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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Protecting Personal Data | 12–18% | - Privacy by design and default - Data lifecycle management - Cross-border data transfers - Technical and organizational safeguards |
| Topic 2: Developing a Privacy Program Framework | 15–20% | - Program scope and boundaries - Privacy vision, strategy and objectives - Program governance structure and roles - Legal and regulatory requirements |
| Topic 3: Establishing Program Governance | 17–22% | - Policies, procedures and standards - Accountability and oversight mechanisms - Training and awareness programs - Stakeholder engagement and communication |
| Topic 4: Responding to Requests and Incidents | 14–18% | - Breach detection, notification and remediation - Data subject rights management - Regulatory interaction and reporting - Privacy incident response plan |
| Topic 5: Sustaining Program Performance | 10–15% | - Change management - Performance metrics and KPIs - Continuous improvement - Monitoring, auditing and reporting |
| Topic 6: Assessing Data and Privacy Risks | 17–22% | - Data inventory and mapping - Compliance gap analysis - Risk identification, analysis and mitigation - Privacy impact assessments (PIA/DPIA) |
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NEW QUESTION # 171
In privacy protection, what is a "covered entity"?
Answer: D
NEW QUESTION # 172
You would like to better understand how your organization can demonstrate compliance with international privacy standards and identify gaps for remediation. What steps could you take to achieve this objective?
Answer: D
Explanation:
Explanation
Engaging a third-party to conduct an audit is the best way to ensure that your organization is compliant with international privacy standards and identify any gaps that need to be remediated. An audit should include a review of your organization's data processing activities, as well as its policies, procedures, and internal controls. Additionally, it should include an analysis of the applicable privacy laws and regulations. This audit will provide you with an objective third-party assessment of your organization's compliance with international privacy standards and identify any areas of non-compliance that need to be addressed
NEW QUESTION # 173
Which of the following is NOT recommended for effective Identity Access Management?
Answer: C
Explanation:
Identity and Access Management (IAM) is a process that helps organizations secure their systems and data by controlling who has access to them and what they can do with that access. Effective IAM includes a number of best practices, such as:
Unique user IDs: Each user should have a unique ID that is used to identify them across all systems and applications.
Credentials: Users should be required to provide authentication credentials, such as a password or biometric data, in order to access systems and data.
User responsibility: Users should be made aware of their responsibilities when it comes to security, such as the need to keep their passwords secret and the importance of reporting suspicious activity.
Demographics refers to the statistical characteristics of a population, such as age, gender, income, etc. While demographic data may be collected and used for various purposes, it is not a recommended practice for effective IAM. Demographic data is not a reliable method of identification or authentication, and it is not used to provide access to systems and data.
Reference:
https://aws.amazon.com/iam/
https://en.wikipedia.org/wiki/Identity_and_access_management
https://en.wikipedia.org/wiki/Demographics
NEW QUESTION # 174
SCENARIO
Please use the following to answer the next QUESTION:
John is the new privacy officer at the prestigious international law firm - A&M LLP. A&M LLP is very proud of its reputation in the practice areas of Trusts & Estates and Merger & Acquisition in both U.S. and Europe.
During lunch with a colleague from the Information Technology department, John heard that the Head of IT, Derrick, is about to outsource the firm's email continuity service to their existing email security vendor - MessageSafe. Being successful as an email hygiene vendor, MessageSafe is expanding its business by leasing cloud infrastructure from Cloud Inc. to host email continuity service for A&M LLP.
John is very concerned about this initiative. He recalled that MessageSafe was in the news six months ago due to a security breach. Immediately, John did a quick research of MessageSafe's previous breach and learned that the breach was caused by an unintentional mistake by an IT administrator. He scheduled a meeting with Derrick to address his concerns.
At the meeting, Derrick emphasized that email is the primary method for the firm's lawyers to communicate with clients, thus it is critical to have the email continuity service to avoid any possible email downtime.
Derrick has been using the anti-spam service provided by MessageSafe for five years and is very happy with the quality of service provided by MessageSafe. In addition to the significant discount offered by MessageSafe, Derrick emphasized that he can also speed up the onboarding process since the firm already has a service contract in place with MessageSafe. The existing on-premises email continuity solution is about to reach its end of life very soon and he doesn't have the time or resource to look for another solution.
Furthermore, the off-premises email continuity service will only be turned on when the email service at A&M LLP's primary and secondary data centers are both down, and the email messages stored at MessageSafe site for continuity service will be automatically deleted after 30 days.
Which of the following is the most effective control to enforce MessageSafe's implementation of appropriate technical countermeasures to protect the personal data received from A&M LLP?
Answer: B
NEW QUESTION # 175
SCENARIO
Please use the following to answer the next QUESTION:
Amira is thrilled about the sudden expansion of NatGen. As the joint Chief Executive Officer (CEO) with her long-time business partner Sadie, Amira has watched the company grow into a major competitor in the green energy market. The current line of products includes wind turbines, solar energy panels, and equipment for geothermal systems. A talented team of developers means that NatGen's line of products will only continue to grow.
With the expansion, Amira and Sadie have received advice from new senior staff members brought on to help manage the company's growth. One recent suggestion has been to combine the legal and security functions of the company to ensure observance of privacy laws and the company's own privacy policy. This sounds overly complicated to Amira, who wants departments to be able to use, collect, store, and dispose of customer data in ways that will best suit their needs. She does not want administrative oversight and complex structuring to get in the way of people doing innovative work.
Sadie has a similar outlook. The new Chief Information Officer (CIO) has proposed what Sadie believes is an unnecessarily long timetable for designing a new privacy program. She has assured him that NatGen will use the best possible equipment for electronic storage of customer and employee dat a. She simply needs a list of equipment and an estimate of its cost. But the CIO insists that many issues are necessary to consider before the company gets to that stage.
Regardless, Sadie and Amira insist on giving employees space to do their jobs. Both CEOs want to entrust the monitoring of employee policy compliance to low-level managers. Amira and Sadie believe these managers can adjust the company privacy policy according to what works best for their particular departments. NatGen's CEOs know that flexible interpretations of the privacy policy in the name of promoting green energy would be highly unlikely to raise any concerns with their customer base, as long as the data is always used in course of normal business activities.
Perhaps what has been most perplexing to Sadie and Amira has been the CIO's recommendation to institute a privacy compliance hotline. Sadie and Amira have relented on this point, but they hope to compromise by allowing employees to take turns handling reports of privacy policy violations. The implementation will be easy because the employees need no special preparation. They will simply have to document any concerns they hear.
Sadie and Amira are aware that it will be challenging to stay true to their principles and guard against corporate culture strangling creativity and employee morale. They hope that all senior staff will see the benefit of trying a unique approach.
Based on the scenario, what additional change will increase the effectiveness of the privacy compliance hotline?
Answer: C
Explanation:
Based on the scenario, an additional change that will increase the effectiveness of the privacy compliance hotline is a system for staff education. A privacy compliance hotline is a mechanism for employees, customers, or other stakeholders to report any concerns or violations of the company's privacy policy or applicable laws. However, a hotline alone is not sufficient to ensure a robust and compliant privacy program. Employees also need to be educated and trained on the importance of privacy, the company's privacy policy and procedures, their roles and responsibilities, and the consequences of non-compliance. A system for staff education can help raise awareness, foster a culture of privacy, and prevent or mitigate potential risks. Reference: [Privacy Compliance Hotline], [Staff Education]
NEW QUESTION # 176
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