- Does your organization have a risk management program aimed at third party vendors that store, process or have access to vendors are applying appropriate security measures?
- Does your organization have an individual who is accountable for information security and who defines security processes, risk management processes and enforcement vehicles for your organization?
- Does your organization have one or more policies and/or procedures describing how near miss report information is incorporated into future risk management assessments, as appropriate?
- Does the senior responsible officer have access to sufficient risk management capability to provide assurance that risks to successful implementation will be dealt with effectively?
- Does your organizations risk management process help executives and boards see related risks emerging across different silos of the business that might snowball into bigger, enterprise wide issues?
- How do your organization leaders use climate related risk assessments to inform your organizations business continuity program, risk management systems and overall business strategy?
- How does your information security risk management (ISRM) mediate the relation between IT capabilities and organization performance?
- Does your organization have mechanisms in place to ensure communication of outcomes from the risk management and board assurance framework BAF to inform your organization of issues arising?
- How does your organization secure its operation and mitigate any risk or disruption from legislation, regulation, security and any other business threats?
- What exposure data, policy data information and loss information along with other risk management data do you manage and how far back?
- How do you ensure your ERM process will help management identify and manage a significant risk event impacting your organizations reputation and brand?
- What added value does ISO 31000 bring to your organizations risk management program?
- Does your organization has a risk management program across all programs and operations?
- How have changes over time in the frequency of hacking and other intentional forms of security threats affected the validity of your organizations information systems risk management taxonomies?
- How does risk management provide executives with the risk intelligence needed to inform decisions and increase confidence in business strategies?
- Have you developed a continuous monitoring strategy for the information systems (including monitoring of security control effectiveness for system-specific, hybrid, and common controls) that reflects the organizational risk management strategy and organizational commitment to protecting critical missions and business functions?
- Does your organization have the requisite risk management skills required to formalize a risk assessment process?
- Do you have an ICT and security risk management framework in place, which includes ICT and related cyber risks and respective risk tolerance levels and defined mitigation actions?
- Does your organization conduct a regular review of third party risk management policies and programs to ensure they address the ever changing landscape of third party risk and regulations?
- How do you ensure to link Business Continuity Planning with existing risk management in your organization?
- For those cost drivers outside your organizations control, how does your organization develop risk management practices and feedback loops to eliminate or mitigate the impact of cost increases?
- Do you have a clearly defined organizational structure in order to sustain the risk management process?
- How is your organization managing accessibility, is there a level of risk management in place?
- How do you improve the effectiveness of security and risk management programs as well as clearly articulate the connection between IT risks and business impact?
- Does your organization have an effective risk management system that clearly establishes roles and responsibilities, expectations and goals, while holding management accountable?
- Does the information presented to the central risk management function accurately capture the risks of particular exposures or products?
- How does your organizations risk management methodology(s) provide for the monitoring of required actions to ensure both the effectiveness and timeliness of implementation?
- Is there a particular practice, framework, guidance or system that your organization has deployed on cyber risk management?
- Do your organizations culture, code of conduct, human resource policies and performance reward systems support the business objectives and risk management and internal control system?
- Does management make use of opportunities to integrate risk management with other management processes, as strategic planning, business planning, annual budget reviews, new program approval, etc?
- What systems exist to link risk management to audit and other internal control systems, and how collectively do they ensure integrity in how your organizations finances are governed and managed?
- How is your incident prevention process developed to proactively use information available to complement Information Security risk management in your organizations
- Does the risk management process prompt management to look outside your organization for external events, including disruptive innovation, that might trigger risks for the enterprise?
- How much authority does the risk management staff have to compel the line units to comply with both the boards policies and the risk management staffs policies?
- Is there a program of induction and regular training in place to ensure that managers across your organization have an adequate knowledge of risk management and how it is applied within your organization?
- Where does responsibility for strategic fraud risk management lie within your organization, and what role does internal audit have in prevention, detection, and investigation of fraud?
- How did your organization develop and implement the risk management Procedures and Programs; including Risk Identification, Risk Analysis, Risk Evaluation and Risk Treatment techniques?
- Do your organizations management information systems capture and provide reliable, timely and relevant information sufficient to support effective enterprise risk management?
- Does your management team review your safety and health performance and ensure safety and health risk management systems are in place and remain effective?
- Does your risk analysis solution identify, value and prioritize ALL reasonably anticipated risks to ensure you may then create a robust, prioritized risk management plan?
- Does your organization have board oversight of climate related risk (with board members who have seen papers on this topic), and is senior management responsible for climate related risks?
- What is done to ensure that any approaches to risk management adopted are current and that knowledge of changing risks and how they might best be addressed are up to date?
- On which operational risks should your organization focus in its risk management according to FMEA, in order to reduce the risks to the critical processes?
- Does the existing risk management process frame the task of identifying risks from your organizations core value drivers and new strategic initiatives in the strategic plan?
- When a risk is retired, do you review the history of the risk to record any lessons learned regarding the risk management processes used, is the team essentially asking itself: what, if anything, would you have done differently and why?
- Is your organizations approach to governance, risk management and compliance integrated, holistic and organization wide across the four components of strategy, processes, people and technology?
- Has your organization appointed a Chief Risk Officer/Head of Risk and, has this appointment improved or is likely to improve risk management practices in your organization?
- Are the roles and responsibilities of the first, second, and third lines of defense (the business units, the risk management and internal audit functions) explicitly defined?
- Can your organizations compliance function respond to, and quickly address, changes in the regulatory and/or industry risk management environment as well as changes to your organizations business models?
- How effective are your governance frameworks (including corporate risk management and internal audit) in helping you identify and manage key risks to your organizational goals?
- Is risk management (culture, process and structures) in your organization connected to corporate strategy, and is it driven from the board and not seen as a compliance exercise?
- To what extent is the information generated by your organizations risk management processes highly valued by senior leadership and the board for strategic decision making?
- In managing risk to financial reporting, do functional business managers/staff in your organization actively perform, or contribute to decision making in, any risk management activities?
- How do risk analysis and risk management inform your organizations decision making processes for long-range system planning, major project description and cost estimation, priority programming, and project development?
- Do you apply independently validated security and risk management controls over your testing process, all relevant people involved, key aspects of target systems and any client data affected?
- Are risk management and code change controls up-to-date with regulation and commensurate to the risk appetite of organizations and the risks specific to organizations algorithms, strategies and systems?
- Does the risk management process encourage executives to think not only about short term emerging risks and also longer term horizon risks that may emerge several years out?
- How do you raise awareness of risk management concepts and techniques to enable your enterprise to identify risk and develop an appropriate plan to manage potential threats?
- Are risk management processes adequately robust to ensure risks associated with the operations of contracts, delivery of outputs can be identified, quantified, managed and monitored?
- How do you monitor and evaluate changes in the external environment and impact on your organizations strategy and risk management practices?
- Do risk management policies and procedures include information on when to consider and how to apply cost benefit analysis in balancing risk management and operating effectiveness?
- How do you ensure that risk management is an integral part of the planning and day to day operations of individual business units?
- Does your organization include risk management processes in policy decisions, as implementation of a new specification, design requirement, or other related elements?
- How do you ensure risk management information supports the decision making of executive / management teams?
- How do you ensure governance, risk management and capability development across partnered business arrangements, or in business models that involve several departments?
- How do you articulate the business value of security and risk management investments/projects?
- How do you assess whether risks are undermining benefits and a risk management program may be necessary?
- How do you better use risk management tools to assess and manage risk properly?
- How do you ensure alignment between your organizations strategic objectives and your risk management and compliance policies?
- Does your organization disclose risk management programs and designate personnel to speedily respond to legal and reputational issues arising from its operations and products?
- How can demand response and intermittent resources be integrated into the risk management practices of your organization and ultimately lead to greater stability of cash flow?
- How do you know that all staff are applying health and safety and risk management procedures effectively?
- How can better climate change knowledge/ information be provided to create a better understanding of climate risk to facilitate the creation of improved and correctly priced risk management products?
- How do you manage and report on your information risk management practices?
- Do the internal review and evaluation processes, including performance reviews and internal audits, take account of your organizations philosophy towards risk management when evaluating performance?
- Does the risk management methodology provide for appropriate metrics for assessing and quantifying significant measurable risks and incorporating risk into corporate decision making?
- Is there an up to date risk management strategy and policy, providing a consistent framework for your organization including risk appetite and methodologies for assessing risk?
- How do you use your risk management process to get an in depth understanding of your products and process, probability and frequencies?
- Does your organization integrate risk management activities across the supply chain and create an executive group capable of defining new policies in an era of transformed, globalized markets?
- Are the contracts with your third parties periodically reviewed to ensure that contractual terms are appropriate to organizational risk management and governance expectations?
- Are there structured training programs to ensure that all staff are provided with adequate quality, safety and risk management information, instruction and training appropriate to their role?
- Does the internal audit activity evaluate and contribute to the improvement of governance, risk management and control processes, using a systematic and disciplined approach?
- Is there a formal risk management program with clear goals and objectives and documented policies and procedures that enable staff to understand the concepts behind risk management?
- How do you know that your risk management program is effective?
- How do you support security risk management with a targeted approach for security threat analysis?
- How do you develop and implement an effective compliance plan that is also a risk management tool?
- How did you implement a truly best practice supplier risk management program without bringing the process to a grinding halt?
- How do you provide assurance of strong information risk management and governance?
- How do you balance the total comprehensive view of security risk management that incorporates safety as well as privacy?
- How do you adjust your risk management methodology to allow the business to be innovative and yet still reduce risk to your organization?
- How do you perceive the role of cloud computing in contributing to risk management or business resilience planning?
- How do you determine that the risk management plan for AI is being fully implemented?
- How do you evaluate the use of risk management methods in the phases of a project?
- How do you remain relevant and resilient for all hazards security risk management in fluid risk and organizational change scenarios?
- How effective is your corporate process to reassess the effectiveness of your risk management processes and periodically reassess the acceptability of risk acceptance decisions?
- How do you know how much risk management is enough?
- How do your corporate governance rules shape the internal control practice and the risk management practice and the role played by the internal auditors in the internal control and the risk management?
- Is the status of projects reported regularly to key stakeholders, including progress against timeline and budget, risk management results and status, issue management results and status?
- If a specific risk management person or group is charged with your overall program, what are the competencies required to ensure adequate background in this or such roles?
- How do you measure the effectiveness and impact of new risk management activities?
Bachelor of Commerce - BCom from Nizam College at Hyderabad Public School
2 年??