Member objectives we're working on
Based on specific member objectives, our engagement managers provide targeted support through bespoke collaboration opportunities. Below are a few examples of the challenges members are solving through the network.
Developing succinct strategic risks:
We’re supporting a member to develop specific and succinct strategic risks for the business and effectively present them to the board, connecting them with other practitioners who have tackled a similar challenge.
Enhancing risk scoring quantification:
We’re helping a risk leader in the energy and utilities sector to uplift their scoring matrix for quantitative risk assessments, setting up one-to-one conversations so their peers can share their risk matrix.
Incident management:
We’re supporting a member as they work to deliver a consistent and practical incident management framework by facilitating collaboration with other risk leaders who have established similar structures in their organisation.
Integrating AI agents into systems:
We’re arranging collaborations for a risk leader who wants to understand how other companies integrate AI agents (e.g., Co-pilot)into their ERM software to respond to basic queries.
Demystifying risk appetite:
We’re holding a meeting with the risk team of a large telecoms company to share different approaches to risk appetite from across the network and help them decide what would work for their organisation.
Sourcing, supply chain and business resilience:
We’re gathering information for a member about the supply chain and sourcing risks other companies in their sector are reporting on and the mitigations they have in place.
Quantification of cyber risks
We’re helping a member to determine what appetite thresholds they should set around their cyber risks, and how to measure the business against these, by highlighting examples from other organisations.
Methods of risk aggregation
We’re supporting a mining company as they conside rwhether their existing risk architecture is fit for purpose, connecting them with similar organisations to discuss how to effectively aggregate risks upwards.
Strategic resilience and foresight
We’re connecting a member with peers to discuss how they can build strategic resilience and work towards that anticipates threats and opportunities, rather than just responding to events.
Enhancing risk reviews and reporting
We’re assisting a large logistics company as they update their risk review and reporting process, facilitating conversations with other members on how to embed quantitative aspects into risk assessments.
Measuring the effectiveness of risk management
We’re highlighting the different ways in which members are assessing how effective their risk management processes is, to support a pharmaceutical organisation with their own review.
Launching a risk engagement and training campaign
We’re helping a member to understand what risk training frameworks look like at other organisations and possible methods of creating a community or risk coordinators or champions.
Project delivery risk thresholds:
We’re connecting a member with peers to help them understand how other organisations are balancing project-specific consequences of risks with impacts on the broader group.
Enhancing the BCM framework:
We’re supporting a member as they develop a business continuity management framework and train their team, facilitating collaborations with other organisations who have set up a similar framework.
Developing forward-looking KRIs:
We’re helping a member with their project to develop a more dynamic and proactive suite of key risk indicators, sharing examples from other organisations and facilitating conversations around this topic.
Revamping the ERM standard:
We’re working with a member to enhance foundational elements of their risk standard, connecting them with peers to validate their approach and gather insights into how others have built out these elements.
Reducing and merging strategic risks:
We’re helping a risk team at a large mining company to navigate an overhaul of the strategic risk management process, requested by their board. We are conducting of pulse check of similar organisations to find out how they are approaching their strategic risks.
AI and risk appetite
We’re supporting a risk leader as they incorporate AI into their risk appetite framework, setting up collaborations so that they can discuss how to approach this challenge with other likeminded members.
Recent and upcoming meeting highlights
Our network meetings regularly bring groups together to share practical experiences and brainstorm new ideas, while bespoke meetings connect very small groups to focus on a specific issue or challenge.
AI systems and data aggregation tools
Our custom-built AI-driven horizon scanning system and data aggregation tools provide invaluable insights that help risk teams get time-consuming tasks done efficiently.
Specialist benchmarks
In-depth benchmark reports help members compare and validate their approaches in key areas.
Aligning Risk and Resilience: practitioner approaches
For this benchmark, we interviewed 7 practitioners about the structure of their risk and resilience organisation, the contents of the resilience framework, and business continuity
planning.
Pulse check: board and executive deep dives
This pulse check report captures 5 examples of ‘deep dives’ risk leaders have conducted
with their board, executives or key leadership functions, such as IT leadership.
Emerging risk approaches 2025
This benchmark report outlines common and divergent approaches to managing emerging
risks in 2025, capturing insights from 84 large listed or privately-owned companies.
Risk appetite: state of the market
This report investigates how organisations are using risk appetite in practice, the biggest challenges and barriers in relation to risk appetite, and what is working well for risk leaders.
Emerging risks in the retail and consumer goods industries: 2025 analysis
What are the top emerging risk trends in the retail and consumer goods sectors? Based on data from our Horizon Scanning Tool, this report breaks down key developments across six PESTLE categories.
Pulse check: regulatory risk in the telecommunications sector
How are organisations in the telecoms sector managing the variety of regulatory risks (present and emerging) they face? We find out from 5 risk leaders how they are approaching
this challenge.
Risk operating models: mining and resources
This report provides insights into the risk reporting lines, team structures and operating models at 10 companies, of 10,000 employees or more, in the mining and resources sectors.
Controls benchmark: design, governance, monitoring and management
This benchmark report explores controls maturity at 7 national infrastructure and
telecommunications companies.
Approaches to measuring risk effectiveness: pulse check report
For this report, we interviewed 5 risk leaders from a mix of nationally and internationally
operating ASX-listed companies, to understand the approaches they are taking to assess
whether their risk management activities are driving meaningful outcomes.
Pulse check: risk taxonomy structure
A deep dive into the structure of enterprise risk taxonomies at 9 large companies, providing
a high-level, aggregated summary of taxonomy features and how organisations are using it
to manage risks.
Risk evaluation criteria in the retail sector
This benchmark report provides insights into the risk evaluation criteria and assessment
methodologies (e.g., scales) of 8 organisations in the retail sector.