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| Section | Weight | Objectives |
|---|---|---|
| Developing a Privacy Program Framework | 15–20% | - Legal and regulatory requirements - Program governance structure and roles - Program scope and boundaries - Privacy vision, strategy and objectives |
| Protecting Personal Data | 12–18% | - Data lifecycle management - Technical and organizational safeguards - Privacy by design and default - Cross-border data transfers |
| Establishing Program Governance | 17–22% | - Policies, procedures and standards - Stakeholder engagement and communication - Accountability and oversight mechanisms - Training and awareness programs |
| Sustaining Program Performance | 10–15% | - Performance metrics and KPIs - Monitoring, auditing and reporting - Change management - Continuous improvement |
| Responding to Requests and Incidents | 14–18% | - Data subject rights management - Breach detection, notification and remediation - Privacy incident response plan - Regulatory interaction and reporting |
| Assessing Data and Privacy Risks | 17–22% | - Compliance gap analysis - Data inventory and mapping - Privacy impact assessments (PIA/DPIA) - Risk identification, analysis and mitigation |
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NEW QUESTION # 247
SCENARIO
Please use the following to answer the next QUESTION:
Richard McAdams recently graduated law school and decided to return to the small town of Lexington, Virginia to help run his aging grandfather's law practice. The elder McAdams desired a limited, lighter role in the practice, with the hope that his grandson would eventually take over when he fully retires. In addition to hiring Richard, Mr. McAdams employs two paralegals, an administrative assistant, and a part-time IT specialist who handles all of their basic networking needs. He plans to hire more employees once Richard gets settled and assesses the office's strategies for growth.
Immediately upon arrival, Richard was amazed at the amount of work that needed to done in order to modernize the office, mostly in regard to the handling of clients' personal data. His first goal is to digitize all the records kept in file cabinets, as many of the documents contain personally identifiable financial and medical data. Also, Richard has noticed the massive amount of copying by the administrative assistant throughout the day, a practice that not only adds daily to the number of files in the file cabinets, but may create security issues unless a formal policy is firmly in place Richard is also concerned with the overuse of the communal copier/ printer located in plain view of clients who frequent the building. Yet another area of concern is the use of the same fax machine by all of the employees. Richard hopes to reduce its use dramatically in order to ensure that personal data receives the utmost security and protection, and eventually move toward a strict Internet faxing policy by the year's end.
Richard expressed his concerns to his grandfather, who agreed, that updating data storage, data security, and an overall approach to increasing the protection of personal data in all facets is necessary Mr. McAdams granted him the freedom and authority to do so. Now Richard is not only beginning a career as an attorney, but also functioning as the privacy officer of the small firm. Richard plans to meet with the IT employee the following day, to get insight into how the office computer system is currently set-up and managed.
Which of the following policy statements needs additional instructions in order to further protect the personal data of their clients?
Answer: D
Explanation:
The policy statement that needs additional instructions in order to further protect the personal data of their clients is: All unused copies, prints, and faxes must be discarded in a designated recycling bin located near the work station and emptied daily. This policy statement is insufficient because it does not specify how the unused copies, prints, and faxes should be discarded. Simply throwing them into a recycling bin may expose them to unauthorized access or theft by anyone who has access to the bin or its contents. Furthermore, emptying the bin daily may not be frequent enough to prevent accumulation or overflow of sensitive documents.
To further protect the personal data of their clients, this policy statement should include additional instructions such as:
* All unused copies, prints, and faxes must be shredded before being discarded in a designated recycling bin located near the work station.
* The recycling bin must be locked or secured at all times when not in use.
* The recycling bin must be emptied at least twice a day or whenever it is full.
These additional instructions would ensure that the unused copies, prints, and faxes are destroyed in a secure manner and that the recycling bin is not accessible to unauthorized persons or prone to overflow.
The other policy statements do not need additional instructions, as they already provide adequate measures to protect the personal data of their clients. Documenting and double-checking the phone number for faxes ensures that the faxes are sent to the correct and intended recipient. Deleting the hard drives of copiers, printers, or fax machines before replacing or reselling them prevents data leakage or recovery by third parties.
Not leaving the information visible on the computer screen and retrieving the printed document immediately prevents data exposure or theft by anyone who can see the screen or access the printer.
NEW QUESTION # 248
SCENARIO
Please use the following to answer the next QUESTION:
Martin Briseno is the director of human resources at the Canyon City location of the U.S. hotel chain Pacific Suites. In 1998, Briseno decided to change the hotel's on-the-job mentoring model to a standardized training program for employees who were progressing from line positions into supervisory positions. He developed a curriculum comprising a series of lessons, scenarios, and assessments, which was delivered in-person to small groups. Interest in the training increased, leading Briseno to work with corporate HR specialists and software engineers to offer the program in an online format. The online program saved the cost of a trainer and allowed participants to work through the material at their own pace.
Upon hearing about the success of Briseno's program, Pacific Suites corporate Vice President Maryanne Silva-Hayes expanded the training and offered it company-wide. Employees who completed the program received certification as a Pacific Suites Hospitality Supervisor. By 2001, the program had grown to provide industry-wide training. Personnel at hotels across the country could sign up and pay to take the course online. As the program became increasingly profitable, Pacific Suites developed an offshoot business, Pacific Hospitality Training (PHT). The sole focus of PHT was developing and marketing a variety of online courses and course progressions providing a number of professional certifications in the hospitality industry.
By setting up a user account with PHT, course participants could access an information library, sign up for courses, and take end-of-course certification tests. When a user opened a new account, all information was saved by default, including the user's name, date of birth, contact information, credit card information, employer, and job title. The registration page offered an opt-out choice that users could click to not have their credit card numbers saved. Once a user name and password were established, users could return to check their course status, review and reprint their certifications, and sign up and pay for new courses. Between 2002 and 2008, PHT issued more than 700,000 professional certifications.
PHT's profits declined in 2009 and 2010, the victim of industry downsizing and increased competition from e- learning providers. By 2011, Pacific Suites was out of the online certification business and PHT was dissolved. The training program's systems and records remained in Pacific Suites' digital archives, un-accessed and unused. Briseno and Silva-Hayes moved on to work for other companies, and there was no plan for handling the archived data after the program ended. After PHT was dissolved, Pacific Suites executives turned their attention to crucial day-to-day operations. They planned to deal with the PHT materials once resources allowed.
In 2012, the Pacific Suites computer network was hacked. Malware installed on the online reservation system exposed the credit card information of hundreds of hotel guests. While targeting the financial data on the reservation site, hackers also discovered the archived training course data and registration accounts of Pacific Hospitality Training's customers. The result of the hack was the exfiltration of the credit card numbers of recent hotel guests and the exfiltration of the PHT database with all its contents.
A Pacific Suites systems analyst discovered the information security breach in a routine scan of activity reports. Pacific Suites quickly notified credit card companies and recent hotel guests of the breach, attempting to prevent serious harm. Technical security engineers faced a challenge in dealing with the PHT data.
PHT course administrators and the IT engineers did not have a system for tracking, cataloguing, and storing information. Pacific Suites has procedures in place for data access and storage, but those procedures were not implemented when PHT was formed. When the PHT database was acquired by Pacific Suites, it had no owner or oversight. By the time technical security engineers determined what private information was compromised, at least 8,000 credit card holders were potential victims of fraudulent activity.
What key mistake set the company up to be vulnerable to a security breach?
Answer: D
NEW QUESTION # 249
SCENARIO
Please use the following to answer the next question:
For 15 years, Albert has worked at Treasure Box - a mail order company in the United States (U.S.) that used to sell decorative candles around the world, but has recently decided to limit its shipments to customers in the
48 contiguous states. Despite his years of experience, Albert is often overlooked for managerial positions. His frustration about not being promoted, coupled with his recent interest in issues of privacy protection, have motivated Albert to be an agent of positive change.
He will soon interview for a newly advertised position, and during the interview, Albert plans on making executives aware of lapses in the company's privacy program. He feels certain he will be rewarded with a promotion for preventing negative consequences resulting from the company's outdated policies and procedures.
For example, Albert has learned about the AICPA (American Institute of Certified Public Accountans)/CICA (Canadian Institute of Chartered Accountants) Privacy Maturity Model (PMM). Albert thinks the model is a useful way to measure Treasure Box's ability to protect personal data. Albert has noticed that Treasure Box fails to meet the requirements of the highest level of maturity of this model; at his interview, Albert will pledge to assist the company with meeting this level in order to provide customers with the most rigorous security available.
Albert does want to show a positive outlook during his interview. He intends to praise the company's commitment to the security of customer and employee personal data against external threats. However, Albert worries about the high turnover rate within the company, particularly in the area of direct phone marketing. He sees many unfamiliar faces every day who are hired to do the marketing, and he often hears complaints in the lunch room regarding long hours and low pay, as well as what seems to be flagrant disregard for company procedures.
In addition, Treasure Box has had two recent security incidents. The company has responded to the incidents with internal audits and updates to security safeguards. However, profits still seem to be affected and anecdotal evidence indicates that many people still harbor mistrust. Albert wants to help the company recover.
He knows there is at least one incident the public in unaware of, although Albert does not know the details. He believes the company's insistence on keeping the incident a secret could be a further detriment to its reputation. One further way that Albert wants to help Treasure Box regain its stature is by creating a toll-free number for customers, as well as a more efficient procedure for responding to customer concerns by postal mail.
In addition to his suggestions for improvement, Albert believes that his knowledge of the company's recent business maneuvers will also impress the interviewers. For example, Albert is aware of the company's intention to acquire a medical supply company in the coming weeks.
With his forward thinking, Albert hopes to convince the managers who will be interviewing him that he is right for the job.
On which of the following topics does Albert most likely need additional knowledge?
Answer: B
NEW QUESTION # 250
What is the key factor that lays the foundation for all other elements of a privacy program?
Answer: B
Explanation:
This answer is the key factor that lays the foundation for all other elements of a privacy program, as it can help to establish leadership, accountability and support for the privacy program within the organization. A responsible internal stakeholder is a person or group who has authority, influence or interest in the organization's data processing activities, such as senior management, board members, business units or departments. A responsible internal stakeholder can help to define and communicate the organization's vision, mission and goals for privacy protection, allocate resources and budget for the privacy program, approve and endorse privacy policies and procedures, monitor and evaluate privacy program performance and compliance, and resolve any issues or conflicts that may arise from data processing activities.
NEW QUESTION # 251
Rationalizing requirements in order to comply with the various privacy requirements required by applicable law and regulation does NOT include which of the following?
Answer: D
Explanation:
Explanation
Rationalizing requirements in order to comply with the various privacy requirements required by applicable law and regulation means that you have a systematic and logical approach to harmonize and streamline your compliance efforts. Rationalizing requirements does include harmonizing shared obligations and privacy rights across varying legislation and/or regulators, implementing a solution that significantly addresses shared obligations and privacy rights, and addressing requirements that fall outside the common obligations and rights (outliers) on a case-by-case basis. These steps can help you avoid duplication, inconsistency, or inefficiency in your compliance activities.
NEW QUESTION # 252
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