We help leadership teams identify, assess and prioritise their key risks, define how much risk they are prepared to accept, and monitor mitigation through clear ownership and key risk indicators.
Executive overview
Risk frameworks, risk mapping, registers and appetite statements that give leadership a shared, prioritised view of the risks that matter.
Most organizations have a sense of their risks; fewer have a method to compare them, an agreed view of acceptable exposure and a routine to track whether mitigation is working. Enterprise risk management closes that gap by giving the board, the audit committee and executive management a common language and a single, prioritised picture.
We design frameworks proportionate to your size and maturity, aligned where useful with ISO 31000 principles. Engagements combine workshops with risk owners, structured assessment of likelihood and impact, a risk appetite statement approved at the right level, and monitoring tools that integrate with existing management reporting rather than sitting beside it.
Business challenges addressed
- 01
No common risk language
Each function rates risks differently, so the executive team cannot compare or prioritise them with confidence.
- 02
Appetite never made explicit
Without a risk appetite statement, decisions on new markets, suppliers or investments are taken without a reference for acceptable exposure.
- 03
Registers that go stale
Risk registers are compiled for an audit committee meeting and then left untouched until the next one.
- 04
Mitigation without follow-through
Actions are agreed but lack owners, deadlines and indicators, so residual risk is assumed rather than measured.
Services and solutions
- 01
Enterprise risk management frameworks
Design of the risk policy, governance roles across the three lines of defence, assessment scales and reporting cycle that structure risk management across the organization.
- 02
Risk identification and assessment
Structured interviews and workshops with management and risk owners to identify strategic, operational, financial and compliance risks and assess them on agreed likelihood and impact scales.
- 03
Risk mapping and cartography
A consolidated risk map positioning gross and residual risks, giving the executive team and audit committee a single prioritised view.
- 04
Risk registers
A maintained risk register recording each risk’s description, causes, consequences, owner, existing controls, residual rating and planned actions.
- 05
Risk appetite and tolerance frameworks
Drafting of a risk appetite statement and tolerance thresholds by risk category, for approval by the board or executive committee and use in day-to-day decisions.
- 06
Risk monitoring dashboards
Definition of key risk indicators and dashboards that track exposure against tolerance and flag where escalation is required.
- 07
Risk mitigation plans
Prioritised mitigation plans with owners, deadlines and expected effect on residual risk, followed up through the governance cycle.
Typical engagement approach
- 01
Frame
Agree scope, risk categories, assessment scales and governance roles with executive sponsors and the audit committee.
- 02
Identify and assess
Run interviews and workshops with risk owners, assess gross and residual risk and consolidate the results.
- 03
Prioritise and decide
Present the risk map against the proposed appetite, agree priorities and define mitigation plans with owners.
- 04
Embed and monitor
Set up KRIs, dashboards and the review cycle so the framework is maintained by your teams.
Expected deliverables
- Risk management policy and governance charter
- Consolidated risk map of gross and residual risks
- Risk register with owners and existing controls
- Risk appetite statement and tolerance thresholds
- Key risk indicators and monitoring dashboard design
- Prioritised risk mitigation plans
Outcomes you can target
- 01
A shared, prioritised view of key risks across the leadership team
- 02
Clear ownership of each key risk and its mitigation
- 03
Decisions informed by an explicit, approved risk appetite
- 04
More substantive risk reporting to the board and audit committee
Related expertise
More in Governance, Risk & Compliance
- Internal ControlAssessment, design and documentation of internal control frameworks built around key controls, named control owners and testable evidence.
- Organization & ProceduresOrganizational diagnostics, procedures, delegations of authority and governance structures that make roles, decisions and accountabilities explicit.
- Audit & Certification ReadinessReadiness assessments, gap analyses, evidence organization and remediation that prepare you for internal, external and certification audits.
Frequently asked questions
How is a risk map different from a risk register?
The risk map is the summary view that positions risks by likelihood and impact for leadership. The register is the working tool behind it, recording causes, owners, controls, ratings and actions for each risk. Both are needed and should stay consistent.
Do we need a dedicated risk management function?
Not necessarily. Many organizations assign risk coordination to finance, internal audit or a compliance lead, provided roles across the three lines of defence are clear. We help you choose a model proportionate to your size.
Which framework do you follow?
We can align the framework with ISO 31000 risk management principles or COSO-style enterprise risk guidance, adapted to your context. The aim is a method your teams will use, not a theoretical model.
Talk to an expert about Enterprise Risk Management
Tell us where you are today and what you need to achieve. We will propose the right scope for a first engagement.