Scenario 6:
Trunroll is a fast-food chain headquartered in Chicago, Illinois, specializing in wraps, burritos, and quick-serve snacks through both company-owned and franchised outlets across several states. Recently, the company identified two major risks: increased dependence on third-party delivery platforms that could disrupt customer service if contracts were to fail or fees rose sharply, and stricter health and safety inspections that might expose vulnerabilities in hygiene practices across certain franchise locations. Therefore, the top management of Trunroll adopted a structured risk management process based on ISO 31000 guidelines to systematically identify, assess, and mitigate risks, embedding risk awareness into daily operations and strengthening resilience against future disruptions.
To address these risks, Trunroll outlined and documented clear actions with defined responsibilities and timelines. Regarding the dependence on third-party delivery platforms, the company decided not to move forward with planned partnerships with third-party delivery apps, as the risk of losing control over the customer experience and rising costs outweighed the potential benefits.
To address stricter health inspections across franchises, Trunroll invested in stronger hygiene protocols, mandatory staff training, and upgraded monitoring systems to reduce the likelihood of violations. Yet, management understood that some exposure would remain even after these measures. To address this risk, they decided to use one of the insurance methods, reserving internal financial resources to cover unexpected losses or penalties, ensuring the remaining risk was managed within acceptable boundaries.
Additionally, Trunroll set up a cloud-based platform to document and maintain risk records. This allowed managers to log supplier inspection results, training outcomes, and incident reports into one secure system, while also providing flexibility to update and scale applications as needed without managing the underlying infrastructure. In doing so, Trunroll ensured that all risk-related information is documented in progress reports and incorporated into mid-term and final evaluations, with risk management being updated regularly to monitor changes and treatments.
Based on the scenario above, answer the following question:
Trunroll documented all risk-related information in progress reports and incorporated it into mid-term and final evaluations. Which organizational level for risk reporting did they consider in this case?

• A. Corporate level
• B. Program/unit level
• C. Individual level
• D. Project level

Scenario 3:
NovaCare is a US-based healthcare provider operating four hospitals and several outpatient clinics. Following several minor system outages and an internal assessment that revealed inconsistencies in security monitoring tools, top management recognized the need for a structured approach to identify and manage risks more effectively. Thus, they decided to implement a formal risk management process in line with ISO 31000 recommendations to enhance safety and improve resilience.
To address these issues, the Chief Risk Officer of NovaCare, Daniel, supported by a team of departmental representatives and risk coordinators, initiated a comprehensive risk management process. Initially, they carried out a thorough examination of the environment in which risks arise, defining the conditions under which potential issues would be assessed and managed.
Afterwards, Daniel and the team explored potential risks that could affect various departments. Using structured interviews and brainstorming workshops, they gathered potential risk events across departments.
Based on the scenario above, answer the following question:
In Scenario 3, what risk management activity did Daniel and the team conduct using structured interviews and brainstorming workshops?

• A. Risk analysis
• B. Risk treatment
• C. Risk identification
• D. Risk evaluation

According to ISO 31000, how can top management and oversight bodies demonstrate their commitment to risk management?

• A. By delegating all risk responsibilities to operational managers
• B. By relying on external experts to handle all risk-related matters
• C. By avoiding formal documentation to maintain flexibility in risk management practices
• D. By developing and communicating a clear policy that expresses the organization's objectives and commitment to risk management

A risk manager wants to improve organizational resilience by embedding climate-related considerations into performance measures, while also fostering open communication about risks across all levels of the organization. Which of the following practices are they considering?

• A. Commitment to ongoing learning and strengthening of collaboration
• B. Integration of sustainability and promotion of risk culture
• C. Risk avoidance and risk transfer strategies
• D. Adoption of new technologies and focus on compliance