Risk

How we can help

Balance risks and opportunities

We can help you identify and understand the risks your business faces, including risks you may not even have thought of.

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Improve your resilience

We can help you anticipate and manage your risks – from technology to talent, controls to compliance, regulation to reputation – and improve the resilience of your business.

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Manage regulatory risks

We can help you identify, manage and control existing and future regulatory risks in an ever-changing regulatory environment.

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Make reward strategic and risk-sensitive

We can help you develop market-driven total compensation programmes that meet all your employees’ expectations, while encouraging the right risk-aware behaviour and satisfying governance and external review requirements.

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Address enterprise risk

We can help you identify and manage enterprise risks – both seen and unseen – and strengthen your core internal audit function to get the value and performance you need from your investment.

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Manage tax risks

We can help you gain a better understanding of your company’s tax risks and exposure – and manage any tax disputes, audits and examinations worldwide.

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Assess sustainability risk

We can help you understand and comply with any legal requirements, company policies and industry/voluntary codes relating to sustainable development, and manage the associated risks.

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Build trust and reliability

We can help you make sure you have reliable processes and information by proactively addressing financial and non-financial performance issues.

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Managing risk and building resilience

In an increasingly interconnected, volatile and uncertain world, it’s clear that the risk landscape is changing. Both the speed at which risk events occur and the extent to which they spread have risen dramatically. Risks that once seemed improbable and even remote have also become the norm. Business leaders everywhere must now ‘expect the unexpected’.

To navigate through turbulent times, companies need to develop a new trait: resilience. This combines the ability to ride out the immediate impact of shocks with the agility to adapt to constantly changing conditions. Organisations that can understand and manage their risks effectively are better placed to grow, confident they can withstand known and unexpected risks alike.

What does this mean for your business?

An increasing number of businesses are now focusing on risk resilience as well as risk management. They’re exploring new ways of managing unpredictable threats, including collaborating more closely with governments, changing their remuneration schemes to encourage more risk-aware behaviour and breaking down internal barriers to ensure a holistic organisational response to risk.

Many companies are also using scenario planning to get a better understanding of global risks. And they’re adopting new processes and incentives to help close the gap between their strategic and operational risk approaches, and foster a risk-aware culture.

 

View our latest Risk research and insights

 

Decision making in banking & capital markets

How do banking executives weigh their options with so much on the line? Analytics can help executives make hard choices.

Oct 22, 2014

 
 

Compliance in 2025: An increasingly critical role future for energy, power and utilities

The business environment in 2025 is not going to get less risky or less complex. That’s why the utilities, energy and power Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.

Oct 22, 2014

 
 

Compliance in 2025: An increasingly important future role for industrial manufacturing

The business environment in 2025 is not going to get less risky or less complex. That’s why the industrial manufacturing Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.

Oct 22, 2014

 
 

Compliance in 2025: A continued critical role for the pharmaceutical & life sciences industry

The business environment in 2025 is not going to get less risky or less complex. That’s why the Pharma/Life Sciences Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.

Oct 22, 2014

 
 

Compliance in 2025: An increasingly critical future role for technology companies

The business environment in 2025 is not going to get less risky or less complex. That’s why the technology Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.

Oct 22, 2014

 
 

Compliance in 2025: A key future role for retail & consumer companies

The business environment in 2025 is not going to get less risky or less complex. That’s why the retail & consumer Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.

Oct 22, 2014

 
 

Compliance in 2025: A key future role for the insurance industry

The business environment in 2025 is not going to get less risky or less complex. That’s why the insurance Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.

Oct 22, 2014

 
 

The surprising truth about the C-Suite star of 2025

The business environment in 2025 is not going to get less risky or less complex. That’s why the Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.

Oct 22, 2014

 
 

What motivates your CEO over the long term: Shareholder or social value?

How many chief executives want to create a socially valuable legacy? And how many of those can balance such longer-term priorities with the urgent demands of their investors and shareholders? This juggling act is hard to pull off — even for the minority of CEOs surveyed who desire this legacy.

Oct 15, 2014

 
 

Water disclosure guidelines for business

With water stress increasing, business is improving the way it uses water. Water management and water disclosure are now important. New best practice guidelines available.

Oct 13, 2014