ABSTRACT
This chapter concentrates on security risk management and then examines the role of the security manager from a strategic business perspective. It argues that it is not only the ability of the security manager to research and specify exactly what systems are of operational benefit to his or her organisation; rather there are business complications that must be taken into consideration before any procurement and commissioning of equipment and systems takes place. The risk landscape of an organisation is incredibly complex, and it would go beyond the scope of this book to cover all risk functions within a public or corporate body. The chapter also concentrates on how the security manager today should be involved in risk management and in fact should encourage the recognition of effective security risk management within his or her levels of influence.
