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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Unlock value

We can help you build a strong, strategic internal audit framework that integrates advanced risk management techniques and controls with your mission, vision and stakeholder expectations, using flexible, scalable solutions to address your unique needs.

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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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Building a resilient business

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.

Some questions to consider

What systemic risks could affect your business, and how are you planning for them?

Are you confident that your organisation fully understands the risks it’s running, and how the knock-on effects could spread across risk categories?

What programmes do you have to manage risk (ERM, treasury, compliance, operations, supply chain)? How do you know they’re working?

What processes do you use to establish consistent risk tolerance and appetite thresholds and measures on an enterprise-wide basis?

Do you have all the information you need to manage your risks effectively? If not, what information do you find it hard to get?

Are you promoting a risk-aware culture at every level of your organisation? And is top management setting the right example?

Do your rewards and incentives foster risk-based thinking and behaviour, rather than encouraging people to assume risk is ‘someone else’s problem’?

Do you have a clearly articulated ‘board mandate’ that encapsulates your business objectives, role in society and attitude to risk? And do your directors have enough industry expertise, confidence and independence to ask tough questions?

Is your organisation’s intellectual property or reputation at risk from security breaches?

As external stakeholders demand to know more about the risks your company faces and how you are managing these risks, how are you communicating this information?

 
 
 

View our latest Risk research and insights

 

Cyber security – five things your business needs to know

There’s a lot of information out there on how to make your business cyber-secure. But what are the most important to-dos? World Watch rounds them up

Mar 20, 2014

 
 

Around the world: When to account for tax law changes

This PwC paper helps companies reporting under US GAAP or IFRS to understand when a change in tax law impacts the measurement of current and deferred income taxes.

Feb 24, 2014

 
 

17th Global CEO Survey: Banking & capital markets

Banking & capital markets leaders see technology, demographic changes and shifts in global economic power as the trends most likely to transform their businesses over the next five years.

Feb 12, 2014

 
 

17th Annual global CEO Survey: Industry Focus: Transportation & logistics

In this year’s CEO survey transportation & logistics CEOs are more optimistic. They’re focusing on developing the workforce and improving their environmental footprint.

Feb 12, 2014

 
 

17th Annual global CEO Survey: Industry Focus: Metals

In this year´s CEO survey metals CEOs are more worried about a host of risks. Overall, they’re less confident than any other sector. Metals companies are cutting costs and taking it slow on transactions, but many are already adapting supply chains to cope with emerging global trends.

Feb 6, 2014

 
 

17th Annual Global CEO Survey: Key findings in the entertainment and media industry

This sector key findings report takes a closer look at responses from entertainment and media CEOs. We surveyed 72 sector leaders in 33 countries, and conducted in-depth interviews with 3 CEOs: Michael Roth, Interpublic Group, Donatella Treu, II Sole 24 Ore SpA and Nigel Morrison, SKYCITY.

Feb 6, 2014

 
 

17th Annual global CEO Survey: Industry Focus: Engineering & construction

In this year’s CEO Survey, engineering and construction CEOs say they worry about raw materials and the workforce. They also see technology having a big impact.

Feb 6, 2014

 
 

17th Annual Global CEO Survey: Industry focus: Automotive

Automotive CEOs are more optimistic this year, despite worries about a wide range of threats. They see a need to respond to global trends, but many are just getting started.

Feb 5, 2014

 
 

17th Annual Global CEO Survey: Industry focus: Chemicals

In our CEO Survey, Chemicals CEOs are optimistic about growth despite worries. They expect technological advances & climate change and resource scarcity to transform their businesses.

Feb 5, 2014

 
 

Gamechangers for the enlightened board

Fresh perspectives on the hottest issues in enterprise risk that go to the heart of our clients’ strategic agendas

Jan 29, 2014