Risk management
Every risk is rated, owned and reviewed.
The WGS Risk Radar gathers every project risk into eight families. Each risk carries a likelihood and impact score, a mitigation, one owner and a label saying whether its rating has been reviewed.
- Project risks recorded
- 47
- Projects with a register
- 8
- Preliminary ratings
- 47
- Reviewed ratings
- 0
§06.7.1Risk management
The Risk Radar
Open risks and the highest score in each family, across all project registers.
| Risk family | Open risks | Highest score | Level |
|---|---|---|---|
| Financial | 5 | 12 / 25 | High |
| Operational | 8 | 12 / 25 | High |
| Legal | 7 | 12 / 25 | High |
| Market | 8 | 12 / 25 | High |
| Liquidity | 4 | 12 / 25 | High |
| Reputation | 6 | 12 / 25 | High |
| Information security | 4 | 12 / 25 | High |
| Supply chain | 5 | 15 / 25 | High |
The eight families
- FinancialCost, margin, funding and currency
- OperationalDelivery, people, quality and schedule
- LegalLicences, contracts, regulation and structure
- MarketDemand, prices and competition
- LiquidityHow quickly capital can be recovered
- ReputationTrust of customers, partners and investors
- Information securityData, access and systems
- Supply chainSuppliers, inputs and logistics
§06.7.2Risk management
How a risk is rated
Two scores from 1 to 5, multiplied. The product sets the level, and the level sets who must hear about it.
Likelihood1–5Impact1–5Score1–25
- Low1–4
- Medium5–9
- High10–16
- Critical17–25
Preliminary or reviewed
Preliminary internal assessment — not yet reviewed
Set by the project owner when the risk is first written. Useful, and not yet checked.
Reviewed by the risk function
Checked by the risk function against evidence. Investors always see which of the two they are reading.
§06.7.3Risk management
Preliminary project risks
Every preliminary rating on one grid. The list beneath names each risk and its project.
| Impact / Likelihood | Likelihood 1 | Likelihood 2 | Likelihood 3 | Likelihood 4 | Likelihood 5 |
|---|---|---|---|---|---|
| Impact 5 | 0 risks · Medium | 3 risks · High | 1 risk · High | 0 risks · Critical | 0 risks · Critical |
| Impact 4 | 0 risks · Low | 8 risks · Medium | 15 risks · High | 0 risks · High | 0 risks · Critical |
| Impact 3 | 0 risks · Low | 2 risks · Medium | 17 risks · Medium | 1 risk · High | 0 risks · High |
| Impact 2 | 0 risks · Low | 0 risks · Low | 0 risks · Medium | 0 risks · Medium | 0 risks · High |
| Impact 1 | 0 risks · Low | 0 risks · Low | 0 risks · Low | 0 risks · Low | 0 risks · Medium |
Risk level by likelihood × impact
- Low1–4
- Medium5–9
- High10–16
- Critical17–25
- Supply chainWGS-GJ/04 · Raw material from sources that cannot be documentedHigh · Score 3×5
- LegalWGS-GJ/04 · Licensing takes longer or adds conditions the plan did not assumeHigh · Score 3×4
- FinancialWGS-GJ/04 · Gold price moves while stock is heldHigh · Score 4×3
- LiquidityWGS-GJ/04 · Capital tied up in equipment and stock is slow to recoverHigh · Score 3×4
- OperationalWGS-AU/01 · Migration loses or corrupts customer and service historyHigh · Score 3×4
- Information securityWGS-AU/01 · One shared record concentrates customer and vehicle dataHigh · Score 3×4
- MarketWGS-AU/02 · Utilisation stays below what the model needsHigh · Score 3×4
- LiquidityWGS-AU/02 · Capital tied up in vehicles that lose valueHigh · Score 3×4
- LegalWGS-GJ/03 · Licences or accreditations for verification and assay take longer or add conditionsHigh · Score 3×4
- Supply chainWGS-GJ/03 · Suppliers cannot or will not provide the documents verification needsHigh · Score 3×4
- MarketWGS-ED/05 · Occupancy stays below the model after openingHigh · Score 3×4
- LegalWGS-ED/05 · Permit, zoning or lease terms restrict how a building can house studentsHigh · Score 3×4
- Information securityWGS-ED/06 · Student documents or personal data exposed through a new service line or toolHigh · Score 3×4
- ReputationWGS-ED/06 · A translation error damages a student’s admission or residence fileHigh · Score 3×4
- LegalWGS-ED/07 · Education permits take longer or add conditions the plan did not assumeHigh · Score 3×4
- Supply chainWGS-MR/08 · Verified providers lack capacity for contracted response timesHigh · Score 3×4
- OperationalWGS-MR/08 · Rework on recurring jobs erodes margin and the account’s trustHigh · Score 3×4
- OperationalWGS-GJ/04 · Theft, loss or unrecorded wastage of gold stockHigh · Score 2×5
- Information securityWGS-GJ/03 · Provenance records altered, lost or accessed without authorityHigh · Score 2×5
- ReputationWGS-GJ/03 · A lot the service verified later proves undocumented or misdescribedHigh · Score 2×5
- MarketWGS-GJ/04 · Established manufacturers keep making charges too lowMedium · Score 3×3
- MarketWGS-AU/01 · Customers do not move between lines as the thesis assumesMedium · Score 3×3
- Supply chainWGS-AU/01 · Parts delays lengthen cycle daysMedium · Score 3×3
- FinancialWGS-AU/01 · System and integration costs run above the planMedium · Score 3×3
- FinancialWGS-AU/02 · Insurance, repair or registration costs per vehicle riseMedium · Score 3×3
- OperationalWGS-AU/02 · Damage, theft or misuse of rented vehiclesMedium · Score 3×3
- Supply chainWGS-AU/02 · Vehicles not available at the planned purchase cost or timeMedium · Score 3×3
- MarketWGS-GJ/03 · Clients will not pay fees that cover delivery costMedium · Score 3×3
- OperationalWGS-GJ/03 · Assay results differ between tests or providersMedium · Score 3×3
- FinancialWGS-ED/05 · Collection runs slower, or operating cost per bed higher, than the model assumesMedium · Score 3×3
- MarketWGS-ED/06 · Demand concentrated in a few intake periods or student groupsMedium · Score 3×3
- OperationalWGS-ED/06 · New lines pull staff and attention away from core student servicesMedium · Score 3×3
- FinancialWGS-ED/06 · Plans cancelled or left unpaid after the first termMedium · Score 3×3
- MarketWGS-ED/07 · Students do not enrol in the numbers their needs suggestMedium · Score 3×3
- OperationalWGS-ED/07 · Qualified teaching staff are hard to hire or keepMedium · Score 3×3
- MarketWGS-MR/08 · Businesses keep buying job by job, and contracts do not recurMedium · Score 3×3
- LiquidityWGS-MR/08 · Late payment by business customers ties up cash already paid to providersMedium · Score 3×3
- ReputationWGS-AU/01 · A wrong vehicle history reaches a customerMedium · Score 2×4
- LegalWGS-AU/02 · Rental, insurance or registration rules add conditions the plan did not assumeMedium · Score 2×4
- OperationalWGS-ED/05 · Safety, maintenance or service failures in a building where students liveMedium · Score 2×4
- ReputationWGS-ED/05 · A poor housing experience damages trust in Turvex and the next intakeMedium · Score 2×4
- Information securityWGS-ED/05 · Student identity, contract or payment data exposed or mishandledMedium · Score 2×4
- ReputationWGS-ED/07 · Weak teaching harms trust in Turvex, not only in the programmesMedium · Score 2×4
- LiquidityWGS-ED/07 · Long-term premises lock in cost before enrolment is provenMedium · Score 2×4
- LegalWGS-MR/08 · Account contracts carry liability for provider work beyond what Evizo controlsMedium · Score 2×4
- LegalWGS-ED/06 · Some translation work may need a certification the pilot line does not holdMedium · Score 2×3
- ReputationWGS-MR/08 · Missed service levels at a business account damage Evizo’s standing with other customersMedium · Score 2×3
§06.7.4Risk management
Ownership and review cycle
- 01IdentifyThe project owner writes the risk at G1–G2, in one of the eight families.
- 02RateLikelihood and impact are scored; the rating starts as preliminary.
- 03MitigateEach risk carries a mitigation and one owner role accountable for it.
- 04ReviewAt every gate before execution, and monthly once a project is in execution.Proposed — pending approval
Escalation to the committee
- HighReported to the investment committee at its next meeting.
- CriticalEscalated without waiting. The related tranche release is held until the committee decides.Proposed — pending approval
- G2A risk that breaks a G2 assumption sends the project back for re-approval, whatever its level.
§06.7.5Risk management
What investors see in the portal
- The Risk Radar for the projects they follow
- Open risks with their owner role and mitigation
- An alert when a risk changes level
- Whether each rating is preliminary or reviewed
- The risk section of every monthly evidence pack