1. Understanding what the most critical risks are to what we want to achieve.  
2. Getting consensus, particularly with the Board and Management, on what those critical risks and the extent we need to manage them.  
3. Converting risk management into action to improve how we govern, manage, and monitor the organisation on a day to day basis.  
4. Developing a culture in the organisation to understand the context and manage risk in line with organisation’s risk appetite. 

This collection of articles and materials drills into the first point focusing on the connection of strategy and risk and how risks are also connected.

David Sutton

Partner - Risk Management and Internal Audit,
KPMG in New Zealand
T: +64 936 758 44
E: DavidSutton@kpmg.co.nz