We help boards, audit committees and executive teams build risk and control frameworks that are clear in their accountabilities, proportionate to the business and ready for internal audit, statutory auditors and certification bodies.
Governance, Risk & Compliance
Follow how business processes, risks, controls and governance connect. Select any element to trace its relationships.
Business processes
Risks
Key controls
Governance & compliance
Risks
R5Disruption on a main transport lane
Priority · High
Connected to
Illustrative visualization — not real or real-time data.
Executive overview
Governance, risk and control frameworks that leadership can rely on and auditors can test.
As organizations grow, enter new markets or take on investors and lenders, informal governance stops being sufficient. Decisions are taken without clear delegation, key risks are discussed but not owned, and controls exist in practice but cannot be evidenced. Boards and audit committees are then asked to give assurance on a framework they cannot see.
Our Governance, Risk & Compliance practice brings structure to that picture. We map and assess risks against a defined risk appetite, design internal control frameworks around key controls and named control owners, formalize the organization, procedures and delegations that make accountability explicit, and prepare organizations for internal and external audits and certification. Where relevant, we align with recognised references such as COSO-style internal control frameworks and ISO 31000 risk management principles.
We work alongside finance, operations, IT and internal audit rather than around them. The objective is a framework your teams understand and operate, sized to your organization, with documentation that serves day-to-day management as much as it serves auditors. Certification decisions remain with accredited certification bodies; our role is to prepare you to meet their requirements with confidence.
Key risks surface in executive meetings but lack a single owner, an assessment method and a mitigation plan that anyone tracks.
Controls are performed informally, so internal audit and statutory auditors find gaps in documentation, frequency and review rather than in the business itself.
Without a delegation of authority matrix and documented roles, commitments, payments and approvals rely on habit and individual judgement.
New entities, systems and markets are added faster than procedures and segregation of duties can follow, creating exposure that goes unnoticed until an audit or incident.
Audit or certification deadlines arrive before requirements have been interpreted, evidence assembled and nonconformities addressed.
Four service areas, each available as a focused engagement or as part of an integrated program.
Risk frameworks, risk mapping, registers and appetite statements that give leadership a shared, prioritised view of the risks that matter.
Assessment, design and documentation of internal control frameworks built around key controls, named control owners and testable evidence.
Organizational diagnostics, procedures, delegations of authority and governance structures that make roles, decisions and accountabilities explicit.
Readiness assessments, gap analyses, evidence organization and remediation that prepare you for internal, external and certification audits.
Review governance, risk and control arrangements against your objectives and applicable requirements, through interviews, documentation review and process walkthroughs.
Define the target framework: risk appetite, key controls and control owners, delegations, procedures and governance bodies, proportionate to your organization.
Translate gaps into a prioritised roadmap and remediation plan with owners, milestones and audit or certification dates in view.
Support teams as controls, procedures and monitoring are put into operation, and organize the evidence that demonstrates they work.
Review effectiveness through testing, KRIs and internal reviews, and refine the framework as the organization and its risks evolve.
Clear accountability for key risks, controls and decisions
Stronger assurance for the board and audit committee
Smoother internal, external and certification audits
A control environment that keeps pace with growth
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Usually with a risk mapping exercise and a high-level review of key processes. Together they show where controls, procedures and delegations matter most, so effort is focused on the areas of highest exposure.
We start from the risks that matter and design key controls around them, rather than documenting every activity. The framework is sized to your organization and to the expectations of your auditors, investors and regulators.
No. We prepare organizations for audits and certification. Certification audits are conducted by accredited certification bodies, which alone decide whether to grant certification, and no outcome can be guaranteed in advance.
We support management, the first and second lines, in designing and operating the framework. Internal audit and statutory auditors keep their independent roles; we coordinate with them so that the framework reflects their expectations.
No. We design governance, risk and control frameworks. Where legal, tax or regulatory interpretation is required, we work alongside your qualified advisers.
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