Non-Financial Risk

From a Task that has to be done to an Asset that creates Value

Staying in control of a fast-paced environment that is continuously shaped by regulatory changes, compliance requirements and social expectations can be very demanding. Failing to effectively oversee business operations, processes or your data can lead to sub-optimal data quality and reporting capabilities, whilst also negatively impacting the general public perception about your enterprise resulting in a negative financial impact.

Staying in control will require the reliance on sound business processes and future proof target operating frameworks.

Operational Risk Management

Within this context getting in control is the first step. Staying in control will require the reliance on sound business processes and future proof target operating frameworks. A sound understanding of the way in which financial institutions operate gives us the advantage of knowing how to orchestrate the strategic change required to optimise the operational risk management environment.

Specific operational risk services include:

Operational Risk Capability Assessment (ORCA)
Monitoring and Reporting Augmentation (MRA)

Compliance Optimisation

Our mission is to help financial institutions transform compliance from a task that has to be done to an asset that creates value for the business. We provide a solution that moves institutions from chaos to compliance, and from maintenance to intelligent advantages. Our consultants are seasoned risk, compliance and change management professionals experienced in implementing regulations. Working with us can bring financial institutions many potential benefits, specifically regarding:

Understanding of the integrated impact of (new) regulatory requirements;
Implementing appropriate processes, policies, and procedures;
Designing and assessing policies and procedures; and
Gaining oversight on the institution’s regulatory agenda.

Corporate Governance and 3 LoD

The European Confederation of Institutes of Internal Auditing (ECIIA) created the foundation for the 3 lines of defense model which is to date used to establish a risk function to promote good corporate governance and risk oversight. However, as it is difficult to create an adequate risk function, the 3 lines of defense can lack effective oversight because of misalignment and an incomplete overview of roles and responsibilities across the risk function.How can the corporate governance be organised to be more effective? Commonly, the different lines of defense are organised in columns in which every line of defense works efficiently in their own silo.

To improve the corporate governance as a whole, the risk function should be arranged in an end-to-end manner in which the processes, roles and responsibilities, handover moments and governance are formally aligned.
In the future of corporate governance, this should be embedded in the organisation to ensure an effective risk function and establish capabilities to identify, assess and process all relevant risk types. This includes regulatory risk from existing and new regulations and implementation of tools to automate this in order to reduce human errors and reduce any loss.