From risk to resilience: Closing the preparedness gap

Based on more than 1,300 responses across 79 countries, the survey shows Risk Managers deepening their strategic role, while organisations continue to face a “preparedness gap”, notably on AI governance, geopolitical volatility, and the speed of technological change. 

In parallel, the profession continues to mature: respondents are largely experienced, the function remains senior and specialised, and representation of women is increasing. 

The survey shows that organisations feel least prepared to manage fast-moving and complex risks, particularly AI, geopolitical uncertainty, and technological change. This complex risks’ landscape reinforces the need for Risk Managers to act as strategic partners, helping leadership connect short-term disruption with long-term resilience through stronger governance, clearer accountability, scenario planning, risk quantification and more integrated risk management.
 

The survey highlights the broad contribution of Risk Managers, particularly through risk mapping exercises and increasing involvement in strategic topics. Risk Managers are no longer confined to a traditional ERM perimeter: they are deeply embedded in how organisations identify, structure and prioritise risk. Risk Managers are now positioned closer to the top of the organisation, supporting both strategic orientation and oversight.
 

ESG is now a well-established part of the risk agenda: 56% of Risk Managers report being involved in ESG-related activities, and their responsibilities are expanding from support roles to more formal governance ownership. 
 

However, progress remains constrained by execution barriers: the leading challenge is still the difficulty quantifying sustainability risks, followed by limited data to quantify impacts and the newly highlighted issue of low ESG maturity across business lines, underlining that ESG integration requires stronger data, methods and internal capabilities to become fully decision-useful within ERM.

AI now appears across multiple dimensions of the risk agenda: among the top short- and long-term risks, among the risks considered least adequately managed, and is shaping priorities in technology adoption, governance and operational resilience. This confirms the emergence of AI as a transversal organisational risk, requiring a more integrated response across risk management, technology, governance, compliance and resilience frameworks. Two third of respondents are either using or planning to use AI for risk management, with 34% applying it to operational risk management, notably for process automation and anomaly detection.
 

Insurance market conditions remained challenging in 2025, influenced by broader economic trends, regulatory changes and the evolving risk landscape. Insurance Managers continue to use similar strategic levers as in 2024, while placing greater emphasis on long-term stability, adequate coverage and alternative approaches to managing risk financing.

Risk retention—where an organisation retains financial responsibility for risk rather than transferring it to an insurer or another insurance vehicle—remains the primary strategy at 56% in 2026 (62% in 2024), closely followed by the use of an existing captive for 31% (35% in 2024), or an alternative risk transfer vehicle for 23% of them (28% in 2024).
 

Methodology

The 2026 survey reflects a broad global view of the profession, based on 1329 Risk and Insurance Managers across 79 countries. 

Visit FERMA’s website to explore the global results.