Establishing a Risk Office and a Risk Management Operating Model at Holding Level
About Project
In diversified holding structures, the absence of a centralized and disciplined risk governance framework often limits visibility, consistency, and proactive decision-making. To strengthen enterprise-wide risk oversight and resilience, we partnered with a holding company to design and establish a Group Risk Office and an integrated risk management operating model.
We successfully designed and implemented a Group Risk Office for a holding company, establishing a structured and scalable enterprise risk management framework across group companies. The engagement focused on defining the risk management operating model, building internal risk capability, standardizing group-wide procedures, and institutionalizing risk governance through regular risk committees and reporting mechanisms.
Our Approach
Risk Management Operating Model Design
Designed a group-level risk management operating model defining roles, responsibilities, governance layers, and interaction mechanisms between the holding and group companies.
Risk Capability Building
Delivered structured risk management training programs in collaboration with university faculty to ensure methodological rigor and practical relevance.
Risk Manager Network Establishment
Selected risk managers from group companies and supported their development as part of a coordinated group risk community.
Group-Wide Procedures & Standards
Developed and published group-level risk management procedures to ensure consistency and alignment across subsidiaries.
Risk Committee Design
Designed and organized quarterly risk committees, defining committee structures, mandates, decision scopes, and escalation mechanisms.
Agenda & Governance Structuring
Developed standardized agendas for risk committee meetings to ensure focused, decision-oriented discussions.
Risk Reporting Frameworks
Designed standardized risk reporting templates and formats to support clear, comparable, and actionable risk reporting at group level.
Strategy
Our strategy focused on institutionalizing risk management as a core governance capability rather than a standalone compliance activity. Key strategic pillars included:
Centralized Oversight with Local Ownership
Balancing group-level consistency with subsidiary-level accountability.
Capability-Driven Design
Strengthening internal risk expertise through structured training and role definition.
Standardization & Transparency
Establishing common procedures and reporting standards across the group.
Governance Integration
Embedding risk management into regular management and board-level decision forums.
Sustainability & Scalability
Designing a risk framework capable of evolving with the group's growth and complexity.
Results & Impact
Established a fully functioning Group Risk Office with a clear operating model.
Trained group company risk managers through academically supported risk management programs.
Implemented group-wide risk management procedures and standards.
Institutionalized quarterly risk committees with defined agendas and governance principles.
Improved consistency, transparency, and comparability of risk reporting across group companies.
Strengthened proactive risk identification, monitoring, and escalation capabilities at group level.
Through the establishment of a Group Risk Office and integrated risk governance framework, the holding company significantly strengthened its enterprise-wide risk management maturity. By combining structured operating models, internal capability building, standardized procedures, and disciplined risk committee practices, the organization embedded a proactive risk culture, improved management visibility, and enhanced decision-making resilience across the group.
Other Experiences
