Risk Management/Evaluation

Risk Management provides Executive teams and the Board of Directors with a single point of reference when discussing risk across the enterprise. The purpose of this is to identify where risks are either not being managed or are not allocated the resources or appropriate level of attention. It is also an increasingly common regulatory requirement to have overall risk governance in place.

Capius has extensive experience evaluating the risk profile of companies following a practical approach to Enterprise Risk Management. Our approach identifies and prioritizes the relevant risks and links existing risk management processes to those risks. This approach eliminates redundant risk assessments, leverages work currently being done and provides solutions where gaps are found. Capius brings an outside perspective to the company’s risk management while avoiding re-inventing the wheel by creating a big new project. Our approach fits well with companies who are responding to Board or regulatory requirements to have a risk management plan in place. Capius' ability to include the strategic and infrastructure / financial perspective further differentiates our approach.

Case Study

A publically traded software company was responding to requests from the Board of Directors to manage risks across the organization more comprehensively and present a Risk Management Plan to the Board.

Working closely with the CFO and General Counsel, Capius reviewed the prior risk assessment and created a simple framework to evaluate those risks. The identified risks were compared with an industry-standard risk model to determine any missing risks. Other members of the Executive team and additional selected staff were interviewed to confirm the risks identified were comprehensive. As part of this, additional organizational processes which assess risk were identified and integrated into the risk plan.

The Risk Management Plan satisfied the requirements of the Board for a single source of risk assessment across the company, while avoiding the need for a large project which would have duplicated the effort of many key executives already involved in various forms of risk management within their disciplines.