Six pillars behind every manufacturing risk.

How has the business changed, and has its risk position changed with it?

How new commitments, assets and complexity are reviewed against the risk position before they outpace it.

What could stop production or delivery?

Where production or delivery could stop, and whether recovery is understood, mapped and credible.

What could create a financial loss the business is not prepared to absorb?

Whether values, recovery periods and major-loss impact reflect today's business, not the last renewal.

Where does the business critically depend on people?

Where the business depends on people, and whether that knowledge and evidence is transferable.

If something went wrong tomorrow, could the business demonstrate that the risk had been properly managed?

Whether the evidence trail exists to defend the business and substantiate a claim when it matters.

What is changing around the business that its current risk strategy may not yet reflect?

Cyber, supply-chain, technology, regulatory and environmental change moving faster than the current strategy.