PROCEDURES

1- PREAMBLE

The Code of Procedures (CoP) stands as a testament to the organization’s unwavering commitment to excellence, integrity, and transparency in all its endeavors. It forms the backbone of GCRI's robust operational infrastructure and delineates the best practices that all personnel must embody.

1.1. Forms and Templates

The GCRI has meticulously designed a suite of forms and templates, each serving a specific function within the organization's diverse array of activities. Accessible through the GCRI CoP, these resources are systematically organized and hyperlinked for seamless, automatic retrieval, ensuring consistency and efficiency across all departments and processes. The comprehensive tools also includes detailed instructions for usage, ensuring that all GCRI members can employ these tools effectively and uniformly.

1.2. General Requirements

The CoP codifies the essential principles and practices that are foundational to the GCRI's operations. It establishes the standard protocols for activities, delineates reporting requirements, and sets forth the ethical mandates that sustain the GCRI's integrity and operational excellence. It ensures that all practices are in alignment with international standards and the organization's mission.

1.3. Code of Ethics

The GCRI's Code of Ethics is a manifesto that all staff, volunteers, and affiliates are required to adhere to. It is a pledge to uphold the highest standards of ethical conduct and professional integrity. Concerns regarding potential breaches of the Code must be promptly reported to the Central Bureau (CB) for investigation and resolution.

At every meeting's outset, the Chair is tasked with reinforcing the importance of the Code of Ethics, underscoring the commitment of all attendees to treat discussions with discretion and to uphold the sanctity of confidential information. By participating in the meeting, members implicitly agree to abide by these ethical standards, fostering a culture of trust and responsibility.

1.4. Nexus Platform (NP)

GCRI’s NPs are the central artery for the flow of information and documents. It is the primary platform for execution of nexus activities:

Distributing meeting documents, supportive materials, and minutes.
Sharing drafts of technical publications for review and feedback.
Conducting ballots and publishing results, ensuring transparency in decision-making processes.

All pertinent documents are uploaded to the designated NP workspaces and Airtables for real-time monitoring and triggering automated notifications to relevant stakeholder channels on GCRI's official Slack. The GCRI prohibits the use of unauthorized online platforms for document sharing to maintain security and ensure adherence to the established protocols.

1.5. Circulation of Documents

GCRI treats documents from Technical Councils (TCs), Division Reporters (DRs), Divisions, Division Management Teams (DMTs), Specialized Leadership Boards (SLBs), and Global Stewardship Board (GSB) with the utmost confidentiality. Document distribution is strictly regulated and is only permissible under GCRI's formal statutes, by-laws, CoP, or with direct authorization from authorized leadership figures.

For example, TC members are restricted from sharing draft documents externally and must obtain TC Chair approval for any consultations. Similarly, National Working Groups (NWGs) are tasked with the internal circulation of draft publications solely for comment collection and consensus-building, without external dissemination.

1.6. Personal Information

In line with best practices for data protection, the GCRI adheres to the strictest regulations, such as GDPR. The organization policies enforce that personal information is not shared externally without explicit consent. Personal data collection is purpose-driven, aligned with GCRI’s operational needs, ensuring that all stakeholders' privacy is respected and safeguarded.

The GCRI's CoP is a comprehensive guide that not only directs internal operations but also reflects the organization's ethos to external stakeholders. It affirms the GCRI’s position at the vanguard of global innovation in risk management and sustainability standards, committed to enacting best practices and maintaining a culture of excellence and ethical responsibility.

2- STRUCTURE

2.1. General Assembly (GA)

2.1.1. Role: The General Assembly (GA) operates as the pinnacle of authority within the GCRI, holding the highest decision-making powers. It is pivotal in shaping the strategic direction and overarching policies of the organization.

2.1.2. Purpose: The primary purpose of the GA is to ensure that the activities and strategic initiatives of the GCRI are closely aligned with its core mission. This includes promoting innovation in risk management, security, privacy, and sustainability across global standards. The GA serves as a platform for collective decision-making, enabling a democratic process that reflects the diverse viewpoints of its global membership.

2.1.3. Composition: The GA comprises all members of the GCRI, including individual members, representatives from National Working Groups (NWGs), members of Regional Stewardship Boards (RSBs), and delegates from Technical Councils (TCs). This inclusive composition ensures broad representation and democratic governance, reflecting the GCRI's commitment to diverse global participation.

2.1.4. Authority: The GA possesses comprehensive authority to:

Elect members to the Board of Trustees and the Global Stewardship Board (GSB).
Approve or amend the GCRI's statutes and foundational documents.
Ratify major policy decisions and strategic directions.
Initiate and vote on referenda addressing key organizational matters.
Elect or remove executive officers and members of various boards and councils, in accordance with the GCRI's statutes.

2.1.5. Decision-Making: Decisions within the GA are made through a structured voting process. Each member is entitled to one vote, with decisions typically reached by a simple majority. However, for critical matters such as statutory amendments or the dissolution of the organization, a supermajority or a higher quorum may be required, ensuring that significant changes are made with broad consensus.

2.1.6. Hierarchy: At the top of the GCRI's hierarchy, the GA has oversight over all organizational bodies, including the GSB, RSBs, NWGs, and TCs. It delegates operational responsibilities to these entities while retaining ultimate authority over strategic decisions.

2.1.7. Sessions and Meetings: The GA convenes regular sessions and meetings, including:

Annual Sessions: Scheduled meetings where members review progress, set agendas for the coming year, and vote on strategic initiatives.
Special Sessions: Convened to address urgent or significant organizational matters requiring immediate attention from the membership.

2.1.8. Policy Draft Procedure: The process for drafting and approving policy involves:

Proposal Submission: Members or committees submit policy proposals to the GA for consideration.
Review and Discussion: Proposals are reviewed, discussed, and possibly amended in committee sessions or through the collaboration platform before being presented to the GA.
Voting: The GA votes on the final draft of the policy, with approval based on the established voting criteria.

2.1.9. Relations to Other Bodies: The GA maintains a dynamic relationship with other GCRI bodies:

Global Stewardship Board (GSB): The GA elects members of the GSB and reviews its reports, ensuring that the GSB's activities align with the strategic directions set by the GA.
Regional Stewardship Boards (RSBs) and National Working Groups (NWGs): The GA receives input and feedback from RSBs and NWGs, incorporating regional and national perspectives into global strategies.
Technical Councils (TCs): The GA approves the creation of TCs and their major outputs, integrating specialized technical work into the broader organizational framework.
Central Bureau (CB) and CEO: The GA oversees the work of the CB and the CEO, ensuring operational activities support the GCRI’s strategic goals.

2.2. Board of Trustees (BoT)

2.2.1. Role: The Board of Trustees (BoT) serves as a critical governance body within the GCRI, entrusted with ensuring the organization's long-term stability, integrity, and adherence to its mission and values.

2.2.2. Purpose: The BoT's primary purpose is to provide oversight and strategic guidance to the GCRI's operations and to safeguard the organization's assets and reputation. It acts as a steward of the GCRI's vision, ensuring that strategic initiatives and policies are effectively implemented and aligned with the organization's goals.

2.2.3. Composition: The BoT is composed of a select group of members, including distinguished experts, industry leaders, and representatives from various stakeholder groups within the GCRI. Trustees are elected by the General Assembly (GA) and serve fixed terms, providing a stable and experienced oversight body.

2.2.4. Authority: The BoT possesses broad authority to:

Oversee the implementation of policies and strategic decisions made by the GA.
Approve annual budgets, financial reports, and major expenditures, ensuring fiscal responsibility.
Appoint and review the performance of the CEO and other key executive positions.
Establish committees or task forces to address specific issues or opportunities.
Act as an advisory body to the GA, providing recommendations on strategic matters.

2.2.5. Decision-Making: Decision-making within the BoT is conducted through a collaborative and consensus-driven process, with trustees working together to reach decisions that are in the best interest of the GCRI. Decisions are typically made by majority vote, with the BoT chair having the tie-breaking vote in cases of deadlock.

2.2.6. Hierarchy: The BoT operates under the authority of the GA and is accountable to the GA for its actions and decisions. While it has significant autonomy in managing certain aspects of the GCRI's operations, major strategic and policy decisions are subject to GA approval.

2.2.7. Sessions and Meetings: The BoT holds regular meetings to review the GCRI's progress, discuss strategic initiatives, and address operational issues. These meetings include:

Quarterly Meetings: Regularly scheduled sessions to oversee the GCRI's operations and make necessary decisions.
Special Meetings: Convened as needed to address urgent or significant matters outside the normal meeting schedule.

2.2.8. Policy Draft Procedure: The BoT plays a key role in the development and review of policy drafts before they are presented to the GA for approval. This involves:

Initial Review: Policies proposed by various committees or the executive team are initially reviewed by the BoT.
Recommendations: The BoT may provide recommendations for revisions or endorse policies for GA approval.
Final Approval: While the BoT can recommend policies, final approval rests with the GA.

2.2.9. Relations to Other Bodies: The BoT interacts with other GCRI bodies in various capacities:

Global Stewardship Board (GSB) and Specialized Leadership Board (SLB): The BoT collaborates with these boards to ensure strategic alignment and operational efficiency.
Regional Stewardship Boards (RSBs) and National Working Groups (NWGs): The BoT considers input from RSBs and NWGs to ensure that regional and national perspectives are incorporated into the GCRI's strategic planning.
Central Bureau (CB) and CEO: The BoT works closely with the CB and the CEO, providing oversight, guidance, and support to ensure the effective execution of GCRI's operational activities.

2.3. Global Stewardship Board (GSB)

2.3.1. Role: The Global Stewardship Board (GSB) plays a pivotal role in steering the GCRI towards achieving its mission of leading innovation in risk management, security, privacy, and sustainability. It acts as the strategic oversight body ensuring the organization's activities are aligned with its goals.

2.3.2. Purpose: The purpose of the GSB is to guide the strategic direction of the GCRI, making critical decisions on policies, strategies, and priorities. It ensures that the GCRI's efforts in research, development, and policy formulation are effectively coordinated and support the organization's mission.

2.3.3. Composition: The GSB consists of senior leaders from various sectors, including academia, industry, government, and civil society, reflecting the multi-stakeholder approach of the GCRI. Members are selected based on their expertise, leadership, and commitment to the GCRI's goals, ensuring a diverse and dynamic board capable of addressing global challenges.

2.3.4. Authority: The GSB has the authority to:

Approve the GCRI's strategic plan and major initiatives, setting the direction for its work.
Oversee the development and implementation of global standards and normative frameworks.
Endorse partnerships and collaborations with other organizations and entities.
Approve budgets and major financial decisions, ensuring the GCRI's resources are allocated effectively.
Appoint, oversee, and review the performance of the CEO and other key executive roles.

2.3.5. Decision-Making: Decision-making within the GSB is based on a consensus-driven approach, with members working collaboratively to arrive at decisions that further the GCRI's objectives. Votes are typically cast when consensus cannot be reached, with each member having equal voting rights.

2.3.6. Hierarchy: The GSB operates at the highest level of the GCRI's governance structure, directly below the General Assembly (GA), to which it is accountable. It works in close coordination with other boards and committees to ensure strategic alignment across the organization.

2.3.7. Sessions and Meetings

Regular Sessions: The GSB meets regularly, at least quarterly, to discuss strategic matters, review progress, and make necessary decisions.
Annual Strategic Review: A comprehensive session is held annually to evaluate the GCRI's strategic direction, review achievements, and set priorities for the coming year.
Special Sessions: Convened as needed to address urgent strategic issues or opportunities.

2.3.8. Policy Draft Procedure

Initiation: Policy drafts may originate from various sources within the GCRI, including the Specialized Leadership Board (SLB), Regional Stewardship Boards (RSBs), or National Working Groups (NWGs).
Review and Revision: The GSB reviews policy drafts, suggesting revisions and improvements to ensure they align with the GCRI's strategic goals.
Approval: Once refined, policies are either approved by the GSB or forwarded to the General Assembly for final approval, depending on the nature of the policy.

2.3.9. Relations to Other Bodies

Coordination with the SLB: The GSB works closely with the SLB to ensure that technical and research activities are strategically aligned with the GCRI's overall goals.
Support to the CEO and Central Bureau: The GSB provides strategic guidance and support to the CEO and the Central Bureau, facilitating the execution of GCRI's operational plans.
Engagement with RSBs and NWGs: The GSB takes into account insights and feedback from RSBs and NWGs, ensuring global perspectives are incorporated into strategic decisions.
Interaction with the General Assembly: The GSB reports to the GA, presenting strategic plans, policy decisions, and progress reports for review and ratification.

2.4. Regional Stewardship Board (RSB)

2.4.1. Role: The Regional Stewardship Boards (RSBs) serve as the regional governance arms of the GCRI, ensuring that its global mission and objectives are effectively adapted and implemented within specific geographical areas. They act as a bridge between global directives and local execution, tailoring GCRI's strategies to regional needs and contexts.

2.4.2. Purpose: RSBs aim to foster regional engagement, collaboration, and innovation in risk management, security, privacy, and sustainability. They facilitate the integration of regional perspectives into GCRI's global initiatives, enhancing the relevance and impact of its work across diverse contexts.

2.4.3. Composition: Each RSB is composed of experts, leaders, and stakeholders from academia, industry, government, and civil society within the region. Members are selected for their expertise, leadership, and commitment to advancing GCRI's mission locally, ensuring a balanced representation of regional interests and perspectives.

2.4.4 Authority: RSBs possess the authority to:

Adapt and implement GCRI's global strategies and initiatives to suit regional needs and opportunities.
Propose regional projects and initiatives for GCRI's consideration and support.
Facilitate regional collaboration among National Working Groups (NWGs), academia, industry, and government entities.
Represent the GCRI in regional forums, events, and discussions, promoting its mission and objectives.
Provide feedback and insights to the Global Stewardship Board (GSB) on regional challenges, opportunities, and progress.

2.4.5. Decision-Making: Decision-making within RSBs is collaborative, aiming for consensus among members to ensure decisions reflect regional needs and align with GCRI's global mission. When necessary, decisions are made through voting, with each member having an equal vote.

2.4.6. Hierarchy: RSBs operate under the strategic guidance of the Global Stewardship Board (GSB) and coordinate closely with National Working Groups (NWGs) within their region. They report to the GSB, ensuring their activities are aligned with the GCRI's overall strategic direction.

2.4.7. Sessions and Meetings

Regular Meetings: RSBs meet regularly to discuss regional implementation of GCRI initiatives, monitor progress, and address regional challenges.
Strategic Planning Sessions: Annually, RSBs conduct strategic planning sessions to align regional activities with GCRI's global objectives and identify key regional priorities.
Ad Hoc Meetings: Convened as needed to address urgent or specific regional issues, opportunities, or collaborations.

2.4.8. Policy Draft Procedure

Regional Adaptation: RSBs adapt global policies and strategies to regional contexts, drafting region-specific guidelines and initiatives.
Consultation and Feedback: Draft policies and strategies are circulated among NWGs for consultation and feedback, ensuring inclusivity and relevance.
Regional Approval: RSBs review and approve regional policies and strategies, which are then submitted to the GSB for final endorsement.

2.4.9. Relations to Other Bodies

Collaboration with NWGs: RSBs work closely with NWGs to facilitate the local implementation of global standards and initiatives, encouraging active participation and contribution from all regional stakeholders.
Feedback to the GSB: RSBs provide valuable regional insights and feedback to the GSB, ensuring that global strategies are informed by local realities and challenges.
Engagement with Specialized Leadership Boards (SLBs): RSBs coordinate with SLBs to ensure that technical and research activities within the region support the GCRI's strategic objectives and leverage regional expertise.
Interaction with the Central Bureau (CB) and CEO: RSBs collaborate with the CB and CEO for operational support, guidance, and resources necessary for executing regional activities effectively.

2.5. Specialized Leadership Board (SLB)

2.5.1. Role: The Specialized Leadership Board (SLB) operates as the expert advisory and decision-making body within the GCRI, focusing on the technical and thematic areas of risk management, security, privacy, and sustainability. It oversees the development and implementation of GCRI's technical initiatives and standards, ensuring they are aligned with cutting-edge research and global best practices.

2.5.2. Purpose: The SLB's primary purpose is to guide the GCRI's strategic direction in research, development, and standardization efforts. It aims to ensure that GCRI's work remains at the forefront of technological and methodological advancements, fostering innovation and excellence in its fields of focus.

2.5.3. Composition: Composed of leading experts from academia, industry, governmental bodies, and civil society, the SLB represents a wide range of disciplines and perspectives. Members are appointed based on their expertise, contributions to their fields, and their ability to contribute to GCRI's mission.

2.5.4. Authority: The SLB has the authority to:

Approve, revise, and recommend technical projects and standards for adoption by the GCRI.
Establish, oversee, and disband Technical Councils (TCs) and Technical Management Divisions (TMDs) based on strategic needs.
Recommend policy and strategic priorities to the Global Stewardship Board (GSB) and the Board of Trustees (BoT).
Collaborate with National Working Groups (NWGs) and Regional Stewardship Boards (RSBs) to ensure global coherence and regional relevance of technical initiatives.

2.5.5. Decision-Making: Decisions within the SLB are made through a collaborative process aimed at consensus. When consensus cannot be reached, decisions are made by majority vote. The SLB ensures that its decisions are data-driven, evidence-based, and aligned with GCRI’s overarching goals.

2.5.6. Hierarchy: The SLB reports directly to the Global Stewardship Board (GSB), providing technical guidance and recommendations that shape GCRI’s global strategy. It also collaborates closely with Regional Stewardship Boards (RSBs) and National Working Groups (NWGs) to facilitate the integration of technical initiatives at all levels of the organization.

2.5.7. Sessions and Meetings

Quarterly Meetings: The SLB meets quarterly to review ongoing projects, discuss new initiatives, and monitor the progress of technical work within the GCRI.
Annual Technical Review: An annual session is held to evaluate the impact of GCRI’s technical initiatives, align them with global trends and challenges, and set priorities for the coming year.
Special Sessions: Special sessions are convened as needed to address urgent technical developments, changes in global standards, or to launch new technical councils or divisions.

2.5.8. Policy Draft Procedure

Initiation: Technical policies and standards are initiated based on emerging needs, research findings, or stakeholder inputs.
Drafting: SLB members, leveraging their expertise, draft policies and standards, which are then circulated among relevant TCs and TMDs for feedback.
Approval: After incorporating feedback, the SLB finalizes and approves the drafts before submitting them to the GSB for ratification.

2.5.9. Relations to Other Bodies

Technical Councils and Divisions: The SLB directly oversees and guides the work of Technical Councils (TCs) and Technical Management Divisions (TMDs), ensuring their activities are aligned with GCRI’s strategic objectives.
Global Stewardship Board (GSB): The SLB advises the GSB on technical matters, influencing the overall strategic direction of the GCRI.
Regional and National Entities: Through collaboration with RSBs and NWGs, the SLB ensures the global applicability and regional adaptability of technical standards and initiatives.
Central Bureau (CB) and CEO: The SLB works in coordination with the CB and CEO to operationalize its decisions, leveraging the organizational infrastructure for effective implementation.

2.6. National Working Groups (NWGs)

2.6.1. Role: National Working Groups (NWGs) serve as the foundational pillars of the GCRI at the national level, facilitating the local implementation of global standards, research initiatives, and policy recommendations. They act as liaisons between the GCRI's global objectives and national priorities in the fields of risk management, security, privacy, and sustainability.

2.6.2. Purpose: The purpose of NWGs is to adapt and promote GCRI's global initiatives within local contexts, ensuring that international standards and research findings are effectively translated into national practices. They also gather insights and feedback from local stakeholders, contributing to the global knowledge base of the GCRI.

2.6.3. Composition: Each NWG consists of experts, stakeholders, and representatives from various sectors including academia, industry, government, civil society, and environmental groups. Members are selected based on their expertise, influence, and commitment to GCRI's goals, ensuring a multidisciplinary approach to risk management and innovation at the national level.

2.6.4. Authority: NWGs have the authority to:

Advocate for and facilitate the adoption of GCRI standards and practices within national frameworks.
Conduct research and development projects aligned with GCRI's global initiatives, tailored to local needs.
Provide feedback and insights to the GCRI's Specialized Leadership Board (SLB) and Regional Stewardship Boards (RSBs) on the applicability and impact of global initiatives.
Organize national events, workshops, and seminars to disseminate GCRI's findings and promote collaboration among local stakeholders.

2.6.5. Decision-Making: Decision-making within NWGs is based on consensus, reflecting the collective input of all members. When consensus is not achievable, decisions are made through majority vote, ensuring that the group’s actions remain aligned with national interests and GCRI’s overarching objectives.

2.6.6. Hierarchy: NWGs operate under the guidance of Regional Stewardship Boards (RSBs) and in coordination with the Global Stewardship Board (GSB) and Specialized Leadership Board (SLB), ensuring their activities contribute to GCRI’s global mission and are informed by the latest international developments.

2.6.7. Sessions and Meetings

Regular Meetings: NWGs hold regular meetings to discuss ongoing projects, review global updates from GCRI, and plan local initiatives.
Annual National Symposium: An annual event that gathers all NWG members to share achievements, discuss challenges, and set priorities for the upcoming year in alignment with GCRI’s strategic goals.
Stakeholder Engagement Sessions: Frequent meetings with local stakeholders to ensure the relevance and impact of GCRI initiatives at the national level.

2.6.8. Policy Draft Procedure

Local Needs Assessment: Initiating policy drafts based on local requirements and challenges identified through stakeholder engagement.
Collaborative Drafting: Drafting policy recommendations and standards adaptations in collaboration with local experts and stakeholders, ensuring alignment with GCRI’s global standards.
Review and Approval: Submitting drafts to RSBs for preliminary review, followed by final approval from the SLB and GSB, integrating local initiatives into the GCRI’s global framework.

2.6.9. Relations to Other Bodies

Regional Stewardship Boards (RSBs): NWGs coordinate closely with RSBs to ensure regional alignment and support for local initiatives.
Specialized Leadership Board (SLB) and Global Stewardship Board (GSB): NWGs provide critical feedback and insights to these boards, influencing the development and adaptation of global standards and research priorities.
Technical Councils (TCs) and Management Board (MB): NWGs collaborate with TCs and the MB to implement and monitor technical projects and initiatives at the national level.
Central Bureau (CB) and CEO: NWGs work in alignment with the operational and strategic guidance from the CB and CEO, leveraging organizational resources to maximize the impact of national initiatives.

2.7. National Council (NC)

2.7.1. Role: The National Council (NC) acts as a strategic advisory body within each country, providing oversight and guidance to the National Working Groups (NWGs) on aligning national initiatives with the GCRI's global objectives. It ensures that national efforts in risk management, security, privacy, and sustainability are in harmony with international standards and practices.

2.7.2. Purpose: The purpose of the NC is to enhance the effectiveness of GCRI's initiatives at the national level by ensuring coherence between local actions and global strategies. It serves as a bridge between national interests and the GCRI's international mission, facilitating the integration of global insights into national policies and research.

2.7.3. Composition: The NC is composed of senior representatives from each of the Quintuple Helix sectors: academia, industry, government, civil society, and the environment. Members are selected based on their leadership, expertise, and ability to influence national policy and practice in the areas of risk management and sustainability.

2.7.4. Authority: The NC has the authority to:

Provide strategic direction to NWGs on implementing GCRI initiatives.
Advocate for the incorporation of GCRI standards and research into national policies and frameworks.
Endorse national projects and initiatives for funding and support from the GCRI.
Facilitate collaboration between NWGs and other national stakeholders to promote GCRI objectives.

2.7.5. Decision-Making: Decision-making within the NC is primarily consensus-based, aimed at aligning national initiatives with GCRI’s global goals. In cases where consensus cannot be reached, decisions are made through a structured voting process, ensuring that the outcomes support the broader objectives of the GCRI.

2.7.6. Hierarchy: The NC works in close collaboration with NWGs, providing them with strategic insights and support. It operates under the oversight of the Regional Stewardship Board (RSB) and maintains a direct communication line with the Global Stewardship Board (GSB) to ensure its actions contribute to the GCRI's overarching mission.

2.7.7. Sessions and Meetings

Strategic Planning Sessions: Annual or biannual sessions focused on aligning national initiatives with the GCRI’s strategic direction.
Quarterly Review Meetings: Regular meetings to assess the progress of national initiatives against GCRI’s goals and to adapt strategies as needed.
Stakeholder Forums: Engagements with broader national stakeholders to gather input and foster collaboration on GCRI-related initiatives.

2.7.8. Policy Draft Procedure

Strategic Review: Initial assessment of national needs in the context of GCRI’s global objectives.
Policy Drafting: Collaboration with NWGs to draft policies that reflect both national priorities and GCRI’s standards.
Consultation and Revision: Engaging with national stakeholders for feedback, followed by revisions based on this input.
Approval and Implementation: Final approval by the NC before submission to the RSB and GSB for integration into the GCRI’s global policy framework.

2.7.9. Relations to Other Bodies

Direct Oversight of NWGs: The NC provides strategic guidance and oversight to NWGs, ensuring their activities are aligned with both national priorities and GCRI’s global objectives.
Collaboration with RSB and GSB: It collaborates with RSBs to ensure regional coherence and communicates with the GSB to align national strategies with global goals.
Engagement with Specialized Leadership Board (SLB): The NC works with the SLB to ensure that technical initiatives and research within the country are informed by and contribute to the GCRI’s technical agenda.
Interface with the Central Bureau (CB) and CEO: The NC ensures that operational and strategic directives from the CB and CEO are effectively implemented at the national level, facilitating resource allocation and support for national initiatives.

2.8. Technical Council (TC)

2.8.1. Role: The Technical Council (TC) operates as a specialized body within the GCRI, tasked with overseeing the development, evaluation, and refinement of technical standards, methodologies, and innovations related to risk management, security, privacy, and sustainability. It plays a crucial role in ensuring that GCRI's technical efforts are aligned with the latest scientific research and industry best practices.

2.8.2. Purpose: The TC's primary purpose is to advance the GCRI's technical objectives by fostering cutting-edge research, promoting innovative solutions, and facilitating the integration of these advancements into global standards. It aims to enhance the effectiveness and applicability of risk management strategies across diverse sectors.

2.8.3. Composition: The TC comprises experts from academia, industry, government agencies, non-governmental organizations, and environmental groups, selected for their expertise in relevant technical fields. The composition reflects a multidisciplinary approach, encompassing a broad range of perspectives and expertise to address the multifaceted nature of risk and innovation.

2.8.4. Authority: The TC has the authority to:

Propose new technical projects and initiatives for GCRI's consideration.
Review and approve technical documents, including standards, guidelines, and reports, before their publication.
Establish and dissolve sub-committees or working groups to focus on specific technical areas.
Recommend collaborations with external technical organizations and standard-setting bodies.

2.8.5. Decision-Making: Decision-making within the TC is guided by a consensus-driven approach, aiming to reflect the collective expertise and perspectives of its members. In instances where consensus is not feasible, decisions are made through a majority vote, ensuring that the outcomes align with the GCRI's strategic goals and technical integrity.

2.8.6. Hierarchy: The TC operates under the oversight of the Specialized Leadership Board (SLB) and coordinates closely with the Global Stewardship Board (GSB) to ensure its technical initiatives support the GCRI's overall mission. It also collaborates with National Working Groups (NWGs) to align global technical standards with national needs and capabilities.

2.8.7. Sessions and Meetings

Annual Technical Review Sessions: Gatherings to evaluate ongoing projects and propose new technical initiatives.
Regular Working Group Meetings: Frequent meetings of sub-committees or working groups focused on specific technical areas or standards development.
Stakeholder Engagement Meetings: Sessions to involve external stakeholders in the technical standard-setting process, ensuring broader industry and societal input.

2.8.8. Policy Draft Procedure

Technical Needs Assessment: Identifying emerging risks and innovation opportunities that require standardization or research.
Draft Development: Collaborating with experts and stakeholders to develop draft standards, guidelines, or research proposals.
Public Consultation: Opening drafts for public comment to gather diverse feedback and insights.
Finalization and Approval: Incorporating feedback and finalizing documents for approval by the SLB, followed by dissemination and implementation guidance.

2.8.9. Relations to Other Bodies

Collaboration with SLB: The TC works under the strategic guidance of the SLB, ensuring that its technical work aligns with the GCRI’s broader objectives and receives necessary support.
Engagement with NWGs: It collaborates with NWGs to ensure that global technical standards are adaptable and relevant at the national level.
Interface with Industry and Academic Partners: The TC engages with external partners to leverage their expertise, resources, and networks in advancing the GCRI’s technical goals.
Contribution to Global Stewardship Board (GSB) Initiatives: The TC contributes technical insights and standards to GSB-led initiatives, ensuring that governance and policy decisions are informed by the latest scientific and technical advancements.

2.9. Management Board (MB)

2.9.1. Role: The Management Board (MB) serves as the executive arm of the GCRI, responsible for implementing the strategic direction set by the Global Stewardship Board (GSB) and ensuring the operational efficiency of the entire organization. It acts as a bridge between GCRI's governance bodies and its operational teams.

2.9.2. Purpose: The MB's main purpose is to translate GCRI's strategic objectives into actionable plans and programs, manage day-to-day operations, and oversee the administration of GCRI's initiatives, projects, and research activities. It ensures that the organization's goals are met with operational excellence and adherence to established standards and policies.

2.9.3. Composition: Composed of senior executives and managers from various divisions within the GCRI, including but not limited to the Chief Executive Officer (CEO), Chief Financial Officer (CFO), Chief Technology Officer (CTO), and heads of different operational divisions. The composition is designed to reflect a wide range of expertise necessary for comprehensive organizational management.

2.9.4. Authority: The MB holds the authority to:

Implement policies and decisions made by the GSB.
Allocate resources and budget for projects and initiatives.
Oversee the recruitment, training, and performance of staff.
Initiate and manage partnerships and collaborations with external entities.
Monitor and report on the progress of projects and operational performance to the GSB.

2.9.5. Decision-Making: Decision-making within the MB follows a collaborative model, with members bringing their expertise to the table to make informed decisions regarding operational matters. The CEO, serving as the chair of the MB, ensures that decisions align with the strategic goals of the GCRI and are made efficiently.

2.9.6. Hierarchy: Directly accountable to the Global Stewardship Board (GSB), the MB operates under the strategic guidance and oversight of the GSB, ensuring that all operational activities are in line with the GCRI's mission and objectives. The MB also interacts closely with the Specialized Leadership Board (SLB) to align operational efforts with technical and research priorities.

2.9.7. Sessions and Meetings

Quarterly Operational Reviews: Regular meetings to assess operational performance, review project progress, and adjust plans as necessary.
Strategic Planning Sessions: Annual or bi-annual sessions with the GSB to align on strategic priorities and operational plans.
Cross-Divisional Coordination Meetings: Frequent interactions among division heads to ensure cross-functional collaboration and alignment on projects and initiatives.

2.9.8. Policy Draft Procedure

Operational Policy Development: Drafting policies for operational efficiency, risk management, and compliance with global standards.
Stakeholder Consultation: Engaging with internal and external stakeholders for feedback on operational policies.
GSB Approval: Submitting finalized policies to the GSB for approval before implementation across the organization.

2.9.9. Relations to Other Bodies

Execution of GSB Strategies: The MB ensures the strategic visions of the GSB are executed effectively, providing regular updates and seeking guidance when necessary.
Collaboration with SLB: It works in tandem with the SLB to ensure that technical and research initiatives are supported operationally.
Support for Regional and National Working Groups (NWGs): The MB facilitates the operational support for NWGs, ensuring that global standards and initiatives are implemented at the regional and national levels.
Coordination with Central Bureau (CB): The MB coordinates with the CB for administrative and logistical support, ensuring smooth operations across the organization.

2.10. Technical Management Divisions (TMD)

2.10.1. Role: Technical Management Divisions (TMD) are specialized operational units within the GCRI, focused on managing and executing the organization's technical projects and research activities. These divisions play a crucial role in advancing GCRI's mission in risk management, security, privacy, and sustainability through innovative research and development.

2.10.2. Purpose: The primary purpose of the TMDs is to ensure the effective implementation of GCRI's technical strategies and initiatives. They are responsible for overseeing the development and application of standards, conducting cutting-edge research, and fostering innovation across all technical domains of the organization.

2.10.3. Composition: Each TMD is composed of experts and professionals from relevant fields, including but not limited to, risk analysis, cybersecurity, environmental sustainability, and emerging technologies. The structure of a TMD typically includes a Division Director, project managers, research scientists, and support staff, all working collaboratively to achieve the division's objectives.

2.10.4. Authority: TMDs hold the authority to:

Design and execute research projects aligned with GCRI's strategic goals.
Develop technical standards and guidelines for risk management and sustainability.
Collaborate with external partners, academia, and industry stakeholders on technical projects.
Recommend new technical initiatives and areas of study to the Specialized Leadership Board (SLB) and the Global Stewardship Board (GSB).

2.10.5. Decision-Making: Decision-making within TMDs is primarily led by the Division Director, with input from team members and in accordance with the strategic directives set by the SLB and GSB. Projects and initiatives are selected based on their potential impact, alignment with GCRI's mission, and available resources.

2.10.6. Hierarchy: TMDs report directly to the Specialized Leadership Board (SLB), which coordinates the technical work of the GCRI. The SLB provides strategic guidance and approves major projects and initiatives proposed by the TMDs. The TMDs also interact with the Management Board (MB) for operational support and resource allocation.

2.10.7. Sessions and Meetings

Technical Review Meetings: Regular sessions to discuss ongoing projects, technical challenges, and research findings.
Strategic Alignment Sessions: Meetings with the SLB to ensure projects align with GCRI's overall technical strategy and priorities.
Collaboration Workshops: Engagements with external partners, industry stakeholders, and other GCRI divisions to foster innovation and share knowledge.

2.10.8. Policy Draft Procedure

Technical Policy Development: TMDs draft technical policies and standards based on research findings and industry best practices.
Stakeholder Engagement: Involving relevant stakeholders in the drafting process for comprehensive feedback and validation.
SLB and GSB Approval: Proposing new policies and standards to the SLB for initial review, followed by final approval from the GSB.

2.10.9. Relations to Other Bodies

Guidance from SLB: TMDs receive strategic direction and approval from the SLB for their technical projects and initiatives.
Operational Support from MB: Coordination with the MB ensures that TMDs have the necessary resources and operational support to carry out their activities.
Collaboration with NWGs: TMDs work closely with National Working Groups (NWGs) to disseminate standards, gather local insights, and adapt projects to regional needs.
Interaction with Central Bureau (CB): The TMDs rely on the CB for administrative support, including project documentation, communication, and logistics.

2.11. Central Bureau (CB)

2.11.1. Role: The Central Bureau (CB) acts as the administrative and operational heart of the GCRI, coordinating the organization's day-to-day activities, managing its resources, and ensuring the seamless execution of its mission and objectives.

2.11.2. Purpose: The purpose of the CB is to provide comprehensive support to the GCRI's governance bodies, technical divisions, and working groups, facilitating effective communication, project management, and strategic implementation across the organization.

2.11.3. Composition: The CB is composed of a dedicated team of administrative professionals, project managers, communication specialists, and support staff. It is led by the Chief Executive Officer (CEO), who oversees the bureau's operations and ensures alignment with the GCRI's strategic goals.

2.11.4. Authority: The CB holds the authority to:

Implement decisions made by the General Assembly, Global Stewardship Board (GSB), and other governance bodies.
Manage the GCRI's finances, human resources, and physical assets.
Coordinate logistics for meetings, conferences, and other events organized by the GCRI.
Facilitate communication between different parts of the organization and external stakeholders.

2.11.5. Decision-Making: Decision-making within the CB is centralized under the leadership of the CEO, who makes operational decisions based on the strategic direction provided by the GSB and the needs of the organization. The CEO consults with department heads and the Stewardship Committee for critical decisions affecting the organization's operations and policies.

2.11.6. Hierarchy: The CB reports directly to the CEO and indirectly to the Global Stewardship Board (GSB). It interacts with all other components of the GCRI, including the Specialized Leadership Board (SLB), Regional Stewardship Boards (RSB), National Working Groups (NWGs), and Technical Councils (TC), providing them with necessary administrative and operational support.

2.11.7. Sessions and Meetings

Operational Strategy Meetings: Regular meetings led by the CEO to discuss and align the CB's activities with the GCRI's strategic goals.
Staff Coordination Sessions: Frequent sessions to ensure all departments within the CB are working efficiently and collaboratively towards common objectives.
Stakeholder Engagement Workshops: Workshops and meetings with external partners, members, and other stakeholders to gather feedback and enhance the organization's outreach.

2.11.8. Policy Draft Procedure

Operational Policy Development: The CB drafts operational policies and procedures for approval by the CEO and, if necessary, the GSB.
Feedback and Revision: Policies are circulated among relevant GCRI bodies for feedback before finalization.
Implementation and Monitoring: Once approved, the CB is responsible for implementing policies across the organization and monitoring their effectiveness.

2.11.9. Relations to Other Bodies

Support to GSB and SLB: The CB provides logistical and administrative support to the GSB and SLB, facilitating their governance and technical oversight roles.
Coordination with RSBs and NWGs: The CB liaises with RSBs and NWGs to ensure global initiatives are effectively localized and implemented.
Operational Backbone for TCs and TMDs: It supports Technical Councils and Technical Management Divisions with project management tools, communication platforms, and resource allocation.
Executive Support from the CEO: The CEO guides the CB's strategic direction, ensuring its operations align with the GCRI's mission and objectives.

2.12. President

2.12.1. Role: The President serves as the foremost leader and official representative of the GCRI, embodying the organization's vision and mission. The President guides the strategic direction, oversees high-level governance, and ensures the GCRI's objectives are pursued effectively and ethically.

2.12.2: Purpose: The purpose of the President's role is to provide visionary leadership, foster international collaborations, and represent the GCRI at global forums. The President also plays a key role in facilitating communication between the GCRI's various governance bodies and stakeholders, ensuring cohesion and strategic alignment across the organization.

2.12.3. Composition: The role of the President is singular and is held by an individual elected by the General Assembly based on their distinguished contributions to the field of risk management, security, privacy, and sustainability, as well as their leadership capabilities.

2.12.4 Authority: The President has the authority to:

Represent the GCRI at international, governmental, and industry-specific events and discussions.
Call and preside over meetings of the Global Stewardship Board (GSB) and the General Assembly (GA).
Make executive decisions in consultation with the GSB and CEO, particularly in matters of strategic importance and external representation.
Initiate policy development and strategic initiatives for approval by the GA or GSB.

2.12.5. Decision-Making: The President makes decisions based on the strategic objectives and policies established by the GA and the GSB. In urgent or critical situations, the President may make interim decisions, subject to later ratification by the appropriate GCRI body.

2.12.6. Hierarchy: The President stands at the top of the GCRI's hierarchy and works closely with the Board of Trustees, Global Stewardship Board, CEO, and Specialized Leadership Boards to ensure a unified direction and effective governance of the organization.

2.12.7. Sessions and Meetings

Strategic Leadership Meetings: The President convenes and leads strategic sessions with the GSB and other leadership boards to align on the GCRI's direction and priorities.
General Assembly Sessions: The President calls and presides over the GA sessions, facilitating discussions, decision-making, and the election of governance members.
External Engagement Sessions: Represents the GCRI in high-level external engagements, fostering partnerships and collaborations that align with the GCRI's mission.

2.12.8. Policy Draft Procedure: The President plays a pivotal role in initiating and guiding the development of strategic policies and frameworks, working closely with the GSB, SLB, and CEO to ensure that proposals are robust, forward-looking, and align with the GCRI's goals.

2.12.9. Relations to Other Bodies

Global and Regional Stewardship: Works with the GSB and RSBs to ensure global and regional strategies are harmoniously integrated and effectively implemented.
Strategic Alignment with SLB and NWGs: Ensures that the SLB's technical strategies and NWGs' local initiatives are aligned with the GCRI's overall mission.
Leadership and Oversight with the CEO: Collaborates closely with the CEO to translate strategic visions into operational reality, providing oversight and support to the Central Bureau and ensuring effective execution of GCRI initiatives.

2.13. Chief Executive Officer (CEO)

2.13.1. Role: The CEO of the GCRI serves as the primary executive responsible for the day-to-day management, operational decisions, and implementation of the strategic vision and policies set by the Global Stewardship Board (GSB) and the General Assembly (GA). The CEO ensures the organization's activities are effectively executed and aligned with GCRI's goals.

2.13.2. Purpose: The CEO's purpose is to operationalize the strategic directions decided by the GCRI's governance bodies, translating high-level objectives into actionable plans. The CEO oversees the administration, programs, and strategic plan of the organization, ensuring efficiency, transparency, and impact in all operations.

2.13.3. Composition: The position is held by a single individual, appointed by the Global Stewardship Board based on expertise in risk management, innovation, leadership, and organizational management. The CEO is chosen for their ability to lead complex international operations and to drive the organization toward achieving its mission.

2.13.4. Authority: The CEO possesses broad authority to:

Oversee the daily operations and management of the GCRI.
Implement policies and strategies approved by the GA and the GSB.
Allocate resources and manage the GCRI's budget in line with strategic priorities.
Appoint, manage, and direct the staff and operational divisions of the GCRI.
Enter into agreements and partnerships in consultation with the President and the GSB.

2.13.5. Decision-Making: The CEO makes operational decisions within the framework of the GCRI's strategic plan, policies, and budget as approved by the GA and the GSB. Decisions regarding significant changes in strategy, structure, or budget require consultation with or approval from the GSB.

2.13.6. Hierarchy: The CEO reports directly to the Global Stewardship Board and works in close collaboration with the President to ensure strategic alignment and operational effectiveness. The CEO also interacts with the Specialized Leadership Boards (SLBs), Regional Stewardship Boards (RSBs), and National Working Groups (NWGs) to coordinate and facilitate GCRI initiatives globally.

2.13.7. Sessions and Meetings

Operational Planning Sessions: Leads sessions with the Management Board (MB) and Technical Management Divisions (TMD) to translate GCRI's strategic objectives into operational plans.
Coordination Meetings: Regularly meets with the President, GSB, SLBs, and other key bodies to ensure alignment and effective execution of GCRI's mission.
Stakeholder Engagement: Represents the GCRI in meetings with partners, funders, and other stakeholders to advance the GCRI's objectives and secure resources and support.

2.13.8. Policy Draft Procedure

The CEO contributes to the drafting and refinement of GCRI policies, working with the GSB, SLBs, and relevant committees to ensure policies are practical, impactful, and in line with the organization's goals.

2.13.9. Relations to Other Bodies

Strategic Implementation with GSB and SLBs: Works closely with the GSB and SLBs to implement the strategic vision and technical programs, ensuring operational excellence.
Operational Oversight of RSBs and NWGs: Coordinates with RSBs and NWGs to facilitate global and local initiatives, promoting synergy and adherence to GCRI standards and objectives.
Management and Leadership: Leads the Central Bureau, directing the GCRI's staff and operations, and serves on the Stewardship Committee alongside the President, harmonizing strategic and operational efforts across the organization.

2.14. Stewardship Committee (SC)

2.14.1. Role: The Stewardship Committee (SC) acts as a pivotal liaison between the GCRI's strategic governance and its operational management. Composed of the President and the CEO, the SC is tasked with ensuring that strategic initiatives and operational activities are seamlessly aligned and effectively implemented across the organization.

2.14.2. Purpose: The primary purpose of the SC is to streamline and harmonize the strategic directives set by the General Assembly (GA) and the Global Stewardship Board (GSB) with the day-to-day operational execution led by the CEO. It aims to facilitate rapid decision-making, enhance organizational agility, and ensure cohesive action towards GCRI’s objectives.

2.14.3. Composition: The SC is a compact yet powerful entity within the GCRI, consisting of two key leadership positions: the President and the CEO. This composition is designed to blend the strategic oversight of the President with the operational insight of the CEO, creating a dual perspective that encompasses both the broader vision and the practical realities of the organization's activities.

2.14.4. Authority: The SC holds the authority to:

Make executive decisions on strategic and operational matters that require immediate action or are within their joint purview.
Propose policy adjustments, strategic initiatives, and operational improvements to the GSB for approval.
Coordinate responses to emergent challenges or opportunities that affect the GCRI's mission and operations.

2.14.5. Decision-Making: The SC makes decisions through consensus between its two members, leveraging their respective insights and expertise. In cases where consensus cannot be reached, the matter may be escalated to the Global Stewardship Board for a final decision.

2.14.6. Hierarchy: While the SC does not sit above the GSB in the organizational hierarchy, it operates as an efficient bridge between the GCRI’s governance and management layers. It reports directly to the GSB, ensuring that its actions and decisions are in line with the broader strategic goals and policies of the GCRI.

2.14.7. Sessions and Meetings

Strategic Alignment Sessions: Regularly scheduled meetings between the President and CEO to review and align on strategic priorities, operational challenges, and upcoming initiatives.
Operational Review Meetings: Sessions to assess the progress of various projects and operations, identify areas for improvement, and adjust plans as necessary.
Crisis Response Coordination: Ad hoc meetings to address urgent issues or opportunities, ensuring the GCRI can respond swiftly and effectively.

2.14.8. Policy Draft Procedure: The SC plays a crucial role in the drafting, review, and refinement of policies that span both strategic and operational domains, ensuring they are well-coordinated and effectively address the needs of the GCRI.

2.14.9. Relations to Other Bodies

Liaison with GSB: Provides a direct link to the GSB, ensuring that strategic directives are accurately translated into operational actions and that the GSB is kept informed of key operational insights and challenges.
Coordination with Specialized Leadership Boards (SLBs) and Regional Stewardship Boards (RSBs): Facilitates communication and coordination between the strategic and regional entities of the GCRI, ensuring alignment across all levels.
Support for National Working Groups (NWGs) and Technical Councils (TCs): Works to ensure that NWGs and TCs are supported in their efforts to implement GCRI standards and initiatives at the national and technical levels, respectively.

2.15. Chairs

2.15.1. Role: The Chairs of the Specialized Leadership Board (SLB) play a critical role in steering the technical direction and ensuring the quality of the GCRI's research, development, and standardization efforts. They provide leadership to the SLB, guiding the strategic oversight of the technical work and facilitating collaboration across different domains of risk management and innovation.

2.15.2. Purpose: The primary purpose of the SLB Chairs is to:

Lead the development and execution of the GCRI's technical strategy and work programs.
Ensure that technical projects align with the GCRI's overarching goals and address current and emerging risks and innovations.
Foster interdisciplinary collaboration among the SLB members, Technical Councils (TCs), National Working Groups (NWGs), and other technical entities within the GCRI.

2.15.3. Composition: The SLB comprises multiple Chairs, each responsible for different areas of specialization within the GCRI's scope. This structure allows for a broad coverage of topics and ensures expert leadership across the organization's technical endeavors.

2.15.4. Authority: SLB Chairs have the authority to:

Propose new technical projects and initiatives for approval by the Global Stewardship Board (GSB).
Approve the formation, dissolution, or reconfiguration of Technical Councils within their areas of expertise.
Recommend changes to technical strategies and priorities based on evolving risks, technologies, and innovation trends.

2.15.5. Decision Making: Decisions within the SLB are made collectively by the Chairs, based on consensus or majority vote, depending on the nature of the decision. Strategic decisions and significant changes to the technical work program are subject to approval by the GSB.

2.15.6. Hierarchy: The SLB Chairs report directly to the Global Stewardship Board, ensuring that the technical strategy and activities are in alignment with the GCRI's global strategic objectives. They work in close collaboration with the CEO and the Central Bureau to implement the GCRI's technical agenda effectively.

2.15.7. Sessions and Meetings

Strategic Planning Sessions: Regular meetings to discuss and plan the GCRI's technical strategy, review ongoing projects, and identify new areas for research and development.
Technical Review Meetings: Sessions to assess the progress of Technical Councils and projects, ensuring they meet the GCRI's standards of quality and relevance.
Interdisciplinary Workshops: Workshops and forums to encourage cross-disciplinary collaboration and innovation within the technical community of the GCRI.

2.15.8. Relations to Other Bodies

Liaison with the Global Stewardship Board: Ensures that the technical work aligns with the GCRI's strategic goals and provides technical insights to inform decision-making at the governance level.
Coordination with Technical Councils: Guides and supports the TCs in their work, ensuring that projects are effectively managed and aligned with the GCRI's technical priorities.
Engagement with National Working Groups: Collaborates with NWGs to facilitate the implementation of GCRI standards and initiatives at the national level, ensuring global consistency and impact.

2.16. Division Directors

2.16.1. Role: Division Directors are pivotal leaders within the GCRI who oversee specific technical or thematic divisions. Their role involves guiding the research, development, and standardization activities within their respective domains, ensuring alignment with the GCRI's strategic objectives on risk management, security, privacy, and sustainability.

2.16.2. Purpose

Leading their division in the pursuit of the GCRI's mission by developing and executing division-specific strategies.
Managing the division's portfolio of projects and initiatives, ensuring they contribute to advancing global standards and practices in risk management and innovation.
Fostering an environment of collaboration and excellence within the division, encouraging innovative approaches to addressing complex challenges.

2.16.3. Composition: Each division within the GCRI is led by a Division Director, with the number of divisions reflecting the GCRI's broad areas of focus. This structure allows for specialized leadership and attention to the diverse aspects of risk management and sustainability.

2.16.4. Authority: Division Directors have the authority to:

Propose new projects and initiatives for their division, subject to approval by the Specialized Leadership Board (SLB) and, where necessary, the Global Stewardship Board (GSB).
Allocate resources within their division to support the execution of approved projects and activities.
Appoint project leads and form project teams from among the division's members.

2.16.5. Decision Making: Division Directors make decisions regarding the operational aspects of their division's work, including project prioritization, resource allocation, and strategic direction. Strategic and high-impact decisions may require consultation with the SLB and approval from the GSB.

2.16.6. Hierarchy: Division Directors report to the Specialized Leadership Board, ensuring that their division's activities are coordinated with the GCRI's overall technical strategy. They also work closely with the Central Bureau and the CEO to align operational efforts with the organization's administrative and strategic frameworks.

2.16.7. Sessions and Meetings

Division Strategy Sessions: Regularly scheduled meetings to plan and review the division's strategy, aligning projects and initiatives with the GCRI's broader goals.
Project Review Meetings: Periodic assessments of ongoing projects within the division to monitor progress, address challenges, and ensure quality and impact.
Inter-Division Collaboration Meetings: Facilitated discussions with other Division Directors and technical leaders to promote cross-divisional collaboration and leverage synergies.

2.16.8. Relations to Other Bodies

Collaboration with Specialized Leadership Board: Division Directors work under the guidance of the SLB, ensuring that divisional activities contribute to the GCRI's technical and strategic priorities.
Engagement with Technical Councils: They liaise with Technical Councils to provide expertise, guidance, and support for technical projects and initiatives.
Interaction with National Working Groups: Division Directors collaborate with NWGs to facilitate the adoption and implementation of standards and best practices developed by their division at national levels.

2.16. Division Managers

2.17.1. Role: Division Managers serve as key operational leaders within the GCRI, directly supporting Division Directors in managing the day-to-day activities of their respective divisions. They are responsible for the implementation of division strategies, overseeing project execution, and ensuring that divisional activities align with the GCRI's goals in risk management, security, privacy, and sustainability.

2.17.2. Purpose: The purpose of Division Managers includes:

Facilitating the efficient operation of division projects and initiatives, ensuring they are completed on time and within budget.
Supporting the Division Director in strategic planning and resource management.
Enhancing intra-division communication and collaboration to foster a productive and innovative working environment.

2.17.3. Composition: Each division within the GCRI is supported by one or more Division Managers, depending on the size and scope of the division’s activities. This role is critical for bridging the strategic oversight provided by Division Directors with the practical execution of divisional projects.

2.17.4. Authority: Division Managers have the authority to:

Manage the daily operational aspects of the division’s projects, including task delegation, progress monitoring, and issue resolution.
Coordinate with project leads and team members to ensure alignment with divisional goals and GCRI standards.
Represent the division in operational meetings and discussions within the GCRI framework.

2.17.5. Decision Making: Division Managers make operational decisions related to project management, resource allocation, and procedural improvements within their division. They work under the strategic direction of the Division Director and in coordination with other divisional and organizational entities.

2.17.6. Hierarchy: Division Managers report directly to the Division Director and work closely with project leads and team members. They play a critical role in ensuring that the division's strategic plans are translated into effective operational actions.

2.17.7. Sessions and Meetings

Operational Planning Meetings: Regular meetings to plan and coordinate the division’s operational activities, aligning them with strategic objectives.
Project Status Updates: Frequent sessions to review the progress of ongoing projects, address challenges, and adapt plans as necessary.
Cross-Division Coordination: Engaging with managers from other divisions to share best practices, resolve cross-divisional issues, and promote collaborative initiatives.

2.17.8. Relations to Other Bodies

Support for the Specialized Leadership Board: Division Managers facilitate the implementation of SLB-approved projects and initiatives within their division.
Interaction with Technical Councils: They collaborate with Technical Councils to provide operational support for technical projects and ensure that project outputs align with GCRI standards.
Engagement with National Working Groups: Division Managers work with NWGs to support the dissemination and adoption of divisional outputs at the national level.

2.18. Deans of Research

2.18.1. Role: Deans of Research play a pivotal leadership role within the GCRI, spearheading the organization's research strategy and agenda across various disciplines related to risk management, security, privacy, and sustainability. They ensure that research activities align with GCRI's overarching goals and contribute to the development of innovative standards and normative frameworks.

2.18.2. Purpose

Developing and overseeing the GCRI’s research strategy to ensure it addresses global challenges in risk management and sustainability.
Enhancing the GCRI's research capabilities and fostering an environment of academic excellence and innovation.
Bridging the gap between research activities and standard-setting processes to ensure that research findings are effectively translated into practical, impactful standards and policies.

2.18.3. Composition: The GCRI may appoint multiple Deans of Research, each responsible for different thematic areas or disciplines. This allows for specialized focus on various aspects of risk management and innovation, ensuring comprehensive coverage of the GCRI's research interests.

2.18.4. Authority: Deans of Research have the authority to:

Formulate research policies and priorities for the GCRI, in consultation with the Global Stewardship Board and Specialized Leadership Board.
Initiate and approve major research projects, ensuring they align with the GCRI’s strategic objectives.
Allocate resources and funding to research initiatives, drawing on the GCRI’s budget and external funding sources.

2.18.5. Decision Making: Deans of Research make strategic decisions regarding the direction of research within the GCRI, including project approval, partnerships with academic and research institutions, and the dissemination of research findings. They work closely with Division Directors and the CEO to integrate research activities with the GCRI’s operational and strategic goals.

2.18.6. Hierarchy: Deans of Research report to the CEO and the Global Stewardship Board, providing regular updates on research progress and challenges. They collaborate with Division Directors to ensure that research initiatives are effectively integrated into the GCRI’s broader mission.

2.18.7. Sessions and Meetings

Strategic Research Planning Sessions: Annual or biannual meetings to define research priorities and strategies for the forthcoming period.
Research Progress Reviews: Regular meetings to assess the progress of ongoing research projects and their alignment with the GCRI’s goals.
Interdisciplinary Research Forums: Forums or workshops to foster collaboration across different research disciplines within the GCRI and with external partners.

2.18.8. Relations to Other Bodies

Collaboration with Specialized Leadership Board: Deans of Research work with the SLB to ensure that research activities support the development of technical standards and innovation.
Engagement with Technical Councils: They coordinate with Technical Councils to inform research projects of technical challenges and opportunities in standard development.
Partnership with National Working Groups: Deans of Research collaborate with NWGs to facilitate the adoption of research findings at the national level and to gather insights on local and regional risk management challenges.

2.19. Principal Researchers

2.19.1. Role: Principal Researchers are the primary investigators responsible for conducting high-impact research projects within the GCRI. They lead specific studies or research programs focusing on risk management, security, privacy, sustainability, and other areas relevant to the GCRI's mission. Their role is to generate new insights, data, and technologies that inform the development of global standards and innovative solutions.

2.19.2. Purpose

Conducting cutting-edge research that advances the field of risk management and contributes to sustainable development goals.
Generating data and insights that support the creation and refinement of global standards and normative frameworks.
Contributing to the body of knowledge that informs policy recommendations, best practices, and technological innovations in risk management.

2.19.3. Composition: The GCRI employs a diverse group of Principal Researchers, each with expertise in specific areas of risk management, technology, environmental science, social sciences, and more. This multidisciplinary approach ensures a holistic perspective on the challenges and opportunities in risk management and innovation.

2.19.4. Authority: Principal Researchers have the authority to:

Design and implement research projects in alignment with the GCRI's strategic research agenda.
Collaborate with national and international partners to enhance the scope and impact of their research.
Recommend the integration of research findings into the GCRI's standards development and policy formulation processes.

2.19.5. Decision Making: Principal Researchers make decisions related to the methodology, execution, and dissemination of their research projects. They work autonomously within the framework of the GCRI's research priorities and are responsible for achieving their project's objectives.

2.19.6. Hierarchy: Principal Researchers report to the Deans of Research and may collaborate with SLBs, Division Directors and Technical Councils to ensure their research aligns with the GCRI’s strategic goals and operational needs.

2.19.7. Sessions and Meetings

Research Project Kickoff Meetings: To outline project objectives, methodologies, and expected outcomes at the start of new initiatives.
Progress Update Sessions: Regular meetings to report on the progress of research projects to the Deans of Research and other relevant GCRI bodies.
Research Dissemination Conferences: Events organized to share research findings with the wider GCRI community, stakeholders, and the public.

2.19.8. Relations to Other Bodies

Integration with Specialized Leadership Board (SLB): Principal Researchers work with the SLB to ensure their research supports and is integrated into the technical and standardization work of the GCRI.
Collaboration with Technical Councils: They provide technical insights and evidence-based findings to Technical Councils to guide the development of standards and policies.
Engagement with National Working Groups (NWGs): Principal Researchers may collaborate with NWGs to adapt research findings to local contexts and to gather data and insights from a wide range of geographical settings.

2.20. Lead Principal Software Engineers (LPSE)

2.20.1. Role: The LPSEs spearhead the development and implementation of cutting-edge software solutions and digital tools that facilitate risk management, enhance security and privacy measures, and support sustainability initiatives within the GCRI. They play a pivotal role in integrating advanced technology into GCRI’s research, standards setting, and normative frameworks.

2.20.2. Purpose

Designing and developing software and digital tools that support GCRI’s operational and research objectives.
Leading technology projects that align with GCRI’s focus on innovation in risk management, security, and sustainability.
Ensuring the adoption of best practices in software engineering, data security, and privacy within all GCRI technology initiatives.

2.20.3. Composition: The team of LPSEs comprises individuals with expertise in various fields of software engineering, including but not limited to, system architecture, cloud computing, AI/ML, cybersecurity, data analytics, and blockchain technology. This diversity ensures robust, secure, and innovative technology solutions that are in line with GCRI's mission.

2.20.4. Authority: Lead Principal Software Engineers have the authority to:

Lead the planning, execution, and delivery of software projects.
Make technical decisions regarding the choice of technologies, architectures, and frameworks.
Guide the software development team and collaborate with researchers and policy makers to ensure the technology aligns with GCRI’s objectives.

2.20.5. Decision Making: Decision-making responsibilities include determining the technical direction for software projects, selecting technologies and methodologies, and identifying opportunities for the application of new technologies in risk management and sustainability efforts.

2.20.6. Hierarchy: LPSEs report directly to the Technology Management Divisions (TMD) Director and the Chief Technology Officer (CTO). They coordinate closely with research teams, policy developers, and the Specialized Leadership Board (SLB) to ensure alignment of technology projects with GCRI’s strategic goals.

2.20.7. Sessions and Meetings

Technology Strategy Sessions: Regular meetings to align software development efforts with GCRI’s strategic objectives and research findings.
Project Review Meetings: Periodic reviews to assess the progress of software projects, address challenges, and ensure deliverables meet quality standards and timelines.
Innovation Workshops: Workshops to explore new technologies, discuss innovative software solutions, and foster collaboration between software engineers, researchers, and other GCRI divisions.

2.20.8. Relations to Other Bodies

Collaboration with the Specialized Leadership Board (SLB): Ensuring that software projects support the technical and research needs of the GCRI.
Engagement with Technical Councils (TC): Providing technical expertise and software solutions to support the development of standards and policies.
Interaction with Central Bureau (CB): Working with the CB to implement technology solutions that streamline operations, enhance communication, and facilitate collaboration across the GCRI.

2.21. Principal Software Engineers

2.21.1. Role: Principal Software Engineers are responsible for the technical development and maintenance of software systems that support GCRI's research, policy development, and standard-setting activities. They ensure that software solutions are robust, scalable, and secure, aligning with GCRI’s goals in risk management, security, privacy, and sustainability.

2.21.2. Purpose

Developing and maintaining software systems that facilitate the operations of GCRI.
Collaborating with research and policy teams to create software tools that aid in data analysis, simulation, and the dissemination of findings.
Enhancing the efficiency and effectiveness of GCRI's technological infrastructure through innovative software solutions.

2.21.3. Composition: This group consists of experienced software engineers with specializations across a wide range of areas, including database management, application development, cloud services, and cybersecurity. Their diverse expertise ensures the development of comprehensive software solutions that serve GCRI's multidisciplinary needs.

2.21.4. Authority: Principal Software Engineers have the authority to:

Design and implement software solutions within their project scope.
Recommend technological strategies and improvements to enhance GCRI's research and operational capabilities.
Build and lead project teams, providing technical guidance and mentorship to junior software engineers.

2.21.5. Decision Making: Their decision-making responsibilities encompass:

Selecting appropriate technologies and frameworks for software projects.
Prioritizing software development tasks and allocating resources accordingly.
Resolving technical challenges and ensuring adherence to software development best practices.

2.21.6. Hierarchy: Principal Software Engineers typically report to Lead Principal Software Engineers or directly to the Director of the Technical Management Divisions (TMD), coordinating closely with project managers and division directors to align software development efforts with organizational objectives.

2.21.7. Sessions and Meetings

Technical Strategy Sessions: Meetings to discuss the integration of new technologies and methodologies into GCRI’s software development practices.
Software Development Reviews: Regular sessions to evaluate progress on current projects, share knowledge, and address technical hurdles.
Cross-Division Collaboration Meetings: Engagements with other GCRI divisions to understand their software needs and explore collaborative solutions.

2.21.8. Relations to Other Bodies

Support for Technical Councils (TC): Providing technical expertise and software solutions to assist in the research and development of standards.
Cooperation with the Specialized Leadership Board (SLB): Aligning software development projects with GCRI's strategic initiatives and technical goals.
Integration with National Working Groups (NWGs): Ensuring that software tools and platforms meet the diverse needs of GCRI's global community, facilitating participation and collaboration across national boundaries.

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