﻟﺘﺤﻤﻞ‪/‬ﺍﻟﻘﺒﻮﻝ‪ ،‬ﺍﳌﻌﺎﳉﺔ‪/‬ﺗﻘﻠﻴﻞ ﺍﻟﺘﺄﺛﲑ‪ ،‬ﺃﻭ ﻧﻘﻞ ﺍﳌﺨﺎﻃﺮ ﻭﲡﻨﺒـﻬﺎ‪ .‬ﻭﻳُﻌـﺮّﻑ‬
‫ﻣﺴﺘﻮﻯ ﺍﳌﺨﺎﻃﺮ ﺍﳌﻘﺒﻮﻟﺔ ﺑ "ﻣﺴﺘﻮﻯ ﺍﻟﺘﺤﻤﻞ"‪ ،‬ﻭﻫﻮ ﻳﻮﻓﺮ ﺍﳌﻌﻴﺎﺭ ﳌﺪﻯ ﲢﻤـﻞ ﻣﻨﻈﻤـﺔ ﻣـﺎ‬
‫ﻟﻠﻤﺨﺎﻃﺮ‪ .‬ﻭﳝﻜﻦ ﲢﺪﻳﺪﻩ ﻭﻓﻘﹰﺎ ﻟﻔﺪﺍﺣﺔ‪/‬ﺗﺮﺗﻴﺐ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻓﻌﻠﻰ ﺳﺒﻴﻞ ﺍﳌﺜـﺎﻝ‪ ،‬ﻭﺑـﺎﻟﺮﺟﻮﻉ ﺇﱃ‬
‫ﺍﳌﺼﻔﻮﻓﺔ ﺃﻋﻼﻩ‪ ،‬ﳝﻜﻦ ﺍﻋﺘﺒﺎﺭ ﺍﳌﺨﺎﻃﺮ ﺍﻟﻘﻠﻴﻠﺔ ﻭﺍﳌﺘﻮﺳﻄﺔ ﳏﺘﻤﻠـﺔ‪ ،‬ﺇﻻ ﺃﻥ ﺍﳌﺨـﺎﻃﺮ ﺍﳊﺎﲰـﺔ‬
‫ﻭﺍﳉﺴﻴﻤﺔ ﻻ ﳝﻜﻦ ﺍﻋﺘﺒﺎﺭﻫﺎ ﻣﻘﺒﻮﻟﺔ ﻭﺗﻜﻮﻥ ﺍﻷﻭﻟﻮﻳﺔ ﳌﻌﺎﳉﺔ ﺍﳌﺨﺎﻃﺮ ﺍﳊﺎﲰﺔ‪ .‬ﻭﻳﻨﺒﻐﻲ ﻋﻨﺪ ﺍﲣﺎﺫ‬
‫ﻛﻞ ﻗﺮﺍﺭ ﺩﺭﺍﺳﺔ ﺍﻟﺘﻜﻠﻔﺔ ﻭﺍﻟﻔﻮﺍﺋﺪ ﺍﳌﺘﻌﻠﻘﺔ ﲟﻌﺎﳉﺔ ﻛﻞ ﻭﺍﺣﺪﺓ ﻣﻦ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﻋﻨﺪ ﲢﺪﻳﺪ ﻣﺎ ﺇﺫﺍ‬
‫ﻛﺎﻥ ﺃﺣﺪ ﺍﳌﺨﺎﻃﺮ ﻣﻘﺒﻮﻝ ﺃﻭ ﻏﲑ ﻣﻘﺒﻮﻝ‪ُ ،‬ﻭﺿﻊ ﰲ ﺍﻻﻋﺘﺒﺎﺭ ﺍﻟﻔﻮﺍﺋﺪ ﺍﳌﺘﻮﻗﻌﺔ ﻣـﻦ ﺇﺟـﺮﺍﺀﺍﺕ‬
‫ﻣﻌﺎﳉﺘﻪ‪ .‬ﻭﻳﻨﺒﻐﻲ ﺃﻥ ﺗﻜﻮﻥ ﺇﺟﺮﺍﺀﺍﺕ ﻣﻌﺎﳉﺔ ﺍﳌﺨﺎﻃﺮ ﳏﺪﺩﺓ ﺍﻟﺰﻣﻦ ﻭﺃﻥ ﻳﺘﻢ ﺗﺴﺠﻴﻠﻬﺎ‪ .‬ﻭﻟﻜﻔﺎﻟﺔ‬
‫ﻣﻌﺎﳉﺔ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻳﻨﺒﻐﻲ ﲢﺪﻳﺪ ﺍﳉﻬﺎﺕ ﺍﳌﻌﻨﻴﺔ ﺑﺎﻟﺘﺼﺪﻱ ﳍﺎ ﻭﺟﻌﻠـﻬﺎ ﻣـﺴﺆﻭﻟﺔ ﻋـﻦ ﺍﲣـﺎﺫ‬
‫ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻭﻓﻘﹰﺎ ﳋﻄﺔ ﺍﳌﻌﺎﳉﺔ‪.‬‬
‫‪ -١٦٣‬ﻭﻋﻤﻮﻣﺎﹰ‪ ،‬ﻓﺈﻥ ﺍﺳﺘﺨﺪﺍﻡ ﻣﻘﺎﻳﻴﺲ ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﱂ ﻳُﻄﻮّﺭ ﺑﺼﻮﺭﺓ ﻛﺒﲑﺓ ﰲ ﺍﳌﻨﻈﻤـﺎﺕ‬
‫ﺍﻟﺘﺎﺑﻌﺔ ﻟﻸﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ .‬ﻛﻤﺎ ﺃﻥ ﺍﺳﺘﺨﺪﺍﻡ ﻓﺌﺎﺕ ﺍﻟﺘﻘﻴﻴﻢ ﻣﻦ ﺃﺟﻞ ﻣﻌﺮﻓـﺔ ﺗـﺄﺛﲑﺍﺕ ﺍﳌﺨـﺎﻃﺮ‬
‫ﻭﺍﺣﺘﻤﺎﻻﺕ ﻭﻗﻮﻋﻬﺎ ﻭﺗﻘﺪﻳﺮﻫﺎ ﻏﲑ ﻧﺎﺿﺞ ﲤﺎﻣﹰﺎ‪ .‬ﻭﻫﺬﺍ ﺍﻷﻣﺮ ﻣﺘﻮﻗﻊ ﺇﱃ ﺣﺪ ﻣـﺎ ﻧﻈـﺮﹰﺍ ﺇﱃ ﺃﻥ‬
‫ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻻ ﻳﺰﺍﻝ ﰲ ﻣﺮﺍﺣﻠﻪ ﺍﳌﺒﻜﺮﺓ ﰲ ﺍﳌﻨﻈﻤﺎﺕ‪ .‬ﻭﲦﺔ ﺃﻳـﻀﹰﺎ ﻏﻤـﻮﺽ‬
‫ﻳﺸﻮﺏ ﺗﻌﺮﻳﻒ ﻭﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻔﺌﺎﺕ ﻭﺃﺳﺎﻟﻴﺐ ﺍﻟﺘﻨﻔﻴﺬ ﺍﻟﻌﻤﻠﻲ‪ .‬ﻛﻤﺎ ﺃﻥ ﻋـﺪﻡ ﻭﺟـﻮﺩ ﻣﺒـﺎﺩﺉ‬
‫ﺗﻮﺟﻴﻬﻴﺔ ﻭﺍﺿﺤﺔ ﻳﺆﺩﻱ ﺇﱃ ﺗﻔﺎﻗﻢ ﻫﺬﺍ ﺍﻟﻮﺿﻊ‪.‬‬

‫ﲡﺮﺑﺔ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ‬

‫‪ -١٦٤‬ﺗﺴﺘﺨﺪﻡ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ ﺛﻼﺙ ﻓﺌﺎﺕ ﰲ ﺗﻘﻴﻴﻤﻬﺎ ﻟﻠﻤﺨﺎﻃﺮ ﻫﻲ ﻗﻠﻴﻠﺔ ﻭﺟﺴﻴﻤﺔ‬
‫ﻭﺣﺎﺩﺓ‪ .‬ﻭﰲ ﺃﻭﻝ ﺗﻜﺮﺍﺭ ﻟﻌﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﰎ ﲢﺪﻳﺪ ‪ ٧٩‬ﻧﻮﻋﹰﺎ ﻣﻦ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﰎ‬
‫ﺗﺼﻨﻴﻒ ﺍﳌﺨﺎﻃﺮ ﺇﱃ ﺍﻟﻔﺌﺎﺕ ﺍﻟﺘﺎﻟﻴﺔ ﻭﻭﻓﻘﹰﺎ ﻟﺘﻘﺪﻳﺮ ﺍﳌﺨﺎﻃﺮ ﺍﻟﺬﻱ ﺃﹸﺟﺮﻱ)‪ ٦ :(٢٩‬ﰲ ﺍﳌﺎﺋﺔ ﻗﻠﻴﻠـﺔ‪،‬‬
‫ﻭ‪ ٨٩‬ﰲ ﺍﳌﺎﺋﺔ ﺟﺴﻴﻤﺔ‪ ،‬ﻭ‪ ٥‬ﰲ ﺍﳌﺎﺋﺔ ﺣﺎﺩﺓ‪ .‬ﻏﲑ ﺃﻥ ﺗﺮﻛﻴﺰ ﲨﻴﻊ ﺍﳌﺨﺎﻃﺮ ﺗﻘﺮﻳﺒﹰﺎ ﰲ ﻓﺌﺔ ﻋﺎﻟﻴـﺔ‬
‫ﻳﻌﻮﻕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻷﻥ ﺗﺼﻨﻴﻔﻬﺎ ﻋﻠﻰ ﻫﺬﺍ ﺍﻷﺳﺎﺱ ﻳﺴﺘﻮﺟﺐ ﻣﻌﺎﳉﺘﻬﺎ ﻭﻳﺆﺩﻱ ﺇﱃ ﺗﻨﺎﻓـﺴﻬﺎ‬
‫ﻋﻠﻰ ﺍﳌﻮﺍﺭﺩ ﺍﶈﺪﻭﺩﺓ‪.‬‬

‫__________‬
‫‪.٤‬‬ ‫)‪ ،CWGRM 4/2/1 (٢٩‬ﺍﻟﺼﻔﺤﺔ‬

‫‪47‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫‪ -١٦٥‬ﻭﺭﺃﺕ ﺃﻣﺎﻧﺔ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ ﺃﻥ ﻫﻨﺎﻙ ﻣﺸﻜﻠﺔ ﺗﺘﻤﺜﻞ ﰲ ﻋﺪﻡ ﺍﻟﺘﻔﺮﻳـﻖ ﺑـﲔ‬
‫ﺩﺭﺟﺎﺕ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﳑﺎ ﻳﺆﺩﻱ ﺇﱃ ﻗﻠﺔ ﻭﺿﻮﺡ ﺍﻟﺘﺤﻠﻴﻞ‪ .‬ﻭﻧﻈﺮﹰﺍ ﻟﻌﺪﻡ ﺗﻮﻓﺮ ﺗﻔﺎﺻﻴﻞ ﻋـﻦ ﲢﻠﻴـﻞ‬
‫ﺍﳌﺨﺎﻃﺮ ﻭﻓﺌﺎﺕ ﺍﻟﺘﻘﻴﻴﻢ ﻭﺍﻟﺘﻌﺮﻳﻔﺎﺕ‪ ،‬ﻭﺻﻔﺖ ﻏﺎﻟﺒﻴﺔ ﺍﳌﺨﺎﻃﺮ ﺑﺄﻬﻧﺎ "ﺟﺴﻴﻤﺔ"‪ .‬ﻭﻳﻌﲏ ﺫﻟﻚ ﻣـﻦ‬
‫ﺍﻟﻨﺎﺣﻴﺔ ﺍﻟﻌﻤﻠﻴﺔ ﺃﻥ ﻏﺎﻟﺒﻴﺔ ﺍﳌﺨﺎﻃﺮ ﺍﶈﺪﺩﺓ ﰎ ﺗﻘﻴﻴﻤﻬﺎ ﻋﻠﻰ ﺃﻬﻧﺎ ﻓﻮﻕ ﻣﺴﺘﻮﻯ ﺍﻟﺘﺤﻤﻞ ﻭﲝﺎﺟﺔ ﺇﱃ‬
‫ﻣﻌﺎﳉﺔ ﺇﺿﺎﻓﻴﺔ‪ ،‬ﻭﻻ ﻳﻌﻜﺲ ﺫﻟﻚ ﺑﺎﻟﻀﺮﻭﺭﺓ ﻭﺟﻬﺔ ﻧﻈﺮ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻗـﺎﻣﻮﺍ ﺑﺎﻟﻌﻤﻠﻴـﺔ‪.‬‬
‫ﻭﻃﻠﺐ ﻋﺪﺩ ﻛﺒﲑ ﻣﻦ ﺍﳌﻮﻇﻔﲔ ﺗﻮﺟﻴﻬﺎﺕ ﺇﺿﺎﻓﻴﺔ ﺑﺸﺄﻥ ﺍﻟﻨﻬﺞ ﺍﻟﺬﻱ ﻳﻨﺒﻐﻲ ﺍﻋﺘﻤﺎﺩﻩ ﻟﺘﺤﺪﻳـﺪ‬
‫ﺇﻣﻜﺎﻧﻴﺔ ﲢﻤﻞ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﻗﺪﻣﺖ ﺃﻣﺎﻧﺔ ﺍﳌﻨﻈﻤﺔ ﺗﻔﺎﺻﻴﻞ ﺇﺿﺎﻓﻴﺔ ﻣﻦ ﺃﺟﻞ ﻭﺿﻊ ﻋﻼﻣﺎﺕ ﺭﻗﻤﻴـﺔ‬
‫ﻟﺪﺭﺟﺔ ﺍﳋﻄﺮ ﺍﻟﱵ ﺗﻨﻄﻮﻱ ﻋﻠﻴﻬﺎ ﻛﻞ ﳐﺎﻃﺮﺓ‪ ،‬ﻭﺗﻔﻜﺮ ﰲ ﺍﻋﺘﻤﺎﺩ ﻓﺌﺔ ﺭﺍﺑﻌﺔ ﻣﻦ ﺃﺟـﻞ ﺯﻳـﺎﺩﺓ‬
‫ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﳌﺨﺎﻃﺮ ﺍﻷﻛﱪ‪.‬‬

‫ﺗﻘﺒﻞ ﺍﳌﺨﺎﻃﺮ ﻭﲢﻤﻠﻬﺎ‬

‫‪ -١٦٦‬ﻣﺴﺘﻮﻯ ﺗﻘﺒﻞ ﻭﲢﻤﻞ ﺍﳌﻨﻈﻤﺔ ﻟﻠﻤﺨﺎﻃﺮ ﻳﻠﻌﺐ ﺩﻭﺭﹰﺍ ﻋﻨﺪ ﺍﲣﺎﺫ ﺃﻱ ﻗﺮﺍﺭ ﺑﺸﺄﻥ ﺗﻘﺒـﻞ‬
‫ﺍﳌﺨﺎﻃﺮ ﻭﻣﻌﺎﳉﺘﻬﺎ‪ .‬ﻭﺗﻘﺒﻞ ﺍﳌﺨﺎﻃﺮ ﳝﺜﻞ ﳎﻤﻮﻉ ﺍﳌﺨﺎﻃﺮ ﺍﳌﻘﺒﻮﻟﺔ ﺑﺎﻟﻨﺴﺒﺔ ﳌﻨﻈﻤﺔ ﻣﺎ‪ ،‬ﺃﻣﺎ ﲢﻤـﻞ‬
‫ﺍﳌﺨﺎﻃﺮ ﻓﻬﻮ ﻣﺴﺘﻮﻯ ﺍﻟﺘﻔﺎﻭﺕ ﺍﻟﺬﻱ ﳝﻜﻦ ﺃﻥ ﺗﺘﻘﺒﻠﻪ ﺍﳌﻨﻈﻤﺔ ﻓﻴﻤﺎ ﻳﺘﻌﻠـﻖ ﺑﺄﻫـﺪﺍﻑ ﳏـﺪﺩﺓ‪.‬‬
‫ﻭﲢﺪﻳﺪ ﺗﻘﺒﻞ ﻣﻨﻈﻤﺔ ﻣﺎ ﻟﻠﻤﺨﺎﻃﺮ ﻳﺘﺴﻢ ﺑﺎﻟﺘﻌﻘﻴﺪ‪ ،‬ﻓﻬﻮ ﻳﻮﺿﻊ ﺍﺳﺘﻨﺎﺩﹰﺍ ﺇﱃ ﺍﻟﺘﻮﺻﻴﻒ ﺍﳌﻮﺟـﻮﺩ‬
‫ﻟﻠﻤﺨﺎﻃﺮ ﻭﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﻣﻮﺍﺟﻬﺘﻬﺎ ﻭﲢﻤﻠﻬﺎ‪ .‬ﻭﻳُﺤﺪﺩ ﲢﻤﻞ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﰲ ﺍﳌﻤﺎﺭﺳﺔ ﺍﻟﻔﻌﻠﻴﺔ‪ ،‬ﻭﻓﻘﹰﺎ‬
‫ﻟﺘﻔﺴﲑ ﻓﺌﺎﺕ ﺗﻘﺪﻳﺮ ﺍﳌﺨﺎﻃﺮ ﰲ ﺇﻃﺎﺭ ﻛﻞ ﺗﻘﻴﻴﻢ ﳍﺬﻩ ﺍﳌﺨﺎﻃﺮ‪.‬‬
‫‪ -١٦٧‬ﻭﻧﻈﺮﹰﺍ ﻟﺘﺰﺍﻳﺪ ﺍﺳﺘﻴﻌﺎﺏ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﺍﻟﺜﻘﺎﻓﺔ ﺍﻟـﺴﺎﺋﺪﺓ ﰲ ﺍﳌﺆﺳـﺴﺎﺕ‬
‫ﻭﺯﻳﺎﺩﺓ ﻣﺴﺘﻮﻯ ﺇﺗﻘﺎﻬﻧﺎ‪ ،‬ﳝﻜﻦ ﻟﻠﻤﻨﻈﻤﺎﺕ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺗﺼﻨﻴﻒ ﻗﺪﺭﻬﺗﺎ ﻋﻠﻰ ﲢﻤﻞ ﺍﳌﺨﺎﻃﺮ ﰲ‬
‫ﺇﻃﺎﺭ ﻛﻞ ﻭﺍﺣﺪﺓ ﻣﻦ ﻓﺌﺎﺕ ﺍﳌﺨﺎﻃﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﱵ ﺣﺪﺩﻬﺗﺎ‪ ،‬ﻛﺎﳌﺨﺎﻃﺮ ﺍﳌﺎﻟﻴﺔ ﻭﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﻭﺗﻠـﻚ‬
‫ﺍﳌﺘﻌﻠﻘﺔ ﺑﺴﻤﻌﺘﻬﺎ‪ .‬ﻭﻳﻨﺒﻐﻲ ﻟﻠﻤﻨﻈﻤﺎﺕ ﳏﺎﻭﻟﺔ ﲡﻤﻴﻊ ﻧﺘﺎﺋﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﻌﻠﻘﺔ ﺑﻜﻞ ﻭﺍﺣﺪ ﻣﻦ‬
‫ﺍﺠﻤﻟﺎﻻﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻭﺗﻮﺣﻴﺪﻫﺎ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﳌﺆﺳﺴﺔ‪ ،‬ﻟﻜﻲ ﺗﻀﻤﻦ ﺃﻥ ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﺗﻮﺍﺟﻬﻬـﺎ‬
‫ﺍﳌﻨﻈﻤﺔ ﻣﻌﻘﻮﻟﺔ ﻭﻣﺘﻮﺍﺯﻧﺔ ﻭﳝﻜﻦ ﲢﻤﻠﻬﺎ‪.‬‬

‫‘‪ ‘٣‬ﺗﺮﻛﻴﺰ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬

‫ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺃﻫﻢ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬

‫‪ -١٦٨‬ﳚﺐ ﻋﻠﻰ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﺗﻜﺮﻳﺲ ﺍﻟﻮﻗﺖ ﻭﺍﻻﻫﺘﻤﺎﻡ ﻟﺘﺤﺪﻳﺪ ﻭﺇﺩﺍﺭﺓ ﻭﺭﺻﺪ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ‪ .‬ﻭﻳﻨﺒﻐﻲ ﺃﻥ ﻳﻜﻮﻥ ﻋﺪﺩ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻣﻌﻘﻮ ﹰﻻ ﻭﻻ ﻳﺸﻤﻞ ﺳﻮﻯ ﺍﳌﺨﺎﻃﺮ‬
‫ﺍﳍﺎﻣﺔ ﺍﻟﱵ ﺗﻜﻮﻥ ﳌﻌﺎﳉﺘﻬﺎ ﻗﻴﻤﺔ ﻣﻀﺎﻓﺔ ﺃﻛﱪ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﻨﻈﻤﺔ‪ .‬ﻭﻳﺘﻀﻤﻦ ﺍﳌﺮﻓﻖ ﺍﻷﻭﻝ ﻗﺎﺋﻤـﺔ‬
‫ﺗﺸﻤﻞ ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﺨﺎﻃﺮ ﺍﳍﺎﻣﺔ ﺍﻟﻮﺍﺭﺩﺓ ﰲ ﺳﺠﻼﺕ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻟﻠﱪﻧـﺎﻣﺞ ﺍﻹﳕـﺎﺋﻲ‬
‫ﻭﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻭﺍﻟﻴﻮﻧﺴﻜﻮ‪.‬‬

‫‪GE.10-02214‬‬ ‫‪48‬‬
‫‪JIU/REP/2010/4‬‬

‫‪ -١٦٩‬ﻭﰲ ﺍﻟﻴﻮﻧﺴﻜﻮ‪ ،‬ﰎ ﲢﺪﻳﺪ ‪ ٣١‬ﻣﻦ ﺍﳌﺨﺎﻃﺮ ﺃﺛﻨﺎﺀ ﻣﻌﺘﻜﻒ ﲨﻊ ﻛﺒﺎﺭ ﺍﳌﺪﻳﺮﻳﻦ‪ .‬ﻭﻋﻘﺐ‬
‫ﺫﻟﻚ‪ ،‬ﰎ ﺗﺮﺗﻴﺒﻬﺎ ﻋﻦ ﻃﺮﻳﻖ ﺩﺭﺍﺳﺔ ﺍﺳﺘﻘﺼﺎﺋﻴﺔ ﺇﻟﻜﺘﺮﻭﻧﻴﺔ ﻣﻘﺎﺑﻞ ﻛﻞ ﻭﺍﺣﺪ ﻣـﻦ ‪ ٥٦‬ﻫـﺪﻓﺎﹰ‪،‬‬
‫ﻭﺍﺭﺗُﺌﻲ ﰲ ﻬﻧﺎﻳﺔ ﺍﻷﻣﺮ ﺃﻥ ‪ ١٠‬ﻓﻘﻂ ﻣﻨﻬﺎ ﲤﺜﻞ ﳐﺎﻃﺮ ﻣﺆﺳﺴﻴﺔ ﻫﺎﻣﺔ‪ .‬ﻭﻣﻦ ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﺣُﺪﺩﺕ‬
‫ﻋﺪﻡ ﻭﺟﻮﺩ ﺧﻄﺔ ﻟﺘﻌﺎﻗﺐ ﺍﳌﻮﻇﻔﲔ‪ ،‬ﻣﻊ ﺃﻥ ‪ ٣٠‬ﰲ ﺍﳌﺎﺋﺔ ﻣﻦ ﺍﳌﻮﻇﻔﲔ ﺳـﻴﺘﻘﺎﻋﺪﻭﻥ ﺧـﻼﻝ‬
‫ﺍﻟﺴﻨﻮﺍﺕ ﺍﻟﺜﻼﺙ ﺃﻭ ﺍﳋﻤﺲ ﺍﻟﻘﺎﺩﻣﺔ‪ .‬ﻭﻧﻮﻗﺶ ﻫﺬﺍ ﺍﳋﻄﺮ ﰲ ﺇﻃﺎﺭ ﺍﻟﻠﺠﻨﺔ ﺍﳌﻌﻨﻴﺔ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬
‫ﻭﺃﹸﺣﻴﻞ ﺇﱃ ﺇﺩﺍﺭﺓ ﺷﺆﻭﻥ ﺍﳌﻮﻇﻔﲔ ﺑﻮﺻﻔﻬﺎ ﺍﳉﻬﺔ ﺍﳌﻌﻨﻴﺔ ﲟﻌﺎﳉﺘﻪ‪.‬‬
‫‪ -١٧٠‬ﻭﻳﺸﺘﻤﻞ ﺳﺠﻞ ﺍﳌﺨﺎﻃﺮ ﻟﺪﻯ ﺑﺮﻧﺎﻣﺞ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺍﻹﳕﺎﺋﻲ ﻋﻠﻰ ‪ ١٢‬ﺧﻄـﺮﹰﺍ‪ .‬ﺃﻣـﺎ‬
‫ﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﺪﻭﱄ ﻟﻠﺘﻨﻤﻴﺔ ﺍﻟﺰﺭﺍﻋﻴﺔ ﻓﻘﺪ ﺃﺟﺮﻯ ﺃﻭﻝ ﲢﺪﻳﺪ ﻟﻠﻤﺨﺎﻃﺮ ﻋﻦ ﻃﺮﻳﻖ ﺗﻨﻈﻴﻢ ﳎﻤﻮﻋـﺔ‬
‫ﺣﻠﻘﺎﺕ ﻋﻤﻞ ﻭﺑﺎﺳﺘﺨﺪﺍﻡ ﻬﻧﺞ ﺗﺼﺎﻋﺪﻱ‪ .‬ﻭﲤﺖ ﻣﺮﺍﺟﻌﺔ ﻫﺬﻩ ﺍﳌﺨﺎﻃﺮ ﻣﻦ ﺟﺎﻧﺐ ﺍﻟﻠﺠﻨﺔ ﺍﳌﻌﻨﻴﺔ‬
‫ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﺍﻟﱵ ﺍﺧﺘﺼﺮﻬﺗﺎ ﰲ ﻗﺎﺋﻤﺔ ﻣﻦ ‪ ١٤‬ﺧﻄﺮﹰﺍ ﻋﺮﺿـﺘﻬﺎ ﻋﻠـﻰ ﳉﻨـﺔ ﺍﻹﺩﺍﺭﺓ)‪.(٣٠‬‬
‫ﻭﺑﺎﺳﺘﺨﺪﺍﻡ ﺇﺣﺪﻯ ﻭﺳﺎﺋﻞ ﺍﻟﺘﺼﻮﻳﺖ‪ ،‬ﺍﺧﺘﺎﺭﺕ ﳉﻨﺔ ﺍﻹﺩﺍﺭﺓ ﰲ ﻬﻧﺎﻳﺔ ﺍﻷﻣﺮ ﺃﻫﻢ ﲬﺴﺔ ﳐـﺎﻃﺮ‬
‫ﻭﺣﺪﺩﺕ ﺍﳉﻬﺔ ﺍﳌﻌﻨﻴﺔ ﺑﺎﻟﺘﺼﺪﻱ ﳍﺎ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺘﺨﻔﻴﻒ ﻣﻦ ﺗﺄﺛﲑﺍﻬﺗﺎ‪.‬‬

‫ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﻋﺪﺩ ﳏﺪﻭﺩ ﻣﻦ ﺍﳌﺨﺎﻃﺮ ﺍﳍﺎﻣﺔ‬

‫‪ -١٧١‬ﺗﺮﻛﺰ ﺍﻹﺩﺍﺭﺓ ﺍﳉﻴﺪﺓ ﻟﻠﻤﺨﺎﻃﺮ ﻋﻠﻰ ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﻳﺮﺟﺢ ﻭﻗﻮﻋﻬﺎ ﺑﺸﻜﻞ ﻛﺒﲑ ﻭﳝﻜـﻦ‬
‫ﺃﻥ ﲢﺪﺙ ﺗﺄﺛﲑﹰﺍ ﻛﺒﲑﹰﺍ ﰲ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ‪ .‬ﻭﻭﺣﺪﺍﺕ ﺍﳌﻨﻈﻤﺔ ﺍﻟﱵ ﺗﻘﻞ ﺃﻭ ﺗﻨﻌﺪﻡ ﻟﺪﻳﻬﺎ ﺍﳋﱪﺓ ﰲ‬
‫ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻗﺪ ﲤﻴﻞ ﺇﱃ ﲢﺪﻳﺪ ﻭﺗﻮﺛﻴﻖ ﲨﻴﻊ ﺍﳌﺨﺎﻃﺮ ﺍﶈﺘﻤﻠﺔ‪ ،‬ﳑﺎ ﻳـﺆﺩﻱ ﺇﱃ‬
‫ﺯﻳﺎﺩﺓ ﻣﻔﺮﻃﺔ ﰲ ﻋﺪﺩ ﺍﳌﺨﺎﻃﺮ ﻳﺼﻌﺐ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻌﻬﺎ‪ .‬ﻭﺗﻔﺎﺩﻳﹰﺎ ﳍﺬﻩ ﺍﳌﺸﻜﻠﺔ‪ ،‬ﻳﻨﺒﻐﻲ ﻟﻜﻞ ﻭﺣﺪﺓ‬
‫ﰲ ﺍﳌﻨﻈﻤﺔ ﺃﻥ ﺗﺮﻛﺰ ﻋﻠﻰ ﻋﺪﺩ ﳏﺪﻭﺩ ﻣﻦ ﺍﳌﺨﺎﻃﺮ ﺍﳍﺎﻣﺔ‪ ،‬ﻋﻨﺪ ﺑﺪﺍﻳﺔ ﻋﻤﻠﻴـﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﻋﻠﻰ ﺍﻷﻗﻞ‪ .‬ﻓﺎﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﳌﺨﺎﻃﺮ ﺷﺪﻳﺪﺓ ﺍﻟﺘﺄﺛﲑ ﺃﻭ ﺍﻻﺣﺘﻤﺎﻝ ﻳﻨﺒﻐﻲ ﺃﻻ ﻳﺪﻓﻊ ﺍﳌﻨﻈﻤﺔ‬
‫ﺇﱃ ﲡﺎﻫﻞ ﺍﳌﺨﺎﻃﺮ ﺍﻷﺧﺮﻯ‪ .‬ﻓﺎﳌﺨﺎﻃﺮ ﺍﻟﱵ ﺗﻜﻮﻥ ﻗﻠﻴﻠﺔ ﺍﻻﺣﺘﻤﺎﻝ ﻭﻟﻜﻨﻬﺎ ﺷﺪﻳﺪﺓ ﺍﻟﺘﺄﺛﲑ ﻳﻨﺒﻐﻲ‬
‫ﻼ‪.‬‬
‫ﺭﺻﺪﻫﺎ ﻋﻠﻰ ﻭﺟﻪ ﺍﳋﺼﻮﺹ‪ ،‬ﻧﻈﺮﹰﺍ ﺇﱃ ﺍﺣﺘﻤﺎﻝ ﻭﻗﻮﻋﻬﺎ ﻣﺴﺘﻘﺒ ﹰ‬
‫‪ -١٧٢‬ﻭﻳﻘﺘﺮﺡ ﺩﻟﻴﻞ ﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﺍﳊﺎﲰـﺔ ﻭﺍﻟﺘﺮﻛﻴـﺰ‬
‫ﻋﻠﻴﻬﺎ ﻟﺘﺤﻘﻴﻖ ﻓﻌﺎﻟﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﺧﻔﺾ ﺣﺠﻢ ﺍﻟﻮﺛﺎﺋﻖ ﻭﺍﻟﺘﻘﺎﺭﻳﺮ ﺇﱃ ﻣﺴﺘﻮﻯ ﻣﻌﻘﻮﻝ‪ .‬ﻭﻣﻊ‬
‫ﺫﻟﻚ‪ ،‬ﺗُﺤﺚ ﺍﻹﺩﺍﺭﺍﺕ ﺍﻟﻌﺎﻣﺔ ﻋﻠﻰ ﲢﺪﻳﺪ ﻭﺭﺻﺪ ﺍﳌﺨﺎﻃﺮ ﺍﳉﺴﻴﻤﺔ ﺍﻷﺧﺮﻯ ﺍﻟـﱵ ﲢﺘـﺎﺝ ﺇﱃ‬
‫ﺸﻌﺐ ﺗﻘﻮﻡ ﺑﺘﺴﺠﻴﻞ ﺃﻫـﻢ ﲬـﺴﺔ‬ ‫ﻣﺘﺎﺑﻌﺔ‪ .‬ﻭﺫﻛﺮ ﺍﳌﺴﺆﻭﻟﻮﻥ ﰲ ﺇﺣﺪﻯ ﺍﻹﺩﺍﺭﺍﺕ ﺍﻟﻌﺎﻣﺔ ﺃﻥ ﺍﻟ ﱡ‬
‫ﳐﺎﻃﺮ‪ ،‬ﻭﻻ ﻳﺘﺠﺎﻭﺯ ﺍﻟﻌﺪﺩ ‪ ١٠‬ﺑﺄﻱ ﺣﺎﻝ ﻣﻦ ﺍﻷﺣﻮﺍﻝ‪.‬‬
‫‪ -١٧٣‬ﻭﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻸﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻟﻴﺴﺖ ﻟﺪﻳﻬﺎ ﺳﻴﺎﺳﺔ ﺃﻭ ﺗﻌﻠﻴﻤﺎﺕ ﺻـﺮﳛﺔ ﰲ ﻫـﺬﺍ‬
‫ﺍﺠﻤﻟﺎﻝ‪ .‬ﻭﺫﻛﺮ ﺍﳌﺴﺆﻭﻟﻮﻥ ﰲ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ ﺃﻥ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻷﻭﱃ ﻟﺘﻘﻴـﻴﻢ ﺍﳌﺨـﺎﻃﺮ ﺷـﻬﺪﺕ‬
‫ﲢﺪﻳﺪ ‪ ١٠‬ﳐﺎﻃﺮ ﺗﻘﺮﻳﺒﹰﺎ ﰲ ﺍﳌﻜﺎﺗﺐ ﺍﻟﻘﻄﺮﻳﺔ‪ .‬ﻭﻋﻘﺐ ﺫﻟﻚ‪ُ ،‬ﺷﺠّﻊ ﺍﳌﻮﻇﻔـﻮﻥ ﺑـﺸﺪﺓ ﻋﻠـﻰ‬
‫__________‬
‫)‪ (٣٠‬ﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﺪﻭﱄ ﻟﻠﺘﻨﻤﻴﺔ ﺍﻟﺰﺭﺍﻋﻴﺔ‪ ،‬ﺍﻟﺘﻘﺮﻳﺮ ﺍﻟﺴﻨﻮﻱ ﻋﻦ ﺃﻧﺸﻄﺔ ﺍﻟﺼﻨﺪﻭﻕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‪،‬‬
‫ﺍﻟﻮﺛﻴﻘﺔ ‪ ،EB2010/99/R.30‬ﺍﻟﻔﻘﺮﺓ ‪.١١‬‬

‫‪49‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﲬﺴﺔ ﳐﺎﻃﺮ ﺣﺎﲰﺔ‪ .‬ﻭﻳﻘﺘﺮﺡ ﺍﻟﺪﻟﻴﻞ ﺍﳉﺪﻳﺪ ﻟﺘﺨﻄﻴﻂ ﻋﻤﻞ ﻭﺣﺪﺍﺕ ﺑﺮﻧﺎﻣﺞ ﺍﻷﻣﻢ‬
‫ﺍﳌﺘﺤﺪﺓ ﺍﻹﳕﺎﺋﻲ ﺃﻥ ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﰲ ﺧﻄﺔ ﺍﻟﻌﻤﻞ ﻳﻨﺒﻐﻲ ﺃﻥ ﻳﺮﻛﺰ ﻋﻠﻰ ﺍﻟﻘﻠﻴﻞ ﻣـﻦ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﱵ ﲣﻄﻂ ﺍﻟﻮﺣﺪﺓ ﻻﲣﺎﺫ ﺇﺟﺮﺍﺀﺍﺕ ﺑﺸﺄﻬﻧﺎ ﻭ‪/‬ﺃﻭ ﺭﺻﺪﻫﺎ ﺧﻼﻝ ﻓﺘﺮﺓ ﺧﻄﺔ ﺍﻟﻌﻤﻞ‪.‬‬

‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﺪﺍﺧﻠﺔ ﻭﺍﻹﺣﺎﻟﺔ ﺇﱃ ﺍﳌﺴﺘﻮﻯ ﺍﻷﻋﻠﻰ‬

‫‪ -١٧٤‬ﺍﳌﺸﺎﻛﻞ ﺍﳌﺘﺪﺍﺧﻠﺔ ﻏﺎﻟﺒﹰﺎ ﻣﺎ ﺗﺘﻄﻠﺐ ﺍﲣﺎﺫ ﺇﺟﺮﺍﺀﺍﺕ ﻣﻦ ﺟﺎﻧﺐ ﺃﻛﺜﺮ ﻣﻦ ﻭﺣﺪﺓ ﻭﺍﺣﺪﺓ‬
‫ﰲ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﲢﺪﻳﺪ ﻭﻣﻌﺎﳉﺔ ﻫﺬﻩ ﺍﳌﺨﺎﻃﺮ ﳘﺎ ﻣﻦ ﺃﻫﻢ ﺍﳉﻮﺍﻧﺐ ﺍﳌﺘﻌﻠﻘـﺔ ﺑـﺈﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﻫﻲ ﻋﻤﻠﻴﺔ ﺗﻘﻮﻡ ﻋﻠﻰ ﻬﻧﺞ ﻣﺘﻜﺎﻣﻞ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤـﺔ‪ .‬ﻭﺍﳌﺨـﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ‬
‫ﺍﻟﺮﺋﻴﺴﻴﺔ‪ ،‬ﻋﻠﻰ ﻭﺟﻪ ﺍﳋﺼﻮﺹ‪ ،‬ﻏﺎﻟﺒﹰﺎ ﻣﺎ ﺗﻜﻮﻥ ﺫﺍﺕ ﻃﺎﺑﻊ ﻣﺘﺪﺍﺧﻞ ﻣﻦ ﺣﻴﺚ ﺗﺄﺛﲑﺍﻬﺗﺎ ﻭﺿﺮﻭﺭﺓ‬
‫ﺍﲣﺎﺫ ﺇﺟﺮﺍﺀﺍﺕ ﻟﻠﺘﺼﺪﻱ ﳍﺎ ﻋﻠﻰ ﻋﺪﺓ ﻣﺴﺘﻮﻳﺎﺕ ﺑﻐﻴﺔ ﺍﻟﺘﺨﻔﻴﻒ ﻣﻦ ﺁﺛﺎﺭﻫﺎ‪ .‬ﻭﺗﻘﺘﻀﻲ ﺍﳌﺨﺎﻃﺮ‬
‫ﺍﳌﺘﺪﺍﺧﻠﺔ ﻣﺸﺎﺭﻛﺔ ﳐﺘﻠﻒ ﺍﻹﺩﺍﺭﺍﺕ ﻭﻳﻨﺒﻐﻲ ﲢﺪﻳﺪ ﻭﺗﺴﺠﻴﻞ ﻛﺎﻓﺔ ﺍﻷﻃﺮﺍﻑ ﺍﳌﻌﻨﻴﺔ‪ ،‬ﻭﻳُﻜﻠﹼـﻒ‬
‫ﺍﳌﺪﻳﺮ ﺍﳌﻨﺎﺳﺐ ﺑﺘﻨﺴﻴﻖ ﻭﺗﻮﺟﻴﻪ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺼﺪﻱ‪.‬‬
‫‪ -١٧٥‬ﻭﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻸﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺗﻔﺘﻘﺮ ﺑﺸﻜﻞ ﻋﺎﻡ ﺇﱃ ﻣﺒـﺎﺩﺉ ﺗﻮﺟﻴﻬﻴـﺔ ﻟﺘﺤﺪﻳـﺪ‬
‫ﻭﻣﻌﺎﳉﺔ ﺍﳌﺨﺎﻃﺮ ﺍﻟﺸﺎﻣﻠﺔ ﻭﺇﺣﺎﻟﺘﻬﺎ ﺇﱃ ﺍﳌﺴﺘﻮﻯ ﺍﻷﻋﻠﻰ‪ .‬ﻭﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ ﻫﻮ ﺍﳉﻬﺔ ﺍﻟﻮﺣﻴﺪﺓ‬
‫ﺍﻟﱵ ﻟﺪﻳﻬﺎ ﺇﺟﺮﺍﺀﺍﺕ ﻹﺣﺎﻟﺔ ﺍﳌﺨﺎﻃﺮ ﺇﱃ ﺍﳌﺴﺘﻮﻯ ﺍﻷﻋﻠﻰ‪ .‬ﻓﻤﺪﻳﺮ ﺍﻟﻮﺣﺪﺓ ﻫﻮ ﺍﳌﺴﺆﻭﻝ ﻋﻦ ﻫﺬﻩ‬
‫ﺍﻟﻌﻤﻠﻴﺔ ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﺘﺴﻠﺴﻞ ﺍﻹﺩﺍﺭﻱ ﺍﻟﻘﺎﺋﻢ‪ .‬ﻭﻭﺟﺪ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻥ ﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴـﺔ ﻟـﺪﻳﻬﺎ‬
‫ﺗﻌﻠﻴﻤﺎﺕ ﻣﻔﺼﻠﺔ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﳌﺨﺎﻃﺮ ﺍﻟﺸﺎﻣﻠﺔ ﺑﲔ ﺇﺩﺍﺭﺍﻬﺗﺎ‪.‬‬

‫‘‪ ‘٤‬ﺃﺩﻭﺍﺕ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ :‬ﺍﻟﱪﳎﻴﺎﺕ ﺍﻟﺘﺠﺎﺭﻳﺔ‪ ،‬ﻭﺍﻟﱪﳎﻴﺎﺕ ﺍﳌﻔﺘﻮﺣﺔ‪ ،‬ﻭﻧﻈـﻢ ﲣﻄـﻴﻂ‬
‫ﺍﳌﻮﺍﺭﺩ ﻓـﻲ ﺍﳌﺆﺳﺴﺎﺕ‬
‫‪ -١٧٦‬ﻻ ﺗﻮﺟﺪ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻣﻨﻈﻤﺔ ﺗﺴﺘﺨﺪﻡ ﺑﺮﳎﻴﺎﺕ ﲡﺎﺭﻳﺔ ﰲ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﺭﺃﻯ ﺍﳌﺴﺆﻭﻟﻮﻥ ﺃﻥ ﺍﻟﱪﳎﻴﺎﺕ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻻ ﻳـﺴﻬﻞ ﺗﻜﻴﻴﻔﻬـﺎ ﻟﻼﺳـﺘﺨﺪﺍﻡ ﰲ‬
‫ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﻷﻥ ﺍﳌﺨﺎﻃﺮ ﺍﶈﻴﻄﺔ ﻬﺑﺎ ﻭﻋﻤﻠﻴﺎﻬﺗـﺎ ﻣﻮﺟﻬـﺔ ﻟﻠﻘﻄـﺎﻉ ﺍﳋـﺎﺹ‪.‬‬
‫ﻭﻳﺴﺘﺨﺪﻡ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ ﺑﺮﳎﻴﺔ ﰎ ﺗﻄﻮﻳﺮﻫﺎ ﺩﺍﺧﻠﻴﺎﹰ ﻟﺘﻮﺛﻴﻖ ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﻭﺍﻟﺘﺼﺪﻱ ﳍـﺎ‪.‬‬
‫ﻭﻗﺪ ﺃﹸﺗﻴﺤﺖ ﺑﻮﺍﺑﺔ ﺇﻟﻜﺘﺮﻭﻧﻴﺔ ﻋﻠﻰ ﺍﻟﺸﺒﻜﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻹﺩﺍﺭﺓ ﺳـﺠﻼﺕ ﳐـﺎﻃﺮ ﺍﻟﻮﺣـﺪﺍﺕ‬
‫ﻭﺍﳌﺆﺳﺴﺔ ﺗﺴﺘﺨﺪﻣﻬﺎ ‪ ٨٨‬ﰲ ﺍﳌﺎﺋﺔ ﻣﻦ ﺍﻟﻮﺣﺪﺍﺕ‪ .‬ﻭﺗﺴﺘﺨﺪﻡ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻷﺧـﺮﻯ ﺟـﺪﺍﻭﻝ‬
‫ﺑﻴﺎﻧﺎﺕ ﻭﳕﺎﺫﺝ "ﻭﻭﺭﺩ" ﻟﺘﺴﺠﻴﻞ ﻭﻣﺘﺎﺑﻌﺔ ﺍﳌﺨﺎﻃﺮ‪.‬‬
‫‪ -١٧٧‬ﻭﺃﻭﺿﺢ ﺍﳌﺴﺆﻭﻟﻮﻥ ﰲ ﺑﺮﻧﺎﻣﺞ ﺍﻷﻏﺬﻳﺔ ﺍﻟﻌﺎﳌﻲ ﺃﻥ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ‬
‫ﻻ ﳝﻜﻦ ﺃﻥ ﻳﺘﻢ ﻣﻦ ﺩﻭﻥ ﺩﻋﻢ ﺑﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻧﻈﺮﺍﹰ ﻟﻠﻌﺪﺩ ﺍﻟﻜـﺒﲑ ﻣـﻦ ﺍﳌـﻮﻇﻔﲔ‬
‫ﻭﺍﻟﺘﻮﺍﺟﺪ ﺍﻟﻘﻄﺮﻱ ﻋﻠﻰ ﻧﻄﺎﻕ ﻭﺍﺳﻊ‪ .‬ﻭﻳﻨﺒﻐﻲ ﺃﻥ ﻳﻜﻮﻥ ﻫﺬﺍ ﺍﻟﺪﻋﻢ ﺧﺪﻣﺔ ﺗﻘﺪﻣﻬﺎ ﺍﳌﻨﻈﻤﺔ ﺇﱃ‬
‫ﺍﳌﻮﻇﻔﲔ ﻣﻦ ﺃﺟﻞ ﺗﻴﺴﲑ ﺍﻟﺘﻨﻔﻴﺬ ﻭﺗﻌﺰﻳﺰ ﻓﻌﺎﻟﻴﺘﻪ ﺩﻭﻥ ﻓﺮﺽ ﺃﻋﺒﺎﺀ ﺇﺿﺎﻓﻴﺔ ﻛﺒﲑﺓ‪ .‬ﻭﻋﻠﻴﻪ‪ ،‬ﻳﻔﻜﺮ‬
‫ﻫﺆﻻﺀ ﺍﳌﺴﺆﻭﻟﻮﻥ ﰲ ﺍﺳﺘﺨﺪﺍﻡ ﺑﺮﳎﻴﺔ ﺧﺎﺻﺔ ﺗُﻤﻜﹼﻦ ﺗﻠﻘﺎﺋﻴﺎﹰ ﻣﻦ ﻣﻌﺎﳉـﺔ ﻛـﻢ ﻛـﺒﲑ ﻣـﻦ‬

‫‪GE.10-02214‬‬ ‫‪50‬‬
‫‪JIU/REP/2010/4‬‬

‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺗﻮﻓﺮ ﺃﺩﻭﺍﺕ ﻟﻠﻤﺘﺎﺑﻌﺔ ﻭﺍﻹﺑﻼﻍ‪ ،‬ﻋﻠﻰ ﺃﻥ ﺗﻜﻮﻥ ﻣﺘﻮﺍﻓﻘﺔﹰ ﻣﻊ ﻧﻈـﺎﻡ ﺍﳌﻌﻠﻮﻣـﺎﺕ‬
‫ﺍﳌﻮﺟﻮﺩ ﻟﺪﻯ ﺑﺮﻧﺎﻣﺞ ﺍﻷﻏﺬﻳﺔ ﺍﻟﻌﺎﳌﻲ‪.‬‬
‫‪ -١٧٨‬ﻭﺃﺩﺧﻞ ﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﻌﺎﳌﻲ ﻟﻠﺘﻨﻤﻴﺔ ﺍﻟﺰﺭﺍﻋﻴﺔ ﺑﻌﺾ ﺍﻟﻨﻤﺎﺫﺝ ﰲ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﺍﳌﻮﺍﺭﺩ ﻟﺘﻴﺴﲑ‬
‫ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﺗﺴﺘﺨﺪﻡ ﻣﻨﻈﻤﺔ ﺍﻷﻣﻦ ﻭﺍﻟﺘﻌﺎﻭﻥ ﺑﺮﳎﻴﺎﺕ ﲡﺎﺭﻳﺔ ﰎ ﺷـﺮﺍﺅﻫﺎ‬
‫ﺑﻘﻴﻤﺔ ‪ ٥٠ ٠٠٠‬ﻳﻮﺭﻭ ﻭﺗﺒﻠﻎ ﺍﻟﺘﻜﻠﻔﺔ ﺍﻟﺴﻨﻮﻳﺔ ﻟﺘﺮﺧﻴﺼﻬﺎ ﻭﺻﻴﺎﻧﺘﻬﺎ ‪ ١٥ ٠٠٠‬ﻳﻮﺭﻭ‪ .‬ﻭﳝﻜﹼـﻦ‬
‫ﻫﺬﺍ ﺍﻟﱪﻧﺎﻣﺞ ﺍﳊﺎﺳﻮﰊ ﲨﻴﻊ ﺍﳌﻮﻇﻔﲔ ﻣﻦ ﺍﻻﻃﻼﻉ ﻋﻠﻰ ﲨﻴﻊ ﺍﳌﺨﺎﻃﺮ ﻭﺍﻟـﻀﻮﺍﺑﻂ ﺍﶈـﺪﺩﺓ‪،‬‬
‫ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﶈﺪﺩﺓ ﺯﻣﻨﻴﺎﹰ‪ ،‬ﻭﺣﺎﻟﺔ ﺍﻟﺘﻨﻔﻴﺬ ﺍﻟﺮﺍﻫﻨﺔ ﰲ ﲨﻴﻊ ﺍﻟﻮﺣﺪﺍﺕ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬
‫‪ -١٧٩‬ﻭﺑﻌﺪ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻘﻴﻴﻢ ﺍﻷﻭﱃ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﺣـﺪﺩ‬
‫ﺍﳌﺴﺆﻭﻟﻮﻥ‪ ،‬ﻛﻮﺍﺣﺪ ﻣﻦ ﺍﻟﺪﺭﻭﺱ ﺍﳌﺴﺘﻔﺎﺩﺓ‪ ،‬ﺍﳊﺎﺟﺔ ﺇﱃ ﻧﻈﺎﻡ ﺃﻭ ﻗﺎﻋـﺪﺓ ﺑﻴﺎﻧـﺎﺕ ﻣُﺒـﺴﱠﻄﲔ‬
‫ﻟﺘﺴﺠﻴﻞ ﻭﲢﻠﻴﻞ ﺍﻟﻨﺘﺎﺋﺞ ﻭﺍﻹﺑﻼﻍ ﻋﻨﻬﺎ؛ ﻭﳎﺮﺩ ﻭﺿﻊ ﻗﺎﺋﻤﺔ ﺗﺸﻤﻞ ﺟﺪﺍﻭﻝ ﺍﳌﺨﺎﻃﺮ ﻻ ﻳـﻮﻓﺮ‬
‫ﻭﺳﻴﻠﺔ ﺳﻬﻠﺔ ﺍﻻﺳﺘﺨﺪﺍﻡ ﻟﺘﻘﻴﻴﻢ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﺠﻤﻟﻤﻌﺔ ﻭﺍﻹﺑﻼﻍ‪ .‬ﻛﻤﺎ ﺃﻥ ﺗﻄﻮﻳﺮ ﺃﺩﺍﺓ ﻣﺒﺴﻄﺔ ﲤﻜﹼﻦ ﻣﻦ‬
‫ﺩﺭﺍﺳﺔ ﺍﳌﺨﺎﻃﺮ ﲝﺴﺐ ﺍﻟﻔﺌﺎﺕ ﻭﺍﻟﺘﺼﻨﻴﻒ ﻭﻓﻘﹰﺎ ﺠﻤﻟﻤﻮﻋﺔ ﻣﻦ ﺍﳌﻌﺎﻳﲑ ﻣﻦ ﺷﺄﻧﻪ ﺗﺒـﺴﻴﻂ ﻋﻤﻠﻴـﺔ‬
‫ﻣﺮﺍﺟﻌﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺗﻴﺴﲑ ﲢﺪﻳﺪ ﺍﻷﳕﺎﻁ ﻭﺍﺠﻤﻟﺎﻻﺕ ﺫﺍﺕ ﺍﻻﻫﺘﻤﺎﻡ)‪.(٣١‬‬
‫‪ -١٨٠‬ﻭﺗﺒﲔ ﺍﻟﺘﺠﺮﺑﺔ ﺃﻥ ﺍﺳﺘﺨﺪﺍﻡ ﺑﺮﳎﻴﺎﺕ ﺧﺎﺻﺔ ﳝ ﱢﻜﻦ ﺍﳌﻨﻈﻤﺎﺕ ﻣﻦ ﺍﻻﺳﺘﻔﺎﺩﺓ ﺑـﺼﻮﺭﺓ‬
‫ﺃﻛﱪ ﻣﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﲟﺎ ﰲ ﺫﻟﻚ ﲢﺴﲔ ﺍﻟﺘﺤﻠﻴـﻞ ﻭﻓـﺮﺹ ﺍﻟﺮﺻـﺪ‪ .‬ﻭﻳﻨﺒﻐـﻲ‬
‫ﻟﻠﻤﻨﻈﻤﺎﺕ‪ ،‬ﻻ ﺳﻴﻤﺎ ﺍﻟﻜﺒﲑﺓ ﻣﻨﻬﺎ‪ ،‬ﳏﺎﻭﻟﺔ ﺇﳚﺎﺩ ﺣﻠﻮﻝ ﺗﺴﺘﻨﺪ ﺇﱃ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﺜـﻞ‬
‫ﺗﻄﻮﻳﺮ ﺃﻭ ﺷﺮﺍﺀ ﺑﺮﳎﻴﺎﺕ ﺧﺎﺻﺔ‪ ،‬ﺃﻭ ﺍﻟﻘﻴﺎﻡ‪ ،‬ﺇﻥ ﺃﻣﻜﻦ‪ ،‬ﺑﺪﻣﺞ ﻭﺣـﺪﺍﺕ ﻭﻇﻴﻔﻴـﺔ ﰲ ﺍﻟـﻨﻈﻢ‬
‫ﺍﳌﻮﺟﻮﺩﺓ‪ ،‬ﻛﱪﺍﻣﺞ ﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ ﻭﺍﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ‪ ،‬ﻣﻦ ﺃﺟﻞ ﺗﻨﻔﻴـﺬ ﻋﻤﻠﻴـﺔ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺑﺼﻮﺭﺓ ﺃﻓﻀﻞ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻓﺈﻥ ﺍﺳﺘﺨﺪﺍﻡ ﺑﺮﳎﻴﺎﺕ ﺧﺎﺻﺔ ﻟﻴﺲ ﺷﺮﻃﺎﹰ‬
‫ﺃﺳﺎﺳﻴﺎﹰ ﻟﺒﺪﺀ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﻳﻼﺣﻆ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻥ ﻫﻨﺎﻙ ﺑﺮﳎﻴﺎﺕ ﻣﻔﺘﻮﺣﺔ‬
‫ﻣﺘﺎﺣﺔ ﻟﻼﺳﺘﺨﺪﺍﻡ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻭﻋﻠﻰ ﺳﺒﻴﻞ ﺍﳌﺜﺎﻝ‪ ،‬ﺗﺴﺘﺨﺪﻡ ﺍﻷﻣﺎﻧﺔ ﺍﻟﻌﺎﻣـﺔ‬
‫ﻟﻸﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻭﺍﺣﺪﺍﹰ ﻣﻦ ﻫﺬﻩ ﺍﻟﱪﺍﻣﺞ ﺍﳌﻔﺘﻮﺣﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺃﺣﺪ ﺍﳌﺸﺎﺭﻳﻊ ﺍﻟﺮﺋﻴﺴﻴﺔ‬
‫ﻟﺘﺨﻄﻴﻂ ﺍﳌﻮﺍﺭﺩ‪.‬‬

‫ﺍﳊﺎﺟﺔ ﺇﱃ ﻣﻨﻬﺠﻴﺔ ﻭﺍﺿﺤﺔ ﻭﻣﺒﺎﺩﺉ ﺗﻮﺟﻴﻬﻴﺔ‬

‫‪ -١٨١‬ﻳﻮﺩ ﺍﳌﻔﺘﺸﺎﻥ ﺍﻟﺘﺄﻛﻴﺪ ﻣﻦ ﺟﺪﻳﺪ ﻋﻠﻰ ﺃﻥ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻳﺘﻄﻠﺐ ﻋﻤﻠﻴﺔ‬
‫ﺭﲰﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺫﺍﺕ ﻣﻨﻬﺠﻴﺔ ﻭﺃﺩﻭﺍﺕ ﻣﺘﺴﻘﺔ‪ .‬ﻭﻳﺘﻌﲔ ﻋﻠﻰ ﺍﳌﻨﻈﻤﺎﺕ ﻭﺿـﻊ ﻣﻘـﺎﻳﻴﺲ‬
‫ﺭﲰﻴﺔ ﺗﺒﲔ ﺗﺄﺛﲑﺍﺕ ﺍﳌﺨﺎﻃﺮ ﻭﺍﺣﺘﻤﺎﻻﺕ ﻭﻗﻮﻋﻬﺎ ﻭﻣﺴﺘﻮﺍﻫﺎ ﻭﻓﺌﺎﻬﺗﺎ‪ ،‬ﻭﺇﺟﺮﺍﺀﺍﺕ ﺇﺣﺎﻟﺘـﻬﺎ ﺇﱃ‬
‫ﺍﳌﺴﺘﻮﻯ ﺍﻷﻋﻠﻰ ﻭﺍﳋﻄﻮﺍﺕ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﱵ ﻳﻨﺒﻐﻲ ﺍﲣﺎﺫﻫﺎ ﻟﺘﻨﻔﻴﺬ ﻛﻞ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺎﺕ‪ .‬ﻭﲦﺔ ﺣﺎﺟـﺔ‬
‫ﺇﱃ ﻣﺒﺎﺩﺉ ﺗﻮﺟﻴﻬﻴﺔ ﻭﺍﺿﺤﺔ ﻭﺗﻔﺎﺻﻴﻞ ﻣﻨﺎﺳﺒﺔ‪ ،‬ﲟﺎ ﰲ ﺫﻟﻚ ﻭﺻﻒ ﻭﺗﻔﺴﲑ ﻓﺌـﺎﺕ ﺍﳌﺨـﺎﻃﺮ‬
‫ﻭﺗﻄﺒﻴﻘﻬﺎ ﻣﻦ ﺍﻟﻨﺎﺣﻴﺔ ﺍﻟﻌﻤﻠﻴﺔ‪ .‬ﻭﻋﻼﻭﺓ ﻋﻠﻰ ﺫﻟﻚ‪ ،‬ﻳﻨﺒﻐﻲ ﻟﻠﻤﻨﻈﻤﺎﺕ ﻭﺿﻊ ﺁﻟﻴﺎﺕ ﻟﻠﺘﻌﻠﻴﻘـﺎﺕ‬
‫__________‬
‫)‪ ،CWGRM 4/2/1 (٣١‬ﺍﻟﺼﻔﺤﺔ ‪.٦‬‬

‫‪51‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﻭﺍﻟﺪﺭﻭﺱ ﺍﳌﺴﺘﻔﺎﺩﺓ‪ ،‬ﺑﻐﻴﺔ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﳋﱪﺍﺕ ﻟﺘﺤﺴﲔ ﺍﻟﻌﻤﻠﻴﺔ‪ .‬ﻓﺎﳌﺒﺎﺩﺉ ﺍﻟﺘﻮﺟﻴﻬﻴﺔ ﺍﻟﱵ ﺗﻮﻓﺮ‬
‫ﻣﻌﻠﻮﻣﺎﺕ ﺟﻴﺪﺓ ﺍﻟﺘﻔﺼﻴﻞ ﺳﺘﺴﺎﻋﺪ ﰲ ﲡﻮﻳﺪ ﺍﻟﻌﻤﻠﻴﺔ ﺇﺫﺍ ﺍﻗﺘﺮﻧﺖ ﺑﺎﻟﺘﺪﺭﻳﺐ ﺍﳌـﺴﺘﻤﺮ ﻭﺗﻜـﺮﺍﺭ‬
‫ﺍﻟﻌﻤﻠﻴﺔ ﺑﺼﻮﺭﺓ ﻣﻨﺘﻈﻤﺔ‪.‬‬
‫ﻣﺆﺷﺮ ﺗﻨﻔﻴﺬ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ‬
‫‪ -١٨٢‬ﺧﻠﺺ ﺍﳌﻔﺘﺸﺎﻥ ﺇﱃ ﺃﻥ ﺗﻨﻔﻴﺬ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ ٧‬ﻳﺘﻄﻠﺐ ﻣﻦ ﺍﳌﺪﻳﺮﻳﻦ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﻛﻔﺎﻟﺔ‬
‫ﻭﺟﻮﺩ ﻋﻤﻠﻴﺔ ﺭﲰﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺗﻘﻮﻡ ﻋﻠﻰ ﺃﺳﺎﻟﻴﺐ ﻭﺃﺩﻭﺍﺕ ﻣﺘﺴﻘﺔ‪ ،‬ﻭﻣﺒـﺎﺩﺉ ﺗﻮﺟﻴﻬﻴـﺔ‬
‫ﻭﺗﻌﻠﻴﻤﺎﺕ ﻭﺍﺿﺤﺔ ﻣﺘﺎﺣﺔ ﳉﻤﻴﻊ ﺍﳌﻮﻇﻔﲔ‪ ،‬ﻣﻦ ﺃﺟﻞ ﻛﻔﺎﻟﺔ ﺍﺗﺴﺎﻕ ﻭﺗﻜﺎﻣﻞ ﺗﻨﻔﻴﺬ ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﻨﻈﻤﺔ ﻛﻜﻞ‪.‬‬

‫ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ :٨‬ﺩﻣﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ ﻭﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﱪﳎﺔ‬
‫ﻭﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﻨﻔﻴﺬ ﻭﺍﻟﻌﻤﻞ‬
‫‪ -١٨٣‬ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻟﻴﺴﺖ‪ ،‬ﻭﻻ ﻳﻨﺒﻐﻲ ﺃﻥ ﺗﻜﻮﻥ‪ ،‬ﻋﻤﻠﻴﺔ ﻗﺎﺋﻤﺔ ﺑﺬﺍﻬﺗﺎ ﺃﻭ ﻫﻴﻜﻞ ﺇﺩﺍﺭﻱ‬
‫ﻣﺴﺘﻘﻞ‪ .‬ﻭﻗﺪ ﺗﺼﺒﺢ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﳎﺮﺩ ﻋﻤﻠﻴﺔ ﺍﻣﺘﺜﺎﻝ ﻭﻟﻴﺲ ﺃﺩﺍﺓ ﺇﺩﺍﺭﻳﺔ ﻓﻌﺎﻟﺔ‪ ،‬ﺇﺫﺍ ﱂ ﺗﺪﻣﺞ‬
‫ﰲ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ‪ .‬ﻭﺍﻟﺪﻣﺞ ﻳﻌﲔ ﻋﻠﻰ ﲢﺪﻳﺪ ﺍﻟﻐﺮﺽ ﻣﻦ ﺗﻄﺒﻴﻖ ﻋﻤﻠﻴﺎﺕ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﻭﻳﺮﺑﻂ ﺍﳌﺨﺎﻃﺮ ﺑﺄﻫﺪﺍﻑ ﺍﳌﻨﻈﻤﺔ ﻭﺃﻧﺸﻄﺘﻬﺎ ﺍﻷﺳﺎﺳﻴﺔ؛ ﻭﻳﻜﻔﻞ ﺃﻳﻀﺎﹰ ﻋﺪﻡ ﺍﻟﻨﻈﺮ ﺇﱃ‬
‫ﻣﻬﻤﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻛﻤﺴﺆﻭﻟﻴﺔ ﺃﻭ ﻋﺐﺀ ﺇﺿﺎﻓﻴﲔ‪ ،‬ﺑﻞ ﻛﺠﺰﺀ ﻻ ﻳﺘﺠﺰﺃ ﻣـﻦ ﺍﻟﻌﻤﻠﻴـﺎﺕ‬
‫ﻛﻜﻞ‪ .‬ﻭﻳﻨﺒﻐﻲ ﺃﻥ ﻳﺘﻀﻤﻦ ﺍﻟﺪﻣﺞ ﻣﻮﺍﺀﻣﺔ ﻓﺮﺍﺩﻯ ﳑﺎﺭﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺿﻤﻦ ﺇﻃﺎﺭ ﻋﺎﻡ‬
‫ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻳﻀﻤﻦ ﺍﺗﺴﺎﻕ ﺍﻟﻨُﻬُﺞ ﻭﺩﻋﻢ ﺍﺳﺘﺨﺪﺍﻡ ﺍﳌﻮﺍﺭﺩ ﺑﻜﻔﺎﺀﺓ ﺃﻛﱪ‪ .‬ﻭﻳﻨﺒﻐﻲ‬
‫ﺃﻥ ﺗﻜﻮﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻛﺎﻣﺘﺪﺍﺩ ﻃﺒﻴﻌﻲ ﻟﻠﺪﻣﺞ‪ ،‬ﺇﻟﺰﺍﻣﻴﺔ ﻭﻣﺪﳎﺔ ﰲ ﻋﻤﻠﻴـﺔ ﺇﺩﺍﺭﺓ ﺍﻷﺩﺍﺀ‪.‬‬
‫ﻭﺳﻴﻤّﻜﻦ ﺫﻟﻚ ﻣﻦ ﺗﻌﺰﻳﺰ ﺍﳌﺴﺎﺀﻟﺔ ﻭﺍﳌﺴﺎﻋﺪﺓ ﰲ ﺇﳚﺎﺩ ﺛﻘﺎﻓﺔ ﻣﺪﺭﻛﺔ ﻟﻠﻤﺨﺎﻃﺮ ﻭﻳﺆﺩﻱ ﺇﱃ‬
‫ﺗﺴﺮﻳﻊ ﺍﻟﺘﻨﻔﻴﺬ‪.‬‬
‫‪ -١٨٤‬ﻭﻳﻨﺒﻐﻲ ﺃﻥ ﺗﺸﻤﻞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﲨﻴﻊ ﺍﺠﻤﻟﺎﻻﺕ‪ ،‬ﲟﺎ ﰲ ﺫﻟـﻚ ﺍﻟﻌﻤﻠﻴـﺎﺕ‬
‫ﻼ ﻋﻦ ﺍﳌﺒﺎﺩﺭﺍﺕ ﻏﲑ ﺍﳌﺘﻜﺮﺭﺓ‪ ،‬ﻛﻤﺸﺎﺭﻳﻊ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻭﺍﳋﻄﻂ ﺍﻟﺮﺋﻴﺴﻴﺔ‪،‬‬ ‫ﺍﳉﺎﺭﻳﺔ ﻓﻀ ﹰ‬
‫ﻭﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻭﺍﻟﺴﻴﺎﺳﺎﺕ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺍﳌﺸﺎﺭﻳﻊ ﺍﳌﻴﺪﺍﻧﻴﺔ‪ .‬ﻭﻳﻨﺒﻐﻲ ﺃﻥ ﻳﻜﻮﻥ ﺗﻘﻴﻴﻢ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺟﺰﺀﹰﺍ ﻣﻦ ﻋﻤﻠﻴﺔ ﺻﻨﻊ ﺍﻟﻘﺮﺍﺭ؛ ﻭﻣﻦ ﺍﻟﺘﺪﺍﺑﲑ ﺍﻟﻼﺯﻣﺔ ﻟﺬﻟﻚ ﺭﺑﻂ ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﲜﻤﻴﻊ ﺍﻟﺴﻴﺎﺳﺎﺕ‬
‫ﻭﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻭﻣﻘﺘﺮﺣﺎﺕ ﺍﳌﺸﺎﺭﻳﻊ ﺍﳍﺎﻣﺔ ﺍﻟﱵ ﺗﻌﺮﺽ ﻋﻠﻰ ﳉﻨﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‪.‬‬

‫ﲡﺮﺑﺔ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻸﻣﻢ ﺍﳌﺘﺤﺪﺓ‬

‫‪ -١٨٥‬ﺗﺴﻠﻂ ﲡﺮﺑﺔ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ ﺍﻟﻀﻮﺀ ﻋﻠﻰ ﺍﻟﺘﺤﺪﻳﺎﺕ ﻭﺍﳊﻠﻮﻝ ﺍﳌﺘﻌﻠﻘﺔ ﺑﻨﺠﺎﺡ ﺗﻨﻔﻴـﺬ‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﺑﻌﺪ ﻣﻀﻲ ﻋﺎﻡ ﻋﻠﻰ ﺍﻋﺘﻤﺎﺩ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ‪ ،‬ﻃﻠﺒﺖ ﺍﻟﻠﺠﻨﺔ ﺍﳌﻌﻨﻴﺔ ﺑﺈﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺗﻘﻴﻴﻢ ﺍﻟﺘﺠﺮﺑﺔ‪ .‬ﻭﺍﺳﺘﻨﺎﺩﹰﺍ ﺇﱃ ﺍﻟﻨﺘﺎﺋﺞ‪ ،‬ﻭﺑﺎﻟﺮﻏﻢ ﻣﻦ ﺍﻟﺘﺤﺴﻦ ﺍﻟﺬﻱ ﺣـﺪﺙ‪ ،‬ﺧﻠـﺼﺖ‬

‫‪GE.10-02214‬‬ ‫‪52‬‬
‫‪JIU/REP/2010/4‬‬

‫ﺍﻟﻠﺠﻨﺔ ﺇﱃ ﺃﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮﺓ ﻏﺎﻟﺒﹰﺎ ﻣﺎ ﺗﺘﻢ ﺑﺼﻮﺭﺓ ﳐﺼﺼﺔ ﻭﻛﺮﺩ ﻓﻌﻞ ﻭﺗﻜﻮﻥ ﲟﺜﺎﺑـﺔ ﻋﻤﻠﻴـﺔ‬
‫ﻣﺴﺘﻘﻠﺔ‪ ،‬ﻛﻤﺎ ﺃﻥ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻛﺎﻧﺖ ﻣﺘﺒﺎﻳﻨﺔ ﻓﻴﻤﺎ ﺑﲔ ﺍﳌﻜﺎﺗﺐ ﻭﰲ ﺍﳌﻨﻈﻤﺔ ﻛﻜﻞ)‪.(٣٢‬‬
‫‪ -١٨٦‬ﻭﺃﻗﺮ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ ﺑﺄﻥ ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﱂ ﺗُﺪﻣﺞ ﺑـﺼﻮﺭﺓ ﻛﺎﻣﻠـﺔ ﺑﻌـﺪ ﰲ‬
‫ﻼ‪ .‬ﻭﻛﺨﻄـﻮﺓ ﺃﻭﱃ‪ ،‬ﳚـﺮﻱ ﺗﻌﻤـﻴﻢ‬ ‫ﻋﻤﻠﻴﺎﺕ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻭﺫﻟﻚ ﻫﻮ ﺍﻟﺘﺤﺪﻱ ﺍﻟﺮﺋﻴﺴﻲ ﻣﺴﺘﻘﺒ ﹰ‬
‫ﺍﻟﺴﺠﻼﺕ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﻮﺣﺪﺍﺕ ﻭﺩﳎﻬﺎ ﰲ ﲣﻄﻴﻂ ﻋﻤﻞ ﺍﳌﻨﻈﻤـﺔ ﻛﻮﺳـﻴﻠﺔ ﻟـﺮﺑﻂ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺑﺎﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ‪ ،‬ﻭﺩﻋﻢ ﺍﳊﻮﺍﺭ ﺑﲔ ﻓﺮﺍﺩﻯ ﺍﻟﻮﺣﺪﺍﺕ ﻭﻭﺣﺪﺍﺕ ﺍﻟﺮﻗﺎﺑـﺔ‬
‫ﺑﺸﺄﻥ ﺍﻟﻔﺮﺹ ﻭﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﳌﺸﺘﺮﻛﺔ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﻟﻨﺘﺎﺋﺞ ﻭﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﺼﺪﻱ ﻟﻠﺘﺤﺪﻳﺎﺕ‬
‫ﺍﻟﺮﺋﻴﺴﻴﺔ ﺳﺘﺪﻣﺞ ﺑﻮﺻﻔﻬﺎ ﻧﺘﺎﺋﺞ ﺭﺋﻴﺴﻴﺔ ﻣﻊ ﺍﻷﻧﺸﻄﺔ ﺍﳌﺘﺼﻠﺔ ﻬﺑﺎ ﰲ ﺧﻄﺔ ﻋﻤﻞ ﺍﻟﻮﺣﺪﺓ‪ .‬ﻭﻋﻠﻢ‬
‫ﺍﳌﻔﺘﺸﺎﻥ ﺃﻥ ﺍﳌﺴﺆﻭﻟﲔ ﻳﻌﻜﻔﻮﻥ ﻋﻠﻰ ﻣﺮﺍﺟﻌﺔ ﲨﻴﻊ ﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺍﳋﻄـﻂ ﻭﺍﻻﺳـﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬
‫ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﻟﻀﻤﺎﻥ ﺩﻣﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺑﺎﻟﺼﻮﺭﺓ ﺍﳌﻼﺋﻤﺔ ﰲ ﲨﻴﻊ ﺍﺠﻤﻟﺎﻻﺕ‪.‬‬
‫‪ -١٨٧‬ﻭﺗﻌﻤﻞ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻋﻠﻰ ﺩﻣﺞ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﰲ ﲢﺪﻳﺪ ﺍﻷﻫﺪﺍﻑ‪ .‬ﻭﻋﻠـﻢ‬
‫ﺍﳌﻔﺘﺸﺎﻥ ﻣﻦ ﺍﳌﺴﺆﻭﻟﲔ ﰲ ﻣﻨﻈﻤﺔ ﺍﻷﻏﺬﻳﺔ ﻭﺍﻟﺰﺭﺍﻋﺔ ﺑﺪﻣﺞ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻸﻫـﺪﺍﻑ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻋﻨﺪ ﺇﻋﺪﺍﺩ ﺑﺮﻧﺎﻣﺞ ﺍﻟﻌﻤﻞ ﻭﺍﳌﻴﺰﺍﻧﻴﺔ ﻟﻔﺘﺮﺓ ﺍﻟـﺴﻨﺘﲔ ‪ .٢٠١١-٢٠١٠‬ﻭﺗﺘﻤﺜـﻞ‬
‫ﺇﺣﺪﻯ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻹﺩﺍﺭﻳﺔ ﺍﳌﺆﺳﺴﻴﺔ ﻟﻠﺼﻨﺪﻭﻕ ﺍﻟﺪﻭﱄ ﻟﻠﺘﻨﻤﻴﺔ ﺍﻟﺰﺭﺍﻋﻴﺔ ﰲ ﲢﺴﲔ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‪.‬‬
‫ﻭﳝﻜﻦ ﻋﻦ ﻃﺮﻳﻖ ﺍﳋﻄﻂ ﺍﻹﺩﺍﺭﻳﺔ ﻟﻠﺸﱡﻌﺐ ﺗﻌﺮﻳﻒ ﻭﺗﻘﻴﻴﻢ ﻭﲢﺪﻳﺪ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﳌﻼﺋﻤﺔ ﻟﺘﺨﻔﻴﻒ‬
‫ﺃﻭ ﺍﺳﺘﻐﻼﻝ ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﻗﺪ ﺗﻌﻮﻕ ﺃﻭ ﺗﻌﺰﺯ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ ﲢﻘﻴﻖ ﺍﻟﻨﺘﺎﺋﺞ ﺍﳌﺨﻄﻂ ﳍﺎ‪ .‬ﻭﻳﺘﻄﻠـﺐ‬
‫ﺇﻋﺪﺍﺩ ﺧﻄﻂ ﻟﻠﺸﱡﻌﺐ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﻭﺇﻋﺪﺍﺩ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺭﺑﻊ ﺍﻟﺴﻨﻮﻳﺔ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﻷﺩﺍﺀ‪ ،‬ﻭﻫﻮ ﺇﺟﺮﺍﺀ‬
‫ﺇﻟﺰﺍﻣﻲ ﳉﻤﻴﻊ ﺍﻟﺸﱡﻌﺐ ﻛﺠﺰﺀ ﻣﻦ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻭﺇﻋﺪﺍﺩ ﺍﻟﺘﻘﺎﺭﻳﺮ‪.‬‬
‫‪ -١٨٨‬ﻭﺃﻭﺿﺢ ﺍﳌﺴﺆﻭﻟﻮﻥ ﰲ ﺑﺮﻧﺎﻣﺞ ﺍﻷﻏﺬﻳﺔ ﺍﻟﻌﺎﳌﻲ ﺃﻥ ﺃﺳﺒﺎﺏ ﺍﺳﺘﺤﺪﺍﺙ ﺷﻌﺒﺔ ﺟﺪﻳـﺪﺓ‬
‫ﻟﻸﺩﺍﺀ ﻭﺍﳌﺴﺎﺀﻟﺔ ﻫﻲ ﺍﳉﻤﻊ ﺑﲔ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ ﻭﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ؛ ﻭﺩﻋـﻢ ﺍﻟﻠﺠﻨـﺔ‬
‫ﺍﳌﻌﻨﻴﺔ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ؛ ﻭﺍﻟﺸﻲﺀ ﺍﻷﻫﻢ ﻫﻮ ﺍﻟﺮﺑﻂ ﺑﺼﻮﺭﺓ ﺃﻓﻀﻞ ﺑـﲔ ﺃﻧـﺸﻄﺔ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﳌﻜﺎﺗﺐ ﺍﻟﻘﻄﺮﻳﺔ‪ ،‬ﻭﺍﻟﺮﻗﺎﺑﺔ ﺍﳌﺆﺳﺴﻴﺔ ﳍﺬﻩ ﺍﳌﺨـﺎﻃﺮ ﻭﺍﻟﺘﺨﻔﻴـﻒ ﻣـﻦ‬
‫ﺗﺄﺛﲑﺍﻬﺗﺎ‪ .‬ﻭﻗﺪ ﺃﻧﺸﺄﺕ ﺍﻟﺸﱡﻌﺒﺔ ﺇﻃﺎﺭﹰﺍ ﻹﺩﺍﺭﺓ ﺍﻷﺩﺍﺀ ﰲ ﺍﳌﺆﺳﺴﺔ ﻭﺣﺪﺩﺕ ﻣﻘﺎﻳﻴﺲ ﺍﻷﺩﺍﺀ‪ ،‬ﻭﺫﻟﻚ‬
‫ﺩﻋﻤﹰﺎ ﻟﺘﻨﻔﻴﺬ ﺍﳋﻄﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﻔﺘﺮﺓ ‪ ،٢٠١٣-٢٠٠٨‬ﳑﺎ ﳛﺪﺩ ﺍﻟﻨﻈـﺮﺓ ﺍﻟـﺸﺎﻣﻠﺔ ﻹﺩﺍﺭﺓ‬
‫ﺍﻷﺩﺍﺀ‪ .‬ﻭﻳﺪﻣﺞ ﺍﻹﻃﺎﺭ ﺑﲔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﻋﻨﺎﺻﺮ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‪ .‬ﻛﻤﺎ ﺃﻭﺿﺢ ﺍﳌﺴﺆﻭﻟﻮﻥ ﺃﻥ‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺳﺘﻜﻮﻥ ﳍﺎ ﻗﻴﻤﺔ ﻣﻀﺎﻓﺔ ﺇﺫﺍ ﺃﹸﺩﺧﻠﺖ ﻛﺠﺰﺀ ﻣـﻦ ﺇﺩﺍﺭﺓ ﺍﻷﺩﺍﺀ ﻷﻬﻧـﺎ‬
‫ﺗﻌﻜﺲ ﻋﻤﻞ ﻛﻞ ﻭﺍﺣﺪ ﻣﻦ ﺍﳌﻮﻇﻔﲔ‪.‬‬
‫‪ -١٨٩‬ﻭﳚﺐ ﺃﻥ ﺗﺸﻤﻞ ﻧﻈﻢ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻟﺪﻯ ﻣﻨﻈﻤﺔ ﻣﺎ ﺍﳌﺒﺎﺩﺭﺍﺕ ﺍﳌﺴﺘﻘﻠﺔ ﺃﻳﻀﹰﺎ ﻟﻜـﻲ‬
‫ﺗﻌﺘﱪ ﺇﺩﺍﺭﺓ ﳐﺎﻃﺮ ﻣﺆﺳﺴﻴﺔ‪ .‬ﻭﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺘﺎﺑﻌﺔ ﻟﻸﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻟﻴﺲ ﻟﺪﻳﻬﺎ ﺑﻌﺪ ﺗﻐﻄﻴﺔ ﻣﻨﻬﺠﻴﺔ ﰲ‬
‫ﻫﺬﺍ ﺍﻟﺼﺪﺩ‪ .‬ﻓﺒﻌﺾ ﺍﳌﺒﺎﺩﺭﺍﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﰲ ﳎﺎﻝ ﺍﻹﺻﻼﺣﺎﺕ‪ ،‬ﻛﺈﻋﺎﺩﺓ ﻫﻴﻜﻠﺔ ﺍﳌﻨﻈﻤﺔ ﻭﺗﻐـﻴﲑ‬
‫ﺃﺳﺎﻟﻴﺐ ﺍﻟﻌﻤﻞ ﻭﻧﻘﻞ ﺍﳋﺪﻣﺎﺕ ﺇﱃ ﺍﳋﺎﺭﺝ‪ ،‬ﺗﻔﺘﻘﺮ ﺇﱃ ﻋﻤﻠﻴﺔ ﻣﻼﺋﻤﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﰲ ﺣـﲔ‬
‫__________‬
‫)‪ (٣٢‬ﺑﺮﻧﺎﻣﺞ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺍﻹﳕﺎﺋﻲ‪ ،‬ﺇﻃﺎﺭ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ‪ ،‬ﻣﺬﻛﺮﺓ ﻧﻘﺎﺵ‪ ،‬ﺷﺒﺎﻁ‪/‬ﻓﱪﺍﻳﺮ ‪.٢٠١٠‬‬

‫‪53‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﺃﻥ ﺑﻌﺾ ﺍﳌﺒﺎﺩﺭﺍﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻷﺧﺮﻯ‪ ،‬ﻛﺘﺨﻄﻴﻂ ﺍﳌﻮﺍﺭﺩ ﻭﺍﳌﺨﻄﻂ ﺍﻟﻌﺎﻡ ﻟﺘﺠﺪﻳﺪ ﻣﺒﺎﱐ ﺍﳌﻘـﺮ‪،‬‬
‫ﺗﺸﻤﻞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻓﻌﻠﻰ ﺳﺒﻴﻞ ﺍﳌﺜﺎﻝ‪ ،‬ﰎ ﺗﻄﺒﻴﻖ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻃﻮﺍﻝ ﻓﺘـﺮﺓ ﺗﻨﻔﻴـﺬ ﺃﺣـﺪ‬
‫ﺍﳌﺸﺎﺭﻳﻊ ﺍﻟﺮﺋﻴﺴﻴﺔ ﰲ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺘﺨﻄﻴﻂ ﺍﳌﻮﺍﺭﺩ ﻭﺍﳌﺨﻄﻂ ﺍﻟﻌﺎﻡ ﻟﺘﺠﺪﻳﺪ ﻣﺒﺎﱐ ﺍﳌﻘﺮ‪.‬‬
‫ﻭﻋﻠﻢ ﺍﳌﻔﺘﺸﺎﻥ ﻣﻦ ﺍﳌﺴﺆﻭﻟﲔ ﺃﻥ ﺍﳌﺨﻄﻂ ﺍﻟﻌﺎﻡ ﻟﺘﺠﺪﻳﺪ ﻣﺒﺎﱐ ﺍﳌﻘﺮ ﻳﺘﻀﻤﻦ ﺳﺠﻞ ﳐﺎﻃﺮ ﳜﻀﻊ‬
‫ﻟﻠﻤﺮﺍﺟﻌﺔ ﻭﺍﻟﺘﺤﺪﻳﺚ ﻋﺪﺓ ﻣﺮﺍﺕ ﻛﻞ ﺳﻨﺔ ﲢﺖ ﺇﺷﺮﺍﻑ ﻣﺪﻳﺮ ﻟﻠﻤﺨﺎﻃﺮ‪ .‬ﻭﻳُﺨﺼﺺ ﺭﻣﺰ ﻟﻮﱐ‬
‫ﻟﻜﻞ ﺧﻄﺮ ﺍﺳﺘﻨﺎﺩﹰﺍ ﺇﱃ ﺍﺣﺘﻤﺎﻝ ﺣﺪﻭﺛﻪ ﻭﻣﺪﻯ ﺗﺄﺛﲑﻩ ﻋﻠﻰ ﺍﳌﺸﺮﻭﻉ‪ .‬ﻭﺗﻘـﻮﻡ ﺍﳉﻬـﺔ ﺍﳌﻌﻨﻴـﺔ‬
‫ﺑﺎﻟﺘﺼﺪﻱ ﻟﻜﻞ ﺧﻄﺮ ﺑﺮﺻﺪ ﺫﻟﻚ ﺍﳋﻄﺮ ﻭﺗﻘﻴﻴﻤﻪ ﻭﲢﺪﻳﺪ ﺇﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﺘﺨﻔﻴﻒ ﺗﺄﺛﲑﺍﺗﻪ ﻭﺗﻮﻗﻴﺖ‬
‫ﻭﻗﻮﻋﻪ ﻭﻭﺿﻊ ﻃﺮﻳﻘﺔ ﻟﻠﺘﺼﺪﻱ ﻟﻪ‪.‬‬

‫ﲡﺮﺑﺔ ﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ‬

‫‪ -١٩٠‬ﻣﻦ ﺍﳌﺒﺎﺩﺉ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ ﺩﻣـﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﰲ‬
‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﻘﺎﺋﻤﺔ ﰲ ﳎﺎﱄ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﲣﺎﺫ ﺍﻟﻘﺮﺍﺭ‪ .‬ﻭﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﺍﻟﺪﺍﺋﻤﺔ ﻓﻴﻤﺎ ﻳﺘﻌﻠـﻖ ﺑـﺎﳋﻄﻂ‬
‫ﺍﻟﺴﻨﻮﻳﺔ ﻟﻺﺩﺍﺭﺓ ﺗﻘﺘﻀﻲ ﺃﻥ ﲢﺪﺩ ﺍﳋﻄﺔ ﺍﳋﺎﺻﺔ ﺑﻜﻞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﱵ ﻗﺪ ﻳﻜﻮﻥ ﳍﺎ‬
‫ﺗﺄﺛﲑ ﻋﻠﻰ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ‪ ،‬ﻭﺃﻥ ﺗﺘﺨﺬ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﳌﻼﺋﻤﺔ ﻟﻠﺘﺼﺪﻱ ﳍﺎ‪ .‬ﻭﻋﻼﻭﺓ ﻋﻠﻰ ﺫﻟـﻚ‪،‬‬
‫ﺗُﺪﻣﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺑﻮﺿﻮﺡ ﰲ ﺇﻃﺎﺭ ﺍﳌﺮﺍﻗﺒﺔ ﺍﻟﺪﺍﺧﻠﻲ ﻟﻠﻤﻔﻮﺿﻴﺔ‪.‬‬

‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﻟﻔﺮﻭﻉ ﻭﺍﻟﺸﺮﺍﻛﺔ ﻭﺍﳌﺴﺎﻋﺪﺓ ﺍﻹﻧﺴﺎﻧﻴﺔ‬

‫‪ -١٩١‬ﺗﺮﺗﺒﻂ ﳐﺎﻃﺮ ﺍﳌﻨﻈﻤﺎﺕ‪ ،‬ﰲ ﻛﺜﲑ ﻣﻦ ﺍﳊﺎﻻﺕ‪ ،‬ﲟﺨﺎﻃﺮ ﺍﻷﻃﺮﺍﻑ ﺍﻟﺜﺎﻟﺜﺔ‪ .‬ﻭﻋـﺎﺩﺓ‬
‫ﻣﺎ ﺗﺼﺒﺢ ﳐﺎﻃﺮ ﻛﺒﺎﺭ ﺍﳌﺘﻌﺎﻗﺪﻳﻦ ﳐﺎﻃﺮ ﺍﳌﻨﻈﻤﺔ‪ .‬ﻓﻌﻨﺪﻣﺎ ﻳﺴﺘﻌﺎﻥ‪ ،‬ﻣﺜﻼﹰ‪ ،‬ﲟﺼﺎﺩﺭ ﺧﺎﺭﺟﻴـﺔ‬
‫ﻹﺟﺮﺍﺀ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ‪ ،‬ﺗﺼﺒﺢ ﳐﺎﻃﺮ ﺍﻟﺸﺮﻛﺔ ﺍﳌﺘﻌﺎﻗﺪ ﻣﻌﻬﺎ ﳐﺎﻃﺮ ﺍﳌﻨﻈﻤـﺔ‬
‫ﺫﺍﻬﺗﺎ‪ .‬ﰒ ﺇﻥ ﳒﺎﺡ ﺑﻌﺾ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻳﻌﺘﻤﺪ ﺍﻋﺘﻤﺎﺩﺍﹰ ﻣﺘﺰﺍﻳﺪﺍﹰ ﻋﻠـﻰ ﺍﻟـﺸﺮﻛﺎﺀ‬
‫ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﰲ ﺍﳌﻴﺪﺍﻥ‪ .‬ﻭﻣﺎ ﻓﺘﺊ ﲢﻘﻴﻖ ﺍﻷﻫﺪﺍﻑ ﺍﻟﱪﻧﺎﳎﻴﺔ ﻳﺘﻮﻗﻒ ﻋﻠﻰ ﺃﺣﺪﺍﺙ ﺗﺘﺤﻜﻢ ﻓﻴﻬﺎ‬
‫ﺍﳌﻨﻈﻤﺎﺕ ﺟﺰﺋﻴﺎ ﺃﻭ ﺃﺣﺪﺍﺙ ﻻ ﺗﺘﺤﻜﻢ ﻓﻴﻬﺎ ﻋﻠﻰ ﺍﻹﻃﻼﻕ ﻭﻻ ﺑﺪ ﻣﻦ ﺇﺩﺍﺭﻬﺗﺎ ﺑﺎﻟﺘﻌﺎﻭﻥ ﻣﻊ‬
‫ﺍﻟﺸﺮﻛﺎﺀ ﻭﺃﺻﺤﺎﺏ ﺍﳌﺼﻠﺤﺔ ﺍﻵﺧﺮﻳﻦ‪ .‬ﻭﻳﺘﻄﻠﺐ ﻫﺬﺍ ﺍﻟﻮﺿﻊ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ ﺃﻥ ﺗﺘﻌﺎﻣﻞ ﻣﻊ‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺇﻃﺎﺭ ﻣﻦ ﺍﻟﺘﻌﺎﻭﻥ ﺍﳌﻨﻬﺠﻲ ﺍﻟﻘﺎﺋﻢ ﺑﲔ ﲨﻴﻊ ﺍﻟﺸﺮﻛﺎﺀ‪.‬‬
‫‪ -١٩٢‬ﻭﳝﻜﻦ ﺍﻻﺳﺘﻌﺎﻧﺔ ﺑﻔﻌﺎﻟﻴﺔ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻟﺪﻯ ﺇﻋﺪﺍﺩ ﺍﻟﱪﺍﻣﺞ ﺍﳌﺘﺼﻠﺔ ﺑﺎﻟﻌﻤﻠﻴـﺎﺕ‬
‫ﺍﻹﳕﺎﺋﻴﺔ ﻭﺍﳌﺴﺎﻋﺪﺓ ﺍﻹﻧﺴﺎﻧﻴﺔ‪ ،‬ﺑﻨﺎﺀ ﻋﻠﻰ ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﻨﺎﻃﻖ‪ .‬ﻭﲦﺔ ﳎﺎﻝ ﻫﺎﻡ ﺁﺧﺮ ﻳﻨﺒﻐﻲ‬
‫ﻓﻴﻪ ﺍﻟﻨﻈﺮ ﰲ ﺇﻣﻜﺎﻧﻴﺔ ﺍﺗﺒﺎﻉ ﻬﻧﺞ ﺍﻹﺩﺍﺭﺓ ﺍﳌﺘﻜﺎﻣﻠﺔ ﻟﻠﻤﺨﺎﻃﺮ ﺃﻻ ﻭﻫﻮ ﺗﻘـﺪﱘ ﺍﳌـﺴﺎﻋﺪﺍﺕ‬
‫ﺍﻟﻄﺎﺭﺋﺔ ﰲ ﺍﳌﻨﺎﻃﻖ ﺍﻟﱵ ﺗﻌﺼﻒ ﻬﺑﺎ ﺍﻟﻜﻮﺍﺭﺙ ﺍﻟﻄﺒﻴﻌﻴﺔ‪ ،‬ﻟﻀﻤﺎﻥ ﻗﺪﺭﺓ ﲨﻴﻊ ﺍﻷﻃﺮﺍﻑ ﻋﻠﻰ‬
‫ﺗﻘﺪﱘ ﺍﳌﻌﻮﻧﺔ ﺑﺴﺮﻋﺔ ﻭﻓﻌﺎﻟﻴﺔ‪.‬‬
‫‪ -١٩٣‬ﻭﻣﺎ ﺯﺍﻝ ﻳﺘﻌﲔ ﺩﻣﺞ ﻫﺬﻩ ﺍﳌﺴﺎﺋﻞ ﺭﲰﻴﺎﹰ ﰲ ﺳﻴﺎﺳﺎﺕ ﻭﳑﺎﺭﺳﺎﺕ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣـﻢ‬
‫ﺍﳌﺘﺤﺪﺓ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ‪ .‬ﻭﻳﻨﺒﻐـﻲ ﻟﻠﻤﻨﻈﻤـﺎﺕ ﺃﻥ ﺗـﻀﻊ ﻃﺮﺍﺋـﻖ‬

‫‪GE.10-02214‬‬ ‫‪54‬‬
‫‪JIU/REP/2010/4‬‬

‫ﻭﺑﺮﻭﺗﻮﻛﻮﻻﺕ‪ ،‬ﻭﺗﺪﳎﻬﺎ ﰲ ﺳﻴﺎﺳﺎﺕ ﻭﺃﻃﺮ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ‪ ،‬ﻭﲢـﺪﺩ ﻣﺒـﺎﺩﺉ‬

‫ﺗﻮﺟﻴﻬﻴﺔ ﻟﺘﻨﻔﻴﺬﻫﺎ ﺗﻨﻔﻴﺬﺍﹰ ﻋﻤﻠﻴﺎﹰ‪.‬‬

‫ﺍﻟﺪﻣﺞ ﰲ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ‬

‫‪ -١٩٤‬ﻳﺴﻌﻰ ﻬﻧﺠﺎ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺍﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ ﺇﱃ ﻏﺎﻳﺎﺕ ﻣﺘﺪﺍﺧﻠﺔ‬
‫ﺗﺘﻤﺜﻞ ﰲ ﲢﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﳌﻨﻈﻤﺎﺕ‪ .‬ﻭﻟﺌﻦ ﻛﺎﻧﺖ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ ﲢﺪﺩ ﺃﻫـﺪﺍﻓﹰﺎ ﰲ‬
‫ﻛﻞ ﻣﺴﺘﻮﻯ ﻭﺗﻮﺟﻪ ﻋﻤﻞ ﺍﳌﻨﻈﻤﺔ ﳓﻮ ﲢﻘﻴﻘﻬﺎ‪ ،‬ﻓﺈﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺗﺴﺎﻋﺪ ﰲ ﻫـﺬﻩ‬
‫ﺍﻟﻌﻤﻠﻴﺔ ﺑﺘﻤﻜﲔ ﺍﳌﻮﻇﻔﲔ ﻣﻦ ﲢﺪﻳﺪ ﻭﺗﻘﻴﻴﻢ ﻭﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺮﺗﺒﻄﺔ ﺑﺘﺤﻘﻴﻖ ﺗﻠﻚ ﺍﻷﻫـﺪﺍﻑ‪.‬‬
‫ﻭﻗﺪ ﺷﺮﻉ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﰲ ﺗﻨﻔﻴﺬ ﻬﻧﺞ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ‪ .‬ﻭﳌـﺎ‬
‫ﻛﺎﻥ ﻳُﻔﺘﺮﺽ ﰲ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ ﺃﻥ ﺗﺸﻤﻞ ﲨﻴﻊ ﺃﺟﺰﺍﺀ ﺍﳌﻨﻈﻤـﺔ‪ ،‬ﲟـﺎ ﰲ ﺫﻟـﻚ‬
‫ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﱪﳎﺔ ﻭﺍﳌﻴﺰﻧﺔ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ‪ ،‬ﻓﺈﻥ ﺍﳌﻔﺘﺸﲔ ﻳﺮﻳﺎﻥ ﺃﻥ ﺃﻣﺎﻡ ﺍﳌﻨﻈﻤﺎﺕ ﻓﺮﺻﺔ ﻓﺮﻳﺪﺓ ﻟﺪﻣﺞ‬
‫ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻣﻦ ﺧﻼﻝ ﻋﻤﻠﻴﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ‪.‬‬
‫ﺍﻟﺪﻣﺞ ﰲ ﻧﻈﻢ ﺍﳌﺮﺍﻗﺒﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‬
‫‪ -١٩٥‬ﺗﺪﻣﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﻣﻔﻬﻮﻣﹰﺎ ﺃﻭﺳﻊ‪ ،‬ﺍﻟﻀﻮﺍﺑﻂ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻛﺠـﺰﺀ‬
‫ﺭﺋﻴﺴﻲ ﻣﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﺗﺪﺭﺝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺍﻷﻫﺪﺍﻑ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺿﻤﻦ ﺇﻃﺎﺭ‬
‫ﺷﺎﻣﻞ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ)‪ (٣٣‬ﻭﺗﺴﺎﻉ ﰲ ﺗﻘﻴﻴﻢ ﻧﻈﺎﻡ ﺍﳌﺮﺍﻗﺒﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﲢﺪﻳﺪﻩ ﲟﺎ ﻳﻜﻔـﻞ ﲢﻘﻴـﻖ‬
‫ﺍﻷﻫﺪﺍﻑ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬
‫‪ -١٩٦‬ﻭﺗﺴﺘﺨﺪﻡ ﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻟﺘﻌﺰﻳﺰ ﻧﻈﻢ ﺍﳌﺮﺍﻗﺒﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﺍﻟـﺴﻠﻴﻤﺔ‪.‬‬
‫ﻭﻳﻘﻮﻡ ﻣﻨﺴﻘﻮ ﺍﳌﺮﺍﻗﺒﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻋﺎﺩﺓ ﺑﺘﻨﺴﻴﻖ ﳑﺎﺭﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﻛﻞ ﻣﺪﻳﺮﻳـﺔ ﻋﺎﻣـﺔ‪.‬‬
‫ﻭﻳُﻠﺰَﻡ ﺍﳌﺪﻳﺮﻭﻥ ﺍﻟﻌﺎﻣﻮﻥ ﺑﺘﻘﺪﱘ ﻛﺸﻒ ﻟﻠﺤﺎﻟﺔ ﺍﻟﻌﺎﻣﺔ ﻟﻠﻤﺮﺍﻗﺒﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﰲ ﺗﻘﺎﺭﻳﺮﻫﻢ ﺍﻟﺴﻨﻮﻳﺔ‪.‬‬
‫‪ -١٩٧‬ﻭﰲ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﻻ ﺗﺮﺗﺒﻂ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺍﺭﺗﺒﺎﻃﹰﺎ ﺻﺮﳛﹰﺎ ﺑـﻨﻈﻢ‬
‫ﺍﳌﺮﺍﻗﺒﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‪ .‬ﻭﻧﻈﺮﹰﺍ ﺇﱃ ﺍﻟﻌﻼﻗﺔ ﺍﻟﻮﺛﻴﻘﺔ ﺑﲔ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻔﻌﺎﻟﺔ ﻟﻠﻤﺨﺎﻃﺮ ﻭﻧﻈﻢ ﺍﳌﺮﺍﻗﺒﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‬
‫ﺍﻟﺴﻠﻴﻤﺔ‪ ،‬ﻳﻨﺒﻐﻲ ﻟﻠﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﳌﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤـﺪﺓ ﺃﻥ ﻳـﺴﺘﺨﺪﻣﻮﺍ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﻟﺘﺤﺴﲔ ﺍﻟﻀﻮﺍﺑﻂ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺗﺴﺮﻳﻊ ﻭﺗﲑﺓ ﻭﺿﻊ ﺇﻃﺎﺭ ﺳـﻠﻴﻢ ﻟﻠﻤﺮﺍﻗﺒـﺔ ﺍﻟﺪﺍﺧﻠﻴـﺔ‬
‫ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﻋﻨﺼﺮﹰﺍ ﺭﺋﻴﺴﻴﹰﺎ ﻣﻦ ﻋﻨﺎﺻﺮ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬

‫ﺍﻟﺘﻘﻴﻴﻢ‬
‫‪ -١٩٨‬ﻳﻼﺣﻆ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻥ ﺩﻣﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﺍﻟﺘﺨﻄﻴﻂ‪ ،‬ﻭﺍﻟﱪﳎﺔ‪ ،‬ﻭﺍﻷﻋﻤـﺎﻝ‬
‫ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ‪ ،‬ﻭﺇﺩﺍﺭﺓ ﺍﻷﺩﺍﺀ‪ ،‬ﻭﺍﳌﺒﺎﺩﺭﺍﺕ ﻏﲑ ﺍﳌﺘﻜﺮﺭﺓ‪ ،‬ﱂ ﻳﺘﻢ ﺑﻌﺪ ﰲ ﻫﻴﺌﺎﺕ ﻣﻨﻈﻮﻣـﺔ‬
‫ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ .‬ﻏﲑ ﺃﻥ ﺍﳌﺴﺆﻭﻟﲔ ﻳﺪﺭﻛﻮﻥ ﻋﻤﻮﻣﹰﺎ ﺃﻥ ﺍﻟﺘﻜﺎﻣﻞ ﱂ ﻳﺘﺤﻘﻖ‪ ،‬ﻭﻣﻦ ﰒ ﳚﺮﻱ ﻭﺿﻊ‬
‫__________‬
‫‪Enterprise Risk Management – Integrated Framework, appendix – Relations between ERM‬‬ ‫)‪(٣٣‬‬
‫‪.framework and internal control integrated framework‬‬

‫‪55‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﺧﻄﻂ ﻟﺘﺼﺤﻴﺢ ﻫﺬﺍ ﺍﻟﻮﺿﻊ‪ .‬ﻭﺳﺘﻜﻮﻥ ﺍﻷﻣﻮﺭ ﺃﻛﺜﺮ ﻓﻌﺎﻟﻴﺔ ﺇﺫﺍ ﻣﺎ ﻧﻈﺮﺕ ﺍﳌﻨﻈﻤﺎﺕ ﰲ ﺩﻣـﺞ‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺍﻟﻘﺎﺋﻤﺔ ﻭﺍﳌﺒﺎﺩﺭﺍﺕ ﺍﳉﺪﻳﺪﺓ ﰲ ﻣﺮﺣﻠﺔ ﺍﻟﺘﺨﻄﻴﻂ‪.‬‬
‫ﻭﰲ ﺣﲔ ﺃﻥ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺮﺍﺋﺪﺓ ﺗﻌﺠﻞ ﺑﻌﻤﻠﻴﺔ ﺍﻟﺘﻜﺎﻣﻞ‪ ،‬ﻳﻨﺒﻐﻲ ﻟﻠﻤﻨﻈﻤﺎﺕ ﺍﻷﺧﺮﻯ ﺃﻥ ﺗﻨﻈـﺮ ﰲ‬
‫ﻼ ﻣـﻦ ﺍﳋـﱪﺍﺕ ﻭﺍﻟـﺪﺭﻭﺱ‬ ‫ﲢﻘﻴﻖ ﺍﻟﺘﻜﺎﻣﻞ ﰲ ﻣﺮﺍﺣﻞ ﺍﻟﺘﺨﻄﻴﻂ ﺑﻨﺎﺀ ﻋﻠﻰ ﻣﺎ ﻫﻮ ﻣﺘﺎﺡ ﻓﻌ ﹰ‬
‫ﺍﳌﺴﺘﻔﺎﺩﺓ‪ .‬ﻛﻤﺎ ﻳﻨﺒﻐﻲ ﻟﻠﻤﻨﻈﻤﺎﺕ ﺍﻟﱵ ﺗﻐﺘﻨﻢ ﻫﺬﻩ ﺍﻟﻔﺮﺻﺔ ﺃﻥ ﺗﻨﻈﺮ ﰲ ﻭﺿﻊ ﻧﻈﺎﻡ ﺳﻠﻴﻢ ﻟﻠﻤﺮﺍﻗﺒﺔ‬
‫ﺍﻟﺪﺍﺧﻠﻴﺔ ﺑﺎﻋﺘﺒﺎﺭﻩ ﺟﺰﺀﹰﺍ ﺭﺋﻴﺴﻴﹰﺎ ﻣﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬

‫ﻣﺆﺷﺮ ﺗﻨﻔﻴﺬ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ‬

‫‪ -١٩٩‬ﳜﻠﺺ ﺍﳌﻔﺘﺸﺎﻥ ﺇﱃ ﺃﻥ ﺗﻨﻔﻴﺬ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ ٨‬ﻳﻘﺘﻀﻲ ﻣﻦ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﻛﻔﺎﻟﺔ‬
‫ﺩﻣﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ‪ ،‬ﻭﺍﻟﺘﺨﻄﻴﻂ‪ ،‬ﻭﺍﻟﱪﳎﺔ‪ ،‬ﻭﺍﻟﻌﻤﻠﻴﺎﺕ‬
‫ﻼ ﻋﻦ ﺍﳌﺒﺎﺩﺭﺍﺕ ﻏﲑ ﺍﳌﺘﻜﺮﺭﺓ ﻭﺃﻧﺸﻄﺔ ﺍﳌـﺴﺎﻋﺪﺓ ﺍﻹﻧـﺴﺎﻧﻴﺔ‪.‬‬ ‫ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ﻭﺇﺟﺮﺍﺀﺍﺕ ﺍﻟﻌﻤﻞ‪ ،‬ﻓﻀ ﹰ‬
‫ﻭﺇﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ‪ ،‬ﻳﻨﺒﻐﻲ ﺃﻥ ﺗﺸﻤﻞ ﺗﻘﻴﻴﻤﺎﺕ ﺍﳌﺨﺎﻃﺮ ﳐﺎﻃﺮ ﺍﻟﻔﺮﻭﻉ ﻭﺍﻟﺸﺮﺍﻛﺎﺕ‪.‬‬

‫ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ :٩‬ﻭﺟﻮﺩ ﺁﻟﻴﺎﺕ ﺭﺻﺪ ﻭﺗﻘﻴﻴﻢ ﻭﺇﺑﻼﻍ ﻟﻀﻤﺎﻥ ﺍﻻﻣﺘﺜـﺎﻝ ﳌﺘﻄﻠﺒـﺎﺕ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﻭﺿﻤﺎﻥ ﻓﻌﺎﻟﻴﺘﻬﺎ‬
‫‪ -٢٠٠‬ﻻ ﺗﻜﺘﻤﻞ ﺩﻭﺭﺓ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺩﻭﻥ ﲢﺪﻳﺪ ﻋﻤﻠﻴﺎﺕ ﺍﻟﺮﺻﺪ ﻭﺍﻻﺳـﺘﻌﺮﺍﺽ ﻭﺍﻟﺘﻘﻴـﻴﻢ‬
‫ﻭﺍﻹﺑﻼﻍ‪ .‬ﻭﺗُﻀﻤﱠ ُﻦ ﺍﻷﻃﺮ ﺍﻟﻔﻌﺎﻟﺔ ﻭﺍﻟﺮﺍﺳﺨﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺁﻟﻴﺎﺕ ﺭﲰﻴﺔ ﻭﻏﲑ ﺭﲰﻴـﺔ ﳍـﺬﺍ‬
‫ﺍﻟﻐﺮﺽ)‪ .(٣٤‬ﻭﻳﻨﺒﻐﻲ ﺍﺳﺘﻌﺮﺍﺽ ﺟﻮﺍﻧﺐ ﺍﻷﺩﺍﺀ ﻭﺍﻻﻣﺘﺜﺎﻝ ﰲ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﺍﻹﺑﻼﻍ ﻋﻨﻬﺎ‪ .‬ﻭﺗﺮﺩ‬
‫ﺃﺩﻧﺎﻩ ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﱵ ﺗﻘﺘﺮﺣﻬﺎ ﻭﺣﺪﺓ ﺍﻟﺘﻔﺘﻴﺶ ﺍﳌﺸﺘﺮﻛﺔ ﳍﺬﻩ ﺍﻟﻌﻤﻠﻴﺎﺕ‪:‬‬
‫ﺍﻹﻃﺎﺭ ‪٧‬‬
‫ﻋﻨﺎﺻﺮ ﺍﻟﺮﺻﺪ ﻭﺍﻟﺘﻘﻴﻴﻢ ﻭﺍﻹﺑﻼﻍ‬

‫ﺍﻟﻌﻨﺎﺻﺮ ﺍﻟﱵ ﺗﻘﺘﺮﺣﻬﺎ ﳉﻨﺔ ﺍﻟﺘﻔﺘﻴﺶ ﺍﳌﺸﺘﺮﻛﺔ‪:‬‬

‫)ﺃ( ﺍﻟﺘﻘﺪﻡ ﺍﶈﺮﺯ ﰲ ﺍﳋﻄﺔ ﺍﻟﻌﺎﻣﺔ ﻟﺘﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬
‫)ﺏ( ﺗﻘﻴﻴﻢ ﺍﻷﺩﺍﺀ ﺍﻟﻌﺎﻡ‪/‬ﺍﻟﻔﻌﺎﻟﻴﺔ ﺍﻟﻌﺎﻣﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬
‫)ﺝ( ﺍﻻﻣﺘﺜﺎﻝ ﻟﺴﻴﺎﺳﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﻹﻃﺎﺭﻫﺎ ﻭﻣﺒﺎﺩﺋﻬﺎ ﺍﻟﺘﻮﺟﻴﻬﻴﺔ‬
‫)ﺩ( ﺭﺻﺪ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﺍﻹﺑﻼﻍ ﻋﻨﻬﺎ ﰲ ﻛﻞ ﻣﺴﺘﻮﻯ‬
‫)ﻫ( ﻧﻮﻉ ﺍﳌﺨﺎﻃﺮ ﺍﶈﺪﻗﺔ ﺑﺎﳌﻨﻈﻤﺔ‪ ،‬ﻭﺍﳌﺨﺎﻃﺮ ﺍﳊﺎﲰﺔ ﺍﻟﻨﺎﺷﺌﺔ ﻭﺇﺩﺍﺭﻬﺗﺎ‬
‫)ﻭ( ﺍﺳﺘﻌﺮﺍﺽ ﺳﻴﺎﺳﺔ ﻭﺇﻃﺎﺭ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﲢﺪﻳﺜﻬﻤﺎ ﺩﻭﺭﻳﹰﺎ‬
‫)ﺯ( ﺁﻟﻴﺎﺕ ﺍﻹﺑﻼﻍ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﳋﺎﺭﺟﻴﺔ‬
‫__________‬
‫)‪.Better Practice Guide – Risk Management, p. 30 (٣٤‬‬

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‫‪JIU/REP/2010/4‬‬

‫‪ -٢٠١‬ﻭﺗﺘﺒﻊ ﻋﻤﻠﻴﺎﺕ ﺍﻹﺧﺒﺎﺭ ﻭﺍﻟﺮﺻﺪ ﻭﺍﻹﺑﻼﻍ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﳌﻤﺎﺭﺳﺎﺕ ﺍﶈﻠﻴﺔ ﰲ ﳎـﺎﻝ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳋﻄﻮﻁ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﻘﺎﺋﻤﺔ‪ ،‬ﻭﺗﻘﻊ ﲢﺖ ﻣﺴﺆﻭﻟﻴﺔ ﺍﳌﺪﻳﺮﻳﻦ ﺍﳌﻌﻨﻴﲔ ﻛﻞ ﰲ ﳎﺎﻝ ﻋﻤﻠـﻪ‪.‬‬
‫ﻭﲤﺜﻞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺇﺣﺪﻯ ﺍﳌﺴﺆﻭﻟﻴﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﱵ ﻳﻀﻄﻠﻊ ﻬﺑﺎ ﲨﻴﻊ ﺍﳌﻮﻇﻔﲔ‪ ،‬ﻭﻻ ﳝﻜﻦ ﺃﻥ‬
‫ﺗﻜﻮﻥ ﻓﻌﺎﻟﺔ ﺇﻻ ﻣﻦ ﺧﻼﻝ ﻋﻤﻠﻴﺔ ﺭﲰﻴﺔ ﺗﺸﻤﻞ ﺩﻣﺞ ﻣﻬﺎﻡ ﻭﺇﺟﺮﺍﺀﺍﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺗﻘﻴﻴﻤﺎﺕ‬
‫ﺍﻷﺩﺍﺀ‪ .‬ﻭﻳﻨﺒﻐﻲ ﺃﻥ ﺗﻜﻮﻥ ﺟﺰﺀﹰﺍ ﻣﻦ ﺃﺩﺍﺀ ﺍﻹﺩﺍﺭﺓ ﻋﻠﻰ ﻛﻞ ﺍﳌﺴﺘﻮﻳﺎﺕ‪.‬‬
‫‪ -٢٠٢‬ﻭﺗﺪﺧﻞ ﻋﻤﻠﻴﺎﺕ ﺍﺳﺘﻌﺮﺍﺽ ﺍﻷﺩﺍﺀ ﺍﻟﻌﺎﻡ ﻭﺍﻟﻔﻌﺎﻟﻴﺔ ﻭﺍﻻﻣﺘﺜﺎﻝ ﰲ ﻣـﺴﺆﻭﻟﻴﺎﺕ ﻛﺒـﺎﺭ‬
‫ﺍﳌﻮﻇﻔﲔ ﺍﻹﺩﺍﺭﻳﲔ ﻭﺍﳌﺴﺆﻭﻝ ﺍﻷﻭﻝ ﻋﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﳉﺎﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‪/‬ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴـﺎ‪.‬‬
‫ﻭﻳﺘﻌﲔ ﻋﻠﻰ ﺍﻹﺩﺍﺭﺓ ﺍﳌﻌﻨﻴﺔ ﺑﺎﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻟﻠﺤﺴﺎﺑﺎﺕ ﺃﻥ ﲡﺮﻱ ﺗﻘﻴﻴﻤﹰﺎ ﻣﻮﺿـﻮﻋﻴﹰﺎ ﳌـﺪﻯ‬
‫ﻛﻔﺎﻳﺔ ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﻣﺪﻯ ﻓﻌﺎﻟﻴﺘﻬﺎ ﺑﻮﺟﻪ ﻋﺎﻡ‪ .‬ﺃﻣﺎ ﻣﻬﺎﻡ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻷﺧﺮﻯ‪ ،‬ﻣﺜﻞ ﺍﳌﺮﺍﺟﻌﺔ‬
‫ﺍﳋﺎﺭﺟﻴﺔ ﻟﻠﺤﺴﺎﺑﺎﺕ‪ ،‬ﻭﺍﻟﺘﻔﺘﻴﺶ‪ ،‬ﻭﺍﻟﺘﺤﻘﻴﻖ‪ ،‬ﻭﺍﻟﺘﻘﻴﻴﻢ‪ ،‬ﻭﺍﺳـﺘﻌﺮﺍﺽ ﺍﻟـﺴﻴﺎﺳﺎﺕ‪ ،‬ﰲ ﺇﻃـﺎﺭ‬
‫ﺍﻟﻮﺍﺟﺒﺎﺕ ﺍﳌﻬﻨﻴﺔ ﻟﺘﻠﻚ ﺍﳉﻬﺎﺕ ﻭﺧﱪﺍﻬﺗﺎ‪ ،‬ﻓﻠﻬﺎ ﺩﻭﺭ ﺃﻳﻀﹰﺎ ﰲ ﺍﻟﺘﻘﻴﻴﻢ ﺍﳌﻮﺿﻮﻋﻲ ﻷﺩﺍﺀ ﺁﻟﻴـﺎﺕ‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪.‬‬
‫‪ -٢٠٣‬ﻭﻋﻠﻰ ﺍﻟﺼﻌﻴﺪ ﺍﻟﺪﺍﺧﻠﻲ‪ ،‬ﺗﺸﻤﻞ ﺍﳉﻬﺎﺕ ﺍﻟﻔﺎﻋﻠﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ﰲ ﳎﺎﻝ ﺍﻟﺮﻗﺎﺑﺔ ﺍﳌﺆﺳـﺴﻴﺔ‬
‫ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﻟﺘﻨﻔﻴﺬ‪ ،‬ﺑﺼﻔﺔ ﻋﺎﻣﺔ‪ ،‬ﳉﺎﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﳉﺎﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ‪ ،‬ﻭﻋﻠﻰ ﺍﻟﺼﻌﻴﺪ‬
‫ﺍﳋﺎﺭﺟﻲ ﺍﻟﻠﺠﻨﺔ ﺍﳌﺎﻟﻴﺔ ﻭﳉﻨﺔ ﻣﺮﺍﺟﻌﺔ ﺍﳊﺴﺎﺑﺎﺕ ﻭﻫﻴﺌﺔ ﺍﻹﺷﺮﺍﻑ‪ .‬ﻭﺗﺴﺘﻌﺮﺽ ﺍﻟﻠﺠﻨﺔ ﺍﳌﺎﻟﻴﺔ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﰲ ﳎﺎﻝ ﻭﻻﻳﺘﻬﺎ‪ .‬ﻭﰲ ﺣﲔ ﺃﻥ ﻛﺒﺎﺭ ﺍﳌﻮﻇﻔﲔ ﺍﻹﺩﺍﺭﻳﲔ ﻳﻀﻄﻠﻌﻮﻥ ﲟﻬﻤـﺔ ﺿـﻤﺎﻥ‬
‫ﺍﻹﺩﺍﺭﺓ ﺍﻟﻔﻌﺎﻟﺔ ﻟﻠﻤﺨﺎﻃﺮ ﰲ ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻓﺈﻥ ﳉﻨﺔ ﻣﺮﺍﺟﻌﺔ ﺍﳊﺴﺎﺑﺎﺕ ﺗﺴﺎﻋﺪ ﻫﻴﺌﺔ ﺍﻹﺷﺮﺍﻑ ﰲ ﺃﺩﺍﺀ‬
‫ﺩﻭﺭﻫﺎ ﺍﻟﺮﻗﺎﰊ‪.‬‬
‫‪ -٢٠٤‬ﻭﻻ ﳝﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﺍﻟﺮﺻﺪ ﻭﺍﻻﺳﺘﻌﺮﺍﺽ ﻓﻌﺎﻟﲔ ﺇﻻ ﻣﻦ ﺧﻼﻝ ﺇﻧﺸﺎﺀ ﺁﻟﻴﺎﺕ ﺍﻹﺑـﻼﻍ‬
‫ﺍﻟﻼﺯﻣﺔ‪ .‬ﻭﳝﻜﻦ ﺃﻥ ﺗﺒﻠﻎ ﺟﻬﺎﺕ ﺧﺎﺭﺟﻴﺔ ﳉﻨﺔ ﻣﺮﺍﺟﻌﺔ ﺍﳊﺴﺎﺑﺎﺕ ﻭﻫﻴﺌﺔ ﺍﻹﺷﺮﺍﻑ ﺑﺎﳌﺨﺎﻃﺮ ﰲ‬
‫ﻭﺛﺎﺋﻖ ﻣﻨﻔﺼﻠﺔ‪ ،‬ﺃﻭ ﰲ ﻭﺛﺎﺋﻖ ﺗﺘﻌﻠﻖ ﺃﻳﻀﹰﺎ ﺑﺎﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ ﻭﺑـﺎﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﱪﳎـﺔ‪.‬‬
‫ﻭﳝﻜﻦ ﺃﻥ ﻳﺸﻤﻞ ﺍﻹﺑﻼﻍ ﺍﻟﺪﺍﺧﻠﻲ ﻗﻨﻮﺍﺕ ﺍﻻﺗﺼﺎﻝ ﻭﺍﻹﺑﻼﻍ ﺍﻟﺮﲰﻴﺔ ﻭﻏﲑ ﺍﻟﺮﲰﻴـﺔ‪ .‬ﻭﻳﻨﺒﻐـﻲ‬
‫ﺇﺿﻔﺎﺀ ﺍﻟﻄﺎﺑﻊ ﺍﻟﺮﲰﻲ ﻋﻠﻰ ﻋﻤﻠﻴﺔ ﺇﺑﻼﻍ ﳉﻨﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪/‬ﳉﻨﺔ ﻛﺒـﺎﺭ ﺍﳌـﻮﻇﻔﲔ‬
‫ﺍﻹﺩﺍﺭﻳﲔ ﻭﳉﻨﺔ ﻣﺮﺍﺟﻌﺔ ﺍﳊﺴﺎﺑﺎﺕ ﻭﻫﻴﺌﺔ ﺍﻹﺷﺮﺍﻑ‪.‬‬

‫ﲡﺮﺑﺔ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬

‫‪ -٢٠٥‬ﲡﺘﻤﻊ ﳉﻨﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﰲ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ‪ ،‬ﻣﺮﺓ ﻛـﻞ ﺛﻼﺛـﺔ ﺃﺷـﻬﺮ‬
‫ﻻﺳﺘﻌﺮﺍﺽ ﺍﻟﻔﻌﺎﻟﻴﺔ ﺍﻟﺸﺎﻣﻠﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻭﲢﻠﻴﻞ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ ﺍﻟﺮﺋﻴـﺴﻴﺔ ﻭﲢﺪﻳـﺪ‬
‫ﺍﻷﻭﻟﻮﻳﺎﺕ ﻓﻴﻬﺎ‪ ،‬ﲟﺎ ﰲ ﺫﻟﻚ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﱵ ﻳﻨﺒﻐﻲ ﺍﲣﺎﺫﻫﺎ‪ .‬ﻭﺗﺸﺠﱠﻊ ﺍﻟﻮﺣﺪﺍﺕ ﻋﻠـﻰ ﺗﻨﻔﻴـﺬ‬
‫ﺇﺟﺮﺍﺀﺍﺕ ﺭﺻﺪ ﺍﳌﺨﺎﻃﺮ ﺿﻤﻦ ﻋﻤﻠﻴﺎﻬﺗﺎ ﺍﳌﻨﺘﻈﻤﺔ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺮﺻﺪ ﺧﻄﻂ ﺍﻟﻌﻤﻞ‪ .‬ﻭﻋﻠﻰ ﺍﻟـﺼﻌﻴﺪ‬
‫ﺍﳋﺎﺭﺟﻲ‪ ،‬ﻳﺘﻢ ﺇﺑﻼﻍ ﺍﺠﻤﻟﻠﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺑﺘﻄﺒﻴﻖ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺑﺎﻋﺘﺒﺎﺭ ﺫﻟﻚ ﺟﺰﺀﹰﺍ ﻻ ﻳﺘﺠﺰﺃ ﻣـﻦ‬
‫ﻋﻤﻠﻴﺔ ﺍﻹﺑﻼﻍ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﻟﺘﻘﺪﻡ ﺍﶈﺮﺯ ﰲ ﺗﻨﻔﻴﺬ ﺍﳋﻄﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪.‬‬

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‫‪ -٢٠٦‬ﻭﺃﺑﻠﻎ ﻣﺴﺆﻭﻟﻮ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ ﺍﳌﻔﺘﺸﲔ ﺑﺄﻬﻧﻢ ﻋﻤﻠﻮﺍ‪ ،‬ﺧﻼﻝ ﺳﻨﱵ ﺍﻟﺘﻨﻔﻴﺬ ﺍﻷﻭﻟـﻴﲔ‪،‬‬
‫ﻋﻠﻰ ﺗﺘﺒﻊ ﺇﳒﺎﺯ ﺳﺠﻼﺕ ﺍﳌﺨﺎﻃﺮ ﰲ ﲨﻴﻊ ﺍﻟﻮﺣﺪﺍﺕ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ‪ .‬ﻭﳌﺎ ﻛﺎﻧﺖ ﺍﻷﻫﺪﺍﻑ‬
‫ﻗﺪ ﲢﻘﻘﺖ‪ ،‬ﻓﺈﻬﻧﻢ ﻳﻌﻤﻠﻮﻥ ﺍﻵﻥ ﻋﻠﻰ ﻭﺿﻊ ﻣﺆﺷﺮﺍﺕ ﳏﺴﻨﺔ ﺳﻴُﺴﺘﻨﺪ ﺇﻟﻴﻬﺎ ﰲ ﺗﺘﺒﻊ ﻣﺪﻯ ﲢﺪﻳﺚ‬
‫ﺗﻘﻴﻴﻤﺎﺕ ﺍﳌﺨﺎﻃﺮ ﻭﻣﺪﻯ ﺍﲣﺎﺫ ﺇﺟﺮﺍﺀﺍﺕ ﳌﻮﺍﺟﻬﺔ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﺍﳍﺪﻑ ﻣﻦ ﺫﻟﻚ ﻫﻮ ﺍﳌﻀﻲ ﻗـﺪﻣﹰﺎ‬
‫ﳓﻮ ﺇﺟﺮﺍﺀ ﺭﺻﺪ ﻳﺮﻛﺰ ﺗﺮﻛﻴﺰﹰﺍ ﺃﻛﱪ ﻋﻠﻰ ﺍﻟﻨﻮﻋﻴﺔ‪ .‬ﻭﺃﻭﺿﺢ ﺍﳌﺴﺆﻭﻟﻮﻥ ﻛﺬﻟﻚ ﺃﻥ ﳉﻨﺔ ﻣﺮﺍﺟﻌﺔ‬
‫ﺍﳊﺴﺎﺑﺎﺕ ﺗﺘﻮﱃ ﻣﺴﺆﻭﻟﻴﺎﺕ ﳏﺪﺩﺓ ﺗﺘﻤﺜﻞ ﰲ ﻣﺮﺍﻗﺒﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻭﻧﻈﻢ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‪.‬‬
‫‪ -٢٠٧‬ﻭﺗﺘﻮﺧﻰ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ ﺃﻥ ﻳُﺮﺳﻞ‪ ،‬ﻋﻨﺪ ﺍﻻﻧﺘﻬﺎﺀ ﻣﻦ ﺗﻜﺮﺍﺭ ﻛﻞ ﻋﻤﻠﻴﺔ ﻣـﻦ‬
‫ﻋﻤﻠﻴﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﲡﺮﻯ ﻣﺮﺓ ﻛﻞ ﺳﻨﺘﲔ‪ ،‬ﺗﻘﺮﻳ ٌﺮ ﻣﻮﺟﺰ ﺇﱃ ﳉﻨﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻭﺍﺠﻤﻟﻠﺲ‪،‬‬
‫ﻋﻦ ﻃﺮﻳﻖ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻣﻞ ﺍﳊﻜﻮﻣﻲ ﺍﻟﺪﻭﱄ‪ ،‬ﳛﺪﺩ ﺍﺠﻤﻟﺎﻻﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﱵ ﺗﻨﻄﻮﻱ ﻋﻠﻰ ﳐـﺎﻃﺮ‪،‬‬
‫ﻭﺗﺪﺍﺑﲑ ﺍﻟﺘﺨﻔﻴﻒ‪ ،‬ﻭﺍﳌﺴﺆﻭﻟﻴﺎﺕ‪ ،‬ﻭﺍﻷﻃﺮ ﺍﻟﺰﻣﻨﻴﺔ‪ .‬ﻭﺗﻌﺘﺰﻡ ﺍﳌﻨﻈﻤﺔ ﺃﻳﻀﹰﺎ ﺇﺟﺮﺍﺀ ﺍﺳﺘﻌﺮﺍﺽ ﻋﻠـﻰ‬
‫ﻧﻄﺎﻗﻬﺎ ﻟﺘﺤﺪﻳﺪ ﺍﻟﺪﺭﻭﺱ ﺍﳌﺴﺘﻔﺎﺩﺓ ﻭﺇﻋﺪﺍﺩ ﺗﻘﺎﺭﻳﺮ ﺩﻭﺭﻳﺔ ﺗﻘﺪﻡ ﺇﱃ ﳉﻨـﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴـﺎ ﺃﻭ ﺇﱃ‬
‫ﺍﺠﻤﻟﻠﺲ‪ ،‬ﺣﺴﺐ ﺍﻻﻗﺘﻀﺎﺀ‪ ،‬ﺗﺸﻤﻞ ﺍﻟﺘﻐﻴﲑﺍﺕ ﻭﺍﻹﺟﺮﺍﺀﺍﺕ‪ .‬ﻭﰲ ﺍﻟﻴﻮﻧﻴﺴﻴﻒ‪ ،‬ﻳُﻌﺘﺰﻡ ﺗﻘﺪﱘ ﺗﻘﺮﻳـﺮ‬
‫ﻣﻮﺟﺰ ﺇﱃ ﺍﳌﻜﺘﺐ ﺍﻟﺘﻨﻔﻴﺬﻱ‪ ،‬ﻳﺘﻀﻤﻦ ﺃﻧﻮﺍﻉ ﻭﳕﺎﺫﺝ ﺍﳌﺨﺎﻃﺮ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ ﻭﻳﻘـﺪﻡ ﶈـﺔ‬
‫ﻣﻮﺟﺰﺓ ﻋﻦ ﺍﳌﺨﺎﻃﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﱵ ﺗﻮﺍﺟﻬﻬﺎ‪.‬‬
‫‪ -٢٠٨‬ﻭﰲ ﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﺪﻭﱄ ﻟﻠﺘﻨﻤﻴﺔ ﺍﻟﺰﺭﺍﻋﻴﺔ‪ ،‬ﺗﺴﺘﻌﺮﺽ ﳉﻨﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺗﺮﺻﺪ‬
‫ﺑﺎﻧﺘﻈﺎﻡ ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﻧﻮﺍﲡﻬﺎ‪ .‬ﻭﺗُﺮﺻﺪ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﳌﺘﺼﻠﺔ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﺇﻃﺎﺭ ﺍﺳﺘﻌﺮﺍﺿﺎﺕ ﺍﻷﺩﺍﺀ ﺍﻟﱵ ﺗُﺠﺮﻯ ﻣﺮﺓ ﻛﻞ ﺛﻼﺛﺔ ﺃﺷﻬﺮ ﻭﺗُﻨﺠﺰ ﰲ ﺇﻃﺎﺭ ﺧﻄـﺔ‬
‫ﺍﻟﻌﻤﻞ ﺍﻟﺴﻨﻮﻳﺔ ﻟﻜﻞ ﺷﻌﺒﺔ‪ .‬ﻭﺗُﻘﺪﱠﻡ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺇﱃ ﳉﻨﺔ ﻣﺮﺍﺟﻌﺔ ﺍﳊﺴﺎﺑﺎﺕ ﻭﺍﺠﻤﻟﻠـﺲ ﺍﻟﺘﻨﻔﻴـﺬﻱ‬
‫ﺳﻨﻮﻳﹰﺎ‪ .‬ﻭﺗُﺠﺮﻱ ﳉﻨﺔ ﻣﺮﺍﺟﻌﺔ ﺍﳊﺴﺎﺑﺎﺕ ﰲ ﻛﻞ ﺩﻭﺭﺓ ﺍﺳﺘﻌﺮﺍﺿﹰﺎ ﳌﺨﺎﻃﺮ ﺍﻟﺼﻨﺪﻭﻕ ﻭﻹﺟﺮﺍﺀﺍﺕ‬
‫ﺇﺩﺍﺭﺓ ﺗﻠﻚ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻭﺗﻘﺪﻡ ﺗﻘﺮﻳﺮﹰﺍ ﺇﱃ ﺍﺠﻤﻟﻠﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻋﻦ ﻧﺘﺎﺋﺞ ﺗﻠﻚ ﺍﻻﺳﺘﻌﺮﺍﺿﺎﺕ‪.‬‬

‫ﲡﺮﺑﺔ ﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ‬

‫‪ -٢٠٩‬ﻳﻌﻤﻞ ﻣﻨﺴﻘﻮ ﺍﳌﺮﺍﻗﺒﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‪ ،‬ﻋﻤﻮﻣﹰﺎ‪ ،‬ﺿﻤﻦ ﻛﻞ ﻣﺪﻳﺮﻳﺔ ﻣﻦ ﺍﳌﺪﻳﺮﻳﺎﺕ ﺍﻟﻌﺎﻣـﺔ‪ ،‬ﰲ‬
‫ﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ‪ ،‬ﺑﺎﻋﺘﺒﺎﺭﻫﻢ ﻣﻴﺴﺮﻳﻦ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻭﻳﺮﺻﺪﻭﻥ ﺗﻨﻔﻴﺬ ﺧﻄـﻂ ﺍﻟﻌﻤـﻞ‪.‬‬
‫ﻭﺗُﺴﺘﻌﺮﺽ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻣﱴ ﺩﻋﺖ ﺍﻟﻀﺮﻭﺭﺓ ﺇﱃ ﺫﻟﻚ‪ ،‬ﺩﺍﺧﻞ ﺍﳌﺪﻳﺮﻳﺎﺕ‪ .‬ﻭﻳُﻄﻠﺐ ﻣﻦ ﺍﳌـﺪﻳﺮﻳﺎﺕ‬
‫ﺍﻟﻌﺎﻣﺔ ﺃﻥ ﺗﺒﻠﻎ ﻋﻦ ﺍﳌﺨﺎﻃﺮ ﺍﳊﺎﲰﺔ‪ ،‬ﻭﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﳌﺘﺨﺬﺓ ﻟﻠﺘﺨﻔﻴﻒ ﻣﻨﻬﺎ ﰲ ﺇﻃـﺎﺭ ﺧﻄﻄﻬـﺎ‬
‫ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﺴﻨﻮﻳﺔ‪ ،‬ﻭﻋﻦ ﻧﺘﺎﺋﺞ ﺍﻟﺘﻨﻔﻴﺬ ﺍﻟﱵ ﲢﺮﺯﻫﺎ‪ ،‬ﰲ ﺗﻘﺎﺭﻳﺮﻫﺎ ﺍﻟﺴﻨﻮﻳﺔ ﻋﻦ ﺍﻷﻧﺸﻄﺔ‪ .‬ﻭﻳﻘـﺪﻡ‬
‫ﺗﻘﺮﻳﺮ ﺍﻷﻧﺸﻄﺔ ﺍﻟﺴﻨﻮﻱ ﶈﺔ ﻋﺎﻣﺔ ﻋﻤﺎ ﻳُﻮﺍﺟَﻪ ﻣﻦ ﳐﺎﻃﺮ ﺣﺎﲰﺔ ﻭﻋﻦ ﺗﺄﺛﲑﻫـﺎ ﻋﻠـﻰ ﲢﻘﻴـﻖ‬
‫ﺍﻷﻫﺪﺍﻑ‪ .‬ﻭﻳُﻘﺪﱠﻡ ﺇﱃ ﺍﺠﻤﻟﻠﺲ ﻭﺍﻟﱪﳌﺎﻥ ﺍﻷﻭﺭﻭﰊ ﻭﺩﻳﻮﺍﻥ ﻣﺮﺍﺟﻌﻲ ﺣﺴﺎﺑﺎﺕ ﺍﻻﲢـﺎﺩ ﺍﻷﻭﺭﻭﰊ‬
‫ﺗﻘﺮﻳﺮ ﺗﻮﻟﻴﻔﻲ ﻳﻮﺭﺩ ﶈﺔ ﺷﺎﻣﻠﺔ ﻣﻘﺘﻀﺒﺔ ﻋﻦ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻟﺴﻨﻮﻳﺔ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﻷﻧﺸﻄﺔ‪.‬‬

‫‪GE.10-02214‬‬ ‫‪58‬‬
‫‪JIU/REP/2010/4‬‬

‫ﺍﻟﺪﻭﺭ ﺍﻟﺮﻗﺎﰊ ﳍﻴﺌﺔ ﺍﻹﺷﺮﺍﻑ‬

‫‪ -٢١٠‬ﺗﻀﻄﻠﻊ ﻫﻴﺌﺎﺕ ﺍﻹﺷﺮﺍﻑ ﰲ ﺍﳌﻨﻈﻤﺎﺕ ﲟﺴﺆﻭﻟﻴﺔ ﻭﺿﻊ ﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺗﻘﺪﱘ ﺍﻟﺘﻮﺟﻴﻬﺎﺕ‬
‫ﻭﺃﺩﺍﺀ ﺩﻭﺭ ﺍﻟﺮﻗﺎﺑﺔ ﻋﻠﻰ ﺍﻟﺘﻨﻔﻴﺬ‪ .‬ﻟﺬﻟﻚ ﻳﻨﺒﻐﻲ ﺗﻘﺪﱘ ﻭﺭﻗﺎﺕ ﻣﺸﺎﺭﻳﻊ ﻭﺳﻴﺎﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﺇﱃ ﻫﻴﺌﺎﺕ ﺍﻹﺷﺮﺍﻑ ﻟﺘﻄﻠﻊ ﻋﻠﻴﻬﺎ ﻭﺗﻘﺪﻡ ﺍﻟﺘﻮﺟﻴﻬﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻭﺗﺘﻮﱃ ﺍﻟﺮﻗﺎﺑﺔ ﻭﺗﻄﻠﺐ‬
‫ﻼ ﺇﺿﺎﻓﻴﹰﺎ ﻋﻨﺪ ﺍﻻﻗﺘﻀﺎﺀ‪.‬‬
‫ﲤﻮﻳ ﹰ‬
‫‪ -٢١١‬ﻭﻧﻈﺮﹰﺍ ﺇﱃ ﺃﳘﻴﺔ ﻭﺟﻮﺩ ﻋﻤﻠﻴﺔ ﻓﻌﺎﻟﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻭﺇﱃ ﺍﻵﺛﺎﺭ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﺘﺮﺗﺒـﺔ‬
‫ﻋﻠﻰ ﺍﳌﺨﺎﻃﺮ ﺍﳊﺎﲰﺔ‪ ،‬ﻻ ﺑﺪ ﳍﻴﺌﺎﺕ ﺍﻹﺷﺮﺍﻑ ﺃﻥ ﺗﺆﺩﻱ ﺩﻭﺭﻫﺎ ﺍﻟﺮﻗﺎﰊ‪ .‬ﻓﺎﻟﺘﻮﺟﻴﻬﺎﺕ ﺍﻟﻮﺍﺿﺤﺔ‬
‫ﻭﺍﻟﺮﻗﺎﺑﺔ ﺍﳌﺴﺘﻤﺮﺓ ﻣﻦ ﻫﻴﺌﺎﺕ ﺍﻹﺷﺮﺍﻑ ﺿﺮﻭﺭﻳﺔ ﻟﻀﻤﺎﻥ ﳒﺎﺡ ﻣﺒﺎﺩﺭﺓ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬
‫ﻭﻳﺘﻄﻠﺐ ﺍﻟﺘﺨﻔﻴﻒ ﻣﻦ ﺍﳌﺨﺎﻃﺮ ﺍﳊﺎﲰﺔ‪ ،‬ﰲ ﻛﺜﲑ ﻣﻦ ﺍﻷﺣﻴﺎﻥ‪ ،‬ﻗﺮﺍﺭﹰﺍ ﻭﺩﻋﻤـﹰﺎ ﻣـﻦ ﻫﻴﺌـﺎﺕ‬
‫ﺍﻹﺷﺮﺍﻑ‪ .‬ﻭﳚﺐ ﺇﺑﻘﺎﺀ ﺍﻟﺪﻭﻝ ﺍﻷﻋﻀﺎﺀ‪ ،‬ﺑﻮﺻﻔﻬﺎ ﺍﳉﻬﺎﺕ ﺍﳌﻌﻨﻴﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ‪ ،‬ﻋﻠﻰ ﻋﻠﻢ ﲝﺎﻟﺔ ﺗﻨﻔﻴﺬ‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺍﳌﺨﺎﻃﺮ ﺍﳊﺎﲰﺔ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺍﻟﻨﺎﺷﺌﺔ ﺍﻟﱵ ﺗﻮﺍﺟﻬﻬﺎ ﻣﻨﻈﻤﺔ ﻣﻌﻴﻨـﺔ‪.‬‬
‫ﻭﻳﻨﺒﻐﻲ ﺗﻘﺪﱘ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺑﺎﻧﺘﻈﺎﻡ ﺇﱃ ﻫﻴﺌﺎﺕ ﺍﻹﺷﺮﺍﻑ ﺑﺸﺄﻥ ﺣﺎﻟﺔ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ‬
‫ﻭﲢﺪﻳﺪ ﻭﻣﻌﺎﳉﺔ ﻭﺭﺻﺪ ﺍﳌﺨﺎﻃﺮ ﺍﳊﺎﲰﺔ ﺍﳌﺮﺗﺒﻄﺔ ﺑﺎﻷﻫﺪﺍﻑ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬

‫ﺍﻟﺘﻘﻴﻴﻢ‬
‫‪ -٢١٢‬ﻋﻤﻮﻣﺎﹰ‪ ،‬ﻣﺎ ﺯﺍﻟﺖ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﲢﺘﺎﺝ ﺇﱃ ﺻﻴﺎﻏﺔ ﻋﻤﻠﻴﺔ ﺭﺻﺪ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﻭﺍﺳﺘﻌﺮﺍﺿﻬﺎ ﻭﺗﻘﻴﻴﻤﻬﺎ ﻭﺍﻹﺑﻼﻍ ﻋﻨﻬﺎ ﺻﻴﺎﻏﺔ ﻭﺍﺿﺤﺔ‪ ،‬ﻭﲢﺪﻳﺪﻫﺎ ﺭﲰﻴﹰﺎ ﻭﺗﻨﻔﻴﺬﻫﺎ ﻋﻠﻰ‬
‫ﳓﻮ ﺳﻠﻴﻢ‪ .‬ﻭﻫﻨﺎﻙ ﻗﻨﻮﺍﺕ ﺩﺍﺧﻠﻴﺔ ﻟﻺﺑﻼﻍ‪ ،‬ﻏﲑ ﺃﻬﻧﺎ ﺗﺘﺴﻢ ﰲ ﻣﻌﻈﻢ ﺍﻷﺣﻮﺍﻝ ﺑﻄﺎﺑﻊ ﻏﲑ ﺭﲰﻲ‬
‫ﻭﻏﲑ ﺻﺮﻳﺢ ﻭﻻ ﺗُﺴﺘﺨﺪﻡ ﺑﺎﻧﺘﻈﺎﻡ‪ .‬ﻭﺑﻮﺟﻪ ﻋﺎﻡ‪ ،‬ﻻ ﺗﺘﻠﻘﻰ ﻫﻴﺌﺎﺕ ﺍﻹﺷﺮﺍﻑ ﺗﻘﺎﺭﻳﺮ ﺧﺎﺭﺟﻴـﺔ‬
‫ﻭﻻ ﺗﺘﻮﱃ ﻣﻬﻤﺔ ﺍﻟﺮﻗﺎﺑﺔ‪ ،‬ﺭﲟﺎ ﺑﺎﺳﺘﺜﻨﺎﺀ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﺍﻟﱵ ﺗﻀﻄﻠﻊ ﻫﻴﺌﺔ ﺍﻹﺷﺮﺍﻑ ﻓﻴﻬﺎ‬
‫ﲟﻬﻤﺔ ﻣﺮﺍﻗﺒﺔ ﻋﻤﻠﻴﺔ ﺇﻋﺪﺍﺩ ﺳﻴﺎﺳﺔ ﻭﺇﻃﺎﺭ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻣﺮﺍﻗﺒﺔ ﺩﻗﻴﻘﺔ ﻭﺍﳌﺸﺎﺭﻛﺔ ﻓﻴﻬﺎ‬
‫ﻭﰲ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻨﻔﻴﺬ ﺃﻳﻀﹰﺎ‪ .‬ﻭﳌﺎ ﻛﺎﻥ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻻ ﻳﺰﺍﻝ ﰲ ﻣﺮﺣﻠﺔ ﻣﺒﻜﺮﺓ‪ ،‬ﻓﻠﻢ‬
‫ﻳُﻀﻄﻠﻊ ﺣﱴ ﺍﻵﻥ ﺑﺎﳌﺮﺍﺟﻌﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﻻ ﺑﺎﻟﺘﻘﻴﻴﻤﺎﺕ ﺍﳋﺎﺭﺟﻴﺔ‪.‬‬

‫ﻣﺆﺷﺮ ﺗﻨﻔﻴﺬ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ‬

‫‪ -٢١٣‬ﳜﻠﺺ ﺍﳌﻔﺘﺸﺎﻥ ﺇﱃ ﺃﻥ ﺗﻨﻔﻴﺬ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ ٩‬ﻳﺘﻄﻠﺐ ﻣﻦ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﻛﻔﺎﻟﺔ‬
‫ﻣﺎ ﻳﻠﻲ‪ :‬ﻭﺿﻊ ﺁﻟﻴﺎﺕ ﺭﺻﺪ ﻭﺗﻘﻴﻴﻢ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﲢﺪﻳﺪ ﺃﺩﻭﺍﺭﻫـﺎ ﻭﻣـﺴﺆﻭﻟﻴﺎﻬﺗﺎ‬
‫ﻭﺍﻹﺑﻼﻍ ﻋﻨﻬﺎ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻤﺔ؛ ﻭﺗﻘﺪﱘ ﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﺍﳋﺎﺭﺟﻴﺔ ﺑﺸﻜﻞ ﺩﻭﺭﻱ ﻭﻣﻨﻈﻢ‬
‫ﳉﻤﻴﻊ ﺍﳉﻬﺎﺕ ﺍﳌﻌﻨﻴﺔ ﺫﺍﺕ ﺍﻟﺼﻠﺔ‪ ،‬ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺘﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﻟﺮﺋﻴﺴﻴﺔ‪ .‬ﻭﺇﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ‪ ،‬ﻳﻮﺩ ﺍﳌﻔﺘﺸﺎﻥ ﺍﻟﺘﺸﺪﻳﺪ ﻋﻠﻰ ﺃﻧﻪ ﻳﻨﺒﻐﻲ ﳍﻴﺌﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺃﻥ ﲤـﺎﺭﺱ‬
‫ﺩﻭﺭﻫﺎ ﺍﻟﺮﻗﺎﰊ ﺑﺸﺄﻥ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﺗﺴﺘﻌﺮﺽ ﻭﺗﻨﺎﻗﺶ ﺍﳌﺨﺎﻃﺮ ﺍﳊﺎﲰﺔ ﺍﻟﻨﺎﺷﺌﺔ‬
‫ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻣﻮﺍﺟﻬﺘﻬﺎ‪.‬‬

‫‪59‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ :١٠‬ﻭﺟﻮﺩ ﺗﻌﺎﻭﻥ ﻭﺗﻨﺴﻴﻖ ﺑﲔ ﺍﻟﻮﻛﺎﻻﺕ‪ ،‬ﻳﺸﻤﻞ ﻭﺿ َﻊ ﺇﻃـﺎﺭ ﻣـﺸﺘﺮﻙ‬

‫ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﺁﻟﻴﺎﺕ ﻟﺘﻘﺎﺳﻢ ﺍﳌﻌﺎﺭﻑ‪ ،‬ﻭﺇﺩﺍﺭ ﹶﺓ ﺍﳌﺨﺎﻃﺮ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺍﻟﺮﺋﻴـﺴﻴﺔ‬
‫ﺍﳌﺸﺘﺮﻛﺔ ﻭﺍﳌﺘﺪﺍﺧﻠﺔ‬
‫‪ -٢١٤‬ﺟﺮﺕ ﳏﺎﻭﻻﺕ‪ ،‬ﻋﻠﻰ ﻣﺮ ﺍﻟﺴﻨﲔ‪ ،‬ﻬﺗﺪﻑ ﺇﱃ ﲢﺴﲔ ﺗﻘﺎﺳﻢ ﺍﳌﻌﺎﺭﻑ ﺑﲔ ﺍﻟﻮﻛـﺎﻻﺕ‬
‫ﻋﻠﻰ ﻧﻄﺎﻕ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ .‬ﻭﰲ ﻋﺎﻣﻲ ‪ ٢٠٠٧‬ﻭ‪ ،٢٠٠٨‬ﻧﺴﻖ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ ﺷﺒﻜﺔ‬
‫ﺗﻀﻢ ﺍﳌﻤﺎﺭﺳﲔ ﻋﻠﻰ ﻧﻄﺎﻕ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ‪ .‬ﻭﰲ‬
‫ﻛﺎﻧﻮﻥ ﺍﻷﻭﻝ‪/‬ﺩﻳﺴﻤﱪ ‪ ،٢٠٠٩‬ﺍﺳﺘﻀﺎﻓﺖ ﺍﻷﻣﺎﻧﺔ ﺍﻟﻌﺎﻣﺔ ﻟﻸﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺍﺟﺘﻤﺎﻋﹰﺎ ﻣﺸﺘﺮﻛﹰﺎ ﺑﲔ‬
‫ﺍﻟﻮﻛﺎﻻﺕ ﳌﺪﺓ ﻳﻮﻣﲔ ﺑﺸﺄﻥ ﺍﳌﺴﺎﺀﻟﺔ ﻭﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﺷﻬﺪ ﻋﺎﻡ ‪ ٢٠٠٨‬ﻣﺜﺎ ﹰﻻ ﺟﻴﺪﹰﺍ‬
‫ﻋﻠﻰ ﺍﻟﺘﻌﺎﻭﻥ ﺑﲔ ﺍﻟﻮﻛﺎﻻﺕ‪ ،‬ﺇﺫ ﺃﻧﺸﺄﺕ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺮﻓﻴﻌﺔ ﺍﳌﺴﺘﻮﻯ ﺍﳌﻌﻨﻴﺔ ﺑﺎﻹﺩﺍﺭﺓ‪ ،‬ﺍﻟﺘﺎﺑﻌﺔ ﺠﻤﻟﻠـﺲ‬
‫ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺍﳌﻌﲏ ﺑﺎﻟﺘﻨﺴﻴﻖ‪ ،‬ﳉﻨﺔ ﺗﻮﺟﻴﻬﻴﺔ ﻣﻌﻨﻴـﺔ ﺑـﺴﻼﻣﺔ‬
‫ﺍﳌﻮﻇﻔﲔ ﻭﺃﻣﻨﻬﻢ ﻹﻋﺪﺍﺩ ﺗﻮﺻﻴﺎﺕ ﻭﺧﻴﺎﺭﺍﺕ ﺗﺘﻌﻠﻖ ﺑﺰﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺔ ﻧﻈﺎﻡ ﺇﺩﺍﺭﺓ ﺍﻷﻣﻦ ﰲ ﺍﳌﻨﻈﻮﻣﺔ‬
‫ﺑﺮﻣﺘﻬﺎ‪ ،‬ﲟﺎ ﰲ ﺫﻟﻚ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ .‬ﻭﺣﻈﻴﺖ ﺗﻮﺻﻴﺎﺕ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺘﻮﺟﻴﻬﻴﺔ ﺑﺘﺄﻳﻴﺪ ﻣـﻦ ﺍﻟﻠﺠﻨـﺔ‬
‫ﺍﻟﺮﻓﻴﻌﺔ ﺍﳌﺴﺘﻮﻯ ﺍﳌﻌﻨﻴﺔ ﺑﺎﻹﺩﺍﺭﺓ ﻭﺑﺪﻋﻢ ﻗﻮﻱ ﻣﻦ ﳎﻠﺲ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ)‪.(٣٥‬‬
‫‪ -٢١٥‬ﻭﻫﻨﺎﻙ ﻣﺜﺎﻝ ﺁﺧﺮ ﻫﻮ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻣﻞ ﺍﻟﻔﺮﻋﻲ ﺍﳌﻌﲏ ﺑﺎﻟﺘﺄﻫﺐ ﳊﺎﻻﺕ ﺍﻟﻄﻮﺍﺭﺉ ﺍﻟﺘـﺎﺑﻊ‬
‫ﻟﻠﺠﻨﺔ ﺍﻟﺪﺍﺋﻤﺔ ﺍﳌﺸﺘﺮﻛﺔ ﺑﲔ ﺍﻟﻮﻛﺎﻻﺕ‪ ،‬ﺍﻟﺬﻱ ﻳﻘﻮﺩ ﺍﳉﻬﻮﺩ ﺍﳌﺸﺘﺮﻛﺔ ﺑﲔ ﺍﻟﻮﻛﺎﻻﺕ ﻣﻦ ﺃﺟـﻞ‬
‫ﺇﺿﻔﺎﺀ ﺍﻟﻄﺎﺑﻊ ﺍﳌﺆﺳﺴﻲ ﻋﻠﻰ ﺇﺟﺮﺍﺀﺍﺕ ﺍﻟﺘﺄﻫﺐ ﺩﺍﺧﻞ ﺍﻷﻓﺮﻗﺔ ﺍﻟﻘﻄﺮﻳﺔ ﺍﳌﻌﻨﻴﺔ ﺑﺎﻟﻌﻤﻞ ﺍﻹﻧﺴﺎﱐ‪،‬‬
‫ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺍﻟﻠﺠﻮﺀ ﰲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ ﺇﱃ ﺍﻟﺘﺨﻄﻴﻂ ﳌﻮﺍﺟﻬﺔ ﺣﺎﻻﺕ ﺍﻟﻄﻮﺍﺭﺉ‪ ،‬ﻭﻧﻈـﻢ‬
‫ﺍﻹﻧﺬﺍﺭ ﺍﳌﺒﻜﺮ‪ ،‬ﻭﻭﺿﻊ ﺳﻴﻨﺎﺭﻳﻮﻫﺎﺕ ﶈﺎﻛﺎﺓ ﻫﺬﻩ ﺍﳊﺎﻻﺕ‪ .‬ﻭﻗﺪ ﺟُﺮﺑﺖ ﰲ ﺃﺭﺑﻌﺔ ﺑﻠﺪﺍﻥ ﻣﺒﺎﺩﺭﺓ‬
‫ﺗﺘﻌﻠﻖ ﺑﺎﻹﺩﺍﺭﺓ ﺍﳌﻨﺴﻘﺔ ﻟﻠﻤﺨﺎﻃﺮ ﰲ ﺣﺎﻻﺕ ﺍﻟﻄﻮﺍﺭﺉ ﻬﺗﺪﻑ ﺇﱃ ﺗﺒـﺴﻴﻂ ﳐﺘﻠـﻒ ﻋﻤﻠﻴـﺎﺕ‬
‫ﺍﻟﺘﺨﻄﻴﻂ ﺍﳌﺴﺘﻨﺪ ﺇﱃ ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ ﻭﺇﺩﺭﺍﺟﻬﺎ ﺿﻤﻦ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻻﻋﺘﻴﺎﺩﻱ ﻟﻠﻤﻜﺎﺗﺐ)‪.(٣٦‬‬
‫‪ -٢١٦‬ﻭﻗﺪ ﺍﻗﺘﺮﺡ ﺑﻌﺾ ﺍﳌﻨﻈﻤﺎﺕ ﻓﺮﺻﹰﺎ ﺃﺧﺮﻯ ﻟﻠﺘﻌـﺎﻭﻥ‪ .‬ﻓﻠـﺪﻯ ﺍﻟﻴﻮﻧﻴـﺴﻴﻒ ﻣﻨﺘـﺪﻯ‬
‫ﻟﻠﻤﻤﺎﺭﺳﲔ ﺫﹸﻛﺮ ﺑﺎﻋﺘﺒﺎﺭﻩ ﻣﺼﺪﺭﹰﺍ ﻣﻔﻴﺪﹰﺍ ﻟﻠﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﻌﻤﻠﻴﺔ؛ ﻭﺃﻋﺮﺏ ﻣﺴﺆﻭﻟﻮ ﺍﳌﻨﻈﻤـﺔ ﻋـﻦ‬
‫ﺍﺳﺘﻌﺪﺍﺩﻫﻢ ﻟﺘﺒﺎﺩﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻣﻊ ﻣﻨﻈﻤﺎﺕ ﺃﺧﺮﻯ‪ .‬ﻭﻳﻨﻈﺮ ﺑﺮﻧﺎﻣﺞ ﺍﻷﻏﺬﻳﺔ ﺍﻟﻌﺎﳌﻲ ﰲ ﺍﺳﺘﺨﺪﺍﻡ‬
‫ﻭﺣﺪﺓ ﻣﻮﺍﺩ ﺍﻟﺘﻌﻠﻢ ﺍﻹﻟﻜﺘﺮﻭﱐ ﺍﳌﻌﺘﻤﺪﺓ ﻟﺪﻯ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ ﺑﺸﺄﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪.‬‬

‫ﺍﻟﺘﻘﻴﻴﻢ‬
‫‪ -٢١٧‬ﺃﻛﺪﺕ ﺍﳌﻘﺎﺑﻼﺕ ﺃﻥ ﻫﻨﺎﻙ ﺑﻌﺾ ﺍﻷﻣﺜﻠﺔ ﺍﳉﻴﺪﺓ ﻋﻠﻰ ﺗﺒﺎﺩﻝ ﺍﳌﻌﺎﺭﻑ ﻭﺍﳋﱪﺍﺕ ﺍﳌﺘﻌﻠﻘﺔ‬
‫ﲟﻤﺎﺭﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ؛ ﻏﲑ ﺃﻥ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺒﺎﺩﻝ ﺗﻠﻚ ﺗﻈﻞ‬
‫ﻋﻤﻮﻣﹰﺎ ﻇﺮﻓﻴﺔ ﻭﻏﲑ ﻣﻨﺘﻈﻤﺔ‪ .‬ﻭﻟﻴﺴﺖ ﻫﻨﺎﻙ ﺷﺒﻜﺎﺕ ﺃﻭ ﳏﺎﻓﻞ ﺃﻭ ﺁﻟﻴﺎﺕ ﺭﲰﻴﺔ ﺃﻭ ﻏﲑ ﺭﲰﻴـﺔ‬
‫ﻟﺘﻴﺴﲑ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ‪ .‬ﻭﱂ ﺗُﺠﺮ ﺃﻱ ﳏﺎﻭﻻﺕ ﻟﺘﺤﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﺪﺍﺧﻠﺔ ﺃﻭ ﺍﳌﺸﺘﺮﻛﺔ ﺃﻭ ﺍﳊﺎﲰـﺔ‬
‫__________‬
‫‪.CEB/2009/HLCM/INF.1‬‬ ‫)‪ (٣٥‬ﺍﻧﻈﺮ ﺍﻟﻮﺛﻴﻘﺔ‬
‫)‪ ،E/ICEF/2010/9 (٣٦‬ﺍﻟﻔﻘﺮﺓ ‪.١٧٣‬‬

‫‪GE.10-02214‬‬ ‫‪60‬‬
‫‪JIU/REP/2010/4‬‬

‫ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻮﻣﺔ‪ .‬ﻭﲣﺘﻠﻒ ﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺍﻷﻃﺮ ﺍﻟﻘﺎﺋﻤﺔ ﺍﺧﺘﻼﻓﹰﺎ ﻛﺒﲑﹰﺍ ﻣﻦ ﺣﻴﺚ ﺍﳌﺼﻄﻠﺤﺎﺕ‬
‫ﺍﳌﻌﺘﻤﺪﺓ ﻭﺍﻷﺳﺎﻟﻴﺐ ﻭﺍﻟُﻨﻬُﺞ ﺍﳌﺘﺒﻌﺔ‪ .‬ﻭﻟﻴﺴﺖ ﻫﻨﺎﻙ ﻋﻤﻠﻴﺔ ﻣﺸﺘﺮﻛﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻣﻮﺿـﻮﻋﺔ‬
‫ﺧﺼﻴﺼﹰﺎ ﻟﻠﱪﺍﻣﺞ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﻘﻄﺮﻳﺔ ﺍﳌﺸﺘﺮﻛﺔ ﺃﻭ ﺍﳌﺘﻜﺎﻣﻠﺔ‪.‬‬
‫‪ -٢١٨‬ﻭﻳﻨﺒﻐﻲ ﻟﻠﻤﻨﻈﻤﺎﺕ ﺃﻥ ﺗﻨﻈﺮ ﰲ ﺇﻧﺸﺎﺀ ﺷﺒﻜﺎﺕ ﻭﻣﻨﺘﺪﻳﺎﺕ ﺭﲰﻴﺔ ﻭﻏﲑ ﺭﲰﻴﺔ ﰲ ﺇﻃﺎﺭ‬
‫ﺍﻟﻠﺠﻨﺔ ﺍﻟﺮﻓﻴﻌﺔ ﺍﳌﺴﺘﻮﻯ ﺍﳌﻌﻨﻴﺔ ﺑﺎﻹﺩﺍﺭﺓ ﻟﺘﻴﺴﲑ ﺗﺒﺎﺩﻝ ﺍﳌﻌﺎﺭﻑ‪ ،‬ﲟﺎ ﰲ ﺫﻟﻚ ﻣﻨﺘﺪﻳﺎﺕ ﺍﻹﻧﺘﺮﻧـﺖ‬
‫ﻭﺍﻹﻧﺘﺮﺍﻧﺖ‪ .‬ﻭﰲ ﺣﲔ ﺃﻥ ﺷﺒﻜﺔ ﻏﲑ ﺭﲰﻴﺔ ﺗﻜﻮﻥ ﻣﻔﻴﺪﺓ ﰲ ﺍﻟﺒﺪﺍﻳﺔ‪ ،‬ﻓﺈﻥ ﻣﻦ ﺍﻷﻧﺴﺐ ﺃﻥ ﺗﻜﻮﻥ‬
‫ﻫﻨﺎﻙ ﺷﺒﻜﺔ ﺭﲰﻴﺔ ﻣﻊ ﺍﺗﺴﺎﻉ ﺭﻗﻌﺔ ﳑﺎﺭﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻮﻣﺔ‪.‬‬
‫‪ -٢١٩‬ﻭﺍﺳﺘﻨﺘﺞ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻥ ﻋﺪﺩﹰﺍ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ ﲢﺎﻭﻝ ﻭﺿﻊ ﺳﻴﺎﺳﺎﻬﺗﺎ ﻭﺃﻃﺮﻫـﺎ ﺍﻟﻘﺎﺋﻤـﺔ‬
‫ﺑﺬﺍﻬﺗﺎ‪ ،‬ﻭﺫﻟﻚ ﻏﺎﻟﺒﹰﺎ ﻋﻦ ﻃﺮﻳﻖ ﺍﻻﺳﺘﻌﺎﻧﺔ ﺑﺸﺮﻛﺎﺕ ﺍﳋﺪﻣﺎﺕ ﺍﻻﺳﺘـﺸﺎﺭﻳﺔ‪ ،‬ﺩﻭﻥ ﺍﺳـﺘﺨﺪﺍﻡ‬
‫ﺍﻟﻮﺛﺎﺋﻖ ﺍﳌﻮﺟﻮﺩﺓ ﺃﻭ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺧﱪﺍﺕ ﻭﻗﺪﺭﺍﺕ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺍﻷﺧﺮﻯ‪.‬‬
‫‪ -٢٢٠‬ﻭﻳﺮﻯ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻥ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﱵ ﺃﺿﺤﺖ ﻋﻠﻰ ﻭﺷﻚ ﺍﻟـﺸﺮﻭﻉ ﰲ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﳝﻜﻨﻬﺎ ﺃﻥ ﺗﻀﻊ ﺳﻴﺎﺳﺘﻬﺎ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺘﻬﺎ ﺑﺎﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﻣﺎ ﻫﻮ ﻣﻮﺟﻮﺩ ﻣـﻦ‬
‫ﻣﻌﺎﺭﻑ ﻭﺧﱪﺍﺕ ﻭﲡﺎﺭﺏ ﻣﺸﺘﺮﻛﺔ ﺑﲔ ﺍﻟﻮﻛﺎﻻﺕ‪ ،‬ﺑﺪ ﹰﻻ ﻣﻦ ﺍﻻﺳـﺘﻌﺎﻧﺔ ﺑـﺸﺮﻛﺔ ﺧﺎﺭﺟﻴـﺔ‬
‫ﻟﻠﺨﺪﻣﺎﺕ ﺍﻻﺳﺘﺸﺎﺭﻳﺔ‪ .‬ﻭﻳﻨﺒﻐﻲ ﻟﻠﻤﻨﻈﻤﺎﺕ ﺍﻟﱵ ﺗﺘﻤﻴﺰ ﻋﻦ ﻏﲑﻫﺎ ﺑﻜﻮﻬﻧﺎ ﻟﻴﺴﺖ ﺭﺍﺋﺪﺓ ﰲ ﺗﻨﻔﻴﺬ‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺃﻥ ﺗﺒﺬﻝ ﺟﻬﻮﺩﹰﺍ ﻟﻼﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺧﱪﺍﺕ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻟﺮﺍﺋـﺪﺓ ﻭﻭﺛﺎﺋﻘﻬـﺎ‬
‫ﻭﻗﺪﺭﺍﻬﺗﺎ‪ ،‬ﻋﻮﺽ ﺍﳌﺮﻭﺭ ﺑﻨﻔﺲ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺠﺮﻳﺐ ﻭﺍﻟﺘﻌﻠﻢ ﻣﻦ ﺍﻷﺧﻄﺎﺀ‪.‬‬
‫‪ -٢٢١‬ﻭﻳﻨﺒﻐﻲ ﳌﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺃﻥ ﺗﻨﻈﺮ‪ ،‬ﻋﻦ ﻃﺮﻳﻖ ﳎﻠﺲ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ‪ ،‬ﰲ ﻭﺿﻊ‬
‫ﺳﻴﺎﺳﺔ ﻭﺇﻃﺎﺭ ﻣﻮﺣﺪﻳﻦ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻣﻊ ﺇﺗﺎﺣﺔ ﺍﳌﺮﻭﻧﺔ ﺍﻟﻜﺎﻓﻴﺔ ﳉﻤﻴﻊ ﺍﳌﻨﻈﻤـﺎﺕ‪.‬‬
‫ﻓﻤﻦ ﺷﺄﻥ ﺫﻟﻚ ﺃﻥ ﻳﺴﺎﻋﺪ ﻛﺜﲑﹰﺍ ﰲ ﺗﻨﺴﻴﻖ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻭﺗﻮﻓﲑ ﺍﻟﺘﻜﺎﻟﻴﻒ ﻭﺗﻴﺴﲑ ﲢﺪﻳﺪ ﺳﺠﻞ‬
‫ﲜﻤﻴﻊ ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﺗﻮﺍﺟﻪ ﺍﳌﻨﻈﻮﻣﺔ ﺑﺄﻛﻤﻠﻬﺎ ﻭﲢﺪﻳﺪ ﺃﻧﻮﺍﻋﻬﺎ‪ ،‬ﳑﺎ ﻳُﻤﻜﱢﻦ ﺍﳌﻨﻈﻤﺎﺕ ﻣﻦ ﻭﺿـﻊ‬
‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻣﺸﺘﺮﻛﺔ ﻭﺃﻛﺜﺮ ﻓﻌﺎﻟﻴﺔ ﻭﻛﻔﺎﺀﺓ ﻟﻠﺘﺼﺪﻱ ﻟﻠﻤﺨﺎﻃﺮ‪ .‬ﻛﻤﺎ ﺃﻥ ﻣﻦ ﺷﺄﻧﻪ ﺃﻥ ﻳﻮﻓﺮ ﻟﻐﺔ‬
‫ﻣﻮﺣﺪﺓ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻮﻣﺔ‪.‬‬
‫‪ -٢٢٢‬ﻭﻳﻮﺩ ﺍﳌﻔﺘﺸﺎﻥ ﻟﻔﺖ ﺍﻻﻧﺘﺒﺎﻩ ﺇﱃ ﺳﻴﺎﺳﺔ ﻭﺇﻃﺎﺭ ﻣﻮﺣﺪﻳﻦ ﺗﺴﺘﺨﺪﻣﻬﻤﺎ ﲨﻴﻊ ﺍﳌﺪﻳﺮﻳﺎﺕ‬
‫ﺍﻟﻌﺎﻣﺔ ﰲ ﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ‪ .‬ﻓﺎﻹﻃﺎﺭ ﺍﻟﺸﺎﻣﻞ)‪ (٣٧‬ﳛﺪﺩ ﺇﻃﺎﺭﹰﺍ ﻋﺎﻣﹰﺎ ﻟﺘﻴﺴﲑ ﺍﻟﺘﻨﻔﻴﺬ ﺍﳌﺘﺴﻖ ﻭﻳﺘﻴﺢ‬
‫ﺍﳌﺮﻭﻧﺔ ﻟﻜﻞ ﻣﺪﻳﺮﻳﺔ ﻋﺎﻣﺔ ﻟﻮﺿﻊ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻷﻧﺴﺐ ﻟﻈﺮﻭﻓﻬﺎ ﺍﳋﺎﺻﺔ‪.‬‬

‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺸﺘﺮﻛﺔ ﻭﺍﳌﺘﺮﺍﺑﻄﺔ ﻭﺍﳌﺘﺪﺍﺧﻠﺔ‬

‫‪ -٢٢٣‬ﻳﺮﻯ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻥ ﻋﺪﺩﹰﺍ ﻛﺒﲑﹰﺍ ﻣﻦ ﺍﳌﺨﺎﻃﺮ ﻋﻠﻰ ﺻﻌﻴﺪ ﺍﻟﺸﺮﻛﺎﺕ ﻗﺪ ﺗﻜﻮﻥ ﻣـﺸﺘﺮﻛﺔ‬
‫ﺑﲔ ﻣﻌﻈﻢ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﺇﻥ ﱂ ﻳﻜﻦ ﻛﻠﻬﺎ‪ .‬ﻭﺇﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ‪ ،‬ﻗﺪ ﺗﺆﺛﺮ ﺇﺩﺍﺭﺓ ﺑﻌﺾ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳊﺎﲰﺔ ﰲ ﻣﻨﻈﻤﺔ ﻣﻌﻴﻨﺔ ﻋﻠﻰ ﺍﳌﺨﺎﻃﺮ ﰲ ﺑﻌﺾ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻷﺧﺮﻯ‪ .‬ﻭﻣﻦ ﺍﳌـﺮﺟﺢ ﺃﻥ‬
‫__________‬
‫‪European Commission, Towards an effective and coherent risk management in the Commission‬‬ ‫)‪(٣٧‬‬
‫‪.services, document SEC(2005)1327‬‬

‫‪61‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫ﺗﻜﻮﻥ ﻫﻨﺎﻙ ﳐﺎﻃﺮ ﻛﺜﲑﺓ ﻣﺸﺘﺮﻛﺔ‪ ،‬ﻻ ﺳﻴﻤﺎ ﻋﻠﻰ ﺍﻟﺼﻌﻴﺪ ﺍﻟﻘﻄﺮﻱ‪ ،‬ﺣﻴﺚ ﺗﻌﻤـﻞ ﺍﳌﻨﻈﻤـﺎﺕ‬
‫ﺑﺸﻜﻞ ﻣﺘﻮﺍﺯ؛ ﻛﻤﺎ ﺃﻥ ﻣﻦ ﺍﳌﻤﻜﻦ ﰲ ﺑﻌﺾ ﺍﳊﺎﻻﺕ ﺃﻥ ﺗﻜﻮﻥ ﳐﺘﻠﻒ ﺍﳌﺨﺎﻃﺮ ﻣﺘﺮﺍﺑﻄﺔ‪.‬‬
‫‪ -٢٢٤‬ﻭﻫﻨﺎﻙ ﺃﻳﻀﹰﺎ ﳐﺎﻃﺮ ﻣﺘﺪﺍﺧﻠﺔ ﺳﻴﻜﻮﻥ ﻣﻦ ﺍﳌﻔﻴﺪ ﺃﻥ ﺗﺘﺼﺪﻯ ﳍﺎ ﲨﻴﻊ ﺍﳌﻨﻈﻤﺎﺕ ﰲ ﺇﻃﺎﺭ‬
‫ﺍﺳﺘﺠﺎﺑﺔ ﻣﻮﺣﺪﺓ ﻭﻣﺘﻜﺎﻣﻠﺔ‪ ،‬ﻣﺜﻞ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﻟﺴﻤﻌﺔ ﻭﺍﻟﺴﻼﻣﺔ ﻭﺍﻷﻣﻦ‪ .‬ﻭﺇﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ‪،‬‬
‫ﻓﻠﻤﺎ ﻛﺎﻧﺖ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺗﺴﻌﻰ ﺟﺎﻫﺪﺓ ﺇﱃ ﺗﻮﺣﻴﺪ ﺍﻷﺩﺍﺀ‪ ،‬ﻳﻨﺒﻐﻲ ﳍﺎ ﺇﺫﻥ ﺃﻥ ﺗﻨﻈﺮ ﰲ‬
‫ﺇﺟﺮﺍﺀ ﺗﻘﻴﻴﻤﺎﺕ ﻣﺸﺘﺮﻛﺔ ﻟﻠﻤﺨﺎﻃﺮ ﻭﺗﻮﺣﺪ ﺳﺠﻼﺕ ﺍﳌﺨﺎﻃﺮ ﻋﻠﻰ ﺍﻟﺼﻌﻴﺪ ﺍﻟﻘﻄﺮﻱ ﻣﻦ ﺧﻼﻝ‬
‫ﺍﻷﻓﺮﻗﺔ ﺍﻟﻘﻄﺮﻳﺔ‪ ،‬ﺑﻐﻴﺔ ﻣﻮﺍﺟﻬﺔ ﺍﳌﺨﺎﻃﺮ ﺑﻔﻌﺎﻟﻴﺔ ﰲ ﺇﻃﺎﺭ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﺧﻄﺔ ﻋﻤﻞ ﻣﺸﺘﺮﻛﺘﲔ‪.‬‬
‫‪ -٢٢٥‬ﻭﺑﺎﻟﻨﻈﺮ ﺇﱃ ﻭﺟﻮﺩ ﳐﺎﻃﺮ ﺣﺎﲰﺔ ﻣﺸﺘﺮﻛﺔ ﻭﻣﺘﺪﺍﺧﻠﺔ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻮﻣﺔ‪ ،‬ﺳﻴﻜﻮﻥ ﻣﻦ‬
‫ﺍﳌﻔﻴﺪ ﻟﻠﻐﺎﻳﺔ ﺇﺩﺭﺍﺝ ﺍﺳﺘﻌﺮﺍﺽ ﻫﺬﻩ ﺍﳌﺨﺎﻃﺮ ﻛﺒﻨﺪ ﺩﺍﺋﻢ ﰲ ﺟﺪﻭﻝ ﺃﻋﻤـﺎﻝ ﳎﻠـﺲ ﺍﻟﺮﺅﺳـﺎﺀ‬
‫ﺍﻟﺘﻨﻔﻴﺬﻳﲔ‪ .‬ﻭﻳﺮﻯ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻧﻪ ﰲ ﺣﺎﻝ ﲡﻤﻴﻊ ﺳﺠﻞ ﻳﻀﻢ ﲨﻴﻊ ﺍﳌﺨﺎﻃﺮ ﺍﳌـﺸﺘﺮﻛﺔ ﳍﻴﺌـﺎﺕ‬
‫ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﻓﻘﺪ ﻳﻜﻮﻥ ﺫﻟﻚ ﻣﻔﻴﺪﹰﺍ ﻟﺘﻨﺴﻴﻖ ﳑﺎﺭﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‪ ،‬ﻭﻛـﺬﻟﻚ‬
‫ﻟﺘﺤﺪﻳﺪ ﻧﻮﻉ ﺍﳌﺨﺎﻃﺮ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻮﻣﺔ ﻭﺭﺻﺪﻫﺎ‪.‬‬

‫ﻣﺆﺷﺮ ﺗﻨﻔﻴﺬ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ‬

‫‪ -٢٢٦‬ﳜﻠﺺ ﺍﳌﻔﺘﺸﺎﻥ ﺇﱃ ﺃﻥ ﺗﻨﻔﻴﺬ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ ١٠‬ﻳﺘﻄﻠﺐ ﻣﻦ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﺍﻟﻘﻴﺎﻡ‬
‫ﲟﺎ ﻳﻠﻲ ﻋﻦ ﻃﺮﻳﻖ ﺍﺠﻤﻟﻠﺲ‪:‬‬
‫ﺍﻗﺘﻨﺎﺀ ﺷﺒﻜﺔ ﺭﲰﻴﺔ ﺃﻭ ﻏﲑ ﺭﲰﻴﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻓﻬﺬﻩ ﺍﻟـﺸﺒﻜﺔ ﳝﻜـﻦ ﺃﻥ‬ ‫•‬
‫ﺗﻴﺴﺮ ﺍﻟﺘﺒﺎﺩﻝ ﺍﳌﻨﺘﻈﻢ ﻟﻠﺨﱪﺍﺕ ﻭﺍﻟﺪﺭﻭﺱ ﺍﳌﺴﺘﻔﺎﺩﺓ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ؛‬
‫ﺍﻟﻌﻤﻞ‪ ،‬ﲟﻮﺍﺯﺍﺓ ﺍﻛﺘﻤﺎﻝ ﳑﺎﺭﺳﺎﺕ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﺍﳌﻨﻈﻮﻣﺔ‪ ،‬ﻋﻠـﻰ ﺇﺩﺭﺍﺝ‬ ‫•‬
‫ﺍﺳﺘﻌﺮﺍﺽ ﻟﺘﻮﺻﻴﻒ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﻨﻈﻮﻣﺔ ﺑﺄﻛﻤﻠﻬﺎ ﻭﺍﳌﺨـﺎﻃﺮ ﺍﻟﺮﺋﻴـﺴﻴﺔ ﺍﳌـﺸﺘﺮﻛﺔ‬
‫ﻭﺍﳌﺘﺪﺍﺧﻠﺔ ﺿﻤﻦ ﺍﻟﺒﻨﻮﺩ ﺍﻟﺪﺍﺋﻤﺔ ﳉﺪﻭﻝ ﺃﻋﻤﺎﻝ ﺍﺠﻤﻟﻠﺲ؛‬
‫ﻣﻨﺎﻗﺸﺔ ﻭﺑﺪﺀ ﻭﺿﻊ ﺳﻴﺎﺳﺔ ﻭﺇﻃﺎﺭ ﻣﺸﺘﺮﻛﲔ ﺑﲔ ﲨﻴﻊ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻹﺩﺍﺭﺓ‬ ‫•‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻬﺑﺪﻑ ﺗﻨﺴﻴﻖ ﺍﳌﻤﺎﺭﺳﺎﺕ ﻭﻭﺿﻊ ﺳﺠﻞ ﻟﻠﻤﺨﺎﻃﺮ ﺍﳌﺸﺘﺮﻛﺔ ﻭﲢﺪﻳﺪ‬
‫ﻧﻮﻉ ﺍﳌﺨﺎﻃﺮ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻮﻣﺔ‪.‬‬
‫ﻭﺇﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ‪ ،‬ﻳﻨﺒﻐﻲ ﻟﻠﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﺍﻟﻘﻴﺎﻡ ﲟﺎ ﻳﻠﻲ‪:‬‬
‫ﻼ ﻭﻣﺸﺘﺮﻛﹰﺎ ﺑﲔ ﺍﻟﻮﻛﺎﻻﺕ‪ ،‬ﺣﻴﺜﻤﺎ‬‫ﺍﻟﻨﻈﺮ‪ ،‬ﰲ ﺍﻋﺘﻤﺎﺩ ﻬﻧﺞ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻳﻜﻮﻥ ﻣﺘﻜﺎﻣ ﹰ‬ ‫•‬
‫ﺃﻣﻜﻦ‪ ،‬ﻻ ﺳﻴﻤﺎ ﻋﻠﻰ ﺍﻟﺼﻌﻴﺪ ﺍﻟﻘﻄﺮﻱ‪ ،‬ﻭﲢﺪﻳﺪ ﻃﺮﺍﺋﻖ ﺗُﺘﺒﻊ ﳍﺬﺍ ﺍﻟﻐﺮﺽ‪.‬‬

‫‪GE.10-02214‬‬ ‫‪62‬‬
‫‪JIU/REP/2010/4‬‬

‫ﺭﺍﺑﻌﹰﺎ‪ -‬ﺍﻻﺳﺘﻨﺘﺎﺟﺎﺕ ﻭﺍﻟﺘﻮﺻﻴﺎﺕ‬

‫‪ -٢٢٧‬ﻳﻘﺪﻡ ﺍﻟﺘﻘﺮﻳﺮ ﺗﺴﻌﺔ ﻣﻌﺎﻳﲑ ﻣﺮﺟﻌﻴﺔ ﻟﻨﺠﺎﺡ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ ﰲ ﻛـﻞ‬
‫ﻣﻨﻈﻤﺔ‪ .‬ﻭﻳﺒﲔ ﺍﺳﺘﻌﺮﺍﺽ ﳑﺎﺭﺳﺎﺕ ﺍﳌﻨﻈﻤﺎﺕ ﺃﻧﻪ ﺑﺎﺳﺘﺜﻨﺎﺀ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ﺍﻷﻭﻝ )ﺍﻋﺘﻤﺎﺩ ﺳﻴﺎﺳﺔ‬
‫ﻭﺇﻃﺎﺭ ﺭﲰﻴﲔ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ(‪ ،‬ﻣﺎ ﺯﺍﻝ ﻣﻌﻈﻢ ﺍﳌﻨﻈﻤﺎﺕ ﱂ ﻳﺒﻠﻎ ﻣﺮﺣﻠﺔ ﺗُﺴﺘﻮﰱ ﻓﻴﻬﺎ‬
‫ﺍﳌﻌﺎﻳﲑ ﺍﳌﺮﺟﻌﻴﺔ ﺍﻟﺜﻤﺎﻧﻴﺔ ﺍﻷﺧﺮﻯ ﺍﺳﺘﻴﻔﺎ ًﺀ ُﻣﺮﺿﻴﹰﺎ‪ .‬ﻭﳝﻜﻦ ﺍﻟﻘﻮﻝ ﺇﻥ ﺍﻟﱪﻧﺎﻣﺞ ﺍﻹﳕﺎﺋﻲ ﻭﺍﳌﻨﻈﻤـﺔ‬
‫ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ‪ ،‬ﺑﺎﻋﺘﺒﺎﺭﳘﺎ ﺍﳌﻨﻈﻤﺘﲔ ﺍﻟﺮﺍﺋﺪﺗﲔ‪ ،‬ﻗﺪ ﺃﻭﺷﻜﺎ ﺩﻭﻥ ﻏﲑﳘﺎ ﻋﻠﻰ ﺍﺳﺘﻴﻔﺎﺀ ﺑﻌـﺾ‬
‫ﺍﳌﻌﺎﻳﲑ ﺍﳌﺮﺟﻌﻴﺔ ﺍﻷﺧﺮﻯ‪ ،‬ﻻ ﺳﻴﻤﺎ ﺍﻟﺘﺰﺍﻡ ﻭﻣﺸﺎﺭﻛﺔ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ‪ ،‬ﻭﺍﻻﺗﺼﺎﻝ ﻭﺍﻟﺘـﺪﺭﻳﺐ‪.‬‬
‫ﻭﻫﻨﺎﻙ ﺑﻀﻊ ﻣﻨﻈﻤﺎﺕ ﱂ ﺗﻨﻈﺮ ﺑﻌﺪ ﰲ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﺃﻣﺎ ﺍﳌﻨﻈﻤﺎﺕ ﺍﻷﺧـﺮﻯ‬
‫ﻓﻬﻲ ﺇﻣﺎ ﺑﺼﺪﺩ ﺇﻋﺪﺍﺩ ﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺇﻣﺎ ﻗﺪ ﺍﻋﺘﻤﺪﺕ ﻟﻠﺘﻮ ﺳﻴﺎﺳﺎﺕ ﻭﺗﻨﺘﻘـﻞ ﺍﻵﻥ ﳓـﻮ‬
‫ﺍﻟﱪﺍﻣﺞ ﺍﻟﺘﺠﺮﻳﺒﻴﺔ‪ .‬ﻭﻋﻤﻮﻣﺎﹰ ﳝﻜﻦ ﺍﻋﺘﺒﺎﺭ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻣﻨﻈﻤﺎﺕ ﻣﺒﺘﺪﺋﺔ ﻓﻴﻤـﺎ‬
‫ﻳﺘﻌﻠﻖ ﺑﺘﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬
‫‪ -٢٢٨‬ﻭﻳﺘﺴﻢ ﺍﻋﺘﻤﺎﺩ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺩﳎﻬﺎ ﰲ ﺛﻘﺎﻓﺔ ﺍﳌﻨﻈﻤﺎﺕ ﺑﺎﻟﺒﻂﺀ ﰲ ﻣﻨﻈﻮﻣﺔ‬
‫ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ .‬ﻭﻳﺮﺟﻊ ﺫﻟﻚ ﺇﱃ ﺃﺳﺒﺎﺏ ﻋﺪﺓ ﻣﻦ ﺑﻴﻨﻬﺎ ﺍﻻﻓﺘﻘﺎﺭ ﺇﱃ ﻓﻬﻢ ﲨﺎﻋﻲ ﻭﺍﻟﺘـﺰﺍﻡ ﻣـﻦ‬
‫ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ؛ ﻭﺍﻻﻓﺘﻘﺎﺭ ﺇﱃ ﺧﻄﺔ ﺗﻨﻔﻴﺬ ﺭﲰﻴﺔ؛ ﻭﻋﺪﻡ ﺍﻟﻴﻘﲔ ﺑﺸﺄﻥ ﻛﻴﻔﻴﺔ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﻭﺩﳎﻬﺎ ﰲ ﻋﻤﻠﻴﺎﺕ ﺍﳌﻨﻈﻤﺎﺕ؛ ﻭﻋﺪﻡ ﻭﺟﻮﺩ ﻫﻴﻜﻞ ﺇﺩﺍﺭﻱ ﻣﻨﺎﺳﺐ؛ ﻭﺍﻟﻀﻐﻂ ﺍﻟﻨﺎﺗﺞ‬
‫ﻋﻦ ﻣﺒﺎﺩﺭﺍﺕ ﺍﻹﺻﻼﺡ ﺍﳌﺘﻨﺎﻓﺴﺔ‪ .‬ﻭﺇﺿﺎﻓﺔ ﺇﱃ ﺫﻟﻚ‪ ،‬ﻓﺈﻥ ﻛﻮﻥ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬
‫ﺃﺩﺍﺓ ﺇﺩﺍﺭﻳﺔ ﺟﺪﻳﺪﺓ ﻧﺴﺒﻴﺎﹰ ﻭﻣﺎ ﺯﺍﻟﺖ ﺗﺘﻄﻮﺭ ﻳﻌﲏ ﺃﻥ ﺍﳌﻨﻈﻤﺎﺕ ﻻ ﺗﺘﻮﻓﺮ ﻋﻠﻰ ﺧﺎﺭﻃﺔ ﻃﺮﻳﻖ‬
‫ﻭﺍﺿﺤﺔ ﺗﺘﺒﻌﻬﺎ‪.‬‬
‫‪ -٢٢٩‬ﻭﻳﺘﻌﻠﻖ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ ١٠‬ﺑﺎﻟﺘﻨﺴﻴﻖ ﻭﺍﻟﺘﻌﺎﻭﻥ ﻋﻠﻰ ﻧﻄﺎﻕ ﺍﳌﻨﻈﻮﻣﺔ ﻭﻳﺘﻄﻠﺐ ﻣﻦ ﲨﻴﻊ‬
‫ﺍﳌﻨﻈﻤﺎﺕ ﺍﲣﺎﺫ ﺇﺟﺮﺍﺀﺍﺕ ﻣﺸﺘﺮﻛﺔ‪ .‬ﻭﻣﻦ ﺍﻟﻮﺍﺿﺢ ﺃﻧﻪ ﻟﺌﻦ ﻛﺎﻥ ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﺗﻌﺪﻳﻞ ﻬﻧﺞ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﻓﻘﹰﺎ ﻟﻠﻄﺎﺑﻊ ﺍﳋﺎﺹ ﺍﻟﺬﻱ ﳝﻴﺰ ﻛﻞ ﻣﻨﻈﻤﺔ‪ ،‬ﻓﺈﻥ ﻫﻨﺎﻙ ﺣﺎﺟﺔ ﺇﱃ ﺍﺗﺒﺎﻉ ﻬﻧـﺞ‬
‫ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﳌﻨﻈﻮﻣﺔ ﺑﺄﻛﻤﻠﻬﺎ ﻣﻦ ﺃﺟﻞ ﺿﻤﺎﻥ ﺍﻟﺘﻜﻠﻢ ﺑﻠﻐﺔ ﻭﺍﺣﺪﺓ ﺩﺍﺧﻞ ﺍﳌﻨﻈﻮﻣﺔ ﻋـﻦ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ؛ ﻭﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﳌﺸﺘﺮﻛﺔ ﻭﺍﳌﺘﺪﺍﺧﻠﺔ ﻭﺇﺩﺍﺭﻬﺗﺎ )ﻣﺜﻞ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﻌﻠﻘﺔ‬
‫ﺑﺎﻟﺴﻼﻣﺔ ﻭﺍﻟﺴﻤﻌﺔ(؛ ﻭﺗﻔﺎﺩﻱ ﺍﻻﺯﺩﻭﺍﺟﻴﺔ؛ ﻭﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻷﻣﺜﻞ ﻟﻠﻤﻮﺍﺭﺩ ﺍﻟﺸﺤﻴﺤﺔ‪.‬‬
‫‪ -٢٣٠‬ﻭﺗﺸﻜﻞ ﺍﳌﻌﺎﻳﲑ ﺍﳌﺮﺟﻌﻴﺔ ﺍﻟﻌﺸﺮﺓ ﺍﶈﺪﺩﺓ ﰲ ﺍﻟﺘﻘﺮﻳﺮ ﻭﺍﳌﺘﻌﻠﻘﺔ ﺑﺄﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﺇﻃﺎﺭﹰﺍ‬
‫ﻣﺘﻴﻨﹰﺎ ﻳﻨﺒﻐﻲ ﻟﻠﻤﻨﻈﻤﺎﺕ ﺃﻥ ﺗﺘﺒﻌﻪ‪ .‬ﻭﻳﻌﺘﻘﺪ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻥ ﺑﺈﻣﻜﺎﻥ ﻣﻨﻈﻤﺎﺕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺃﻥ ﺗﺘﻘﺪﻡ‬
‫ﲞﻄﻮﺍﺕ ﺳﺮﻳﻌﺔ ﺻﻮﺏ ﻭﺿﻊ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﳌﻨﺎﺳﺒﺔ ﻻﺳﺘﺨﺪﺍﻡ ﻭﺗﻄﺒﻴﻖ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ‬
‫ﺇﻥ ﻫﻲ ﺍﺗﺒﻌﺖ ﺍﳌﻌﺎﻳﲑ ﺍﳌﺮﺟﻌﻴﺔ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﺃﻓﻀﻞ ﳑﺎﺭﺳﺎﺕ ﻭﻣﺒﺎﺩﺉ ﺍﻟﺘﻨﻔﻴﺬ ﺍﻟﻔﻌﺎﻝ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬
‫ﻼ ﻋﻦ ﲡﺴﻴﺪ ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﳌﺘﺎﺣﺔ ﻭﺗﺒﺎﺩﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺪﺭﻭﺱ ﺍﳌـﺴﺘﻔﺎﺩﺓ‬ ‫ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻓﻀ ﹰ‬
‫ﻭﺍﳋﱪﺍﺕ ﻣﻦ ﺩﺍﺧﻞ ﺍﳌﻨﻈﻮﻣﺔ‪ .‬ﻭﳚﺐ ﺃﻥ ﻳﻘﺘﺮﻥ ﺫﻟﻚ ﺑﺪﻋﻢ ﺗﺎﻡ ﻣﻦ ﻫﻴﺌﺎﺕ ﺍﻹﺷﺮﺍﻑ ﻭﻛﺒـﺎﺭ‬
‫ﺍﳌﻮﻇﻔﲔ ﺍﻹﺩﺍﺭﻳﲔ‪.‬‬

‫‪63‬‬ ‫‪GE.10-02214‬‬
 ‫‪JIU/REP/2010/4‬‬

‫‪ -٢٣١‬ﻭﻧﻈﺮﹰﺍ ﺇﱃ ﻣﺰﺍﻳﺎ ﺍﻟﺘﻨﻔﻴﺬ ﺍﻟﺘﺎﻡ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻳﻘﺘﺮﺡ ﺍﳌﻔﺘـﺸﺎﻥ ﺃﻥ ﻳﻘـﻮﻡ‬
‫ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﻮﻥ ﳍﻴﺌﺎﺕ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﰲ ﺿﻮﺀ ﲢﻠﻴﻞ ﻭﺗﻮﺻﻴﺎﺕ ﻫـﺬﺍ ﺍﻟﺘﻘﺮﻳـﺮ‪،‬‬
‫ﺑﺘﻘﻴﻴﻢ ﺍﻟﻮﺿﻊ ﺍﻟﺮﺍﻫﻦ ﻭﺗﺴﺮﻳﻊ ﻭﺗﲑﺓ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬

‫ﺍﻟﺘﻮﺻﻴﺎﺕ‬
‫‪ -٢٣٢‬ﻳﺮﻯ ﺍﳌﻔﺘﺸﺎﻥ ﺃﻥ ﺍﳌﻌﺎﻳﲑ ﺍﳌﺮﺟﻌﻴﺔ ﺍﻟﺘﺴﻌﺔ ﺍﳌﺬﻛﻮﺭﺓ ﺃﻋﻼﻩ ﻳﻨﺒﻐﻲ ﺃﻥ ﺗُﻌﺘﻤـﺪ ﻭﺗﻨﻔـﺬ‬
‫ﳎﺘﻤﻌﺔ ﻣﻦ ﻗﺒﻞ ﻛﻞ ﺭﺋﻴﺲ ﻣﻦ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﻣﻦ ﺃﺟﻞ ﺿﻤﺎﻥ ﳒﺎﺡ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻣﻨﻈﻤﺎﻬﺗﻢ‪ .‬ﺃﻣﺎ ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ ،١٠‬ﺍﻟﺬﻱ ﻳﺘﻄﻠﺐ ﺗﻌﺎﻭﻥ ﺍﻟﻮﻛﺎﻻﺕ ﻓﻴﻤﺎ ﺑﻴﻨـﻬﺎ‬
‫ﻭﺍﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﻣﺸﺘﺮﻛﺔ‪ ،‬ﻓﻴﻨﺒﻐﻲ ﻣﻨﺎﻗﺸﺘﻪ ﻭﺍﻋﺘﻤﺎﺩﻩ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﳎﻠﺲ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴـﺬﻳﲔ‪.‬‬
‫ﻭﻳﻨﺒﻐﻲ ﻟﻸﻣﲔ ﺍﻟﻌﺎﻡ ﻟﻸﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺃﻥ ﻳﺘﺎﺑﻊ ﺗﻨﻔﻴﺬ ﺍﻟﺘﻮﺻﻴﺔ ﺍﳌﻮﺟﻬﺔ ﺇﱃ ﻫﺬﺍ ﺍﺠﻤﻟﻠـﺲ ﺑـﺼﻔﺘﻪ‬
‫ﺭﺋﻴﺴﹰﺎ ﻟﻪ‪.‬‬
‫‪ -٢٣٣‬ﻭﻳﺘﻮﻗﻊ ﺃﻥ ﻳﺆﺩﻱ ﺗﻨﻔﻴﺬ ﺍﻟﺘﻮﺻﻴﺘﲔ ‪ ١‬ﻭ‪ ٢‬ﺃﺩﻧﺎﻩ ﺇﱃ ﺯﻳﺎﺩﺓ ﻓﻌﺎﻟﻴﺔ ﺍﳌﻨﻈﻤﺎﺕ‪ .‬ﻭﻳُﻨﺘﻈﺮ ﺃﻥ‬
‫ﺗﻌﺰﺯ ﺍﻟﺘﻮﺻﻴﺔ ‪ ٣‬ﺍﻟﺘﻨﺴﻴﻖ ﻭﺍﻟﺘﻌﺎﻭﻥ ﺑﲔ ﺍﳌﻨﻈﻤﺎﺕ‪.‬‬
‫ﺍﻟﺘﻮﺻﻴﺔ ‪١‬‬
‫ﻳﻨﺒﻐﻲ ﺃﻥ ﻳﻌﺘﻤﺪ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﻮﻥ ﺍﳌﻌﺎﻳﲑ ﺍﳌﺮﺟﻌﻴﺔ ﺍﻟﺘﺴﻌﺔ ﺍﻷﻭﱃ ﺍﻟﻮﺍﺭﺩﺓ ﰲ‬
‫ﻫﺬﺍ ﺍﻟﺘﻘﺮﻳﺮ ﻣﻦ ﺃﺟﻞ ﺿﻤﺎﻥ ﻗﺒﻮﻝ ﻭﺗﻨﻔﻴﺬ ﻬﻧﺞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﲟﺎ ﻳﺘﻤﺎﺷﻰ ﻣﻊ‬
‫ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ‪.‬‬

‫ﺍﻟﺘﻮﺻﻴﺔ ‪٢‬‬
‫ﻳﻨﺒﻐﻲ ﺃﻥ ﲤﺎﺭﺱ ﻫﻴﺌﺎﺕ ﺍﻹﺷﺮﺍﻑ ﺩﻭﺭﻫﺎ ﺍﻟﺮﻗـﺎﰊ ﻓﻴﻤـﺎ ﻳﺘﻌﻠـﻖ ﺑﺎﻋﺘﻤـﺎﺩ‬
‫ﻣﺎ ﻳﺘﻀﻤﻨﻪ ﻫﺬﺍ ﺍﻟﺘﻘﺮﻳﺮ ﻣﻦ ﻣﻌﺎﻳﲑ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﺑﻔﻌﺎﻟﻴﺔ ﺍﻟﺘﻨﻔﻴﺬ‪ ،‬ﻭﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳊﺎﲰﺔ ﰲ ﻣﻨﻈﻤﺎﻬﺗﺎ‪.‬‬

‫ﺍﻟﺘﻮﺻﻴﺔ ‪٣‬‬
‫ﻳﻨﺒﻐﻲ ﺃﻥ ﻳﻌﺘﻤﺪ ﳎﻠﺲ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ‪ ،‬ﻣﻦ ﺧﻼﻝ ﺍﻟﻠﺠﻨﺔ ﺍﻟﺮﻓﻴﻌـﺔ ﺍﳌـﺴﺘﻮﻯ‬
‫ﺍﳌﻌﻨﻴﺔ ﺑﺎﻹﺩﺍﺭﺓ‪ ،‬ﺍﳌﻌﻴﺎﺭ ﺍﳌﺮﺟﻌﻲ ‪ ١٠‬ﺍﻟﻮﺍﺭﺩ ﰲ ﻫﺬﺍ ﺍﻟﺘﻘﺮﻳﺮ ﻬﺑﺪﻑ ﺗﺴﻬﻴﻞ ﺍﻟﺘﻌﺎﻭﻥ ﻭﺍﻟﺘﻨﺴﻴﻖ‬
‫ﻭﺗﻘﺎﺳﻢ ﺍﳌﻌﺎﺭﻑ ﺑﲔ ﺍﻟﻮﻛﺎﻻﺕ‪ ،‬ﻭﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺸﺘﺮﻛﺔ ﻭﺍﳌﺘﺪﺍﺧﻠﺔ‪ ،‬ﺗﻮﺧﻴﹰﺎ ﻟﺘﺤﻘﻴﻖ ﻣﺰﻳﺪ‬
‫ﻣﻦ ﺍﻟﻔﻌﺎﻟﻴﺔ ﻭﺍﻟﻜﻔﺎﺀﺓ ﰲ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻋﻠﻰ ﺻﻌﻴﺪ ﺍﳌﻨﻈﻮﻣﺔ ﺑﺮﻣﺘﻬﺎ‪.‬‬

‫‪GE.10-02214‬‬ ‫‪64‬‬
‫‪JIU/REP/2010/4‬‬

‫ﺍﳌﺮﻓﻖ ﺍﻷﻭﻝ‬

‫ﳎﻤﻮﻋﺔ ﻣﻦ ﺍﳌﺨﺎﻃﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ )ﻭﳎﺎﻻﺕ ﺍﳌﺨﺎﻃﺮ( ﻣﻦ ﺑﺮﻧـﺎﻣﺞ ﺍﻷﻣـﻢ‬

‫ﺍﳌﺘﺤﺪﺓ ﺍﻹﳕﺎﺋﻲ ﻭﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻭﺍﻟﻴﻮﻧﺴﻜﻮ‬
‫ﺑﺮﻧﺎﻣﺞ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺍﻹﳕﺎﺋﻲ‬
‫‪ -١‬ﳝﺜﻞ ﺗﻐﲑ ﻫﻴﻜﻞ ﺍﳌﻌﻮﻧﺔ ﻭﺑﻴﺌﺔ ﺍﻷﺯﻣﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻭﺍﳊﺎﺟﺔ ﺍﳌﻠﺤﺔ ﺇﱃ ﺍﲣﺎﺫ ﺇﺟﺮﺍﺀﺍﺕ‬
‫ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺘﻐﲑ ﺍﳌﻨﺎﺥ ﻓﺮﺻﺔ ﻫﺎﻣﺔ ﻟﺘﺤﺪﻳﺪ )ﲢﺪﻳﺪ( ﻣﻜﺎﻧﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻭﺑﺮﻧﺎﻣﺞ ﺍﻷﻣـﻢ‬
‫ﺍﳌﺘﺤﺪﺓ ﺍﻹﳕﺎﺋﻲ ﻛﺸﺮﻳﻚ ﻗﻴّﻢ )ﺍﺠﻤﻟﺎﻝ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ(‬
‫‪ -٢‬ﺗﻘﻠﺐ ﺃﺳﻌﺎﺭ ﺍﻟﻌﻤﻼﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻭﺃﺳﻮﺍﻕ ﺭﺃﺱ ﺍﳌﺎﻝ )ﺍﺠﻤﻟﺎﻝ ﺍﳌﺎﱄ(‬
‫‪ -٣‬ﺗﻨﻔﻴﺬ ﺍﳌﻌﺎﻳﲑ ﺍﶈﺎﺳﺒﻴﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﻘﻄﺎﻉ ﺍﻟﻌﺎﻡ )ﺍﺠﻤﻟﺎﻝ ﺍﳌﺎﱄ(‬
‫‪ -٤‬ﺍﻵﺛﺎﺭ ﺍﳌﺘﺮﺗﺒﺔ ﻋﻠﻰ ﺍﻹﺻﻼﺣﺎﺕ ﺍﻟﺘﻌﺎﻗﺪﻳﺔ ﰲ ﺑﺮﻧﺎﻣﺞ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺍﻹﳕﺎﺋﻲ )ﺍﺠﻤﻟـﺎﻝ‬
‫ﺍﳌﺆﺳﺴﻲ(‬
‫‪ -٥‬ﺳﻼﻣﺔ‪/‬ﺃﻣﻦ ﺍﳌﻮﻇﻔﲔ ﰲ ﻣﻮﺍﺟﻬﺔ ﺍﻷﺧﻄﺎﺭ ﺍﳌﻠﺤﺔ ﻭﺍﳊﻘﻴﻘﻴﺔ ﺍﻟﱵ ﻬﺗﺪﺩ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ‬
‫ﺍﳌﺘﺤﺪﺓ ﻭﺗﺰﺍﻳﺪ ﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﳌﺮﺗﺒﻄﺔ ﺑﺎﻷﻣﻦ )ﺍﺠﻤﻟﺎﻝ ﺍﻟﺘﻨﻔﻴﺬﻱ(‬

‫ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ‬

‫‪ -١‬ﺗﻌﻄﻞ ﺍﻟﻨﻈﺎﻡ ﺍﳌﺎﱄ ﻭﻓﻘﺪﺍﻥ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻻﺣﺘﻴﺎﻃﻴﺔ )ﺍﺠﻤﻟﺎﻝ ﺍﻟﺘﻨﻔﻴﺬﻱ(‬
‫‪ -٢‬ﻋﺪﻡ ﺗﻘﺒّﻞ ﺍﳌﻮﻇﻔﲔ ﺍﻟﺮﺋﻴﺴﻴﲔ ﻟﺘﻨﻔﻴﺬ ﺍﳌﻴﺰﻧﺔ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻟﻨﺘﺎﺋﺞ ﻭﻋﺪﻡ ﺗﻌـﺎﻭﻬﻧﻢ ﰲ‬
‫ﺫﻟﻚ )ﺍﺠﻤﻟﺎﻝ ﺍﻟﺘﻨﻔﻴﺬﻱ(‬
‫‪ -٣‬ﺍﻟﻌﺠﺰ ﺍﳌﺎﱄ ﻟﺪﻯ ﻣﻘﺪﻣﻲ ﺍﳋﺪﻣﺎﺕ‪/‬ﺍﳌﻮﺭﺩﻳﻦ ﺍﻟﺮﺋﻴﺴﻴﲔ )ﺍﺠﻤﻟﺎﻝ ﺍﻟﺘﻨﻔﻴﺬﻱ(‬
‫‪ -٤‬ﺍﻟﺘﺄﺧﺮ ﻭﺍﻟﺘﻌﻄﻞ ﰲ ﺇﺟﺮﺍﺀﺍﺕ ﺗﺴﻬﻴﻞ ﺣـﻀﻮﺭ ﺍﳌﻨـﺪﻭﺑﲔ ﺇﱃ ﺍﻻﺟﺘﻤﺎﻋـﺎﺕ ﻭﰲ‬
‫ﺗﺴﺠﻴﻞ ﺍﳌﻨﺪﻭﺑﲔ )ﺍﺠﻤﻟﺎﻝ ﺍﻟﺘﻨﻔﻴﺬﻱ(‬
‫‪ -٥‬ﻋﺪﻡ ﻭﺟﻮﺩ ﺍﳌﺘﺮﲨﲔ ﺍﻟﺸﻔﻮﻳﲔ‪ ،‬ﺑﺼﻮﺭﺓ ﻏﲑ ﻣﺘﻮﻗﻌﺔ‪ ،‬ﺑﺴﺒﺐ ﻇﺮﻭﻑ ﻗﺎﻫﺮﺓ )ﺍﺠﻤﻟﺎﻝ‬
‫ﺍﻟﺘﻨﻔﻴﺬﻱ(‬
‫ﺍﻟﻴﻮﻧﺴﻜﻮ‬
‫‪ -١‬ﻋﺪﻡ ﻭﺟﻮﺩ ﺧﻄﺔ ﻟﺘﻌﺎﻗﺐ ﺍﳌﻮﻇﻔﲔ ﻗﺪ ﻳﺆﺩﻱ ﺇﱃ ﻓﺮﺍﻍ ﻛﺒﲑ ﰲ ﺍﻟﻴﻮﻧـﺴﻜﻮ ﻣـﻦ‬
‫ﺣﻴﺚ ﻛﺒﺎﺭ ﺍﳌﻮﻇﻔﲔ ﺍﳌﺆﻫﻠﲔ‪ ،‬ﻭﺫﻟﻚ ﺑﺎﻟﻨﻈﺮ ﺇﱃ ﺣﺎﻻﺕ ﺍﻟﺘﻘﺎﻋﺪ ﺍﳌﺘﻮﻗﻌـﺔ ﰲ ﺻـﻔﻮﻑ‬
‫ﺍﳌﻮﻇﻔﲔ ﺍﻟﻔﻨﻴﲔ ﺧﻼﻝ ﻓﺘﺮﺓ ﺍﻟﺴﻨﺘﲔ ﺍﳌﻘﺒﻠﺔ )ﳎﺎﻝ ﺍﻟﺘﻮﻇﻴﻒ(‬

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‫‪ -٢‬ﺍﻟﻌﺠﺰ ﻋﻦ ﺍﻟﺘﻌﺒﲑ ﻋﻦ ﻧﺘﺎﺋﺞ ﺟﻴﺪﺓ ﻭﺑﻠﻮﻏﻬﺎ ﻭﺍﻹﺑﻼﻍ ﻋﻨﻬﺎ ﻗﺪ ﻳﺆﺩﻱ ﺇﱃ ﻓﻘـﺪﺍﻥ‬

‫ﺍﻟﺜﻘﺔ ﰲ ﻗﺪﺭﺓ ﺍﻟﻴﻮﻧﺴﻜﻮ ﻋﻠﻰ ﺍﻷﺩﺍﺀ ﻭﻬﺗﻤﻴﺸﻬﺎ ﻭﺧﻔﺾ ﲤﻮﻳﻠﻬﺎ‪ ،‬ﰲ ﻬﻧﺎﻳﺔ ﺍﳌﻄﺎﻑ )ﳎـﺎﻝ‬
‫ﺍﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ‪ ،‬ﻭﻧﻮﻋﻴﺔ ﺗﻨﻔﻴﺬ ﺍﻟﱪﺍﻣﺞ‪ ،‬ﻭﺻﻮﺭﺓ ﺍﳌﻨﻈﻤﺔ(‬
‫‪ -٣‬ﻋﺪﻡ ﻭﺟﻮﺩ ﺗﻮﺍﺯﻥ ﰲ ﺍﻟﺘﺄﺛﲑ ﻭﻋﻤﻠﻴﺎﺕ ﺻﻨﻊ ﺍﻟﻘﺮﺍﺭ ﺑﲔ ﺍﻟﺪﻭﺍﺋﺮ ﺍﳌﺮﻛﺰﻳﺔ ﻭﻗﻄﺎﻋﺎﺕ‬
‫ﺍﻟﱪﺍﻣﺞ ﻗﺪ ﻳﺆﺛﺮ ﻋﻠﻰ ﺗﻨﻔﻴﺬ ﺍﻟﱪﺍﻣﺞ ﻭﻋﻠﻰ ﺟﻮﺩﻬﺗﺎ )ﳎﺎﻝ ﺍﻟﺘﺼﻤﻴﻢ ﺍﻟﺘﻨﻈﻴﻤﻲ ﻭﺍﳌﺴﺎﺀﻟﺔ(‬

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‫ﺍﳌﺮﻓﻖ ﺍﻟﺜﺎﱐ‬

‫ﻋﻤﻠﻴﺔ ﲢﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ‬

‫ﺗﻨﻈﻴﻢ ﺣﻠﻘﺎﺕ ﻋﻤﻞ ﻋﻠﻰ ﺻﻌﻴﺪ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﻠﻴﺎ ﻟﺒﻴﺎﻥ ﺍﻟﻐﺮﺽ ﻣﻦ ﲢﺪﻳﺪ ﺍﳊـﺎﻻﺕ‬ ‫•‬
‫ﺍﻟﱵ ﺗﻨﻄﻮﻱ ﻋﻠﻰ ﳐﺎﻃﺮ ﻭﻟﺘﺤﺪﻳﺪ ﺍﳌﺨﺎﻃﺮ ﺍﳊﺎﲰﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ؛‬
‫ﺇﺟﺮﺍﺀ ﲤﺮﻳﻦ ﻟﻠﺘﻘﻴﻴﻢ ﺍﻟﺬﺍﰐ ﻟﻠﻤﻮﻇﻔﲔ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﺍﻟﺮﺋﻴﺴﻴﲔ ﺩﺍﺧﻞ ﻛـﻞ ﺷـﻌﺒﺔ‪،‬‬ ‫•‬
‫ﻟﺘﺤﺪﻳﺪ ﺍﳊﺎﻻﺕ ﺍﻟﱵ ﺗﻨﻄﻮﻱ ﻋﻠﻰ ﳐﺎﻃﺮ ﺿﻤﻦ ﳎﺎﻻﺕ ﻋﻤﻠﻬﻢ؛‬
‫ﺇﺟﺮﺍﺀ ﻣﻘﺎﺑﻼﺕ ﻣﺘﺎﺑﻌﺔ ﻣﻊ ﺍﳌﻮﻇﻔﲔ ﺍﻟﺮﺋﻴﺴﻴﲔ ﺗﻀﻄﻠﻊ ﻬﺑﺎ ﻓﺮﻗﺔ ﻣﺮﻛﺰﻳﺔ ﻣﻌﻨﻴـﺔ‬ ‫•‬
‫ﺑﺎﳌﺨﺎﻃﺮ ﻣﻨﺸﺄﺓ ﻟﻠﺘﺤﻘﻖ ﻣﻦ ﺻﺤﺔ ﺍﻟﻨﺘﺎﺋﺞ ﻭﻛﺸﻒ ﺍﻟﺜﻐﺮﺍﺕ ﰲ ﻋﻤﻠﻴـﺔ ﲢﺪﻳـﺪ‬
‫ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻻ ﺳﻴﻤﺎ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﺘﺤﻠﻴﻞ ﺍﻟﻘﺎﺋﻢ ﻋﻠﻰ ﺳﻴﻨﺎﺭﻳﻮﻫﺎﺕ "ﺗﻮﻗﻊ ﺍﻷﺳﻮﺃ"؛‬
‫ﺍﻟﺘﻤﺎﺱ ﺍﳌﺴﺎﳘﺔ ﻣﻦ ﲨﻴﻊ ﺍﳉﻬﺎﺕ ﺍﳌﻌﻨﻴﺔ ﻣﻦ ﺧﻼﻝ ﺍﺳﺘﻌﺮﺍﺽ ﲡﺮﻳـﻪ ﺍﻟﻠﺠـﺎﻥ‬ ‫•‬
‫ﻭﺍﻟﻠﺠﺎﻥ ﺍﻟﻔﺮﻋﻴﺔ ﻟﺘﺤﺪﻳﺪ ﺍﳊﺎﻻﺕ ﺍﻟﱵ ﺗﻨﻄﻮﻱ ﻋﻠﻰ ﳐﺎﻃﺮ؛‬
‫ﺍﺳﺘﻤﺮﺍﺭ ﺩﻭﺭ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻌﺎﻣﻞ ﺍﻟﺘﺎﺑﻊ ﻟﻠﻤﺠﻠﺲ ﻭﺍﳌﻌﲏ ﺑﺎﺳﺘﻌﺮﺍﺽ ﺍﳌﺨﺎﻃﺮ ﻭﺇﺩﺍﺭﻬﺗﺎ‬ ‫•‬
‫ﻭﺍﻹﺑﻼﻍ ﻋﻨﻬﺎ‪ ،‬ﺑﺎﻋﺘﺒﺎﺭﻩ ﻣﻨﱪﹰﺍ ﺗﻘﺪﻡ ﻣﻦ ﺧﻼﻟﻪ ﺍﻟﺪﻭﻝ ﺍﻷﻋـﻀﺎﺀ ﻣـﺴﺎﳘﺎﻬﺗﺎ ﰲ‬
‫ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻭﲞﺎﺻﺔ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﳌﺨﺎﻃﺮ ﺍﳌﺮﺗﺒﻄﺔ ﺑﻮﺿـﻊ ﺍﳌﻨﻈﻤـﺎﺕ‬
‫ﻭﻓﻌﺎﻟﻴﺘﻬﺎ‪ .‬ﻭﻗﺪ ﻳﻨﻄﻮﻱ ﺫﻟﻚ ﻋﻠﻰ ﻣﺎ ﻳﻠﻲ‪ :‬ﲢﺪﻳﺪ ﺍﻟﺴﻴﻨﺎﺭﻳﻮﻫﺎﺕ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﻟﺘﺤﻠﻴﻞ‬
‫ﺍﻟﻘﺎﺋﻢ ﻋﻠﻰ "ﺗﻮﻗﻊ ﺍﻷﺳﻮﺃ"؛ ﻭﺍﺳﺘﻌﺮﺍﺽ ﺫﻟﻚ ﺍﻟﺘﺤﻠﻴﻞ ﻭﺍﻟﺘﻌﻠﻴﻖ ﻋﻠﻴـﻪ؛ ﻭﲢﺪﻳـﺪ‬
‫ﺍﳊﺎﻻﺕ ﺍﻟﱵ ﺗﻨﻄﻮﻱ ﻋﻠﻰ ﳐﺎﻃﺮ ﻣﻌﻴّﻨﺔ‪.‬‬

‫ﺍﳌﺼﺪﺭ‪ :‬ﺇﻃﺎﺭ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﰲ ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ‪.‬‬

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‫ﺍﳌﺮﻓﻖ ﺍﻟﺜﺎﻟﺚ‬
‫ﶈﺔ ﻋﺎﻣﺔ ﻋﻦ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻫﻴﺌﺎﺕ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻭﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ ﻭﻣﻨﻈﻤﺔ ﺍﻷﻣﻦ ﻭﺍﻟﺘﻌﺎﻭﻥ‬
‫ﰲ ﺃﻭﺭﻭﺑﺎ ﻭﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﻌﺎﳌﻲ‬
‫ﳎﺎﻻﺕ ﺍﳋﻄﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫ﺳﻠﻢ ﺍﻟﺘﺄﺛﲑ ﻭﺍﻻﺣﺘﻤﺎﻝ ﻭﺍﻟﺘﻘﻴﻴﻢ‬ ‫ﺗﻜﺎﻟﻴﻒ ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﺣﺎﻟﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬
‫)‪(٤‬‬ ‫)‪(٣‬‬ ‫)‪(٢‬‬ ‫)‪(١‬‬ ‫ﺍﳌﻨﻈﻤﺔ‬
‫ﻳﺸﻤﻞ ﺣﻴﺰ ﺍﳌﺨﺎﻃﺮ ﻓﻬﺮﺳـﹰﺎ‬ ‫ﺍﳌﺮﺟﻊ ‪.A/64/640‬‬ ‫ﺃﹸﻧﻔﻖ ‪ ١,٣٢‬ﻣﻠﻴـﻮﻥ ﺩﻭﻻﺭ ﻋﻠـﻰ‬ ‫ﰲ ﻣﺮﺍﺣﻞ ﺍﻟﺘﺨﻄﻴﻂ ﻹﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬ ‫ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬
‫ﻳﺘﻀﻤﻦ ‪ ١١٦‬ﺧﻄﺮﹰﺍ ﰲ ﲬﺴﺔ‬ ‫ﺍﻟﺘﺄﺛﲑ‪ -١ :‬ﻗﻠﻴﻞ؛ ‪ -٢‬ﻣﻌﺘﺪﻝ؛ ‪ -٣‬ﺷﺪﻳﺪ؛‬ ‫ﺍﻟﻌﻤﻠﻴﺔ ﺍﻻﺳﺘﺸﺎﺭﻳﺔ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﻟﻜﺸﻒ‬ ‫ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬
‫ﳎﺎﻻﺕ ﺧﻄﺮ ﺭﺋﻴﺴﻴﺔ ﻫـﻲ‪:‬‬ ‫‪ -٤‬ﺟﺴﻴﻢ؛ ‪ -٥‬ﺣﺎﺳﻢ‬ ‫ﺍﳌﺨﺼﺺ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ‬ ‫ﳚﺮﻱ ﻭﺿﻊ ﺇﻃـﺎﺭ ﻹﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻭﳎـﺎﻝ‬ ‫ﰲ ﺍﻟﺘﻘﺮﻳﺮ ﺍﻷﻭﻝ ﻟﻸﻣﲔ ﺍﻟﻌﺎﻡ ﻋـﻦ‬ ‫ﺍﳌﺆﺳﺴﻴﺔ ﻭﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‪ .‬ﻭﻳُﺨﻄـﻂ‬
‫ﺍﻻﺣﺘﻤﺎﻝ‪ -١ :‬ﻗﻠﻴـﻞ؛ ‪ -٢‬ﻣﻌـ ـﺘﺪﻝ؛‬
‫ﺍﻹﺷﺮﺍﻑ ﻭﺍﺠﻤﻟﺎﻝ ﺍﻟﺘﻨﻔﻴـﺬﻱ‬ ‫‪ -٣‬ﺷﺪﻳﺪ؛ ‪ -٤‬ﺟﺴﻴﻢ؛ ‪ -٥‬ﺣﺎﺳﻢ‬ ‫ﺇﻃﺎﺭ ﺍﳌﺴﺎﺀﻟﺔ‪ ،‬ﻭﺇﻃﺎﺭ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬ ‫ﻻﺗﺒﺎﻉ ﻬﻧﺞ ﺗﺪﺭﳚﻲ‪.‬‬
‫ﻭﳎﺎﻝ ﺍﻻﻣﺘﺜﺎﻝ ﻭﺍﺠﻤﻟﺎﻝ ﺍﳌﺎﱄ‪.‬‬ ‫ﰲ ﺍﳌﺆﺳﺴﺔ ﻭﺍﳌﺮﺍﻗﺒﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‪ ،‬ﻭﺇﻃﺎﺭ‬
‫ﻓﻌﺎﻟﻴﺔ ﺍﳌﺮﺍﻗﺒﺔ‪ -١ :‬ﻏﲑ ﻓﻌﺎﻟﺔ ﲤﺎﻣﹰﺎ؛ ‪ -٢‬ﻏﲑ‬ ‫ﺍﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ)‪.(٣٨‬‬
‫ﻓﻌﺎﻟﺔ؛ ‪ -٣‬ﲢﺘﺎﺝ ﺇﱃ ﲢـﺴﲔ ﻛـﺒﲑ؛ ‪-٤‬‬
‫ﲢﺘﺎﺝ ﺇﱃ ﲢﺴﲔ ﳏﺪﻭﺩ؛ ‪ -٥‬ﻓﻌﺎﻟﺔ‬
‫ﺳﻠﻢ ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ؛‬
‫ﺍﳌﺴﺘﻮﻯ ‪ ،١‬ﺍﳌﺨﺎﻃﺮ ﺍﻷﺷﺪ ﺍﻟـﱵ ﺗﻘﺘـﻀﻲ‬
‫ﺇﻳﻼﺀﻫﺎ ﺍﻫﺘﻤﺎﻣﹰﺎ ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﻟﺮﻓﻴﻊ؛‬
‫ﺍﳌﺴﺘﻮﻯ‪ ،٢‬ﺍﳌﺨﺎﻃﺮ ﺍﳌﺘﻮﺳﻄﺔ ﺍﻟﱵ ﺗﻘﺘـﻀﻲ‬
‫ﺍﲣﺎﺫ ﺗﺪﺍﺑﲑ ﳏﺪﺩﺓ ﻟﻠﺘﺼﺤﻴﺢ ﺃﻭ ﺍﻟﺮﺻﺪ؛‬
‫ﺍﳌﺴﺘﻮﻯ ‪ ،٣‬ﺍﳌﺨﺎﻃﺮ ﺍﻟﱵ ﻳﺘﻮﻗﻊ ﺃﻥ ﺗﺴﻔﺮ ﻋﻦ‬
‫ﺩﺭﺟﺔ ﻣﻨﺨﻔﻀﺔ ﻣﻦ ﺍﻟﺘﻌﺮﺽ ﻟﻠﻤﺨﺎﻃﺮ ﻭﻋﻦ‬
‫ﺧﻄﺮ ﻣﺘﺒﻖ ﺿﺌﻴﻞ‪.‬‬
‫__________‬

‫‪JIU/REP/2010/4‬‬
‫)‪ (٣٨‬ﺗﻘﺮﻳﺮ ﺍﻟﻠﺠﻨﺔ ﺍﻻﺳﺘﺸﺎﺭﻳﺔ ﻟﺸﺆﻭﻥ ﺍﻹﺩﺍﺭﺓ ﻭﺍﳌﻴﺰﺍﻧﻴﺔ ‪ ،A/63/457‬ﺍﻟﺼﻔﺤﺔ ‪ ،١٠‬ﺍﻟﻔﻘﺮﺓ ‪.٢٥‬‬
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‫‪69‬‬ ‫ﳎﺎﻻﺕ ﺍﳋﻄﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫ﺳﻠﻢ ﺍﻟﺘﺄﺛﲑ ﻭﺍﻻﺣﺘﻤﺎﻝ ﻭﺍﻟﺘﻘﻴﻴﻢ‬ ‫ﺗﻜﺎﻟﻴﻒ ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﺣﺎﻟﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬
‫)‪(٤‬‬ ‫)‪(٣‬‬ ‫)‪(٢‬‬ ‫)‪(١‬‬ ‫ﺍﳌﻨﻈﻤﺔ‬
‫‪-‬‬ ‫‪-‬‬ ‫‪-‬‬ ‫ﱂ ﻳﻨﻈﺮ ﺑﻌﺪ ﰲ ﺍﻋﺘﻤﺎﺩ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬ ‫ﻣﻜﺘﺐ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬
‫ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬ ‫ﺍﳌﻌــﲏ ﺑﺎﳌﺨــﺪﺭﺍﺕ‬
‫ﻭﺍﳉﺮﳝﺔ‬
‫‪-‬‬ ‫‪-‬‬ ‫‪-‬‬ ‫ﱂ ﻳﻨﻈﺮ ﺑﻌﺪ ﰲ ﺍﻋﺘﻤﺎﺩ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬
‫ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬ ‫ﻟﻠﺒﻴﺌﺔ‬
‫‪-‬‬ ‫‪-‬‬ ‫‪-‬‬ ‫ﱂ ﻳﻨﻈﺮ ﺑﻌﺪ ﰲ ﺍﻋﺘﻤﺎﺩ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬
‫ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬ ‫ﻟﻠﻤﺴﺘﻮﻃﻨﺎﺕ ﺍﻟﺒﺸﺮﻳﺔ‬
‫‪-‬‬ ‫‪-‬‬ ‫‪-‬‬ ‫ﱂ ﺗﻨﻈﺮ ﺑﻌﺪ ﰲ ﺍﻋﺘﻤﺎﺩ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬ ‫ﻣﻔﻮﺿﻴﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬
‫ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬ ‫ﺍﻟــﺴﺎﻣﻴﺔ ﻟــﺸﺆﻭﻥ‬
‫ﺍﻟﻼﺟﺌﲔ‬
‫ﻏﲑ ﻣﺘﺎﺡ‪.‬‬ ‫ﺳﻠﻢ ﺍﻟﺘﺄﺛﲑ ﻭﺍﻻﺣﺘﻤﺎﻝ؛ ﺷﺪﻳﺪ ﺃﻭ ﻣﺘﻮﺳـﻂ‬ ‫ﺟﺮﻯ ﺍﻟﺘﻌﺎﻗﺪ ﻣﻊ ﻣﻴـﺴﺮ ﺧـﺎﺭﺟﻲ‬ ‫ﰲ ﻣﺮﺣﻠﺔ ﺑﺪﺀ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬ ‫ﻭﻛﺎﻟﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤـﺪﺓ‬
‫ﺃﻭ ﻗﻠﻴﻞ‪.‬‬ ‫ﻟﺪﻋﻢ ﻋﻤﻠﻴﺔ ﺗﻨﻔﻴـﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬ ‫ﻭﺟُﺮﺏ ﰲ ﺍﻟﻮﻛﺎﻟﺔ‪ ،‬ﰲ ﻋـﺎﻡ ‪،٢٠٠٩‬‬ ‫ﻹﻏﺎﺛــﺔ ﻭﺗــﺸﻐﻴﻞ‬
‫ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬ ‫ﻣﺸﺮﻭﻉ ﻣﻔﻬﻮﻡ ﺳـﺠﻼﺕ ﺍﳌﺨـﺎﻃﺮ‪،‬‬ ‫ﺍﻟﻼﺟﺌﲔ ﺍﻟﻔﻠﺴﻄﻴﻨﻴﲔ‬
‫ﻭﰲ ﻋﺎﻡ ‪ ،٢٠١٠‬ﻳﺘﻮﻗﻊ ﺍﻻﻧﺘـﻬﺎﺀ ﰲ‬ ‫ﰲ ﺍﻟـــﺸﺮﻕ ﺍﻷﺩﱏ‬
‫ﲨﻴﻊ ﺍﳌﻜﺎﺗﺐ ﻣﻦ ﺇﻋـﺪﺍﺩ ﺳـﺠﻼﺕ‬ ‫)ﺍﻷﻭﻧﺮﻭﺍ(‬
‫ﺍﳌﺨﺎﻃﺮ‪.‬‬
‫ـﺐ‪ ،‬ﰲ‬ ‫ـﺰ ﺍﳌﻜﺎﺗـ‬‫ـﻊ ﺃﻥ ﺗﺮﻛـ‬ ‫ﻭﻳُﺘﻮﻗـ‬
‫ﺍﻟﺒﺪﺍﻳﺔ‪ ،‬ﻋﻠﻰ ﺍﳌﺨﺎﻃﺮ ﺍﻻﺛﻨﱵ ﻋـﺸﺮ‬
‫ﺍﻟﱵ ﺗﺄﰐ ﰲ ﺍﻟﺼﺪﺍﺭﺓ‪ .‬ﻭﻳُﺘﻮﻗـﻊ ﺃﻥ‬
‫ﻳﺴﺘﻐﺮﻕ ﺇﳒﺎﺯ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴـﺔ ﻓﺘـﺮﺓ‬
‫ﺍﻟﺴﻨﺘﲔ ‪.٢٠١١ -٢٠١٠‬‬
‫ﻭﺍﻗﺘﺮﺣﺖ ﺍﻟﻠﺠﻨﺔ ﺍﻻﺳﺘـﺸﺎﺭﻳﺔ ﺗﻌـﻴﲔ‬
‫ﻣﻮﻇﻒ ﰲ ﺍﳌﻜﺘﺐ ﺍﻟﺘﻨﻔﻴـﺬﻱ ﻣﻌـﲏ‬
‫ﺑﺎﳌﺨﺎﻃﺮ‪ .‬ﻏﲑ ﺃﻥ ﺍﻷﻭﻧـﺮﻭﺍ ﲣﻄـﻂ‪،‬‬
‫ﺑﺴﺒﺐ ﻗﻠﺔ ﺍﳌﻮﺍﺭﺩ‪ ،‬ﻟﺘﻌـﻴﲔ ﻣﻮﻇـﻒ‬
‫ﺍﺗﺼﺎﻝ ﻏﲑ ﻣﺘﻔﺮﻍ ﻣﻌﲏ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬
‫ﰲ ﺍﳌﻜﺘﺐ ﺍﻟﺘﻨﻔﻴﺬﻱ‪.‬‬
‫‪GE.10-02214‬‬
‫‪GE.10-02214‬‬ ‫ﳎﺎﻻﺕ ﺍﳋﻄﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫ﺳﻠﻢ ﺍﻟﺘﺄﺛﲑ ﻭﺍﻻﺣﺘﻤﺎﻝ ﻭﺍﻟﺘﻘﻴﻴﻢ‬ ‫ﺗﻜﺎﻟﻴﻒ ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﺣﺎﻟﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬
‫)‪(٤‬‬ ‫)‪(٣‬‬ ‫)‪(٢‬‬ ‫)‪(١‬‬ ‫ﺍﳌﻨﻈﻤﺔ‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‬ ‫ﻳُﻘﻴﱠﻢ ﺍﻟﺘﺄﺛﲑ ﺑﻨﺎﺀ ﻋﻠـﻰ ﺍﻟﻨﺘـﺎﺋﺞ ﺍﻹﳕﺎﺋﻴـﺔ‪،‬‬ ‫ﺍﺳﺘُﺨﺪﻣﺖ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻛﻤﺎ ﺃﻥ‬ ‫ﺩﺧﻠﺖ ﺳﻴﺎﺳﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﻟﺒﻴﺌﻲ‬ ‫ﻭﺍﻟﱪﺍﻣﺞ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ‪ ،‬ﻭﺍﻟـﺴﻼﻣﺔ ﻭﺍﻷﻣـﻦ‪،‬‬ ‫ﻫﻨﺎﻙ ﻣﺴﺘﺸﺎﺭﹰﺍ ﻗﺎﻡ ﺑﻌﻤﻞ ﺗﻄﻮﻋﻲ‪.‬‬ ‫ﺣﻴﺰ ﺍﻟﻨﻔﺎﺫ ﰲ ﻋﺎﻡ ‪ .٢٠٠٨‬ﻭﺃﹸﻗﺮ ﺇﻃـﺎﺭ‬ ‫ﺍﻹﳕﺎﺋﻲ‬
‫ﻭﺍﻟﺴﻤﻌﺔ ﻭﺍﻟﺜﻘﺔ‪ ،‬ﻭﺍﻷﺛﺮ ﺍﳌﺎﱄ‪ ،‬ﻭﺍﳌﺪﺓ ﺍﻟﻼﺯﻣﺔ‬ ‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻋﺎﻡ ‪.٢٠١٠‬‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﳌﺎﱄ‬ ‫ﻟﻼﻧﺘﻌﺎﺵ‪ ،‬ﻭﺍﻟﻨﻄﺎﻕ‪.‬‬ ‫ﻭﺍﻧﺘﻬﺖ ﺍﳌﺮﺣﻠﺔ ﺍﻷﻭﱃ ﻣﻦ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﳌﺆﺳﺴﻲ‬ ‫ﺍﻟﺘﺄﺛﲑ‪ -١ :‬ﺿﺌﻴﻞ؛ ‪ -٢‬ﻃﻔﻴﻒ؛ ‪ -٣‬ﻣﻌﺘﺪﻝ؛‬ ‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻋﺎﻡ ‪ .٢٠٠٨‬ﻭﻗﺪ‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﻟﺘﻨﻔﻴﺬﻱ‬ ‫‪ -٤‬ﺣﺎﺩ؛ ‪ -٥‬ﺣﺎﺳﻢ‬ ‫ﺍﻋﺘُﻤﺪ ﻫﺬﺍ ﺍﻟﻨﻬﺞ ﻋﻠﻰ ﺻﻌﻴﺪﻱ ﺍﳌﻨﻈﻤﺔ‬
‫ﺍﻻﺣﺘﻤﺎﻝ‪ -١ :‬ﻣﺴﺘﺒﻌﺪ ﻟﻠﻐﺎﻳـﺔ؛ ‪ -٢‬ﻏـﲑ‬ ‫ﻭﺍﻟﻮﺣﺪﺍﺕ‪.‬‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﻟﺴﻴﺎﺳﻲ‬
‫ﻣﺮﺟﺢ؛ ‪ -٣‬ﻣﺮﺟﺢ ﻧﺴﺒﻴﹰﺎ؛ ‪ -٤‬ﻣﺮﺟــﺢ؛‬ ‫ﻭﺍﺳﺘﻤﺮﺕ ﰲ ﻋﺎﻡ ‪ ٢٠٠٩‬ﻭﻓﺘﺮﺓ ﺳﻨﱵ‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﻟﺘﻨﻈﻴﻤﻲ‬
‫‪ -٥‬ﻣﺮﺟﺢ ﺟﺪﹰﺍ‬ ‫‪ ٢٠١١-٢٠١٠‬ﺍﳉﻬﻮﺩ ﺍﻟﺮﺍﻣﻴـﺔ ﺇﱃ‬
‫ﺑﻨﺎﺀ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﳝﻜﻦ ﳌـﺴﺘﻮﻯ‬ ‫ﺗﻌﺰﻳﺰ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬
‫ﳐﺘﻠﻒ ﻣﻦ ﺍﳍﺮﻡ ﺍﻹﺩﺍﺭﻱ ﺍﲣﺎﺫ ﻗﺮﺍﺭ ﺑﻘﺒـﻮﻝ‬ ‫ﻭﺗﻀﻢ ﺃﻣﺎﻧﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ‬
‫ﺍﳌﺨﺎﻃﺮﺓ‪.‬‬ ‫ﻣﻮﻇﻔﹰﺎ ﻣﺘﻔﺮﻏﹰﺎ ﻣـﻦ ﺍﻟﺮﺗﺒـﺔ ﻑ‪.٤-‬‬
‫ﻭﺃﹸﺩﺭﹺﺟﺖ ﺍﻟﱪﳎﻴﺔ ﺍﳌﺴﺘﺨﺪﻣﺔ ﰲ ﺗﻮﺛﻴﻖ‬
‫ﺗﻘﻴﻴﻤﺎﺕ ﺍﳌﺨﺎﻃﺮ ﰲ ﻧﻈﺎﻡ ﲣﻄﻴﻂ ﻋﻤﻞ‬
‫ﺍﻟﻮﺣﺪﺓ‪.‬‬
‫ﻏﲑ ﻣﺘﺎﺡ‪.‬‬ ‫ﻏﲑ ﻣﺘﺎﺡ‪.‬‬ ‫ﺍﺳـﺘُﻌﲔ ﺑﺎﳋـﺪﻣﺎﺕ ﺍﻻﺳﺘـﺸﺎﺭﻳﺔ‬ ‫ﰲ ﻣﺮﺣﻠﺔ ﺍﻟﺘﺨﻄـﻴﻂ ﻹﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬ ‫ﺻﻨﺪﻭﻕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬
‫ﺍﳋﺎﺭﺟﻴﺔ )‪ ٧٥ ٠٠٠‬ﺩﻭﻻﺭ ﺗﻘﺮﻳﺒﹰﺎ(‬ ‫ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﻗﺪ ﺃﻧﺸﺌﺖ ﻭﻇﻴﻔﺔ ﻣﺴﺘﺸﺎﺭ‬ ‫ﻟﻠﺴﻜﺎﻥ‬
‫ﻟﻠﻤﺴﺎﻋﺪﺓ ﰲ ﻭﺿـﻊ ﺍﺳـﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫ﻛﺒﲑ ﻣﻌﲏ ﺑﺎﳌﺨﺎﻃﺮ‪ ،‬ﰲ ﺍﻟﺮﺗﺒﺔ ﻑ‪،٥-‬‬
‫ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﺴﻴﺔ‪.‬‬ ‫ـﻤﺎﻥ‬
‫ـﻴﲑ ﻭﺿـ‬ ‫ـﺐ ﺇﺩﺍﺭﺓ ﺍﻟﺘﻐـ‬
‫ﰲ ﻣﻜﺘـ‬
‫ﺍﺳﺘﻤﺮﺍﺭﻳﺔ ﺳﲑ ﺍﻟﻌﻤﻞ )ﺟﺰﺀ ﻣﻦ ﺍﳌﻜﺘﺐ‬
‫ﺍﻟﺘﻨﻔﻴﺬﻱ(‪ .‬ﻭﺳﻴُﺤﺪﺩ ﺍﳍﻴﻜـﻞ ﺍﻹﺩﺍﺭﻱ‬
‫ﰲ ﺇﻃﺎﺭ ﺍﺳـﺘﺮﺍﺗﻴﺠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻋﺎﻡ ‪.٢٠١٠‬‬

‫‪JIU/REP/2010/4‬‬
‫‪70‬‬
 ‫‪JIU/REP/2010/4‬‬
‫‪71‬‬ ‫ﳎﺎﻻﺕ ﺍﳋﻄﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫ﺳﻠﻢ ﺍﻟﺘﺄﺛﲑ ﻭﺍﻻﺣﺘﻤﺎﻝ ﻭﺍﻟﺘﻘﻴﻴﻢ‬ ‫ﺗﻜﺎﻟﻴﻒ ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﺣﺎﻟﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬
‫)‪(٤‬‬ ‫)‪(٣‬‬ ‫)‪(٢‬‬ ‫)‪(١‬‬ ‫ﺍﳌﻨﻈﻤﺔ‬
‫ﺣُﺪﺩ ‪ ٢٦‬ﳎﺎ ﹰﻻ ﻣﻦ ﳎـﺎﻻﺕ‬ ‫ﻳﻘﻴﱠﻢ ﺍﻟﺘﺄﺛﲑ ﻣﻦ ﺣﻴﺚ ﻭﻗﻌﻪ ﻋﻠـﻰ ﲢﻘﻴـﻖ‬ ‫ﺍﺳـﺘُﻌﲔ ﺑﺎﳋـﺪﻣﺎﺕ ﺍﻻﺳﺘـﺸﺎﺭﻳﺔ‬ ‫ﰲ ﻣﺮﺣﻠﺔ ﺑﺪﺀ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬ ‫ﺍﻟﻴﻮﻧﻴﺴﻴﻒ‬
‫ﺍﳌﺨﺎﻃﺮ ﺟُﻤﻌـﺖ ﰲ ﺃﺭﺑـﻊ‬ ‫ـﻮﻇﻔﲔ‬ ‫ـﺴﻤﻌﺔ ﻭﺍﳌـ‬
‫ـﱪﺍﻣﺞ ﻭﺍﻟـ‬ ‫ـﺪﺍﻑ ﺍﻟـ‬ ‫ﺃﻫـ‬ ‫ﺍﳋﺎﺭﺟﻴــﺔ ﻟﻼﺿــﻄﻼﻉ ﺑﺎﻟﻌﻤــﻞ‬ ‫ﻭﻫﻨﺎﻙ ﺳﻴﺎﺳﺔ ﻭﺇﻃﺎﺭ ﻹﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﻓﺌﺎﺕ ﻫﻲ‪ :‬ﺍﻟﻔﺌﺔ ﺍﳌﺎﻟﻴﺔ‪ ،‬ﻭﻓﺌﺔ‬ ‫ﻭﺍﻟﺸﺆﻭﻥ ﺍﳌﺎﻟﻴﺔ‪.‬‬ ‫ﺍﻷﺳﺎﺳﻲ ﺍﻟﻼﺯﻡ ﻹﻋﺪﺍﺩ ﺳﻴﺎﺳﺔ ﺇﺩﺍﺭﺓ‬ ‫ﺍﳌﺆﺳﺴﻴﺔ )‪ .(٢٠٠٩‬ﻭﻳﺘﻮﺧﻰ ﺃﻥ ﺗﻨﻔﱠﺬ‬
‫ﺍﻷﺧﻄﺎﺭ‪ ،‬ﻭﺍﻟﻔﺌﺔ ﺍﻟﺘﻨﻔﻴﺬﻳـﺔ‪،‬‬ ‫ﺍﻟﺘﺄﺛﲑ‪ -١ :‬ﺿﺌﻴﻞ؛ ‪ -٣‬ﻣﻌﺘﺪﻝ؛ ‪ -٥‬ﺣﺎﺳﻢ‪.‬‬ ‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺍﻷﺩﻭﺍﺕ ﺍﳌﺮﺗﺒﻄﺔ‬ ‫ﻫﺬﻩ ﺍﻹﺩﺍﺭﺓ ﲟﻮﺍﺯﺍﺓ ﺇﺻﻼﺣﺎﺕ ﻟﺘﺤﺴﲔ‬
‫ﻭﺍﻟﻔﺌﺔ ﺍﻟﱪﻧﺎﳎﻴﺔ‪/‬ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪.‬‬ ‫ﺍﻻﺣﺘﻤﺎﻝ‪ -١ :‬ﻏﲑ ﻣﺮﺟﺢ؛ ‪ -٣‬ﻣـﺮﺟﺢ؛‬ ‫ﻬﺑﺎ ﰲ ﻋﺎﻡ ‪ .٢٠٠٨‬ﻭﺗﺒﻠﻎ ﺍﻟﺘﻜﺎﻟﻴﻒ‬ ‫ﺍﳌﻨﻈﻤﺔ‪ ،‬ﻳُﺘﻮﻗﻊ ﺍﻻﻧﺘﻬﺎﺀ ﻣﻨـﻬﺎ ﲝﻠـﻮﻝ‬
‫‪ -٥‬ﻣﺆﻛﺪ‪.‬‬ ‫ﺍﻹﲨﺎﻟﻴــﺔ ‪ ٦٨٩ ٧١١,٥٩‬ﺩﻭﻻﺭﹰﺍ‬ ‫ﻋﺎﻡ ‪.٢٠١٢‬‬
‫)‪ ٦٠٠ ٠٠٠‬ﺩﻭﻻﺭ ﻟﺘﻐﻄﻴﺔ ﺍﻟﺮﺳﻮﻡ‬ ‫ﻭﺃﻧﺸﺌﺖ ﻭﻇﻴﻔﺔ ﺭﺋﻴﺲ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﻣﻦ‬
‫ﺷﺪﺓ‪/‬ﺗﻘﻴﻴﻢ ﺍﳌﺨﺎﻃﺮ‪ :‬ﻗﻠﻴﻠﺔ‪ ،‬ﻭﻣﺎ ﺑﲔ ﻣﺘﻮﺳﻄﺔ‬ ‫ﻭ‪ ٨٩ ٧١١,٥٩‬ﺩﻭﻻﺭﺍ ﻟﺘﻐﻄﻴـــﺔ‬
‫ﻭﻗﻠﻴﻠﺔ‪ ،‬ﻭﻣﺎ ﺑﲔ ﻣﺘﻮﺳﻄﺔ ﻭﺷﺪﻳﺪﺓ‪ ،‬ﻭﺷﺪﻳﺪﺓ‪.‬‬ ‫ﺍﻟﺮﺗﺒﺔ ﻑ‪ ،٥-‬ﰲ ﻣﻜﺘﺐ ﺇﺩﺍﺭﺓ ﺍﻟﺘﻐﻴﲑ‪.‬‬
‫ﺗﻜﺎﻟﻴﻒ ﺍﻟﺴﻔﺮ ﻭﻧﻔﻘﺎﺕ ﻣﺘﻨﻮﻋﺔ(‪.‬‬
‫ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ‬ ‫ﺍﻟﺘﺄﺛﲑ‪-١ :‬ﻗﻠﻴﻞ؛ ‪ -٢‬ﻣﺘﻮﺳﻂ؛ ‪ -٣‬ﺷﺪﻳﺪ‬ ‫ﺗُﺘﺎﺡ ‪ ٣,١‬ﻣﻼﻳـﲔ ﺩﻭﻻﺭ ﻟﻠﻔﺘـﺮﺓ‬ ‫ﰲ ﻣﺮﺍﺣﻞ ﺍﻟﺘﺨﻄﻴﻂ ﻹﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬ ‫ﺑﺮﻧﺎﻣﺞ ﺍﻷﻏﺬﻳﺔ ﺍﻟﻌﺎﳌﻲ‬
‫ﺍﻟﺴﻤﻌﺔ‬ ‫ﺍﻻﺣﺘﻤﺎﻝ‪ -١ :‬ﻗﻠﻴﻞ؛ ‪ -٢‬ﻣﺘﻮﺳﻂ؛ ‪ -٣‬ﻛﺒﲑ‬ ‫ـﺰ‬‫ـﺪﺕ ﻟﺘﻌﺰﻳـ‬ ‫‪ ٢٠١١-٢٠١٠‬ﺭﺻـ‬ ‫ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﺍﻋﺘُﻤـﺪﺕ ﺃﻭﻝ ﺳﻴﺎﺳـﺔ‬
‫ﳎﺎﻝ ﺍﻟﺘﻤﻮﻳﻞ‬ ‫ﺗﻘﻴﻴﻢ‪/‬ﺷﺪﺓ ﺍﳌﺨﺎﻃﺮ‪ ،‬ﺑﻨﺎﺀ ﻋﻠﻰ ﺩﺭﺟﺔ ﻣﺘﻮﺳﻄﺔ‬ ‫ﺍﻷﺩﺍﺀ ﻭﺍﳌﺴﺎﺀﻟﺔ‪ ،‬ﲟﺎ ﰲ ﺫﻟـﻚ ﺇﺩﺍﺭﺓ‬ ‫ـﺎﻡ‬
‫ـﺴﻴﺔ ﰲ ﻋـ‬ ‫ـﺎﻃﺮ ﺍﳌﺆﺳـ‬ ‫ﻹﺩﺍﺭﺓ ﺍﳌﺨـ‬
‫ﻫﻲ‪ :‬ﻣﻦ ‪ ١‬ﺇﱃ ‪ :٣‬ﻗﻠﻴﻠﺔ‪ ،‬ﻭﻣـﻦ ‪ ٣‬ﺇﱃ ‪:٦‬‬ ‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﻳُﺘﻌﺎﻗـﺪ ﻣـﻊ‬ ‫‪ ،٢٠٠٥‬ﻏﲑ ﺃﻬﻧﺎ ﱂ ﺗﻨﻔﱠﺬ‪ .‬ﻭﳚﺮﻱ ﻣﻨﺬ‬
‫ﻗﺪﺭﺍﺕ ﺍﳌﻨﻈﻤﺔ‬ ‫ﻣﺴﺘﺸﺎﺭﻳﻦ ﺧﺎﺭﺟﻴﲔ ﻟﻠﻤﺴﺎﻋﺪﺓ ﰲ‬ ‫ﺍﻟﻔﺘﺮﺓ ‪ ٢٠١٠-٢٠٠٩‬ﻭﺿـﻊ ﺇﻃـﺎﺭ‬
‫ﲪﺎﺱ ﺍﳌﻮﻇﻔﲔ ﻭﻣﺮﻭﻧﺘﻬﻢ‬ ‫ﻣﺘﻮﺳﻄﺔ‪ ،‬ﻭﻣﻦ ‪ ٦‬ﺇﱃ ‪ :٩‬ﺷﺪﻳﺪﺓ‬
‫ﻭﺿﻊ ﺇﻃﺎﺭ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬ ‫ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻳُﺘﻮﻗﻊ ﺃﻥ ﻳﺒﺪﺃ‬
‫ﺍﻷﻣﻦ‬ ‫)ﳚﺮﻱ ﺍﻵﻥ ﺍﺳﺘﻌﺮﺍﺿﻬﺎ(‬ ‫ﺗﻨﻔﻴﺬﻩ ﰲ ﻏﻀﻮﻥ ‪ ١٨‬ﺷﻬﺮﹰﺍ ﺍﻋﺘﺒﺎﺭﹰﺍ ﻣﻦ‬
‫)ﳚﺮﻱ ﺍﻵﻥ ﺍﺳﺘﻌﺮﺍﺿﻬﺎ(‬ ‫ﺃﻭﺍﺧﺮ ﻋﺎﻡ ‪.٢٠١٠‬‬
‫ﻭﺍﻋﺘُﻤﺪ ﻬﻧـﺞ ﺗـﺪﺭﳚﻲ ﻭﺳـﺘﺘﻄﻮﻉ‬
‫ﺍﳌﻜﺎﺗﺐ ﺍﻟﻘﻄﺮﻳﺔ ﻟﺘﺠﺮﻳﺒﻪ‪.‬‬
‫ﺍﻷﻣﻦ ﺍﳌﺎﺩﻱ‬ ‫ﺗُﺴﺘﺨﺪﻡ ﺻﻔﺘﺎ ‘ﺷﺪﻳﺪ‘ ﻭ‘ﻗﻠﻴﻞ‘ ﻟﻠﺘﻌﺒﲑ ﻋـﻦ‬ ‫ﺗﻘﺪﺭ ﺍﻷﻣﻮﺍﻝ ﺍﳌﺨﺼﺼﺔ ﻟﺘـﺪﺭﻳﺐ‬ ‫ﰲ ﻣﺮﺣﻠﺔ ﺑﺪﺀ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬ ‫ﻣﻨﻈﻤﺔ ﺍﻟﻌﻤﻞ ﺍﻟﺪﻭﻟﻴﺔ‬
‫ﺍﻟﺸﺆﻭﻥ ﺍﳌﺎﻟﻴـﺔ ﻭﺍﻟـﱪﺍﻣﺞ‬ ‫ﺗﻘﻴﻴﻢ ﺍﻟﺘﺄﺛﲑ ﻭﺍﻻﺣﺘﻤﺎﻝ ﻣﻌﺎ‪ .‬ﻭﻳُﺘﻔﺎﺩﻯ ﻋﻤﺪﹰﺍ‬ ‫ﺍﳌـــﻮﻇﻔﲔ ﺑ ‪ ٤٠٠ ٠٠٠‬ﺩﻭﻻﺭ‪.‬‬ ‫ﻭﺃﻋﻠﻦ ﻋـﻦ ﺳﻴﺎﺳـﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﻭﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ ﻓﺌﺔ ‘ﻣﺘﻮﺳﻂ‘ ﻟﻜﻲ ﻻ ﺗﻜﻮﻥ ﻫﻨﺎﻙ‬ ‫ﻭﻭُﺿﻌﺖ ﺧﻄﻂ ﻟﻼﺳﺘﻌﺎﻧﺔ ﺑـﺸﺮﻛﺔ‬ ‫ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻋﺎﻡ ‪.٢٠٠٩‬‬
‫ﻓﺮﺻﺔ ﻟﺘﺠﻨﺐ ﺍﲣﺎﺫ ﻗﺮﺍﺭﺍﺕ ﺣﺎﲰﺔ‪.‬‬ ‫ـﺪﱘ‬‫ـﺸﺎﺭﻳﺔ ﻟﺘﻘـ‬
‫ـﺪﻣﺎﺕ ﺍﻻﺳﺘـ‬ ‫ﻟﻠﺨـ‬
‫ﺍﻟﺴﻤﻌﺔ‬ ‫ﺍﻟﺘﺪﺭﻳﺐ ﺑﻨﺎﺀ ﻋﻠﻰ ﻣـﻮﺍﺩ ﺗﺪﺭﻳﺒﻴـﺔ‬ ‫ﻭﺳﺘُﺪﺭﱠﺏ ﻣﻜﺎﺗﺐ ﺍﳌﻘﺮ ﲝﻠﻮﻝ ﻬﻧﺎﻳﺔ ﻋﺎﻡ‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﻟﺴﻴﺎﺳﻲ‬ ‫ﺩﺍﺧﻠﻴﺔ‪.‬‬ ‫ـﺐ‬ ‫ـﺪﺭﻳﺐ ﺍﳌﻜﺎﺗـ‬ ‫ـﻴﺒﺪﺃ ﺗـ‬
‫‪ ٢٠١١‬ﻭﺳـ‬
‫ﺍﳋﺎﺭﺟﻴﺔ ﰲ ﻋﺎﻡ ‪.٢٠١١‬‬
‫‪GE.10-02214‬‬
‫‪GE.10-02214‬‬ ‫ﳎﺎﻻﺕ ﺍﳋﻄﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫ﺳﻠﻢ ﺍﻟﺘﺄﺛﲑ ﻭﺍﻻﺣﺘﻤﺎﻝ ﻭﺍﻟﺘﻘﻴﻴﻢ‬ ‫ﺗﻜﺎﻟﻴﻒ ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﺣﺎﻟﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬
‫)‪(٤‬‬ ‫)‪(٣‬‬ ‫)‪(٢‬‬ ‫)‪(١‬‬ ‫ﺍﳌﻨﻈﻤﺔ‬
‫ﻏﲑ ﻣﺘﺎﺡ‪.‬‬ ‫ﻏﲑ ﻣﺘﺎﺡ‪.‬‬ ‫ﺗﻮﺧﺖ ﺍﳌﻨﻈﻤﺔ ﰲ ﺍﻟﺒﺪﺍﻳﺔ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ‬ ‫ﰲ ﻣﺮﺣﻠﺔ ﺑﺪﺀ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬ ‫ﻣﻨﻈﻤﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ ﺑﺘﻮﺟﻴـﻪ ﻣـﻦ‬ ‫ﻭﲦﺔ ﺧﻄـﻂ ﻟﺘﻨﻔﻴـﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬ ‫ﻟﻸﻏﺬﻳﺔ ﻭﺍﻟﺰﺭﺍﻋﺔ‬
‫ﻣﺴﺘﺸﺎﺭ ﺧﺎﺭﺟﻲ‪ ،‬ﻭﺧﺼﺼﺖ ‪٢,٥‬‬ ‫ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﺍﻟﻔﺘﺮﺓ ‪.٢٠١١-٢٠١٠‬‬
‫ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﳍﺬﺍ ﺍﻟﻐﺮﺽ‪ .‬ﰒ ﺗﻘـﺮﺭ‬ ‫ﻭﻟﻴﺴﺖ ﻫﻨﺎﻙ ﻭﺛﻴﻘﺔ ﺳﻴﺎﺳﺎﺕ ﺑﻌﺪ‪.‬‬
‫ﻻﺣﻘﹰﺎ ﺗﻨﻔﻴﺬ ﻣﺸﺮﻭﻉ ﻣﻮﺟﻪ ﺩﺍﺧﻠﻴﹰﺎ‪.‬‬
‫ﻭﻟﺬﻟﻚ ﺧـﺼﺺ ﺑﺮﻧـﺎﻣﺞ ﻋﻤـﻞ‬ ‫ﻭﺳﻴُﺘﺒﻊ ﻬﻧﺞ ﲡـﺮﻳﱯ ﻭﺳـﺘُﻌﺘﻤﺪ ﺇﺩﺍﺭﺓ‬
‫ـﺮﺓ ‪٢٠١١-٢٠١٠‬‬ ‫ـﺔ ﺍﻟﻔﺘـ‬
‫ﻭﻣﻴﺰﺍﻧﻴـ‬ ‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﲟﻮﺍﺯﺍﺓ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ‬
‫ﻼ ﻗﺪﺭﻩ ‪ ١,٣‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ‪.‬‬ ‫ﲤﻮﻳ ﹰ‬ ‫ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ‪.‬‬
‫ﺑﺮﺍﻣﺞ ﺍﳌﻮﺍﺭﺩ‪ ،‬ﻭﺍﻹﺷﺮﺍﻑ‬ ‫ﺍﻟﺘﺄﺛﲑ‪ :‬ﺟﺴﻴﻢ‪ ،‬ﻣﻌﺘﺪﻝ‪ ،‬ﻃﻔﻴﻒ‬ ‫ﺍﺳﺘُﻌﲔ ﲟﺴﺘﺸﺎﺭ ﻹﻋـﺪﺍﺩ ﻭﺣـﺪﺓ‬ ‫ﰲ ﻣﺮﺣﻠﺔ ﺑﺪﺀ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬ ‫ﺍﻟﻴﻮﻧﺴﻜﻮ‬
‫ﺍﻟﺘﻮﻇﻴﻒ‬ ‫ﺍﻻﺣﺘﻤﺎﻝ‪ :‬ﻗﻠﻴﻞ‪ ،‬ﻣﺘﻮﺳﻂ‪ ،‬ﺷﺪﻳﺪ‬ ‫ﺍﻟﺘﺪﺭﻳﺐ‪ .‬ﻭﻳُﻘﺪﱠﺭ ﺃﻥ ﺗﻜﻠﻔﺔ ﺇﺟﺮﺍﺀ‬ ‫ﻭﺗُﻨﻔﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻣﻨﺬ ﻋﺎﻡ‬
‫ﺗﻘﻴﻴﻢ ﺑﻨﺎﺀ ﻋﻠﻰ ﺍﳌﺨﺎﻃﺮ ﻟﻘـﺪﺭﺓ‬ ‫‪ ٢٠٠٨‬ﺗﻨﻔﻴﺬﹰﺍ ﺗﺪﺭﳚﻴﹰﺎ ﲢﺖ ﺇﺷـﺮﺍﻑ‬
‫ﺗﺼﻤﻴﻢ ﺍﳌﻨﻈﻤﺔ ﻭﺍﳌﺴﺎﺀﻟﺔ‬ ‫ﻣﻌﺪﻝ ﺗﻘﻴﻴﻢ‪/‬ﺷﺪﺓ ﺍﳌﺨﺎﻃﺮ ﻫﻮ ﻧﺎﺗﺞ ﺿـﺮﺏ‬ ‫ﺍﻟﻴﻮﻧﺴﻜﻮ ﻋﻠﻰ ﺍﻷﺩﺍﺀ‪ ،‬ﻭﺇﻧـﺸﺎﺀ‬ ‫ﳉﻨﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪.‬‬
‫ﺍﻹﺩﺍﺭﺓ ﺍﳌﺎﻟﻴﺔ‬ ‫ﺍﻟﺘﺄﺛﲑ ﰲ ﺍﻻﺣﺘﻤﺎﻝ ﻣﻊ ﻣﺮﺍﻋﺎﺓ ﻣﺎ ﻳﻠﻲ‪:‬‬ ‫ﳉﻨﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺗﻌﺎﺩﻝ ﺳﻨﺔﹰ ﻣﻦ‬ ‫ﻭﻗﺪ ﻋُﻴﻨﺖ ﺇﺩﺍﺭﺓ ﻋﻠﻴﺎ ﺟﺪﻳﺪﺓ ﻣﻨﺬ ﻋﺎﻡ‬
‫ﻗﻠﻴﻞ = ﻣﻌﺪﻝ ﻣﺘﻮﺳﻂ ﻣﻦ ‪ ١‬ﺇﱃ ‪٣‬‬ ‫ﻭﻗﺖ ﻣﻮﻇﻒ ﻭﺍﺣﺪ؛ ﻏﲑ ﺃﻥ ﻫﺬﻩ‬ ‫‪ .٢٠١٠‬ﻭﻋُﻠﻖ ﺗﻨﻔﻴﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬
‫ﺍﻹﺩﺍﺭﺓ ﺍﻟﻘﺎﺋﻤﺔ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺋﺞ‬ ‫ﺍﻟﺘﻜﻠﻔﺔ ﺍﺳﺘﻮﻋﺒﻬﺎ ﺍﳍﻴﻜﻞ ﺍﻟﻮﻇﻴﻔﻲ‬
‫ﻣﺘﻮﺳﻂ = ﻣﻌﺪﻝ ﻣﺘﻮﺳﻂ ﺃﻛﱪ ﻣﻦ ‪ ٣‬ﺇﱃ ‪٦‬‬ ‫ﺍﳌﺆﺳﺴﻴﺔ ﺇﱃ ﺃﻥ ﺗﻨﺘﻬﻲ ﺍﻟﻔﺘﺮﺓ ﺍﻻﻧﺘﻘﺎﻟﻴﺔ‬
‫ﻧﻮﻋﻴﺔ ﺗﻨﻔﻴﺬ ﺍﻟﱪﺍﻣﺞ ﻭﺻـﻮﺭﺓ‬ ‫ﳌﻜﺘﺐ ﺧﺪﻣﺎﺕ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ‪.‬‬ ‫ﻟﻺﺩﺍﺭﺓ ﺍﳉﺪﻳﺪﺓ‪.‬‬
‫ﺍﳌﻨﻈﻤﺔ‬ ‫ﺷﺪﻳﺪ = ﻣﻌﺪﻝ ﻣﺘﻮﺳﻂ ﺃﻛﱪ ﻣﻦ ‪ ٦‬ﺇﱃ ‪٩‬‬ ‫ﻭﻳُﻘﺪﱠﺭ ﺃﻥ ﺗﻜﻠﻔﺔ ﻋﻤـﻞ ﺍﻟﻠﺠﻨـﺔ‬
‫ﺗﻮﺣﻴﺪ ﺍﻷﺩﺍﺀ ﻣـﻊ ﻣﻨﻈﻮﻣـﺔ‬ ‫ﻭﲨﻴﻊ ﺃﻧﺸﻄﺔ ﺍﻻﺗﺼﺎﻝ ﺍﳌﺮﺗﺒﻄﺔ ﻬﺑﺎ‬
‫ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬ ‫ﺗﻌﺎﺩﻝ ﳓﻮ ﻧﺼﻒ ﺳﻨﺔ ﻣﻦ ﻋﻤـﻞ‬
‫ﻭﻻﻳﺔ ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ‬ ‫ﻣﻮﻇﻒ ﻭﺍﺣﺪ؛ ﻏﲑ ﺃﻥ ﺍﻟﺘﻜﻠﻔـﺔ‬
‫ﺍﻟﻮﻇﻴﻔﻴﺔ ﻗﺪ ﺍﺳـﺘﻮﻋﺒﻬﺎ ﺃﻳـﻀﺎﹰ‬
‫ﺃﻓﺮﻳﻘﻴﺎ‬
‫ﺍﳍﻴﻜﻞ ﺍﻟﻮﻇﻴﻔﻲ ﺍﳊﺎﱄ ﻟﻠـﺪﻭﺍﺋﺮ‬
‫ـﲔ‬‫ـﺴﺎﻭﺍﺓ ﺑـ‬
‫ـﺔ ﻟﻠﻤـ‬ ‫ﺍﻷﻭﻟﻮﻳـ‬ ‫ﺍﳌﻌﻨﻴﺔ ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬
‫ﺍﳉﻨﺴﲔ‬

‫‪JIU/REP/2010/4‬‬
‫‪72‬‬
 ‫‪JIU/REP/2010/4‬‬
‫‪73‬‬ ‫ﳎﺎﻻﺕ ﺍﳋﻄﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫ﺳﻠﻢ ﺍﻟﺘﺄﺛﲑ ﻭﺍﻻﺣﺘﻤﺎﻝ ﻭﺍﻟﺘﻘﻴﻴﻢ‬ ‫ﺗﻜﺎﻟﻴﻒ ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﺣﺎﻟﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬
‫)‪(٤‬‬ ‫)‪(٣‬‬ ‫)‪(٢‬‬ ‫)‪(١‬‬ ‫ﺍﳌﻨﻈﻤﺔ‬
‫ﻏﲑ ﻣﺘﺎﺡ‪.‬‬ ‫ﻏﲑ ﻣﺘﺎﺡ‪.‬‬ ‫ﺗﺒﻠﻎ ﺍﻷﻣﻮﺍﻝ ﺍﳌﺨﺼـﺼﺔ ﻟﺒـﺪﺀ ﺇﺩﺍﺭﺓ‬ ‫ﰲ ﻣﺮﺣﻠﺔ ﺍﻟﺘﺨﻄـﻴﻂ ﻹﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬ ‫ﻣﻨﻈﻤﺔ ﺍﻟﻄﲑﺍﻥ ﺍﳌﺪﱐ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ ‪ ٢٥ ٠٠٠‬ﺩﻭﻻﺭ‬ ‫ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬ ‫ﺍﻟﺪﻭﱄ‬
‫ﻛﻨﺪﻱ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺍﻟـﺪﻋﻢ ﻣـﻦ‬ ‫ﻭﻣﻦ ﺍﳌﻘﺮﺭ ﺇﻋﺪﺍﺩ ﺍﻟـﺴﻴﺎﺳﺔ ﰲ ﻋـﺎﻡ‬
‫ﺍﳋﺪﻣﺎﺕ ﺍﻻﺳﺘـﺸﺎﺭﻳﺔ ﺍﳋﺎﺭﺟﻴـﺔ‪.‬‬ ‫‪.٢٠١٠‬‬
‫ﻭﺗﺸﻤﻞ ﺍﻟﺘﻜﺎﻟﻴﻒ ﺍﳌﺘﻮﻗﻌﺔ ﺍﻷﺧـﺮﻯ‬
‫‪ ٤٨ ٠٠٠‬ﺩﻭﻻﺭ ﻛﻨــﺪﻱ )‪٣ ٠٠٠‬‬ ‫ﻭﻳُﺨﻄﻂ ﻟﺒﺪﺀ ﺍﻟﺘﻨﻔﻴﺬ ﰲ ﻋﺎﻡ ‪.٢٠١١‬‬
‫ﺩﻭﻻﺭ ﻟﻠﺤﻠﻘﺎﺕ ﺍﻟﺪﺭﺍﺳﻴﺔ‪ ،‬ﻭ‪١٥ ٠٠٠‬‬
‫ﺩﻭﻻﺭ ﻟﺘﺨﻄﻴﻂ ﺍﳌﺸﺮﻭﻉ‪ ،‬ﻭ‪٢٠ ٠٠٠‬‬
‫ﺩﻭﻻﺭ ﻟﺘﺠﺮﻳﺐ ﺍﳌﺸﺮﻭﻉ‪ ،‬ﻭ‪١٠ ٠٠٠‬‬
‫ـﺪﺀ‬‫ـﺪﻳﺚ ﻭﺑـ‬ ‫ـﻴﻢ ﻭﺍﻟﺘﺤـ‬
‫ﺩﻭﻻﺭ ﻟﻠﺘﻘﻴـ‬
‫ﺍﻟﺘﻨﻔﻴﺬ(‪.‬‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﳌﺎﱄ‬ ‫ﻏﲑ ﻣﺘﺎﺡ‪.‬‬ ‫ﺃﹸﻧﻔــﻖ ﻣﺒﻠــﻎ ‪ ١٩٥ ٠٠٠‬ﺩﻭﻻﺭ‬ ‫ﰲ ﻣﺮﺣﻠﺔ ﺑﺪﺀ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬ ‫ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﳌﻴﺔ‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﳌﺆﺳﺴﻲ‬ ‫ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺍﻟﺪﻋﻢ ﻣﻦ ﺍﳌﺴﺘﺸﺎﺭﻳﻦ‬ ‫ﻭﻗﺪ ﺑﺪﺃ ﺍﻟﺘﻨﻔﻴﺬ ﰲ ﳎﻤﻮﻋﺔ ﻭﺍﺣﺪﺓ‪.‬‬
‫ﺍﳋﺎﺭﺟﻴﲔ‪.‬‬ ‫ﻭﺳﻴُﻮﺳﻊ ﻧﻄﺎﻕ ﻣﻔﻬﻮﻡ ﻭﺇﻃـﺎﺭ ﺇﺩﺍﺭﺓ‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﻟﺘﻨﻔﻴﺬﻱ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻟﻴـﺸﻤﻞ ﺍﳌﻨﻈﻤـﺔ‬
‫ـﺎﺭﺟﻴﻮﻥ‬
‫ـﻮﻛﻼﺀ ﺍﳋــ‬ ‫ﺍﻟــ‬ ‫ﺑﺄﻛﻤﻠﻬﺎ ﰲ ﺍﳌﺴﺘﻘﺒﻞ‪ ،‬ﻏﲑ ﺃﻧﻪ ﱂ ﻳُﺤﺪﺩ‬
‫ﻭﺃﺻﺤﺎﺏ ﺍﳌﺼﻠﺤﺔ‬ ‫ﺑﻌﺪ ﺇﻃﺎﺭ ﺯﻣﲏ ﻟﺬﻟﻚ‪.‬‬
‫ﻏﲑ ﻣﺘﺎﺡ‪.‬‬ ‫ﻏﲑ ﻣﺘﺎﺡ‪.‬‬ ‫ـﺸﺎﺭﻳﺔ‬
‫ـﺪﻣﺎﺕ ﺍﻻﺳﺘـ‬
‫ـﺖ ﺍﳋـ‬‫ﻛﻠﻔـ‬ ‫ﻣﻦ ﺍﳌﻘﺮﺭ ﺍﻟﺘﺨﻄـﻴﻂ ﻹﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬ ‫ﺍﻻﲢﺎﺩ ﺍﻟﱪﻳﺪﻱ ﺍﻟﻌﺎﳌﻲ‬
‫ﺍﳋﺎﺭﺟﻴﺔ ﳓـﻮ ‪ ١٨ ٠٠٠‬ﻓﺮﻧـﻚ‬ ‫ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻋﺎﻡ ‪.٢٠١٠‬‬
‫ﺳﻮﻳﺴﺮﻱ‪.‬‬ ‫ﻭﺃﺟﺮﻯ ﺍﻻﲢـﺎﺩ ﰲ ﺣﺰﻳـﺮﺍﻥ‪/‬ﻳﻮﻧﻴـﻪ‬
‫‪ ٢٠١٠‬ﻋﻤﻠﻴﺔ ﺗﻘﻴﻴﻢ ﻟﻠﻤﺨﺎﻃﺮ ﲟﺴﺎﻋﺪﺓ‬
‫ﺷﺮﻛﺔ ﺍﺳﺘﺸﺎﺭﻳﺔ ﺧﺎﺭﺟﻴﺔ‪ .‬ﻭﺳﺘـﺸﻜﻞ‬
‫ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻗﺎﻋﺪﺓ ﻟﺼﻴﺎﻏﺔ ﺳﻴﺎﺳـﺔ‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬
‫‪GE.10-02214‬‬
‫‪GE.10-02214‬‬ ‫ﳎﺎﻻﺕ ﺍﳋﻄﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫ﺳﻠﻢ ﺍﻟﺘﺄﺛﲑ ﻭﺍﻻﺣﺘﻤﺎﻝ ﻭﺍﻟﺘﻘﻴﻴﻢ‬ ‫ﺗﻜﺎﻟﻴﻒ ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﺣﺎﻟﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬
‫)‪(٤‬‬ ‫)‪(٣‬‬ ‫)‪(٢‬‬ ‫)‪(١‬‬ ‫ﺍﳌﻨﻈﻤﺔ‬
‫ﳎﺎﻝ ﺍﻹﺷﺮﺍﻑ‬ ‫ﺗﻘﺎﺱ ﻓﺌﺎﺕ ﺍﻟﺘﺄﺛﲑ ﻭﺍﻻﺣﺘﻤﺎﻝ ﺑﻨﺎﺀ ﻋﻠﻰ ﺳﻠﻢ‬ ‫ﻏﲑ ﻣﺘﺎﺡ‪.‬‬ ‫ـﺎﻃﺮ‬
‫ـﺸﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨـ‬
‫ـﺔ ﻣﻨﺎﻗـ‬
‫ﰲ ﻣﺮﺣﻠـ‬ ‫ﺍﻻﲢــﺎﺩ ﺍﻟــﺪﻭﱄ‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‬ ‫ﻣﻦ ﺛﻼﺛﺔ ﻣﺴﺘﻮﻳﺎﺕ ﻫﻲ‪ :‬ﻗﻠﻴـﻞ ﻭﻣﺘﻮﺳـﻂ‬ ‫ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬ ‫ﻟﻼﺗﺼﺎﻻﺕ‬
‫ﻭﺷﺪﻳﺪ‪.‬‬
‫ﺍﳌﻮﺍﺭﺩ‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﻟﺘﻨﻔﻴﺬﻱ‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‬ ‫ﺗﻘﺎﺱ ﻓﺌﺎﺕ ﺍﻟﺘﺄﺛﲑ ﻭﺍﻻﺣﺘﻤﺎﻝ ﺍﳌﺴﺘﺨﺪﻣﺔ ﺑﻨﺎﺀ‬ ‫ـﺸﺎﺭﻳﺘﲔ‬ ‫ـﺸﺮﻛﺘﲔ ﺍﺳﺘـ‬ ‫ﺍﺳ ـﺘُﻌﲔ ﺑـ‬ ‫ﰲ ﻣﺮﺣﻠﺔ ﺑﺪﺀ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬ ‫ﺍﳌﻨﻈﻤــﺔ ﺍﻟﻌﺎﳌﻴــﺔ‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﻟﺘﻨﻔﻴﺬﻱ‬ ‫ﻋﻠﻰ ﺳﻠﻢ ﻳﺘﺮﺍﻭﺡ ﺑﲔ ‪ -١‬ﻗﻠﻴﻞ ﻭ‪ -٤‬ﺷﺪﻳﺪ‪.‬‬ ‫ﺧــﺎﺭﺟﻴﺘﲔ ﰲ ﻋــﺎﻣﻲ ‪٢٠٠٦‬‬ ‫ﻭﺃﹸﻋﺪﺕ ﰲ ﻋـﺎﻡ ‪ ٢٠٠٩‬ﺗﻘﻴﻴﻤـﺎﺕ‬ ‫ﻟﻸﺭﺻﺎﺩ ﺍﳉﻮﻳﺔ‬
‫ﻭ‪ ٢٠٠٨‬ﻻﻋﺘﻤــﺎﺩ ﻋﻤﻠﻴــﺔ ﺇﺩﺍﺭﺓ‬ ‫ﺍﳌﺨﺎﻃﺮ ﻭﺳـﺠﻼﺕ ﺍﳌﺨـﺎﻃﺮ ﻋﻠـﻰ‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﳌﺎﱄ‬ ‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﻭﺗﻴﺴﲑﻫﺎ ﻋﻠـﻰ‬ ‫ﻣﺴﺘﻮﻯ ﺍﻹﺩﺍﺭﺍﺕ‪.‬‬
‫ﳎﺎﻝ ﺍﻹﺷﺮﺍﻑ‬ ‫ﻣﺮﺣﻠﺘﲔ‪ .‬ﻭﺗﺒﻠﻎ ﺗﻜﺎﻟﻴﻒ ﺍﻟﻌﻘـﺪﻳﻦ‬ ‫ﻭﺳﻴُﺸﺮﻉ ﰲ ﺇﺩﺍﺭﺓ ﺷﺎﻣﻠﺔ ﻟﻠﻤﺨـﺎﻃﺮ‬
‫‪ ٢٢٨ ٠٠٠‬ﻓﺮﻧﻚ ﺳﻮﻳـﺴﺮﻱ‪ .‬ﻭﱂ‬ ‫ﺍﳌﺆﺳﺴﻴﺔ ﻟﺪﻯ ﺗﻮﺍﻓﺮ ﺍﳌﻮﺍﺭﺩ‪.‬‬
‫ﻳُﺨﺼﺺ ﺃﻱ ﺍﻋﺘﻤـﺎﺩ ﰲ ﺍﳌﻴﺰﺍﻧﻴـﺔ؛‬
‫ﻭﻣُﻮﻟﺖ ﺍﻷﻧﺸﻄﺔ ﻣـﻦ ﺍﻻﺣﺘﻴـﺎﻃﻲ‬ ‫ﻭﻫﻨﺎﻙ ﺇﻃﺎﺭ ﻹﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ ﻏـﲑ ﺃﻥ‬
‫ﺍﳌﺨﺼﺺ ﻟﻸﻭﻟﻮﻳﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ‪.‬‬ ‫ﺍﻟﺴﻴﺎﺳﺔ ﺍﻟﻼﺯﻣﺔ ﳍﺎ ﱂ ﺗﻮﺿﻊ ﺑﻌﺪ‪.‬‬
‫ﻭﻋﲔ ﻣﻮﻇـﻒ ﻣـﻦ ﺍﻟﺮﺗﺒـﺔ ﻑ‪٥-‬‬
‫ﻟﻠﺘﺨﻄﻴﻂ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻭﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‪،‬‬
‫ﰲ ﻣﻜﺘﺐ ﺍﻟﺘﺨﻄﻴﻂ ﺍﻻﺳـﺘﺮﺍﺗﻴﺠﻲ ﰲ‬
‫ﻋﺎﻡ ‪.٢٠٠٩‬‬
‫ﻭﺿﻊ ﺍﳌﻨﻈﻤﺔ ﻭﻓﻌﺎﻟﻴﺘﻬﺎ‬ ‫ﺗﻌﺮﻑ ﻭﺛﺎﺋﻖ ﺍﻟﺘﺪﺭﻳﺐ ﻓﺌﺎﺕ ﺍﻟﺘـﺄﺛﲑ ﻣـﻦ‬ ‫ﱂ ﺗُﺘﻜﺒﺪ ﺣـﱴ ﺍﻵﻥ ﺃﻱ ﺗﻜـﺎﻟﻴﻒ‬ ‫ﰲ ﺍﳌﺮﺣﻠﺔ ﺍﻷﻭﱃ ﻣﻦ ﻣﺮﺍﺣﻞ ﺍﻟﺘﻨﻔﻴـﺬ‬ ‫ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﳌﺎﱄ‬ ‫ﺍﻟﻨﺎﺣﻴﺔ ﺍﳌﺎﻟﻴﺔ‪ ،‬ﻭﻣﻦ ﺣﻴـﺚ ﺍﻟﺘـﺄﺛﲑ ﻋﻠـﻰ‬ ‫ـﺎﻃﺮ‬
‫ـﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨـ‬‫ـﺪﺩﺓ ﰲ ﺗﻨﻔﻴـ‬‫ﳏـ‬ ‫ﺍﻟﻜﺎﻣﻞ ﺍﻋﺘﺒﺎﺭﹰﺍ ﻣﻦ ﻋﺎﻡ ‪ ،٢٠٠٩‬ﺑﻌـﺪ‬
‫ﺍﳌﺴﺘﻮﻳﺎﺕ ﺍﻹﻋﻼﻣﻲ‪ ،‬ﻭﺍﻟﺴﻴﺎﺳﻲ ﻭﺍﻟﻮﻇﻴﻔﻲ‪،‬‬ ‫ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﻳﺆﺩﻱ ﺍﳌﻮﻇﻔﻮﻥ ﺍﳊﺎﻟﻴﻮﻥ‬ ‫ﺍﻧﺘﻬﺎﺀ ﻋﻤﻠﻴﺔ ﲡﺮﻳﺒﻴﺔ‪.‬‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﻟﺘﻨﻔﻴﺬﻱ‬ ‫ﻭﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ‪.‬‬ ‫ﻣﻬﺎﻡ ﺇﺿﺎﻓﻴﺔ‪.‬‬ ‫ﻭﻫﻨﺎﻙ ﺇﻃﺎﺭ ﻹﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﻣﻨﺬ ﻋـﺎﻡ‬
‫ﺍﻟﺘﺄﺛﲑ‪ -١ :‬ﻗﻠﻴـﻞ ﺟـﺪﹰﺍ؛ ‪ -٢‬ﻗﻠﻴــﻞ؛‬ ‫‪.٢٠٠٨‬‬
‫‪ -٣‬ﻣﺘﻮﺳﻂ؛ ‪ -٤‬ﺷﺪﻳﺪ؛ ‪ -٥‬ﺷﺪﻳﺪ ﺟﺪﹰﺍ‪.‬‬
‫ﻳُﻌﱪ ﻋﻦ ﺍﻻﺣﺘﻤﺎﻝ ﺑﺘﻘﺪﻳﺮ ﻧـﺴﺒﺔ ﺇﻣﻜﺎﻧﻴـﺔ‬
‫ﺍﳊﺪﻭﺙ ﰲ ﺇﻃﺎﺭ ﺯﻣﲏ‪.‬‬

‫‪JIU/REP/2010/4‬‬
‫‪74‬‬
 ‫‪JIU/REP/2010/4‬‬
‫‪75‬‬ ‫ﳎﺎﻻﺕ ﺍﳋﻄﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫ﺳﻠﻢ ﺍﻟﺘﺄﺛﲑ ﻭﺍﻻﺣﺘﻤﺎﻝ ﻭﺍﻟﺘﻘﻴﻴﻢ‬ ‫ﺗﻜﺎﻟﻴﻒ ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﺣﺎﻟﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬
‫)‪(٤‬‬ ‫)‪(٣‬‬ ‫)‪(٢‬‬ ‫)‪(١‬‬ ‫ﺍﳌﻨﻈﻤﺔ‬
‫ﺍﻻﺣﺘﻤﺎﻝ‪ -١ :‬ﻧﺎﺩﺭ؛ ‪ -٢‬ﻏﻴـﺮ ﻣـﺮﺟﺢ؛‬
‫‪ -٣‬ﻣﻌﺘﺪﻝ؛ ‪ -٤‬ﻣﺮﺟﺢ؛ ‪ -٥‬ﺷﺒﻪ ﻣﺆﻛﺪ‪.‬‬
‫ﻳُﻘﻴﻢ ﺍﳋﻄﺮ ﺑﻨﺎﺀ ﻋﻠـﻰ ﺍﳌﻌـﺪﻝ )ﺍﻟﺘـﺄﺛﲑ ‪+‬‬
‫ﺍﻻﺣﺘﻤﺎﻝ(‪ :‬ﺃﺻﻐﺮ ﻣﻦ ‪ :٤‬ﻗﻠﻴﻞ؛ ﻣـﻦ ‪ ٤‬ﺇﱃ‬
‫‪ :٨‬ﺟﺴﻴﻢ؛ ﺃﻛﱪ ﻣﻦ ‪ :٨‬ﺣﺎﺩ‪.‬‬
‫‪-‬‬ ‫‪-‬‬ ‫‪-‬‬ ‫ﰲ ﻣﺮﺣﻠﺔ ﺍﻟﻨﻈـﺮ ﰲ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬ ‫ﺍﳌﻨﻈﻤﺔ ﺍﻟﻌﺎﳌﻴﺔ ﻟﻠﻤﻠﻜﻴﺔ‬
‫ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬ ‫ﺍﻟﻔﻜﺮﻳﺔ‬
‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺮﺍﺋﺪﺓ‬ ‫ﺗﺄﺛﲑ ﺍﳋﻄﺮ‪ -١ :‬ﻃﻔﻴـﻒ؛ ‪ -٢‬ﺧﻔﻴـﻒ؛‬ ‫ﺍﺳﺘُﻌﲔ ﲟﺴﺘﺸﺎﺭﻳﻦ ﺧﺎﺭﺟﻴﲔ ﻟﻮﺿﻊ‬ ‫ﰲ ﻣﺮﺣﻠﺔ ﺑﺪﺀ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬ ‫ﻣﻨﻈﻤﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬
‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫‪ -٣‬ﻣﻌﺘﺪﻝ؛ ‪ -٤‬ﺟﺴﻴـﻢ؛ ‪ -٥‬ﺣﺎﺳـﻢ؛‬ ‫ﺍﳌﻨﻬﺠﻴﺔ ﻭﺗﻴﺴﲑ ﺣﻠﻘﺎﺕ ﺍﻟﻌﻤﻞ‪.‬‬ ‫ﻭﺭﻛﺰﺕ ﺍﳌﺮﺣﻠﺔ ﺍﻷﻭﱃ ﰲ ﻋﺎﻡ ‪٢٠٠٩‬‬ ‫ﻟﻠﺘﻨﻤﻴــﺔ ﺍﻟــﺼﻨﺎﻋﻴﺔ‬
‫‪ -٦‬ﻛﺎﺭﺛﻲ‬ ‫ﻭﺑﻠﻐﺖ ﺍﻟﺘﻜﺎﻟﻴﻒ ‪ ٣٠ ٠٠٠‬ﻳﻮﺭﻭ‪.‬‬ ‫ﺃﺳﺎﺳﹰﺎ ﻋﻠﻰ ﺗﺪﺭﻳﺐ ﻛﺒـﺎﺭ ﺍﳌـﻮﻇﻔﲔ‬ ‫)ﺍﻟﻴﻮﻧﻴﺪﻭ(‬
‫ﺍﻟﻌﻤﻠﻴﺎﺕ ﺍﻟﺪﺍﻋﻤﺔ‬ ‫ـﺎﻃﺮ‬
‫ـﻮﻋﻲ ﺑﺎﳌﺨـ‬ ‫ـﻰ ﺍﻟـ‬‫ـﲔ ﻋﻠـ‬ ‫ﺍﻹﺩﺍﺭﻳـ‬
‫ﺗﺄﺛﲑ ﺍﻟﻔﺮﺻـﺔ ﺍﳌﺘﺎﺣـﺔ‪ -١ :‬ﻃﻔﻴــﻒ؛‬
‫ﺍﻟﺘﺄﺛﲑﺍﺕ ﺍﳋﺎﺭﺟﻴﺔ‬ ‫‪ -٢‬ﺧﻔﻴـﻒ؛ ‪ -٣‬ﻣﻌﺘـﺪﻝ؛ ‪ -٤‬ﻛـﺒﲑ؛‬ ‫ﻭﲢﺪﻳﺪﻫﺎ‪ .‬ﻭﺳﺘُﻌﺪ ﺍﻟـﺼﻴﻐﺔ ﺍﻟﻨﻬﺎﺋﻴـﺔ‬
‫‪ -٥‬ﻛﺒﲑ ﺟﺪﹰﺍ؛ ‪ -٦‬ﺣﺎﺩ‬ ‫ﻟﺴﻴﺎﺳﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﺇﻃﺎﺭ‬
‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺍﻟﱵ‬
‫ﺗﺮﺗﺒﻂ ﻛﻞ ﻓﺌﺔ ﲟﺒﻠﻎ ﻧﻘﺪﻱ ﻣﻦ ﺍﳋﺴﺎﺭﺓ‪/‬ﺍﻟﺮﺑﺢ‬ ‫ﺳﺘُﺼﺎﻍ ﺧﻼﻝ ﻋﺎﻡ ‪.٢٠١٠‬‬
‫ﻣﻘﺎﺭﻧﺔ ﲞﻂ ﺍﻷﺳﺎﺱ‪.‬‬
‫ﺍﻻﺣﺘﻤﺎﻝ‪ ،‬ﺳﻮﺍﺀ ﺗﻌﻠﻖ ﺍﻷﻣـﺮ ﺑـﺎﳋﻄﺮ ﺃﻭ‬
‫ﺍﻟﻔﺮﺻﺔ ﺍﳌﺘﺎﺣﺔ‪ -١ :‬ﻏﲑ ﻣﺮﺟﺢ؛ ‪ -٢‬ﻧﺎﺩﺭ؛‬
‫‪ -٣‬ﳑﻜﻦ؛ ‪ -٤‬ﻣﺮﺟﺢ؛ ‪ -٥‬ﺷﺒﻪ ﻣﺆﻛـﺪ؛‬
‫‪ -٦‬ﻣﺆﻛﺪ‪.‬‬
‫‪-‬‬ ‫‪-‬‬ ‫‪-‬‬ ‫ﱂ ﺗﻨﻈــﺮ ﺑﻌــﺪ ﰲ ﺇﺩﺍﺭﺓ ﺍﳌﺨــﺎﻃﺮ‬ ‫ﻣﻨﻈﻤﺔ ﺍﻟﺴﻴﺎﺣﺔ ﺍﻟﻌﺎﳌﻴﺔ‬
‫ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬
‫‪GE.10-02214‬‬
‫‪GE.10-02214‬‬ ‫ﳎﺎﻻﺕ ﺍﳋﻄﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫ﺳﻠﻢ ﺍﻟﺘﺄﺛﲑ ﻭﺍﻻﺣﺘﻤﺎﻝ ﻭﺍﻟﺘﻘﻴﻴﻢ‬ ‫ﺗﻜﺎﻟﻴﻒ ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﺣﺎﻟﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬
‫)‪(٤‬‬ ‫)‪(٣‬‬ ‫)‪(٢‬‬ ‫)‪(١‬‬ ‫ﺍﳌﻨﻈﻤﺔ‬
‫ﱂ ﺗﻘﺮﺭ ﺍﳌﻨﻈﻤﺔ ﺑﺸﺄﻥ ﻓﺌـﺎﺕ‬ ‫ﻏﲑ ﻣﺘﺎﺡ‪.‬‬ ‫ﺑﻠﻎ ﺍﻹﻧﻔـﺎﻕ ﺍﻷﻭﱄ ﻓﻴﻤـﺎ ﻳﺘﻌﻠـﻖ‬ ‫ﰲ ﻣﺮﺣﻠﺔ ﺑﺪﺀ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬ ‫ﺍﻟﻮﻛﺎﻟﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﻄﺎﻗﺔ‬
‫ﺍﳌﺨﺎﻃﺮ؛ ﻏـﲑ ﺃﻥ ﺍﳋﻄـﺮ‬ ‫ﺑﺎﳌﺴﺘﺸﺎﺭﻳﻦ ﺍﳌﻌﻨﻴﲔ ﺑﻮﺿﻊ ﺍﻟﺴﻴﺎﺳﺔ‬ ‫ﻭﻟﺪﻳﻬﺎ ﺇﻃﺎﺭ ﺭﲰﻲ ﻭﻫﻲ ﺍﻵﻥ ﰲ ﻣﺮﺣﻠﺔ‬ ‫ﺍﻟﺬﺭﻳﺔ‬
‫ﺍﻟﻨﻬﺎﺋﻲ ﻫﻮ ﺍﳋﻄـﺮ ﺍﳌﺘﻌﻠـﻖ‬ ‫ﻭﰲ ﺇﺟﺮﺍﺀ ﺣﻠﻘﺎﺕ ﺍﻟﻌﻤﻞ ﺍﻟﺘﺪﺭﻳﺒﻴـﺔ‬ ‫ﺑﺪﺀ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺨﻄﻴﻂ‪.‬‬
‫ﺑﺎﻟﺴﻤﻌﺔ‪.‬‬ ‫‪ ٣٠ ٠٠٠‬ﺩﻭﻻﺭ ﺃﻣﺮﻳﻜﻲ‪ .‬ﻭﺗﺒﻠـﻎ‬
‫ﻧﻔﻘﺎﺕ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣـﺎﺕ ﺍﻟـﱪﺍﻣﺞ‬ ‫ﻷﻏـﺮﺍﺽ‬ ‫‪PROBIS‬‬ ‫ﻭﺗُﺴﺘﺨﺪﻡ ﺑﺮﳎﻴﺔ‬
‫ﻭﺍﳌﻴﺰﺍﻧﻴﺔ ﻭﺍﳋﺎﺻﺔ ﺑﺈﻋـﺪﺍﺩ ﺳـﺠﻞ‬ ‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬
‫ﺍﳌﺨﺎﻃﺮ ﻭﺗﻨﻔﻴﺬﻩ ‪ ٥ ٠٠٠‬ﻳﻮﺭﻭ‪.‬‬
‫ﲣﻄﻴﻂ ﺍﳌﻮﺍﺭﺩ ﻭﺍﻹﺩﺍﺭﺓ‬ ‫ﺍﻟﺘﺄﺛﲑ‪ -١ :‬ﺿﺌﻴﻞ؛ ‪ -٢‬ﻗﻠﻴﻞ؛ ‪ -٣‬ﻣﻌﺘـﺪﻝ؛‬ ‫ﺗﻨﻔﱠﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺗﻨﻔﻴﺬﹰﺍ‬ ‫ﺑﺪﺃ ﺍﻟﺘﻨﻔﻴﺬ ﻣﻨﺬ ﻋـﺎﻡ ‪ ٢٠٠٨‬ﻋﻨـﺪﻣﺎ‬ ‫ﺍﻟــﺼﻨﺪﻭﻕ ﺍﻟــﺪﻭﱄ‬
‫ﺍﻟﱪﺍﻣﺞ ﺍﻟﻘﻄﺮﻳﺔ‬ ‫‪ -٤‬ﺟﺴﻴﻢ؛ ‪ -٥‬ﻛﺒﲑ؛ ‪ -٦‬ﻛﺎﺭﺛﻲ‪.‬‬ ‫ﻭﺍﺳﻊ ﺍﻟﻨﻄﺎﻕ ﺩﺍﺧﻞ ﺍﳍﻴﺎﻛﻞ ﺍﻟﻘﺎﺋﻤﺔ‪.‬‬ ‫ﺃﻧﺸﺌﺖ ﳉﻨﺔ ﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬ ‫ﻟﻠﺘﻨﻤﻴﺔ ﺍﻟﺰﺭﺍﻋﻴﺔ‬
‫ﺍﻻﺣﺘﻤﺎﻝ‪ -١ :‬ﺷﺒﻪ ﻣـﺴﺘﺤﻴﻞ؛ ‪ -٢‬ﻏـﲑ‬ ‫ﻭﺑﻠﻎ ﳎﻤﻮﻉ ﺍﻟﻨﻔﻘـﺎﺕ ﺍﻹﺿـﺎﻓﻴﺔ‬ ‫ﺍﳌﺆﺳﺴﻴﺔ‪.‬‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﳌﺎﱄ‬ ‫ـﺸﺎﺭﻳﺔ‬ ‫ـﺪﻣﺎﺕ ﺍﻻﺳﺘـ‬ ‫ـﺔ ﺑﺎﳋـ‬ ‫ﺍﳌﺘﻌﻠﻘـ‬
‫ﻣﺮﺟﺢ‪ ،‬ﻭﻏﲑ ﻣﺴﺒﻮﻕ؛ ‪ -٣‬ﻏـﲑ ﻣـﺮﺟﺢ‪،‬‬ ‫ﻭﺗﺘﻀﻤﻦ ﺧﻄﺔ ﺍﻟﻌﻤـﻞ ﻟﻌـﺎﻡ ‪٢٠١٠‬‬
‫ﺍﻟﺴﻴﺎﺳﺔ ﺍﻟﺪﻭﻟﻴﺔ‬ ‫ﻭﻟﻜﻨﻪ ﺣﺪﺙ ﻣﻦ ﻗﺒﻞ؛ ‪ -٤‬ﻳﺮﺟﺢ ﻭﻗﻮﻋـﻪ؛‬ ‫ﺍﳋﺎﺭﺟﻴــﺔ ﻭﺍﳌﻨــﺸﻮﺭﺍﺕ ﻭﺃﺩﻭﺍﺕ‬ ‫ﻭﺿﻊ ﺍﻟﺼﻴﻐﺔ ﺍﻟﻨﻬﺎﺋﻴﺔ ﻟﻠﻮﺛﺎﺋﻖ ﺍﳌﺘﻌﻠﻘـﺔ‬
‫‪ -٥‬ﻣﺮﺟﺢ ﺟﺪﹰﺍ؛ ‪ -٦‬ﻭﻗﻮﻋﻪ ﺷﺒﻪ ﻣﺆﻛﺪ‪.‬‬ ‫ﺍﻟﺘﺼﻮﻳﺖ ﳓـﻮ ‪ ١٥٠ ٠٠٠‬ﺩﻭﻻﺭ‬ ‫ﺑﺈﻃﺎﺭ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﺃﻧﺸﻄﺔ‬
‫ﺍﻟﺪﻋﻮﺓ‬ ‫ﺧــﻼﻝ ﺍﻟﻔﺘــﺮﺓ ‪.٢٠٠٩-٢٠٠٨‬‬ ‫ﺍﻟﺘﺪﺭﻳﺐ ﻭﺍﻻﺗﺼﺎﻝ‪ ،‬ﻭﺍﻻﻧﺘـﻬﺎﺀ ﻣـﻦ‬
‫ﺍﺳﺘﻤﺮﺍﺭ ﺍﻷﻋﻤﺎﻝ‬ ‫ﻭﻳُﺘﻮﻗﻊ ﺃﻥ ﹸﻛﻠﻒ ﻣﺘﻮﺍﺻـﻠﺔ ﺗﻌﻬّـﺪ‬ ‫ﲢﺪﻳﺪ ﻧﻮﻉ ﺍﳌﺨﺎﻃﺮ ﻭﺇﻋﺪﺍﺩ ﺳﺠﻠﻬﺎ‪.‬‬
‫ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳـﺴﻴﺔ ‪٥٠ ٠٠٠‬‬
‫ﻭﴰﻠﺖ ﺍﻟﺪﻭﺭﺍﺕ ﺍﻟﺘﺪﺭﻳﺒﻴـﺔ ﺍﳌﻘﺪﻣـﺔ‬
‫ﺩﻭﻻﺭ ﺳﻨﻮﻳﹰﺎ ﺗﻘﺮﻳﺒﹰﺎ‪.‬‬
‫ﻣﺎ ﻳﻠﻲ‪ :‬ﺣﻠﻘـﺔ ﻋﻤـﻞ ﺑـﺸﺄﻥ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﺗﺪﺭﻳﺐ ﺍﳌـﻮﻇﻔﲔ‬
‫ﺍﳌﻌﻨﻴﲔ ﺑﺎﻻﺗﺼﺎﻝ ﰲ ﳎﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ‬
‫ﺍﳌﺆﺳﺴﻴﺔ‪ ،‬ﻭﺍﻟﺘﺪﺭﻳﺐ ﻋﻠﻰ ﺇﺩﺍﺭﺓ ﳐﺎﻃﺮ‬
‫ﺍﳌﺸﺎﺭﻳﻊ‪ ،‬ﻭﻣﻮﻗﻊ ﺍﻹﻧﺘﺮﺍﻧـﺖ ﺍﳋـﺎﺹ‬
‫ﺑﺈﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﺍﻟﺬﻱ ﻳﺘﻀﻤﻦ‬
‫ـﺎﻃﺮ‬‫ـﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨــ‬‫ﺃﺩﻭﺍﺕ ﻭﻣﻜﺘﺒــ‬
‫ﺍﳌﺆﺳﺴﻴﺔ‪ .‬ﻭﺃﹸﺩﳎﺖ ﺑﻌﺾ ﺍﻟﻮﺣﺪﺍﺕ ﰲ‬
‫ﻧﻈﺎﻡ ‪.Peoplesoft‬‬

‫‪JIU/REP/2010/4‬‬
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‫‪77‬‬ ‫ﳎﺎﻻﺕ ﺍﳋﻄﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫ﺳﻠﻢ ﺍﻟﺘﺄﺛﲑ ﻭﺍﻻﺣﺘﻤﺎﻝ ﻭﺍﻟﺘﻘﻴﻴﻢ‬ ‫ﺗﻜﺎﻟﻴﻒ ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﺣﺎﻟﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬
‫)‪(٤‬‬ ‫)‪(٣‬‬ ‫)‪(٢‬‬ ‫)‪(١‬‬ ‫ﺍﳌﻨﻈﻤﺔ‬
‫ﺍﻟﺒﻴﺌﺔ ﺍﳋﺎﺭﺟﻴﺔ‬ ‫ﻳُﺘﺎﺡ ﺧﻴﺎﺭﺍﻥ ﻟﻠﻤﺪﻳﺮﻳﺎﺕ ﺍﻟﻌﺎﻣﺔ ﻓﻴﻤﺎ ﻳﺘﻌﻠـﻖ‬ ‫ﴰﻞ ﺍﻻﺳﺘﺜﻤﺎﺭ ﺍﻷﻭﱄ ﺃﺳﺎﺳﹰﺎ ﺗﺪﺭﻳﺐ‬ ‫ﻭُﺿﻌﺖ ﻭﺛﻴﻘﺔ ﺳﻴﺎﺳـﺔ ﻭﺇﻃـﺎﺭ ﺇﺩﺍﺭﺓ‬ ‫ﺍﳌﻔﻮﺿﻴﺔ ﺍﻷﻭﺭﻭﺑﻴﺔ‬
‫ﺑﺎﻟﺘﺄﺛﲑ ﻭﺍﻻﺣﺘﻤﺎﻝ‪ :‬ﻗﻠﻴـﻞ ﺃﻭ ﻣﺘﻮﺳـﻂ ﺃﻭ‬ ‫ﺍﳌﻮﻇﻔﲔ ﻣـﻦ ﲨﻴـﻊ ﺍﳌـﺴﺘﻮﻳﺎﺕ‬ ‫ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﻋﺎﻡ ‪.٢٠٠٥‬‬
‫ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﻌﻤﻠﻴﺎﺕ ﻭﺍﻟﻨﻈﻢ‬ ‫ﻭﲣﺼﻴﺺ ﻣﻮﺍﺭﺩ ﺩﺍﺧﻠﻴﺔ‪ ،‬ﻻ ﺳـﻴﻤﺎ‬
‫ﺷﺪﻳﺪ‪ ،‬ﺃﻭ ﺳﻠﻢ ﻗﻴﺎﺱ ﻣﻦ ‪ ١‬ﺇﱃ ‪ .٥‬ﻭﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻭﺃﺟﺮﻳﺖ ﻋﻤﻠﻴـﺔ ﲡﺮﻳﺒﻴـﺔ ﰲ ﺍﻟﻔﺘـﺮﺓ‬
‫ﺍﻷﻓﺮﺍﺩ ﻭﺍﳌﻨﻈﻤﺔ‬ ‫ﺍﻷﻛﺜﺮ ﺍﺳﺘﺨﺪﺍﻣﹰﺎ ﻫﻮ‪ :‬ﻗﻠﻴـﻞ‪ ،‬ﻭﻣﺘﻮﺳـﻂ‪،‬‬ ‫ﺗﻌﻴﲔ ﻣﻨﺴﻘﲔ ﻟﻠﻤﺮﺍﻗﺒﺔ ﺍﻟﺪﺍﺧﻠﻴـﺔ ﰲ‬
‫ﻛﻞ ﻣﺪﻳﺮﻳﺔ ﻋﺎﻣﺔ‪/‬ﺩﺍﺋـﺮﺓ‪ .‬ﻭﻳﺒﻠـﻎ‬ ‫‪ .٢٠٠٥-٢٠٠٤‬ﻭﴰﻠــﺖ ﺃﻧــﺸﻄﺔ‬
‫ﺍﳉﺎﻧﺒﺎﻥ ﺍﻟﻘﺎﻧﻮﱐ ﻭﺍﻟﺘﻨﻈﻴﻤﻲ‬ ‫ﻭﺷﺪﻳﺪ‪.‬‬ ‫ﺍﻟﺘﻨﻔﻴﺬ ﰲ ﺍﻟﻔﺘﺮﺓ ﻣﻦ ﻋـﺎﻡ ‪ ٢٠٠٥‬ﺇﱃ‬
‫ﳎﻤــﻮﻉ ﺗﻜــﺎﻟﻴﻒ ﺍﳋــﺪﻣﺎﺕ‬
‫ﺍﻻﺗﺼﺎﻻﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫ـﺔ ﺍﳌﺘﻌﻠﻘــﺔ‬
‫ـﺸﺎﺭﻳﺔ ﺍﳋﺎﺭﺟﻴـ‬‫ﺍﻻﺳﺘـ‬ ‫ﻋﺎﻡ ‪ ٢٠٠٧‬ﻣـﺎ ﻳﻠـﻲ‪ :‬ﺇﺩﺭﺍﺝ ﺇﺩﺍﺭﺓ‬
‫ـﺎﻃﺮ‬
‫ـﻰ ﺇﺩﺍﺭﺓ ﺍﳌﺨـ‬ ‫ـﺪﺭﻳﺐ ﻋﻠـ‬ ‫ﺑﺎﻟﺘـ‬ ‫ﺍﳌﺨﺎﻃﺮ ﰲ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺨﻄـﻴﻂ ﺍﻹﺩﺍﺭﻱ‬
‫)ﺍﻟﻮﺿﻊ ﻭﺍﻟﺘﻨﻔﻴﺬ( ‪ ٢٥٨ ٠٠٠‬ﻳﻮﺭﻭ‬ ‫ﺍﻟﺴﻨﻮﻱ؛ ﻭﺇﻋﺪﺍﺩ ﺩﻟﻴﻞ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ؛‬
‫ﻣﻨﺬ ﻋﺎﻡ ‪.٢٠٠٥‬‬ ‫ﻭﻭﺿﻊ ﺍﺳﺘﺒﻴﺎﻥ ﻋﺎﻡ ﺍﺧﺘﻴﺎﺭﻱ ﻟﺘﺤﺪﻳـﺪ‬
‫ﻭﺗﺒﻠﻎ ﺗﻜﺎﻟﻴﻒ ﻋﻘـﻮﺩ ﺍﳋـﺪﻣﺎﺕ‬ ‫ﺍﳌﺨﺎﻃﺮ ﻭﺗﻘﻴﻴﻤﻬﺎ‪.‬‬
‫ﺍﳋﻤﺴﺔ ﺍﻟﱵ ﴰﻠﺖ ﳎﻤـﻞ ﻋﻤﻠﻴـﺔ‬
‫ﺍﻋﺘﻤﺎﺩ ﺇﻃﺎﺭ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ )ﺍﻷﻧﺸﻄﺔ‬
‫ﺍﻟﺘﺠﺮﻳﺒﻴﺔ‪ ،‬ﻭﻭﺿﻊ ﺍﳌﻨﻬﺠﻴﺔ‪ ،‬ﻭﻭﺿﻊ‬
‫ﺍﻹﻃﺎﺭ‪ ،‬ﻭﺻﻴﺎﻏﺔ ﺍﻟﺒﻼﻏﺎﺕ‪ ،‬ﻭﺩﻟﻴـﻞ‬
‫ﺍﻟﺘﻨﻔﻴﺬ‪ ،‬ﻭﺗﻴـﺴﲑ ﺍﻟﺘﻨﻔﻴـﺬ( ﳓـﻮ‬
‫‪ ٨٩٠ ٠٠٠‬ﻳﻮﺭﻭ‪ .‬ﻏﲑ ﺃﻥ ﻣﺎ ﺃﹸﻧﻔﻖ‬
‫ﻓﻌﻠﻴﹰﺎ ﺃﻗﻞ ﻣﻦ ﺍﳌﺒﻠـﻎ ﺍﻟﻜﺎﻣـﻞ ﻷﻥ‬
‫ـﺪﻣﻬﺎ‬‫ـﺖ ﻗـ‬ ‫ـﱵ ﻃﹸﻠﺒـ‬‫ـﺪﻣﺎﺕ ﺍﻟـ‬ ‫ﺍﳋـ‬
‫ﺍﳌﺘﻌﺎﻗﺪﻭﻥ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﻣﺴﺎﻋﺪﺓ "ﻣﺮﻧﺔ"‬
‫ﻟﻠﻔﺮﻗﺔ ﺍﳌﺮﻛﺰﻳﺔ ﺍﳌﻌﻨﻴـﺔ ﺑﺎﳋـﺪﻣﺎﺕ‬
‫ﺍﳌﺎﻟﻴﺔ ﺍﻟﱵ ﹸﻛﻠﹼﻔﺖ ﺑﺈﻋﺪﺍﺩ ﺇﻃﺎﺭ ﺇﺩﺍﺭﺓ‬
‫ﺍﳌﺨﺎﻃﺮ‪.‬‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‬ ‫ﻳُﻘﱠﻴﻢ ﺍﳋﻄﺮ ﻣﻦ ﻣﻨﻈـﻮﺭ ﺍﻟﺘـﺄﺛﲑ ﻭﺍﻟـﺸﺪﺓ‬ ‫ﺍﺳﺘُﻌﲔ ﺑﺎﳌﺴﺘـﺸﺎﺭﻳﻦ‪ ،‬ﰲ ﺍﻟﺒﺪﺍﻳـﺔ‪،‬‬ ‫ﺍﻋﺘُﻤﺪ ﺇﻃﺎﺭ ﻭﺳﻴﺎﺳـﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬ ‫ﺍﻟﺼﻨﺪﻭﻕ ﺍﻟﻌﺎﳌﻲ‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﻟﺘﻨﻔﻴﺬﻱ‬ ‫ﻭﺍﻻﺣﺘﻤﺎﻝ‪ ،‬ﺑﻨﺎﺀ ﻋﻠﻰ ﺍﻟﺴﻠﻢ ﺍﻟﺘﺎﱄ‪ :‬ﻗﻠﻴﻞ ﺃﻭ‬ ‫ﻟﻔﻬﻢ ﺍﻟﻌﻤﻠﻴﺔ‪ ،‬ﻏﲑ ﺃﻥ ﺍﻟﺘﻨﻔﻴﺬ ﺟـﺮﻯ‬ ‫ﺍﳌﺆﺳﺴﻴﺔ ﰲ ﺃﻳﻠﻮﻝ‪/‬ﺳﺒﺘﻤﱪ ‪.٢٠٠٩‬‬
‫ﻣﺘﻮﺳﻂ ﺃﻭ ﺷﺪﻳﺪ‪.‬‬ ‫ﲢﺖ ﻗﻴﺎﺩﺓ ﺩﺍﺧﻠﻴﺔ‪.‬‬
‫ﳐﺎﻃﺮ ﺣﺎﻓﻈﺔ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ‬
‫‪GE.10-02214‬‬
‫‪GE.10-02214‬‬ ‫ﳎﺎﻻﺕ ﺍﳋﻄﺮ ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫ﺳﻠﻢ ﺍﻟﺘﺄﺛﲑ ﻭﺍﻻﺣﺘﻤﺎﻝ ﻭﺍﻟﺘﻘﻴﻴﻢ‬ ‫ﺗﻜﺎﻟﻴﻒ ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﺣﺎﻟﺔ ﺇﺩﺍﺭﺓ ﺍﳌﺨﺎﻃﺮ ﺍﳌﺆﺳﺴﻴﺔ‬
‫)‪(٤‬‬ ‫)‪(٣‬‬ ‫)‪(٢‬‬ ‫)‪(١‬‬ ‫ﺍﳌﻨﻈﻤﺔ‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﳋﺎﺭﺟﻲ‬ ‫ﺍﻟﺘﺄﺛﲑ‪ :‬ﺣﺎﺳﻢ؛ ﺷﺪﻳﺪ؛ ﻣﺘﻮﺳﻂ؛ ﻗﻠﻴﻞ؛ ﻗﻠﻴﻞ‬ ‫ﺍﺳﺘُﻌﲔ ﺑﺎﳌﺴﺘﺸﺎﺭﻳﻦ ﺍﳋـﺎﺭﺟﻴﲔ ﰲ‬ ‫ﺑﺪﺃ ﺑﺎﻟﻔﻌـﻞ ﺗﻨﻔﻴـﺬ ﺇﺩﺍﺭﺓ ﺍﳌﺨـﺎﻃﺮ‬ ‫ﻣﻨﻈﻤﺔ ﺍﻷﻣﻦ ﻭﺍﻟﺘﻌﺎﻭﻥ‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ‬ ‫ﺟﺪﹰﺍ‪.‬‬ ‫‪ ١٠‬ﺣﻠﻘﺎﺕ ﻋﻤـﻞ ﻭﰲ ﺍﻟﺘـﺪﺭﻳﺐ‬ ‫ﺍﳌﺆﺳﺴﻴﺔ ﻋﻠﻰ ﺻﻌﻴﺪ ﺍﻹﺩﺍﺭﺓ ﻭﺳـﻴﻨﻔﺬ‬ ‫ﰲ ﺃﻭﺭﻭﺑﺎ‬
‫ﺍﻻﺣﺘﻤﺎﻝ‪ :‬ﺷﺒﻪ ﻣﺆﻛﺪ؛ ﻣﺮﺟﺢ ﺟﺪﹰﺍ؛ ﻣﺮﺟﺢ؛‬ ‫ﺑﺘﻜﻠﻔﺔ ﺑﻠﻐﺖ ﳓﻮ ‪ ٥٠ ٠٠٠‬ﻳﻮﺭﻭ‪.‬‬ ‫ﻓﻴﻤﺎ ﺑﻌﺪ ﻋﻠﻰ ﺻﻌﻴﺪ ﺍﻟﱪﳎﺔ‪.‬‬
‫ﺍﻟﺴﻤﻌﺔ‬
‫ﻏﲑ ﻣﺮﺟﺢ؛ ﻣﺴﺘﺒﻌﺪ‪.‬‬ ‫ﻭﻛﻠﻒ ﺷﺮﺍﺀ ﺍﻟﱪﳎﻴـﺎﺕ ‪٥٠ ٠٠٠‬‬ ‫ﻭﺃﻋﺪﺕ ﺍﻟﻮﺛﺎﺋﻖ ﺍﻟﺘﻮﺟﻴﻬﻴﺔ‪.‬‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﳌﺎﱄ‬ ‫ﻳﻮﺭﻭ ﺗﻘﺮﻳﺒﹰﺎ ﻭﺳﻴُﻨﻔﻖ ﻣﺒﻠﻎ ‪١٥ ٠٠٠‬‬
‫ﺗﻘﻴﻴﻢ ﺍﳋﻄﺮ‪ :‬ﺷﺪﻳﺪ؛ ﻣﺘﻮﺳﻂ؛ ﻗﻠﻴﻞ‪.‬‬ ‫ﻭﻧُﻈﻤﺖ ﺣﻠﻘﺎﺕ ﺍﻟﻌﻤﻞ ﺍﻟﺘﺪﺭﻳﺒﻴﺔ ﻋﻠﻰ‬
‫ﺍﻷﺷﺨﺎﺹ‬ ‫ﻳﻮﺭﻭ ﺇﺿﺎﰲ ﺳﻨﻮﻳﹰﺎ ﻟﺼﻴﺎﻧﺘﻬﺎ‪.‬‬ ‫ﺃﺳﺎﺱ ﲣﺼﻴﺺ ﻧﺼﻒ ﻳﻮﻡ ﻟﻠﻤـﺴﺎﺋﻞ‬
‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫ﺍﻟﻨﻈﺮﻳﺔ ﻭﻧﺼﻒ ﻳﻮﻡ ﻟﺘﺤﺪﻳﺪ ﺍﳌﺨـﺎﻃﺮ‬
‫ﻭﺍﻟﻀﻮﺍﺑﻂ ﺍﻟﺪﺍﺧﻠﻴﺔ‪.‬‬
‫ﺍﻷﻣﻦ‬
‫ﻭﺗُﺴﺘﺨﺪﻡ ﺍﻟﱪﳎﻴﺎﺕ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻛﺴﺠﻞ‬
‫ﺍﺠﻤﻟﺎﻝ ﺍﻟﻘﺎﻧﻮﱐ‬ ‫ـﺼﻠﺔ‬
‫ـﺎﺕ ﺍﳌﺘـ‬
‫ـﻊ ﺍﳌﻌﻠﻮﻣـ‬
‫ـﻆ ﲨﻴـ‬‫ﳊﻔـ‬
‫ﺑﺎﳌﺨﺎﻃﺮ‪.‬‬

‫‪JIU/REP/2010/4‬‬
‫‪78‬‬
 ‫‪JIU/REP/2010/4‬‬
‫‪79‬‬

‫ﺍﳌﺮﻓﻖ ﺍﻟﺮﺍﺑﻊ‬
‫ﻋﺮﺽ ﻋﺎﻡ ﻟﻺﺟﺮﺍﺀﺍﺕ ﺍﻟﱵ ﻳﺘﻌﲔ ﺃﻥ ﺗﺘﺨﺬﻫﺎ ﺍﳌﻨﻈﻤﺎﺕ ﺍﳌﺸﺎﺭﻛﺔ ﺑﺸﺄﻥ ﺗﻮﺻـﻴﺎﺕ ﻭﺣـﺪﺓ ﺍﻟﺘﻔﺘـﻴﺶ ﺍﳌـﺸﺘﺮﻛﺔ‬
‫‪JIU/REP/2010/4‬‬

‫ﺍﻟﻮﻛﺎﻻﺕ ﺍﳌﺘﺨﺼﺼﺔ ﻭﺍﻟﻮﻛﺎﻟﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﻄﺎﻗﺔ ﺍﻟﺬﺭﻳﺔ‬ ‫ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻭﺻﻨﺎﺩﻳﻘﻬﺎ ﻭﺑﺮﺍﳎﻬﺎ‬

‫ﳎﻠﺲ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ ﰲ ﻣﻨﻈﻮﻣﺔ ﺍﻷﻣـﻢ‬

‫ﻣﻔﻮﺿﻴﺔ ﺍﻷﻣـﻢ ﺍﳌﺘﺤـﺪﺓ ﻟـﺸﺆﻭﻥ‬

‫ﻣﻜﺘﺐ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺍﳌﻌﲏ ﺑﺎﳌﺨﺪﺭﺍﺕ‬

‫ﻣﻨﻈﻤﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻟﻸﻏﺬﻳﺔ ﻭﺍﻟﺰﺭﺍﻋﺔ‬
‫ﻣﻨﻈﻤﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻟﻠﺘﻨﻤﻴﺔ ﺍﻟﺼﻨﺎﻋﻴﺔ‬

‫ﺻﻨﺪﻭﻕ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻟﻠﺴﻜﺎﻥ‬

‫ﺍﳌﻨﻈﻤﺔ ﺍﻟﻌﺎﳌﻴﺔ ﻟﻠﻤﻠﻜﻴﺔ ﺍﻟﻔﻜﺮﻳﺔ‬

‫ﺍﳌﻨﻈﻤﺔ ﺍﻟﻌﺎﳌﻴﺔ ﻟﻸﺭﺻﺎﺩ ﺍﳉﻮﻳﺔ‬

‫ﺑﺮﻧﺎﻣﺞ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺍﻹﳕﺎﺋﻲ‬

‫ﺍﻟﻮﻛﺎﻟﺔ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﻄﺎﻗﺔ ﺍﻟﺬﺭﻳﺔ‬

‫ﻣﻨﻈﻤﺔ ﺍﻟﻄﲑﺍﻥ ﺍﳌﺪﱐ ﺍﻟﺪﻭﱄ‬

‫ﺑﺮﻧﺎﻣﺞ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻟﻠﺒﻴﺌﺔ‬

‫ﺍﻻﲢﺎﺩ ﺍﻟﺪﻭﱄ ﻟﻼﺗﺼﺎﻻﺕ‬
‫ﺍﳌﻨﻈﻤﺔ ﺍﻟﺒﺤﺮﻳﺔ ﺍﻟﺪﻭﻟﻴﺔ‬
‫ﻣﻨﻈﻤﺔ ﺍﻟﺴﻴﺎﺣﺔ ﺍﻟﻌﺎﳌﻴﺔ‬

‫ﺍﳌﺘﺤﺪﺓ ﺍﳌﻌﲏ ﺑﺎﻟﺘﻨﺴﻴﻖ‬

‫ﺍﻻﲢﺎﺩ ﺍﻟﱪﻳﺪﻱ ﺍﻟﻌﺎﳌﻲ‬

‫ﺑﺮﻧﺎﻣﺞ ﺍﻷﻏﺬﻳﺔ ﺍﻟﻌﺎﳌﻲ‬

‫ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﳌﻴﺔ‬

‫ﻣﻨﻈﻤﺔ ﺍﻟﻌﻤﻞ ﺍﻟﺪﻭﻟﻴﺔ‬

‫ﻣﻮﺋﻞ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ‬

‫ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ*‬

‫ﺍﻟﺘﺄﺛﲑ ﺍﳌﺘﻮﺧﻰ‬
‫ﺍﻟﻴﻮﻧﻴﺴﻴﻒ‬
‫ﺍﻟﻴﻮﻧﺴﻜﻮ‬

‫ﺍﻷﻭﻧﻜﺘﺎﺩ‬
‫ﺍﻟﻼﺟﺌﲔ‬
‫ﺍﻷﻭﻧﺮﻭﺍ‬

‫ﻭﺍﳉﺮﳝﺔ‬
‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫‪X‬‬ ‫ﻻﲣﺎﺫ ﺇﺟﺮﺍﺀ‬

‫ﺍﻟﺘﻘﺮﻳﺮ‬
‫ﻟﻺﺣﺎﻃﺔ ﻭﺍﻻﺳﺘﻌﺮﺍﺽ‬
‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻥ‬ ‫ﻫ‬ ‫ﺍﻟﺘﻮﺻﻴﺔ ‪١‬‬
‫ﺕ ﺕ‬ ‫ﺕ‬ ‫ﺕ‬ ‫ﺕ‬ ‫ﺕ‬ ‫ﺕ‬ ‫ﺕ‬ ‫ﺕ‬ ‫ﺕ‬ ‫ﺕ‬ ‫ﺕ‬ ‫ﺕ ﺕ‬ ‫ﺕ‬ ‫ﺕ‬ ‫ﺕ‬ ‫ﺕ‬ ‫ﺕ‬ ‫ﺕ‬ ‫ﺕ‬ ‫ﺕ‬ ‫ﺕ‬ ‫ﻫ‬ ‫ﺍﻟﺘﻮﺻﻴﺔ ‪٢‬‬
‫ﻥ‬ ‫ﻫ‬ ‫ﺍﻟﺘﻮﺻﻴﺔ ‪٣‬‬

‫ﺍﳌﺨﺘﺼﺮﺍﺕ‪) :‬ﺕ( ﺗﻮﺻﻴﺔ ﺗﺘﺨﺬ ﺍﳍﻴﺌﺔ ﺍﻟﺘﺸﺮﻳﻌﻴﺔ ﻗﺮﺍﺭﹰﺍ ﺑﺸﺄﻬﻧﺎ‪.‬‬

‫)ﻥ( ﺗﻮﺻﻴﺔ ﻳﺘﺨﺬ ﺍﻟﺮﺋﻴﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ ﺇﺟﺮﺍﺀ ﺑﺸﺄﻬﻧﺎ )*ﰲ ﺣﺎﻟﺔ ﳎﻠﺲ ﺍﻟﺮﺅﺳﺎﺀ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ‪ ،‬ﻳﺘﺨﺬ ﺭﺋﻴﺲ ﺍﺠﻤﻟﻠﺲ ﺇﺟﺮﺍﺀ ﺑﺸﺄﻥ ﺍﻟﺘﻮﺻﻴﺔ(‪.‬‬
‫ﺗﻮﺻﻴﺔ ﻻ ﺗﺘﻄﻠﺐ ﺍﲣﺎﺫ ﺇﺟﺮﺍﺀ ﻣﻦ ﺟﺎﻧﺐ ﻫﺬﻩ ﺍﳌﻨﻈﻤﺔ‪.‬‬
‫ﺍﻷﺛﺮ ﺍﳌﺘﻮﺧﻰ‪) :‬ﺃ( ﲢﺴﲔ ﺍﳌﺴﺎﺀﻟﺔ؛ )ﺏ( ﻧﺸﺮ ﺃﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ؛ )ﺝ( ﲢﺴﲔ ﺍﻟﺘﻨﺴﻴﻖ ﻭﺍﻟﺘﻌﺎﻭﻥ؛ )ﺩ( ﺗﻌﺰﻳﺰ ﺍﳌﺮﺍﻗﺒﺔ ﻭﺍﻻﻣﺘﺜﺎﻝ؛ )ﻫ( ﺗﻌﺰﻳﺰ ﺍﻟﻔﻌﺎﻟﻴﺔ؛ )ﻭ( ﲢﻘﻴﻖ ﻭﻓﻮﺭﺍﺕ ﻣﺎﻟﻴﺔ ﻛﺒﲑﺓ؛ )ﺯ( ﺗﻌﺰﻳﺰ ﺍﻟﻜﻔﺎﺀﺓ؛‬
‫)ﺡ( ﺟﻮﺍﻧﺐ ﺃﺧﺮﻯ‪.‬‬
‫ﺗﺸﻤﻞ ﲨﻴﻊ ﺍﻟﻜﻴﺎﻧﺎﺕ ﺍﻟﻮﺍﺭﺩ ﺫﻛﺮﻫﺎ ﰲ ﺍﻟﻮﺛﻴﻘﺔ ‪ ST/SGB/2002/11‬ﺑﺎﺳﺘﺜﻨﺎﺀ ﺍﻷﻭﻧﻜﺘﺎﺩ‪ ،‬ﻭﻣﻜﺘﺐ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺍﳌﻌﲏ ﺑﺎﳌﺨﺪﺭﺍﺕ ﻭﺍﳉﺮﳝﺔ‪ ،‬ﻭﺑﺮﻧﺎﻣﺞ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﻟﻠﺒﻴﺌﺔ‪ ،‬ﻭﺑﺮﻧﺎﻣﺞ ﺍﻷﻣﻢ‬ ‫*‬
‫ﺍﳌﺘﺤﺪﺓ ﻟﻠﻤﺴﺘﻮﻃﻨﺎﺕ ﺍﻟﺒﺸﺮﻳﺔ‪ ،‬ﻭﻣﻔﻮﺿﻴﺔ ﺍﻷﻣﻢ ﺍﳌﺘﺤﺪﺓ ﺍﻟﺴﺎﻣﻴﺔ ﻟﺸﺆﻭﻥ ﺍﻟﻼﺟﺌﲔ‪ ،‬ﻭﺍﻷﻭﻧﺮﻭﺍ‪.‬‬
‫‪GE.10-02214‬‬