Kate Boothroyd is the Director of KB Risk Consulting Limited, a risk management consultancy. She is an accredited Institute of Risk Management trainer and lead developer on the IRM's updated Enterprise Risk Management Certificate. She is based in Huddersfield, UK.

Clive Thompson was Deputy Chair of the IRM until 2020. He has been a risk manager and consultant delivering projects globally and is a Certified Fellow of the IRM. He is based in West Sussex, UK.

The Institute of Risk Management is a world leading professional body for risk management, driving excellence in managing risk to ensure organizations are ready for opportunities and threats of the future.

Chapter - 00: Introduction Chapter - 01: What risk is and why it is important; Section - ONE: Introduction to risk management; Chapter - 02: The evolution of risk management; Chapter - 03: Risk management standards; Section - TWO: Enterprise risk management; Chapter - 04: Enterprise risk management; Chapter - 05: Risk management aims and principles; Chapter - 06: Risk management framework - risk architecture, strategy and protocols; Chapter - 07: Roles, responsibilities and documentation; Chapter - 08: Risk management process; Chapter - 09: Implementing enterprise risk management; Section - THREE: Defining context and objectives and assessing risk; Chapter - 10: Understand the context; Chapter - 11: Stakeholders; Chapter - 12: Setting objectives; Chapter - 13: Assessing risks - risk identification and articulation; Chapter - 14: Classifying risks; Chapter - 15: Assessing risks - risk analysis; Chapter - 16: Different lenses for prioritizing risk; Chapter - 17: Assessing risks - risk evaluation; Section - FOUR: Risk response and monitor, review and report; Chapter - 18: Managing risk; Chapter - 19: Controlling both threats and opportunities; Chapter - 20: Ongoing monitoring; Chapter - 21: Ongoing review; Chapter - 22: Reporting on risk management; Section - FIVE: Risk strategy and culture; Chapter - 23: Culture and behaviours; Chapter - 24: Risk culture models and success factors; Chapter - 25: Risk appetite and tolerance; Chapter - 26: Risk appetite criteria and statements; Section - SIX: Corporate governance and assurance; Chapter - 27: Introducing corporate governance; Chapter - 28: Compliance and the control environment; Chapter - 29: Risk assurance; Section - SEVEN: Organisational environment, resilience and sustainability; Chapter - 30: Strategy and risk management; Chapter - 31: Resilience and risk management; Chapter - 32: Surviving shocks and disruption; Chapter - 33: Sustainability and the risk management; Chapter - 34: ESG and climate change; Section - EIGHT: Different approaches; Chapter - 35: Different approaches to risk management; Chapter - 36: Banking, insurance and operational approaches to risk management; Chapter - 37: Project, health and safety, legal, supply chain and IT approaches to risk management; Chapter - 38: ERM as a translation tool; Section - NINE: Adding value; Chapter - 39: Maturity and continual improvement; Chapter - 40: How risk management adds value; Chapter - 41: Risk practitioner competencies; Chapter - 42: How risk practitioners add value