To undertake a firm wide review the existing risk management practices and:
GRC’s approach was to quickly gain an understating of the firms business model and operational landscape through one on one interviews with a number of key stakeholders in each business unit
After a year of delivery both remotely and at the client’s Mayfair office, GRC had successfully:
Review the banks Operational Risk Management Framework and improve where required in line with best practice in preparation for change in ownership.
Assess and improve the IT Risk Management process to meet best practice and help improve risk management effectiveness within a multi-billion euro change program of work (Run the Bank / Change the Bank).
Review current operational risk management framework, gap identification, make recommendations for improvement. Key considerations: ensure risk management practices are embedded within the business and management are conforming to risk management practices / culture. Be able to:
Review the existing payments services business in line with PSD2 regulations.
Review the existing payments services business in line with PSD2 regulations
Assist with the FCA application submission process to register as an API for performing Payment Initiation Service
Design, develop and implement a best practice and globally compliant IT risk management framework.
Design, develop and implement a best practice enterprise Risk Management (ERM) Framework that can be sustained over the long term to protect and enhance the businesses profitability.
Design, develop and implement a best practice enterprise Risk Management Framework (ERM) that can be sustained over the long term to protect and enhance the businesses profitability.
Design, develop, implement and embed, a comprehensive Enterprise Risk Management (ERM) Framework.
Design, develop and implement / embed, a comprehensive Enterprise Risk Management (ERM), Framework.
To develop a market proposition (based on the concepts of ERM and TCoR) with the aim of stimulating the cross-selling of existing products and new consultancy linked capabilities. Products are to be based on a client centric view of risk as opposed to insurance classes. This is needed to meet the growing demand to insure intangible risk.
Review company’s existing business to evaluate what opportunities exist to develop an Enterprise Risk Management (ERM) consultancy capability as market differentiator to enhance business development opportunities.
Conducted three Gap Analysis (Product, Competitive, Opportunity)
The proposed initial product structure (5 ERM orientated products, cyber risk, enterprise/strategic risk, reputation risk, Non-Damage Business Interruption (NDBI)), to be used as conduit through which Enterprise Risk Management (ERM) & Total Cost of Risk (TCoR) products and services could be offered to clients, thereby creating the opportunity for product extension and to ‘bolt’ on insurance products (to transfer risk exposure to the insurance market), as required.
Enhanced: profitability, long term viability, customer relevance / trust, protection of market share.
Developed cost benefit positive business case to demonstrate how the use of the proposed product suit would increase profit.
The client’s executive Committee approved the development of the proposed products and their integration into the company’s business development strategy. The proposed pricing (business case) and ‘Go To’ market strategy was also agreed.