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In practice, making risk management and the risk framework demonstrable often leads to administrative hassle, of which the added value for the organization is questioned. The process regularly raises questions. How do you make your risk framework an integral part of business operations? How do you keep it up to date? And how do you keep insight into the risks that matter and could affect your strategy? We can help you answer these questions.
An analysis of current practices and areas for improvement is the basis for a discussion of the requirements to be met by the risk framework. We use the link to the organization’s strategy and risk appetite as a starting point. It is also important to consider which systems, tools and working methods are appropriate for the organization. This leads to the definition of a toolbox of instruments and processes, which help you develop and maintain the risk framework in a demonstrable manner.