On October 22, 2024, McDonald’s USA announced that contaminated slivered onions on Quarter Pounders had caused an E. coli O157:H7 outbreak across 14 states. Taylor Farms initiated a voluntary recall the same day. By the time the CDC declared the outbreak over on December 3, 2024, 104 people had been infected, 34 hospitalized, four had developed HUS, and one older adult in Colorado had died.
Key Risk Indicators for Operations Departments would have flagged the trajectory (supplier quality DPPM, recall-event count, customer-complaint root-cause closure, supplier audit findings open, FSMA preventive-controls gaps) carry through to every US food, pharma, consumer-goods, and healthcare ops organization in 2026.
The McDonald’s outcome turned supplier quality KRIs into a CMO-and-COO-and-board joint paper.
| Key Takeaways |
| A 2026 program of Key Risk Indicators for Operations Departments covers six categories: production and manufacturing operations, service delivery and customer operations, quality and EHS / safety, workforce and labor operations, facilities / maintenance / capacity, and business continuity and resilience. |
| McDonald’s announced on October 22, 2024 that contaminated slivered onions on Quarter Pounders had caused an E. coli O157:H7 outbreak across 14 states. By the time the CDC declared the outbreak over on December 3, 2024, 104 people had been infected, 34 hospitalized, and one older adult in Colorado had died. Taylor Farms initiated a voluntary recall the same day. |
| The 2024 Boeing machinists’ strike ran from September 13 to November 4, 2024. About 33,000 IAM District 751 members halted production of the 737, 777, and 767 jets for 53 days. Boeing reported approximately $5.5 billion in costs. Workers ratified a contract with a 38% wage increase over four years and a $12,000 ratification bonus. |
| World-class manufacturing OEE benchmarks place 85% as the target. Average US plants run 60-70% OEE; below 60% is a watchlist condition. Unplanned downtime above 10% of available time, scrap rate above 2%, and TRIR above 1.5 each cluster on most COO dashboards as standing red-band thresholds. |
| The DOJ Evaluation of Corporate Compliance Programs (refreshed September 2024) makes operational risk-management effectiveness an evidence-based test. Boards now expect KRI dashboards that map to ECCP design / application / access-to-resources for the operational footprint. |
| Standards: ISO 9001:2015 quality, ISO 14001:2015 environmental, ISO 45001:2018 occupational health and safety, ISO 22301:2019 business continuity, ISO 31000:2018, OSHA 29 CFR Part 1910, the FDA FSMA Preventive Controls rule, and the Lean / Six Sigma OEE framework anchor the program. |
| Most US Fortune-500 operations organizations run 35 to 50 Key Risk Indicators for Operations Departments, with 8 to 12 elevated to the audit-and-risk committee or full board each quarter. Tracking fewer than 25 leaves blind spots; tracking more than 60 dilutes attention. |
Workforce operations matched the spotlight. The 2024 Boeing machinists’ strike ran 53 days from September 13 to November 4, 2024, halting production of the 737, 777, and 767 jets. About 33,000 IAM District 751 members walked out.
Boeing reported approximately $5.5 billion in costs. The contract ratified November 4 included a 38% wage increase over four years and a $12,000 ratification bonus.
Six categories anchor the dashboard below: production and manufacturing operations, service delivery and customer operations, quality and EHS / safety, workforce and labor operations, facilities / maintenance / capacity, and business continuity and resilience.
Each set of Key Risk Indicators for Operations Departments ties to ISO 9001:2015, ISO 45001:2018, ISO 22301:2019, or ISO 31000:2018. A US chief operating officer can pull the thresholds straight into the next quarterly audit-committee paper.
Figure 1. Key Risk Indicators for Operations Departments distributed across six categories used in US chief operating officer organizations.
What Are Key Risk Indicators for Operations Departments?
An operations Key Risk Indicator is a leading metric that flags a production failure, a service disruption, a quality or safety event, a labor action, a capacity shortfall, or a continuity gap before the audit committee, the regulator, the customer, or the press finds out first.
Operations risk covers the loss exposure tied to making or delivering the product or service the business sells.
KPIs measure progress against the operations plan target. Key Risk Indicators for Operations Departments measure exposure against a documented tolerance.
The same metric (OEE, downtime, NPS, on-time delivery) can play either role depending on whether it is reported against a plant or service-team target or a board-approved risk threshold.
Useful Key Risk Indicators examples on an operations dashboard share four traits. They are measurable, owned by one named officer (COO, head of manufacturing, head of customer operations, head of EHS, head of facilities, head of business continuity), calibrated to a green / amber / red threshold, and they move ahead of the line stoppage or recall rather than after it.
How Key Risk Indicators for Operations Departments Differ from KPIs
| Attribute | Key Performance Indicator (KPI) | Operations Key Risk Indicator (KRI) |
| Direction | Measures progress against the operations plan (units produced, on-time delivery, throughput, NPS, FCR, cost per unit) | Measures exposure against tolerance (unplanned downtime %, OEE gap, recall events, TRIR, supplier DPPM, MTBF on critical assets, BCM test aging) |
| Time view | Lagging or current performance against the operations scorecard | Leading early-warning signal of recall, OSHA citation, customer-SLA breach, capacity shortfall, or business-interruption event |
| Trigger | Operations review, daily / weekly stand-up, monthly business review | Operations risk committee paper, audit-committee paper, board reporting, 10-Q legal-proceedings or operations risk-factor disclosure |
| Owner | COO, plant manager, head of customer ops, head of EHS, facilities lead | COO and chief risk officer; reported to the audit committee or risk committee |
| Reference | Annual operations plan, OKRs, S&OP, balanced scorecard, lean / TPM dashboards | ISO 9001:2015, ISO 14001:2015, ISO 45001:2018, ISO 22301:2019, ISO 31000:2018, OSHA 29 CFR 1910, FDA FSMA, Lean / Six Sigma OEE framework |
Production and Manufacturing Operations Key Risk Indicators for Operations Departments
World-class OEE sits at 85%; the average US plant runs 60-70%. Production-and-manufacturing-operations KRIs read OEE, unplanned downtime, scrap rate, first-pass yield, throughput vs. plan, and the inventory days that decide whether the next quarter’s S&OP holds.
Top 10 Production and Manufacturing Operations Key Risk Indicators for Operations Departments
| Production / Manufacturing KRI | Green threshold | Amber threshold | Red threshold |
| Overall Equipment Effectiveness (OEE) | >=80% | 65-79% | <65% |
| Unplanned downtime (% available time) | <5% | 5-10% | >10% |
| First-pass yield | >=98% | 92-97% | <92% |
| Scrap rate (% of input) | <2% | 2-5% | >5% |
| Rework rate (% of effort) | <5% | 5-15% | >15% |
| Throughput vs. plan | +/-5% | 5-15% | >15% |
| On-time delivery to customer | >=95% | 85-94% | <85% |
| Inventory days vs. plan | +/-5 | 5-15 | >15 |
| Stock-out events (qtr) | <3 | 3-7 | >7 |
| Cost per unit variance vs. plan | +/-3% | 3-10% | >10% |
Unplanned downtime above 10% of available time is the production KRI most US COOs under-watch. World-class plants hold below 5%; the average US plant runs 7-10%. A plant crossing 10% has a maintenance, training, or supplier-quality problem the next OEE review will surface.
Service Delivery and Customer Operations Key Risk Indicators for Operations Departments
Customer operations runs on SLAs the moment the contract is signed. Service-delivery-and-customer-operations KRIs read first-call resolution, response and resolution times, SLA breaches, complaint root-cause closure, and the customer-effort and CSAT signals that decide whether the next renewal comes back.
Top 9 Service Delivery and Customer Operations Key Risk Indicators for Operations Departments
| Service Delivery / Customer Ops KRI | Green threshold | Amber threshold | Red threshold |
| Customer SLA compliance | >=95% | 85-94% | <85% |
| Average response time vs. SLA (sec) | <=plan | +10-25% | >+25% |
| First-call resolution rate | >=80% | 65-79% | <65% |
| Customer complaint volume / 1,000 | <5 | 5-15 | >15 |
| Complaint root-cause closure (days) | <30 | 30-60 | >60 |
| Service-credit payouts (qtr $) | <$50k | $50-250k | >$250k |
| Escalation rate to L2 / L3 | <10% | 10-25% | >25% |
| Backlog aging > 30 days | <5% | 5-15% | >15% |
| Repeat contacts on same issue | <10% | 10-25% | >25% |
Figure 2. US operations failure data points 2024 driving the Key Risk Indicators for Operations Departments that belong on a 2026 audit-committee paper.
Quality and EHS Safety Key Risk Indicators for Operations Departments
McDonald’s E. coli outbreak ran from a slivered-onion DPPM that escaped supplier-quality controls into 14 states and 104 illnesses inside three weeks. Quality-and-EHS-safety KRIs read TRIR, near-miss volume, recall events, supplier DPPM, regulatory findings, and the customer-safety incident count that turns a regional event into a national headline.
Top 9 Quality and EHS Safety Key Risk Indicators for Operations Departments
| Quality / EHS / Safety KRI | Green threshold | Amber threshold | Red threshold |
| Total Recordable Incident Rate (TRIR) | <1.0 | 1.0-2.0 | >2.0 |
| Days Away Restricted Transferred (DART) | <0.6 | 0.6-1.2 | >1.2 |
| Lost-time injury frequency rate (LTIFR) | <1.0 | 1.0-2.0 | >2.0 |
| Near-miss reports per 200k hours | >=10 | 5-9 | <5 |
| Recall events (rolling 12 mo) | 0 | 1 | >1 |
| Customer-reported safety incidents | 0 | 1-2 | >2 |
| Supplier DPPM (defects per million) | <500 | 500-2000 | >2000 |
| OSHA / EPA findings open | <3 | 3-7 | >7 |
| Environmental release events | 0 | 1-2 | >2 |
Customer-reported safety incidents stay on the dashboard for the full year after a single event.
A consumer-goods, pharma, food, or medical-device operation with one customer-reported safety incident in 12 months should expect a follow-on insurance, supplier-audit, customer-trust, and regulator-scrutiny hit that drives the next operations plan.
Workforce and Labor Operations Key Risk Indicators for Operations Departments
Boeing’s 53-day strike cost the company about $5.5 billion. Workforce-and-labor-operations KRIs read voluntary attrition on critical roles, vacancy aging, contract-bargaining cycle status, absenteeism, training completion, and the engagement signals that decide whether the next ratification vote passes the first time.
Top 8 Workforce and Labor Operations Key Risk Indicators for Operations Departments
| Workforce / Labor KRI | Green threshold | Amber threshold | Red threshold |
| Voluntary attrition (frontline ops) | <10% | 10-20% | >20% |
| Critical-role vacancies > 30 days | <5 | 5-15 | >15 |
| Absenteeism rate (rolling 90 d) | <3% | 3-7% | >7% |
| Mandatory safety-training completion | 100% | 95-99% | <95% |
| Open grievances aging > 30 days | <5 | 5-15 | >15 |
| CBA / labor contract cycle aging (mo) | <24 | 24-36 | >36 |
| Strike-vote authorizations active | 0 | 1 | >1 |
| Engagement / pulse score (YoY) | Stable | -1 to -5 | <-5 |
Figure 3. Illustrative threshold dashboard showing Key Risk Indicators for Operations Departments across categories with green / amber / red bands.
Facilities, Maintenance and Capacity Key Risk Indicators for Operations Departments
Facilities-maintenance-and-capacity KRIs read MTBF on critical assets, planned-maintenance compliance, capacity utilization, energy intensity, deferred-maintenance backlog, and the asset-criticality coverage that decides which line stops next.
Top 9 Facilities, Maintenance and Capacity Key Risk Indicators for Operations Departments
| Facilities / Maintenance / Capacity KRI | Green threshold | Amber threshold | Red threshold |
| Critical-asset MTBF (days) | >=120 | 60-119 | <60 |
| Planned-maintenance compliance | >=95% | 85-94% | <85% |
| Maintenance backlog aging > 30 days | <10 | 10-30 | >30 |
| Capacity utilization vs. plan (%) | 75-95% | 60-75% / 95-100% | <60% / >100% |
| Energy intensity vs. baseline (kWh/unit) | +/-3% | +3-10% | >+10% |
| Critical-spare-part stock-out events | 0 | 1-3 | >3 |
| Single-line dependency (% of throughput) | <35% | 35-60% | >60% |
| Asset-criticality assessment aging (mo) | <12 | 12-24 | >24 |
| Capex deferral vs. plan (%) | <10% | 10-25% | >25% |
Business Continuity and Resilience Key Risk Indicators for Operations Departments
ISO 22301:2019 anchors the BCMS expectation. Business-continuity-and-resilience KRIs read tabletop and full-scale exercise cadence, RTO and RPO achievement on test, BIA refresh aging, single-point-of-failure inventory, and the cyber-and-physical scenario coverage that decides recovery time when the next event lands.
Top 9 Business Continuity and Resilience Key Risk Indicators for Operations Departments
| BCM / Resilience KRI | Green threshold | Amber threshold | Red threshold |
| Tabletop / DR test cycle aging (months) | <6 | 6-12 | >12 |
| RTO achievement on tabletop tests | >=95% | 85-94% | <85% |
| RPO achievement on backups (% data) | >=99% | 95-98% | <95% |
| BIA refresh aging (months) | <12 | 12-24 | >24 |
| Single-point-of-failure inventory open | <5 | 5-15 | >15 |
| Crisis-management training completion | 100% | 85-99% | <85% |
| Insurance gap on critical assets ($M) | <$10M | $10-50M | >$50M |
| Vendor BCM SOC / ISO coverage on tier-1 | >=95% | 80-94% | <80% |
| Recovery-time objective on disruption | <=plan | +1-3 d | >+3 d |
Single-point-of-failure inventory above 15 open is the BCM KRI most US operations programs under-watch.
The McDonald’s E. coli case ran through a single supplier on slivered onions; Boeing’s strike halted three commercial-jet lines plus military derivatives. Track SPOF inventory monthly and remediate in priority order.
How to Implement Key Risk Indicators for Operations Departments
Standing up an operations KRI program is a six-step exercise inside the wider enterprise risk management framework. The reference texts are ISO 9001:2015, ISO 45001:2018, ISO 22301:2019, and ISO 31000:2018.
Six Steps to Deploy Key Risk Indicators for Operations Departments
- Step 1. Anchor in the operations taxonomy: Tie each KRI to one of the six categories so dashboard movement maps to a treatable exposure rather than a daily-stand-up talking point.
- Step 2. Calibrate thresholds: Set green / amber / red bands using internal trend, peer benchmarks (Lean / Six Sigma OEE, OSHA TRIR averages, ANSI / ISO 22301 BCM), and the audit-committee-approved risk appetite statement.
- Step 3. Assign owners: Every KRI gets one named officer. Production KRIs go to plant managers; service-delivery KRIs to head of customer ops; quality / EHS KRIs to head of quality and head of EHS; workforce KRIs to ops HR; facilities KRIs to facilities lead; BCM KRIs to head of business continuity.
- Step 4. Define escalation: Document what happens at each band: who is notified, the response window, the operations risk committee trigger, the audit-committee trigger, and the full-board paper threshold. Align with the legal team’s recall, OSHA, and EPA response playbooks.
- Step 5. Automate collection: Pull data from the MES, ERP, CMMS, EHS / safety platform, ITSM, customer ticketing, supplier-quality system, BCM tool, and HRIS into a single operations KRI workbench updated daily for production and weekly for compliance and BCM.
- Step 6. Review weekly and quarterly: Operations leadership reviews KRIs daily for production and safety, weekly for service-delivery and quality, monthly at the operations risk committee, and quarterly at the audit-and-risk committee or board. Recalibrate thresholds at each annual ISO surveillance audit and after any material recall, OSHA citation, or BCM event.
Common Pitfalls in Key Risk Indicators for Operations Departments
Implementation failures around Key Risk Indicators for Operations Departments repeat at every operations footprint.
Fortune 500 manufacturers, multi-site service businesses, and 200-person regulated firms alike, the traps below show up in OSHA citations, FDA Form 483s, EPA enforcement notices, BCM exercise post-mortems, and 10-Q operations risk-factor disclosures.
| Pitfall | Root cause | Remedy |
| Throughput as the only metric | Operations reduced to units-out-the-door reporting | Track OEE, unplanned downtime, and quality KRIs alongside throughput; pair with TRIR and recall events on the same paper |
| Near-miss silence as good news | Plants that record zero near-misses celebrated rather than investigated | Set a near-miss reporting target of >=10 per 200k hours; investigate any plant with <5 (under-reporting indicator) |
| Supplier DPPM blind spot | Supplier quality tracked annually at the audit, not continuously | Track supplier DPPM monthly; surface any tier-1 supplier above 2,000 DPPM as a single-threshold red KRI |
| BCM tested but not measured | Tabletops run; results not tracked; RTO / RPO never recalibrated | Track tabletop / DR cycle aging, RTO / RPO achievement on test, and BIA refresh aging as standing KRIs |
| Capacity-utilization sweet spot ignored | Utilization tracked as a single number; nobody flags <60% (idle) or >100% (overload) | Set utilization green band at 75-95%; both extremes (idle and overload) flag amber / red |
| Recall as a one-off | Recall handled as a press event; root-cause closure not measured | Track recall events, customer-reported safety incidents, and complaint root-cause closure as standing KRIs |
| Vanity dashboards | Beautiful charts no committee acts on | Tie each amber / red band to a triggered action; track action closure as a meta-KRI |
Frequently Asked Questions About Key Risk Indicators for Operations Departments
What are the most important Key Risk Indicators for Operations Departments?
The seven most important Key Risk Indicators for Operations Departments are Overall Equipment Effectiveness (OEE), unplanned downtime as a percentage of available time, customer SLA compliance, Total Recordable Incident Rate (TRIR), recall events (rolling 12 months), voluntary attrition on frontline operations, and tabletop / DR test cycle aging.
Together they cover the dominant 2026 operations risk drivers across production, service delivery, safety, workforce, and continuity. Add 25 to 40 more across the six categories for a complete COO program.
How many Key Risk Indicators for Operations Departments should an organization track?
Most US Fortune-500 operations organizations run 35 to 50 Key Risk Indicators for Operations Departments in total, with 8 to 12 elevated to the audit-and-risk committee or full board each quarter. Tracking fewer than 25 leaves blind spots that surface in the next OSHA citation, FDA Form 483, or 10-Q risk-factor amendment.
Tracking more than 60 invites monitoring fatigue and dilutes board attention. The right number scales with site count, regulatory tier (FDA, OSHA, EPA, FSMA), and customer-SLA exposure, not with the size of the MES or EHS platform catalog.
How do Key Risk Indicators for Operations Departments differ from KPIs?
Key Risk Indicators for Operations Departments measure exposure against a tolerance, while KPIs measure progress against a plan target. A KPI tells the plant manager whether throughput hit the daily plan. A KRI tells the audit committee whether OEE, unplanned downtime, or supplier DPPM is heading toward a recall, an OSHA citation, or a customer-SLA penalty.
The same metric (OEE, downtime, on-time delivery, NPS) can serve both purposes if its threshold (KRI) and target (KPI) are documented separately and reported side by side in the operations risk-committee paper.
Which standards govern Key Risk Indicators for Operations Departments?
The dominant references are ISO 9001:2015 (quality), ISO 14001:2015 (environmental), ISO 45001:2018 (occupational health and safety), ISO 22301:2019 (business continuity), ISO 31000:2018, OSHA 29 CFR Part 1910, the FDA FSMA Preventive Controls rule, and the Lean / Six Sigma OEE framework.
US public companies add SEC operations and supply-chain risk-factor disclosure rules. Healthcare and pharma add FDA cGMP (21 CFR 210/211/820).
Food adds FSMA. Defense contractors add CMMC 2.0 and DCMA quality. Utilities add NERC CIP. Critical infrastructure adds CISA cybersecurity-physical convergence guidance.
How often should Key Risk Indicators for Operations Departments be reviewed?
Operations KRIs should be measured continuously where the MES, CMMS, ERP, EHS platform, and customer ticketing system permit.
Operations leadership reviews them daily for production and safety, weekly for service-delivery and quality, monthly at the operations risk committee, and quarterly at the audit-and-risk committee.
Production, downtime, and safety KRIs warrant real-time alerts. Recall and supplier-DPPM KRIs run on weekly cycles. BCM, capex, and labor KRIs anchor on monthly cycles.
Recalibrate thresholds at each annual ISO surveillance audit, after any major recall or OSHA citation, and at the start of each strategic-plan refresh.
How does the McDonald’s E. coli outbreak change Key Risk Indicators for Operations Departments?
The October 2024 McDonald’s outbreak moved supplier DPPM, recall events, customer-reported safety incidents, single-supplier dependency on critical inputs, and FSMA preventive-controls audit findings from generic supplier-management entries to monthly board-paper KRIs across most US food, pharma, consumer-goods, and healthcare operations.
Boards now read supplier-quality KRIs on the same paper as throughput and TRIR. The next FDA Form 483 or CDC outbreak investigation gets the same treatment as an OSHA recordable.
The Taylor Farms recall ran through a single ingredient line at a single supplier; SPOF inventory and second-source qualification are now standing KRIs.
How do Key Risk Indicators for Operations Departments handle labor risk?
Workforce and labor KRIs entered most US Fortune-500 operations dashboards after the 2024 Boeing strike. CBA / labor contract cycle aging, strike-vote authorizations active, voluntary attrition on frontline operations, open grievances aging, and engagement / pulse score now sit on quarterly audit-committee papers alongside production and safety.
Most US operations organizations review labor KRIs at the same cadence as financial covenants: monthly internal, quarterly board.
The 53-day Boeing strike at $5.5 billion in cost made labor disruption a top-3 operations risk for any unionized US footprint heading into 2026.
How do Key Risk Indicators for Operations Departments support the audit committee?
Operations KRIs feed the quarterly audit-committee paper through a tiered rollup. Function dashboards (production, service delivery, quality / EHS, workforce, facilities, BCM) aggregate to the enterprise heat map, with the top 8 to 12 indicators reaching the audit committee on the same agenda as the ERM update and the cyber report.
The committee paper should show trend, threshold breach history, owner, and remediation status, anchored to the audit-committee-approved risk appetite. Without that structure, the committee sees output color rather than decision support, and the next 10-Q operations risk-factor disclosure inherits the same blind spots.
Looking Ahead: Key Risk Indicators for Operations Departments in 2026 and 2027
Supplier-quality KRIs hold the spotlight after McDonald’s. Supplier DPPM, second-source qualification, single-supplier dependency on critical inputs, and FSMA preventive-controls audit findings sit on every monthly board paper through 2026 across food, pharma, consumer-goods, and healthcare operations.
Workforce and labor risk stays elevated after Boeing. CBA cycle aging, strike-vote authorizations, frontline attrition, and engagement scores anchor every quarterly board paper for unionized US footprints through 2026 and 2027.
Boards also track AI-and-automation displacement KRIs as new union proposals reference job-protection clauses.
BCM and resilience expectations sharpen. ISO 22301:2019 surveillance, NIST CSF 2.0 cybersecurity-physical convergence, and SEC cybersecurity disclosure each push tabletop and full-scale exercise cadence higher.
RTO / RPO test achievement, BIA refresh aging, and SPOF inventory show up on every quarterly paper through the 2026 cycle.
A live KRI dashboard with weekly recalibration and a clear integrated risk management approach is what holds up under audit-committee, FDA, OSHA, EPA, customer-audit, and SEC scrutiny. Without it, the operations organization rotates through the same concerns until the next McDonald’s-scale recall, Boeing-scale strike, or BCM-grade event forces one of them to the top of the agenda.
Ready to Operationalize Key Risk Indicators for Operations Departments?
At riskpublishing.com we help US chief operating officers build Key Risk Indicators for Operations Departments that hold up under audit-committee review and FDA / OSHA / EPA examinations.
The work usually includes the KRI catalog, a threshold-calibration workshop tied to peer benchmarks (OEE, TRIR, ISO 22301 BCMS), a function-to-enterprise rollup model, and a quarterly audit-committee paper template anchored to ISO 9001:2015, ISO 45001:2018, ISO 22301:2019, ISO 31000:2018, OSHA 29 CFR 1910, and the FDA FSMA Preventive Controls rule.
Explore our risk advisory services, or contact us to scope an operations KRI maturity review tailored to the site footprint, regulatory tier, and 2026-2027 audit-committee agenda.
Related reading on riskpublishing.com (KRI library): Key Risk Indicators examples, how to develop Key Risk Indicators, how to use Key Risk Indicators, Key Risk Indicators dashboard, and Key Risk Indicators in Enterprise Risk Management.
Related reading (operations and continuity): operational risk management, operational risks examples, operational risk management framework, BCMS business continuity management system, and how to perform a business impact analysis.
Related reading (ERM and frameworks): enterprise risk management framework, ISO 31000 vs COSO ERM Framework, integrated risk management approach, risk appetite statements examples, and differences between strategic risks and operational risks.
Chris Ekai is a Risk Management expert with over 10 years of experience in the field. He has a Master’s(MSc) degree in Risk Management from University of Portsmouth and is a CPA and Finance professional. He currently works as a Content Manager at Risk Publishing, writing about Enterprise Risk Management, Business Continuity Management and Project Management.