Enterprise Risk Management (ERM)

Step-changes in competition, often spurned by disruptive technology driven innovations are pressuring firms and threatening their business models. Skills shortages and increasing reliance on third-parties in the value chain adds to the challenge of managing the modern enterprise.

Pressured by market forces and against the backdrop of operational issues such as dealing with aging infrastructure both within and outside the organisation, executives are faced with the paradox of investing in controls to mitigate risks while at the same time providing value to investors. This coupled with increased regulatory complexity and scrutiny places Enterprise Risk Management (ERM) in the spotlight more than ever before.

ERM practitioners are faced with a range of complexities including the need to demonstrate value from what is often regarded as a grudge spend and the challenge of being responsible for discovering unknown treats facing their organisation.

In the world of large projects, it is common for project promoters to believe that their projects will significantly benefit stakeholders. This combined with “best case” or understated costs leads to consequences including misallocation of resources, waste of taxpayers’ and investors money and white elephants. The successful project executive needs tools such as those provided by effective ERM to overcome these challenges.

Executive are accountable for having answers to the following questions at their fingertips:
  • How quickly can we recover from a disaster?

  • To what extent are we compliant with current and future governance and legal requirements?

  • To what extent are we flexible/ agile to accommodate changes in governance and legal frameworks?

  • Do we learn from our mistakes?

  • Are our customers/ stakeholders comfortable that we can sustain our business and support their needs?

  • Do we have capabilities to sustain our performance and compete in changing markets?

  • What is our risk appetite?

  • How much do we spend on controls and is this aligned with our risk appetite?

  • To what extend do we need to invest in further controls?

  • Do we have capabilities to sustain our performance and compete in changing markets?

  • How well are we positioned for an uncertain futures?

  • Is our reporting evidence based and informed to warrant accountability.

QuantiMetrics provides a broad range of professional services to help our clients to: at their fingertips:
  • Establish a risk aware culture across the organization

  • Implement risk mitigation strategies across the organization

  • Achieve organisational resilience

  • Minimize losses and protect their bottom line

  • Improve operational efficiencies

  • Ensure regulatory compliance

  • Improve controls

  • Become more proactive

  • Encourage learning from mistakes

  • Improve their image

QuantiMetrics achieves this by providing
  • Knowledge transfer

  • Risk and Controls identification through facilitated workshops

  • Implementation services

  • Best practice advice

  • Professional resourcing

  • Outsourced services

  • Innovative tools

  • Established frameworks

  • Sound methodologies

  • Industry benchmarks

  • A seasoned professional team


Unique Approach to Benchmarking

Objective assessment of performance against peers, competitors and suppliers underpinned by analytics, real benchmark and industry data. Performance indicators include cost effectiveness, productivity, quality and conformance.

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Fact based specialized services including

Quantity Surveying for Software and Applications, underpinned by objective functional sizing based on latest ISO standards, to drive cost forecasts, normalize benchmarks and inform economic valuations.

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