\section{Part 4: Qualitative Risk Assessment}

\begin{table}[!ht]
\begin{adjustbox}{width=0.95\textwidth}
\centering
\begin{tabular}{|l|l|l|}
    \hline
    \textbf{Impact Level} & \textbf{Performance} & \textbf{Reputation} \\
    \hline
    Insignificant = 0 & \multicolumn{1}{p{8cm}|}{No effect on ability to sell cars} & \multicolumn{1}{p{8cm}|}{Minor impact on reputation. Still selling cars.} \\
    \hline
    Moderate = 1 & \multicolumn{1}{p{8cm}|}{Additional costs and efforts to keep selling cars.} & \multicolumn{1}{p{8cm}|}{Impact on public reputation due to negative media coverage and lawsuits.}\\
    \hline
    Critical = 2 & \multicolumn{1}{p{8cm}|}{Cars cannot be sold for a prolonged time.} & \multicolumn{1}{p{8cm}|}{Negative reputation for a longer time. Clients prefer other cars.} \\
    \hline
    Catastrophic = 3 & \multicolumn{1}{p{8cm}|}{Continuation of selling cars with its current services is at risk.} & \multicolumn{1}{p{8cm}|}{Permanent impact on reputation. Risk of financial problems due to too few clients.} \\
    \hline
\end{tabular}
\end{adjustbox}
\caption{Impact levels}
\label{tab:Impact levels}
\end{table}

\begin{table}[!ht]
\centering
\begin{tabular}{|l|l|l|}
    \hline
    \textbf{Class} & \textbf{Time Period} \\
    \hline
    Almost Certain & Weekly \\
    \hline
    Likely & Monthly \\
    \hline
    Unlikely & < 3 Years \\
    \hline
    Rare & > 3 Years \\
    \hline
\end{tabular}
\caption{Occurrence levels}
\label{tab:Occurrence levels}
\end{table}

\begin{table}[!ht]
\begin{adjustbox}{width=0.95\textwidth}
\centering
\begin{tabular}{|l|l|l|}
    \hline
    \textbf{Risk Level} & \textbf{Description} \\
    \hline
    \rowcolor{pink}
    Extreme (E) & \multicolumn{1}{p{14cm}|}{Will require detailed research and management planning at an executive/director level. Ongoing
    planning and monitoring will be required with regular reviews.\newline Substantial adjustment of controls to
    manage the risk are expected, with costs possibly exceeding original forecasts.} \\
    \hline
    \rowcolor{orange}
    High (H) & \multicolumn{1}{p{14cm}|}{Requires management attention, but management and planning can be left to senior project or
    team leaders. Ongoing planning and monitoring with regular reviews are likely, though adjustment
    of controls are likely to be met from within existing resources.} \\
    \hline
    \rowcolor{yellow}
    Medium (M) & \multicolumn{1}{p{14cm}|}{Can be managed by existing specific monitoring and response procedures. Management by
    employees is suitable with appropriate monitoring and reviews.} \\
    \hline
    \rowcolor{lime}
    Low (L) & \multicolumn{1}{p{14cm}|}{Can be managed through routine procedures.} \\
    \hline
\end{tabular}
\end{adjustbox}
\caption{Action levels}
\label{tab:Action levels}
\end{table}

\begin{table}[!ht]
\centering
\begin{adjustbox}{width=0.8\textwidth}
\begin{tabular}{|l|c|c|c|c|}
    \hline
    & \multicolumn{4}{l|}{\textbf{Consequences}} \\
    \hline
    Likelihood & Insignificant & Moderate & Critical & Catastrophic \\
    \hline
    Almost Certain & \cellcolor{yellow} M & \cellcolor{pink} E & \cellcolor{pink} E & \cellcolor{pink} E \\
    \hline
    Likely & \cellcolor{lime} L & \cellcolor{orange} H & \cellcolor{pink} E & \cellcolor{pink} E \\
    \hline
    Unlikely & \cellcolor{lime} L & \cellcolor{yellow} M & \cellcolor{yellow} M & \cellcolor{orange} H \\
    \hline
    Rare & \cellcolor{lime} L & \cellcolor{yellow} M & \cellcolor{yellow} M & \cellcolor{yellow} M \\
    \hline
\end{tabular}
\end{adjustbox}
\caption{Defined levels mapped to action levels}
\label{tab:Defined levels mapped to action levels}
\end{table}

\subsection{Erklärung}

Wenn man Autos verkauft ist die das Funktionieren aller Prozesse essentiell. Ein Ausfall von nur einer Woche kann aber trotzdem Abgefangen werden und weiterhin Autos verkauft werden. Sobald die Störung länger andauert, ist es immer kritisch solange durch den Ausfall keine unwichtigen Mechanismen verloren gehen. Vernachlässigbare Störungen sind somit immer durch Prozesse abfangbar.