This document discusses an enterprise risk management project for Stora Enso. It includes questions about a likelihood-impact table, risk scores, prioritizing risks, risk aggravating factors, and risk mitigation strategies. The priority risks from highest to lowest are Risk 3 due to its high financial and non-financial impact, Risk 2 due to inefficient manufacturing processes and brand loss, Risk 4 due to immediate closure of the night shift, Risk 1 due to data security breach and high financial impact, and Risk 5 due to the lowest financial impact and no negative brand impact.
This document discusses an enterprise risk management project for Stora Enso. It includes questions about a likelihood-impact table, risk scores, prioritizing risks, risk aggravating factors, and risk mitigation strategies. The priority risks from highest to lowest are Risk 3 due to its high financial and non-financial impact, Risk 2 due to inefficient manufacturing processes and brand loss, Risk 4 due to immediate closure of the night shift, Risk 1 due to data security breach and high financial impact, and Risk 5 due to the lowest financial impact and no negative brand impact.
This document discusses an enterprise risk management project for Stora Enso. It includes questions about a likelihood-impact table, risk scores, prioritizing risks, risk aggravating factors, and risk mitigation strategies. The priority risks from highest to lowest are Risk 3 due to its high financial and non-financial impact, Risk 2 due to inefficient manufacturing processes and brand loss, Risk 4 due to immediate closure of the night shift, Risk 1 due to data security breach and high financial impact, and Risk 5 due to the lowest financial impact and no negative brand impact.