Risk & Compliance management

Organisations that are effective and efficient in managing risks will, in the long run, outperform those that are not. Different and more sophisticated risks are threatening almost all organizations in all industries. Strategic, counterpart, liquidity, reputational risks are becoming more and more the most important issues in most CEO's minds.

Most companies struggle to have good information to quantify their exposure to some enterprise-wide risks, like strategic and reputational ones.

On the other side, regulations are becoming more tightening for many companies in almost all industries, making compliance risk another potential threat for business results.

A-CCI helps its clients to shift from a pure mitigation approach to a risk-return optimization. The focus is no longer on the relationship between risk and absolute return, but about the relative or risk-adjusted return.

Most of the focus in many companies has to date been on creating infrastructure: independent risk management functions, audit committees, risk management policies and procedures, systems and models. All of this makes what we call the "hard site" of risk management.

A-CCI believes that is is equally (and in most cases more) important that companies focus on the "soft side" of risk management.

We help our clients in integrating risk and compliance management in decision making processes such as strategic planning, sales planning, rewarding mechanism and HR development programs.

We work with chief risk officers and chief compliance officers by helping them to answer the following questions:

• Which are the major risks in our company?
• Which is the level of appetite we have?
• How can we measure reputational risk?
• How can we measure strategic risk?
• How can risk be embedded in sales decisions?
• How can we transform the rewarding system on a risk-adjusted base?