Risk Preparedness

Driven by our Risk and Value approach, we work with senior management teams to support their risk preparedness. We scan horizons using specific potential triggers and signals and  identify where material risks could arise. Internal actions or the actions of third parties can both drive these risks that range from sector activity to regulation.

We then assess the state of risk preparedness within the organisation to manage these issues. Afterward, we develop programmes to ensure that we prepare our clients to manage challenges or opportunities as effectively as possible.


Case studies

Reinforcing organisation's value ahead of difficult emergency general meeting (EGM)


The trustees of a global membership organisation faced a No Confidence motion at the group's emergency general meeting (EGM) following a breakdown in communications between the mass membership and the perceived elite of the trustees. The motion, if carried, would decimate the reputation and important operational services provided by the venerable institution, which is strongly regarded globally. Appreciating the precarious situation the trustees faced and their responsibilities to partners, members and regulators, DRD Partnership was retained to help mitigate this risk and to develop strategies to preserve the institution’s value and reputation.


DRD developed a multi-stream programme of engagement and message delivery. Focusing on the membership as a primary audience and delivering fact-based and data-rich messages across all channels and platforms available (and some newly created), DRD sought to remind audiences of the true value of the institution and reinforce its credibility. This, in turn, added value to members, not least to their ability to move jobs, gain higher salaries and enhance their contributions to various global challenges which impact all communities – none of which would be likely if the EGM motion were to prevail.


The institution’s EGM, and the subsequent elections for the AGM, received the most participation in the institution's over 100-year history. The EGM motion was roundly defeated by a two-thirds majority. Trustees were then able to build bridges with the membership and enhance the content, frequency and transparency of communication. Supported by DRD Partnership, the trustees commenced significant programmes of work on governance, strategy and membership engagements – all of which are bearing fruit and being held up by peer institutions as a model to which they may aspire.