Strategic risks report — Q3 2026
Strategic risks reportConfidential
Riyadh Chamber of Commerce & Industry · Q3 2026
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Strategic risks report — Q3 2026
Riyadh Chamber of Commerce & Industry
- Period
- Q3 2026
- Generated
- 12 October 20261 Jumada I 1448 AH
- Submitted to
- The Secretary-General and the Executive Committee
- Owner
- Tariq S. Al-Yami
Prepared by the Enterprise PMO — automatically, on Munjaz
Executive summary
Written by Copilot from system data — review before sending
The strategic risk register holds 13 risks: 2 rated high and 4 on a rising trend.
The top risk is «Member satisfaction with digital services falls as My Business 2.0 slips» at a score of 16, touching High-quality, value-adding digital core services for members, A better member experience and service quality.
Key figures
- Risks on the register
- 13
- High strategic risks
- 2
- Rising risks
- 4
- Objective
- 11
Strategic risk matrix
- Critical0
- High2
- Medium7
- Low4
- Risks 13
Probability
5
4
3
2
1
12345Impact
| Probability \ Impact | 1 | 2 | 3 | 4 | 5 |
|---|---|---|---|---|---|
| 5 | 0 · Low | 0 · Medium | 0 · High | 0 · Critical | 0 · Critical |
| 4 | 0 · Low | 0 · Medium | 1 · Medium | 1 · High | 0 · Critical |
| 3 | 0 · Low | 1 · Low | 2 · Medium | 1 · Medium | 1 · High |
| 2 | 0 · Low | 0 · Low | 2 · Low | 2 · Medium | 1 · Medium |
| 1 | 0 · Low | 0 · Low | 1 · Low | 0 · Low | 0 · Low |
Strategic risk register
| Risk | Score | Trend | Touches | Owner |
|---|---|---|---|---|
| Member satisfaction with digital services falls as My Business 2.0 slipsResponse: Phased launch of the most-used membership services before end of November | 16 | Rising | SO-2.1 · SO-2.2 · K-2.1.1 · K-2.1.3 | Eng. Sami A. Al-Fraih |
| The new headquarters overruns its cost and scheduleResponse: Value engineering on facades and finishes | 15 | Rising | SO-2.3 · SO-4.1 · K-2.3.1 | Eng. Bandar M. Al-Shammari |
| Government bodies adopt few sectoral committee recommendationsResponse: A recommendations tracker open to government bodies | 12 | Stable | SO-1.1 · SO-1.2 · K-1.1.2 · K-1.1.1 | Eng. Ziyad A. Al-Dakheel |
| Incomplete project data misleads portfolio decisionsResponse: A mandatory update before every steering committee | 12 | Rising | SO-4.2 · K-4.2.3 · K-4.2.1 | Dr. Amal F. Al-Sudairi |
| Changes to the chambers’ regulatory framework or membership feesResponse: Monthly regulatory watch and an impact memo | 10 | Stable | SO-4.1 · SO-2.1 · K-4.1.1 | Dr. Lina S. Al-Hazzani |
| Losing digital and analytics talentResponse: Specialist development tracks and retention incentives | 9 | Rising | SO-4.3 · SO-4.2 · SO-3.1 · K-4.3.2 · K-4.3.1 | Abdulmajeed R. Al-Dosari |
| Late cloud migration and disaster recovery readinessResponse: A wave-based migration plan with a rollback test | 9 | Stable | SO-4.2 · K-4.2.4 | Eng. Nayef H. Al-Buqami |
| Non-membership revenue falls as sponsorship slowsResponse: Multi-year sponsorship contracts for the Riyadh Economic Forum | 8 | Stable | SO-4.1 · SO-2.3 · K-4.1.3 · K-4.1.1 | Sarah A. Al-Qarni |
Continued on the next page
Strategic risk register
| Risk | Score | Trend | Touches | Owner |
|---|---|---|---|---|
| A cyber incident that stops e-services or exposes member dataResponse: Test the disaster recovery plan | 8 | Falling | SO-4.2 · SO-2.1 · K-4.2.5 | Eng. Majed S. Al-Rasheed |
| The chamber’s media image falls after a service failureResponse: A crisis communication guide and a rapid-response team | 6 | Stable | SO-1.3 · K-1.3.2 · K-1.3.1 | Nawaf S. Al-Ajmi |
| Observatory data quality and its reliance on outside sourcesResponse: Data-sharing agreements with service levels | 6 | Falling | SO-3.1 · K-3.1.1 · K-3.1.2 | Rahaf I. Al-Nefaie |
| Private business platforms compete with the chamber’s servicesResponse: A value-added membership bundle through BusinessConnect | 6 | Stable | SO-2.1 · SO-2.2 · K-2.1.1 | Eng. Sami A. Al-Fraih |
| Few start-ups take up the fast trackResponse: Referral partnerships with the Saudi Business Center | 3 | Falling | SO-2.4 · K-2.4.2 | Eng. Turki A. Al-Anazi |