ISO 31000
ISO 31000 risk management implementation
ISO 31000 consulting helps businesses make risk management part of decision-making. Vosurein starts with objectives and actual activities, then defines risk criteria, assessment evidence and treatment responsibilities so the risk register informs resource allocation.
For Your Business
Who this service is for and when to start
Suitable for companies where each department already has risk registers but with inconsistent scales, or for companies preparing for new projects, investments, and operational changes. If management meetings can see risks but cannot decide on priorities, try applying it first to an important decision.
The Challenge
Common challenges faced by businesses
Risk scores are often based on the scorer's feelings; the numbers may appear precise but have no data basis. Even if high risks are listed, without the authority to decide, action plans, and budget, the list will not change the current situation.
The consequences in different fields cannot be directly compared using the same table. Information, occupational safety, or financial risks each have their own professional conditions, so it is necessary to retain suitable methods.
Our Approach
Methods and applicable requirements
ISO 31000:2018 provides principles, a framework and a process for managing risk. Apply it to governance and daily activities according to the organisation’s context. This service helps implement the guidance; ISO 31000 is not a certifiable management system standard.
The priorities below depend on the organisation’s context. Confirm the scope and level of supporting evidence at the start.
Governance and risk criteria
First confirm decision objectives, acceptable conditions, and escalation authority. When defining scales, use consequences that the company can understand and avoid directly copying external matrices.
Risk Assessment
Clearly state risk causes, events, impacts, and existing controls, distinguishing known data from estimates; the depth of analysis should match decision-making needs.
Treatment and Resources
Compare different treatment options, costs, and residual risks, assign responsible persons and approval levels; do not just write 'continue monitoring.'
Monitoring and Communication
Set data updates, change triggers, and reporting methods so that important changes can be identified outside the routine cycle.
Process
Consulting scope and process
Select Decision Scope
Confirm activities, objectives, and participating departments, and organize existing risk data and pending matters.
Align Assessment Methods
Discuss risk criteria and scales using case studies, and check whether judgments across departments are consistent.
Formulate Treatment Plans
Assist in assessing controls and residual risks, and propose responsibilities, resources, and timelines for management decision.
Set review intervals and triggers
Check the progress of measures and changes in context, and integrate risk updates into existing meetings and project processes.
Preparation
What documents do companies need to prepare?
- Objectives and Activities: Strategic, project, or process objectives and decision scope.
- Risks and Events: Existing risk registers, events, and external change data.
- Controls and Responsibilities: Procedures, delegated authority, controls and responsible people.
- Resources and tracking: Budget, progress of measures, and management meeting records.
An index or summary is enough for an initial discussion. Before sharing personal data, confidential contract information or system records, agree on access authorisation, redaction and retention.
Project Planning
Estimating time and cost
Evaluate based on the scope of assessment, participating departments, complexity of methods, and number of workshops. If professional models, legal judgments, or technical tests are required, professional tasks should be clearly listed; completing a form once should not be considered as completing overall risk management.
FAQ
Frequently asked questions
Is it necessary to use a five-by-five matrix?
Not necessarily. The assessment tool should match the data and decision-making needs, and the basis for the scale should be explained; the matrix is just a method for organization.
Are only negative events considered risks?
Risk discussions should link goals with uncertainties, and may also examine potential opportunities; how to actually deal with them should be decided by the company.
Can it be shared with other ISO systems?
Governance and tracking processes can be shared, but the assessment criteria for professional domains still need to be retained; it is not advisable to force all to use the same scores.
Can a consultant accept risks on behalf of the company?
No. Consultants help assess evidence and options. Authorised company personnel decide whether to accept the residual risk.
Can completing it guarantee no losses?
No. Evaluations have data and situational limitations; the focus is on improving decision-making and continuous review, not guaranteeing that events will not occur.
How often should it be updated?
It should be arranged according to risk changes and management needs; major projects or changes in external conditions should also be reviewed, not just waiting for annual forms.
Related
Related services and enquiries
Tell us your industry, the activities you want to improve, your existing system and your target completion date so we can define the scope together.
Content checked: . Applicable versions and requirements depend on the company’s circumstances.
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