UK

United Kingdom · Compliance, quality and safety · Director/VP (16-20 years)

Director of Enterprise Risk Management

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports25-100+ reports
  • Reports toChief Operating Officer (COO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP of Governance, Risk & Compliance · Head of Risk & Assurance · Chief Risk Officer (Designate)

Built on 43,079 real UK job descriptions we analysed · grounded in what real qualifications cover

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

NQual Level 5 Diploma in Leadership and Management NQual · Level 5 · covers 2 of 10 standards
Focus Awards Level 4 NVQ Diploma in Customer Service (RQF) Focus Awards Limited · Level 4 · covers 2 of 10 standards
NOCN Level 4 Diploma in The Management of Productivity NOCN · Level 4 · covers 1 of 10 standards
IRM's Level 5 International Certificate in Financial Services Risk Management Institute of Risk Management · Level 5 · covers 7 of 10 standards
IRM's Level 5 International Certificate in Enterprise Risk Management Institute of Risk Management · Level 5 · covers 5 of 10 standards
CMI Level 5 Award in Management and Leadership Chartered Management Institute · Level 5 · covers 2 of 10 standards

Matched from the standards this job is measured against: a suggestion, not an official ruling.

The units you would start with

Risk management NQual Level 5 Diploma in Leadership and Management
Manage business risk Focus Awards Level 4 NVQ Diploma in Customer Service (RQF)
Risk and Issue Management NOCN Level 4 Diploma in The Management of Productivity
Managing, monitoring and reporting risks IRM's Level 5 International Certificate in Financial Services Risk Management
Managing Risk CMI Level 5 Award in Management and Leadership

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Sustainability Fluency building care for people and planet into the work
Foresight Fluency seeing round the corner
Your Plan Illustration

Built for Director of Enterprise Risk Management

5 units that map to this job, from the qualifications that cover it.

  1. Risk management NQual · covers 2 of 10 standards Level 5
  2. Manage business risk Focus Awards Limited · covers 2 of 10 standards Level 4
  3. Risk and Issue Management NOCN · covers 1 of 10 standards Level 4
  4. Managing, monitoring and reporting risks Institute of Risk Management · covers 7 of 10 standards Level 5
  5. Managing Risk Chartered Management Institute · covers 2 of 10 standards Level 5
These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

2AI and this work

Will AI change your work as a Director of Enterprise Risk Management?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skills this role is being asked for

  • ESG (Environmental, Social, Governance) Risk Integration
  • AI Governance & Ethical AI Risk Management
Why each one is rising

The future skills this job leans on

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

What happens when you start

Next, a free account. We build your Director of Enterprise Risk Management plan as you set up, starting with the free Growth Mindset module. No card.

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3What this role really is

A Director of Enterprise Risk Management shapes how a business understands and manages risk, so it stays resilient and can keep growing. This person is who the C-suite turns to for a clear view of what could go wrong and how to stop it. It involves running multi-year programmes that protect people, reputation and financial results.

4What you'd actually use

The tools this job runs on, and how well you'd need to know each one.

ServiceNow GRC / Archer GRC Suite Strategic

Leading the strategic design and optimisation of the enterprise GRC platform, ensuring it meets evolving business needs and provides comprehensive risk intelligence for executive reporting.

Power BI / Tableau (Data Visualisation) Strategic

Defining the key risk indicators (KRIs) and key performance indicators (KPIs) that will be tracked at the executive level, and overseeing the development of executive-level risk dashboards.

MasterControl / Veeva Vault QualityDocs (Document Control) Architect

Setting the enterprise-wide document control strategy, ensuring systems are validated for regulatory compliance (e.g., FDA 21 CFR Part 11 where applicable), and overseeing their integration with GRC systems.

Intelex / Cority / Enablon (EHS/Incident Management) Architect

Integrating EHS data with other business systems (e.g., HRIS, ERP) to create a holistic view of operational risk, and driving the strategic use of these platforms for predictive analytics.

AuditBoard / Workiva (Audit Management) Strategic

Developing the annual audit plan based on enterprise risk assessments, overseeing the management of audit findings, and reporting audit committee findings to the board.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choiceComing in Where you are nowThe step above
Enterprise Risk Appetite & Strategy N/A (informational only) N/A (informational only) Defines and recommends to the Board for approval. Accountable for ongoing adherence.
Major Regulatory Response & Communication N/A (informational only) N/A (informational only) Leads the response strategy, approves communications, and acts as primary liaison with regulators.
Departmental Budget Allocation & Spend N/A (informational only) N/A (informational only) Full authority for budgets up to £10M; consults COO for significant overruns or strategic reallocations.
GRC Platform Selection & Major System Changes N/A (informational only) N/A (informational only) Defines requirements, leads vendor selection, approves implementation plans, and owns the overall programme.
Organisational Design of Risk Function N/A (informational only) N/A (informational only) Full authority for the structure and staffing of the ERM department, including creating new roles or teams.

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

Total Recordable Incident Rate (TRIR) Reduction
The rate of workplace injuries and illnesses that require medical treatment beyond first aid.
Target · Reduce TRIR by 10-15% year-over-year across the business unit.

If our TRIR was 2.5 last year, we'd expect it to be 2.25 or lower this year, demonstrating tangible improvements in safety programmes.

Regulatory Fines & Penalties
The total financial cost incurred from non-compliance with regulations.
Target · Zero material fines or penalties (over £100K) due to preventable compliance failures.

Avoiding a £500K fine from the HSE for a safety breach by implementing proactive controls identified through your ERM framework.

Risk Maturity Score Improvement
An internal assessment of the organisation's capability to identify, assess, respond to, and monitor risks.
Target · Improve the company's risk maturity score from 'Managed' to 'Optimised' within 24 months, as per our internal framework.

Moving from ad-hoc risk reviews to a fully integrated, predictive risk intelligence system, evidenced by a higher score in our independent assessment.

Cost of Non-Conformance (CoNC) Reduction
The financial impact of quality failures, rework, warranty claims, and customer complaints.
Target · Demonstrate a >£1M reduction in CoNC across the business unit annually.

Reducing product returns by 2% (saving £1.2M) through improved quality controls and early risk detection in the supply chain.

Business Continuity Plan (BCP) Effectiveness
The successful execution of business continuity plans during disruptive events or scheduled tests.
Target · Achieve 95%+ success rate in BCP recovery time objectives (RTOs) during tests and actual incidents.

During a power outage, critical systems were restored within 4 hours, meeting the 6-hour RTO defined in the BCP.

Board & Executive Confidence in Risk Posture
The level of trust and assurance the Board and Executive Leadership Team have in the company's ability to manage its risks effectively.
  • Regularly invited to Board Audit & Risk Committee meetings to present on ERM strategy. Executive team proactively seeks your input on strategic initiatives and M&A due diligence. Positive feedback from board members on the clarity and comprehensiveness of risk reporting.
Proactive Risk Identification & Mitigation
The ability to identify emerging risks before they become issues and implement effective controls.
  • Identification of 3-5 significant new or evolving risks per quarter that were previously unrecognised. Implementation of controls that demonstrably prevent incidents or reduce their impact. Being seen as a 'forward-thinker' rather than just a 'firefighter'.
Cross-Functional Risk Ownership
The degree to which different departments understand and take responsibility for their specific risks.
  • Departmental heads regularly update their risk registers without prompting. Risk is a standing agenda item in operational review meetings. Evidence of departments independently proposing and implementing risk mitigation actions. Feedback from department leads indicating you're a trusted partner, not just a 'police officer'.
Regulatory Relationship Management
The quality and effectiveness of our relationship with key regulatory bodies.
  • Positive feedback from regulators on our transparency and responsiveness during inspections or inquiries. No unexpected regulatory actions. Proactive engagement with regulatory bodies on upcoming changes or industry best practices.

7Would you like it

Both sides. What people enjoy, and what grinds them down.

What people enjoy
Protecting the Organisation & its People

You'll feel a deep sense of purpose knowing your work directly prevents harm, financial loss, and reputational damage. This shows up in your relentless pursuit of effective controls and your drive to embed a safety-first culture.

Successfully implementing a new safety protocol that demonstrably reduces workplace injuries, or advising the board against a risky venture that could lead to significant financial exposure.

Strategic Influence & Impact

You thrive on being at the table for major business decisions, offering critical insights that shape the company's direction. You'll enjoy seeing your risk strategies directly inform investment decisions, product launches, and operational changes.

Presenting a new risk framework to the Executive Leadership Team that gets adopted company-wide, or influencing the design of a new product to incorporate safety features from the outset.

Building & Transforming Systems

You get satisfaction from designing robust, scalable risk management systems and processes that truly work. You'll enjoy seeing your team grow in capability and the organisation mature in its approach to risk.

Leading the successful implementation of a new GRC platform that streamlines risk reporting, or developing a training programme that significantly improves risk awareness across all levels of the company.

What frustrates people
  • Dealing with 'risk blindness' from business units who prioritise short-term gains over long-term resilience.
  • The constant battle for budget and resources for proactive risk mitigation, which often feels like an 'invisible' return on investment.
  • Navigating organisational politics when trying to implement unpopular but necessary controls.
  • The emotional toll of managing incidents that impact people's safety or the company's reputation.
  • The slow pace of cultural change, even with executive backing.
What this role does not give you
  • A quiet, predictable 9-to-5 job with no surprises.
  • The opportunity to avoid difficult conversations or challenging senior leadership.
  • A role where your primary focus is on individual task execution rather than strategic oversight.
  • A 'hero' role where you single-handedly solve every problem; your success is through others.

8Who you work with

This role directly shapes the business unit's strategy and market position by defining its risk appetite, ensuring regulatory adherence, and building a culture of proactive risk management. Your decisions will influence capital allocation, operational procedures, and ultimately, the company's long-term viability and growth.

Inside the business
  • CEO and Executive Leadership Team
  • Board of Directors (Audit & Risk Committee)
  • Legal & Regulatory Affairs
  • Finance Director
  • Heads of Operations, Product, and HR
  • Internal Audit
Outside the business
  • Regulators (e.g., HSE, FCA, ICO)
  • External Auditors
  • Industry Bodies and Associations
  • Key Suppliers and Partners
  • Insurance Providers

9What you need before you start

Not a wish list. The things you would be expected to already have.

  • Proven track record of leading and managing large, multi-disciplinary risk or compliance teams (20+ people, including managers).
  • Extensive experience (10+ years) in designing, implementing, and overseeing enterprise-level risk management frameworks in complex organisations.
  • Demonstrable experience presenting to and influencing Boards and C-Suite executives on critical risk matters.
  • Deep understanding of the regulatory landscape relevant to our industry, with a history of successful engagement with regulatory bodies.
  • Experience managing significant budgets (multi-million £) and delivering large-scale transformation programmes in risk or compliance.
  • A strong history of fostering a proactive risk culture and driving organisational change.

10What to practise next

Where the job is going, and what to do about it starting this week.

Predictive Risk Analytics & Machine Learning (ML) Oversight

Moving from reactive to proactive risk management requires predictive capabilities. Understanding how ML models can forecast incidents, identify anomalies, and optimise controls allows you to direct your team to build these capabilities, giving the business a significant advantage.

Anomaly Detection · Predictive Modelling for Incident Forecasting · Data Governance for AI/ML · Model Validation & Explainability

  • This month: Read up on common ML techniques used in risk management (e.g., regression, classification, clustering).
  • Next quarter: Engage with our Data Science team to understand their current capabilities and potential applications for risk.
  • Within 6 months: Identify one pilot project where predictive analytics could significantly improve risk mitigation (e.g., forecasting safety incidents).
  • Within 12 months: Oversee the development and deployment of a predictive risk model, focusing on its business impact and ethical considerations.

Quick win: Challenge your team to identify 2-3 'leading indicators' that, if tracked and analysed, could help predict future incidents. Start collecting that data.

Integrated GRC Ecosystem Design

Siloed GRC tools are inefficient and create blind spots. The future is about a seamlessly integrated ecosystem where risk, compliance, audit, and EHS data flow freely, providing a single, real-time view of our risk posture. Your ability to design and drive this integration is paramount.

API Integration Strategies · Data Lake/Warehouse Architecture · Master Data Management (MDM) for Risk · Cloud Security & Compliance

  • This month: Review our current GRC tech stack and identify key integration gaps.
  • Next quarter: Meet with IT leadership to discuss our enterprise data strategy and how GRC fits in.
  • Within 6 months: Develop a high-level roadmap for integrating our core GRC platforms.
  • Within 12 months: Oversee the implementation of at least one significant GRC system integration, demonstrating tangible benefits.

Quick win: Map out the current data flows between our main risk, compliance, and EHS systems. Identify one manual data transfer that could be automated with a simple integration.

11Staying current once you are in

What people here do to keep up
  • Active participation in industry-specific risk management forums, conferences, and working groups (e.g., IRM, IOSH, IEMA).
  • Regularly publish thought leadership articles or present on risk management best practices at industry events.
  • Mentor emerging leaders within the risk and compliance field, both internally and externally.
  • Undertake continuous learning in areas like AI governance, ESG risk, and cyber security trends to stay ahead of the curve.
  • Build a strong professional network with peers in other organisations to benchmark practices and share insights.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

ESG (Environmental, Social, Governance) Risk Integration

Investors, regulators, and customers are increasingly scrutinising a company's ESG performance. This isn't just about PR; it's about material financial and reputational risk. Companies that fail here will face higher capital costs, regulatory penalties, and consumer boycotts.

  • Materiality Assessment
  • ESG Reporting Frameworks (e.g., TCFD, SASB)
  • Climate Risk Scenario Analysis
  • Human Rights Due Diligence

AI Governance & Ethical AI Risk Management

As we (and our industry) increasingly use AI for everything from operational efficiency to predictive analytics, the risks around bias, transparency, data privacy, and accountability are exploding. Regulators are already moving to address this, and getting it wrong could mean huge fines and reputational damage.

  • AI Ethics Principles (e.g., fairness, transparency, accountability)
  • AI Risk Assessment Frameworks
  • Explainable AI (XAI)
  • Regulatory Compliance for AI (e.g., EU AI Act)

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Enterprise Risk Management (ERM) Framework Design
  • Advanced Risk Assessment Methodologies
  • Business Continuity & Resilience Strategy
  • Root Cause Analysis (RCA) Leadership
  • Audit & Assurance Strategy

14The pathway

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

  1. 1

    From Risk & Compliance Manager (L5)

    3-5 years as a high-performing Risk & Compliance Manager, overseeing a significant function or programme.

    Skills to master

    • Mastering strategic planning, managing larger teams (including managers), influencing executive-level stakeholders, and owning multi-million-pound budgets. You'll need to demonstrate a clear jump from functional leadership to business unit-wide strategic thinking.

    You're ready to move on when

    • Successfully led a major risk transformation project from concept to completion.
    • Consistently exceeded departmental KPIs and delivered demonstrable risk reduction.
    • Received strong feedback on your ability to influence and collaborate with executive peers.
    • Developed and mentored several high-potential individuals into leadership roles.
  2. 2

    From Lead Risk Specialist (L4) in a larger organisation

    5-7 years as a Lead Risk Specialist in a much larger, more complex organisation, often managing a specific, critical risk domain (e.g., Head of Operational Risk for a division).

    Skills to master

    • Broadening your expertise beyond a single risk domain to encompass enterprise-wide risk. Developing strong P&L understanding and the ability to integrate diverse risk functions. Proving you can operate at a strategic, business unit level rather than just programme management.

    You're ready to move on when

    • Managed a significant risk programme with a budget of £500K+.
    • Successfully influenced senior leaders outside your direct reporting line.
    • Demonstrated the ability to think holistically about risk across an entire business unit.
    • Built and led a small team of specialists, showing management potential.
  3. 3

    From Senior Consultant (Big 4 / Specialist Risk Consultancy)

    10-15 years in a Big 4 or specialist risk consultancy, leading engagements for large, complex clients at a strategic level.

    Skills to master

    • Transitioning from advising to owning the risk. This means building and leading an internal team, navigating internal politics, and being accountable for long-term outcomes, not just project delivery. You'll need to demonstrate operational leadership and cultural integration skills.

    You're ready to move on when

    • Successfully led multiple strategic risk engagements for FTSE 100/Fortune 500 clients.
    • Managed large project teams and client relationships effectively.
    • Developed a deep understanding of multiple industry sectors and their specific risk challenges.
    • Demonstrated strong commercial acumen and the ability to translate strategy into tangible results.

15Where this role leads

The long view: This role can lead to Chief Risk Officer, Chief Compliance Officer or Chief Operating Officer, taking risk expertise into wider strategic or operational leadership.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how Director of Enterprise Risk Management is actually changing.

Where it leads

Roles this leads to

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from Risk management, worked against Director of Enterprise Risk Management.

Risk management Level 5

Applied to your work in Director of Enterprise Risk Management

This unit aims to equip learners with a thorough understanding of the principles and importance of risk management within an organisation. Learners will be able to identify, assess, control, and mitigate different types of risks, and understand the importance of monitoring and reviewing risk management strategies to achieve organisational objectives.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 6 Create
An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

See Your Progress Grow Illustration
Director of Enterprise Risk Management
  • Enterprise Risk Management (ERM) Framework Design
  • Advanced Risk Assessment Methodologies
  • Business Continuity & Resilience Strategy
  • Root Cause Analysis (RCA) Leadership
  • Audit & Assurance Strategy
This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

16The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

Director of Enterprise Risk Management is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Risk Officer (CRO)

    3-5 years in the Director of ERM role, consistently delivering strategic impact and demonstrating enterprise-wide leadership.

    This is the ultimate C-Suite role, taking on full enterprise-wide accountability for risk, reporting directly to the CEO and Board.

    • Macro-economic & Geopolitical Risk Analysis Assessing global trends and their impact on the company's risk profile.
    • Advanced Financial Risk Management Deeper expertise in market, credit, and liquidity risks.
    • Digital Transformation Leadership Guiding the company's digital strategy with a keen eye on emerging risks and opportunities.
    • Crisis Communications Strategy Leading the company's communication response during major enterprise-level crises.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, managing risk at an enterprise level involves a huge amount of data, reporting, and coordination. Imagine if your team could spend less time on the mundane and more time on strategic analysis and proactive mitigation. That's where AI comes in.

For a Director of Enterprise Risk Management, AI isn't just about individual productivity; it's about enabling your entire function to operate more efficiently and intelligently. It means your team can deliver deeper insights faster, allowing you to make more informed strategic decisions and truly move the needle on risk reduction.

Automated Action Tracking & Escalation

Deploy AI agents to monitor overdue CAPAs, risk reviews, and training completions across your GRC and EHS systems. The AI automatically sends escalating reminders, from polite nudges to direct manager notifications, freeing your team from the tedious task of manual chasing. This ensures critical actions don't fall through the cracks and improves overall accountability.

Advanced Incident & Trend Analysis

Use Natural Language Processing (NLP) to analyse thousands of unstructured incident reports, audit findings, and near-miss descriptions. The AI can identify subtle patterns, emerging hazards, and common root causes (e.g., 'inadequate supervision,' 'communication breakdown') that human analysts might miss. This gives you predictive insights to prevent future incidents.

Intelligent Regulatory Change Summariser

Point an AI assistant at new, dense regulatory documents from global bodies like OSHA, EPA, HSE, or industry-specific regulators. The AI generates concise summaries, highlights key changes from previous versions, and suggests which internal policies or procedures may be impacted. This drastically speeds up impact assessments and ensures your compliance programmes are always up-to-date.

First-Draft Strategic Communication Generator

Feed key findings from a major risk assessment or incident investigation into a generative AI. It can produce a well-structured first draft of a Board report, an executive summary, or a company-wide safety alert. This ensures consistent terminology, tone, and formatting, allowing your team to focus on refining the message and strategic implications rather than drafting from scratch.

Common questions

Common questions

How do you become a Director of Enterprise Risk Management?

Common routes in include From Risk & Compliance Manager (3-5 years as a high-performing Risk & Compliance Manager, overseeing a significant function or programme.), From Lead Risk Specialist in a larger organisation (5-7 years as a Lead Risk Specialist in a much larger, more complex organisation, often managing a specific, critical risk domain (e.g., Head of Operational Risk for a division).) and From Senior Consultant (Big 4 / Specialist Risk Consultancy) (10-15 years in a Big 4 or specialist risk consultancy, leading engagements for large, complex clients at a strategic level.). Times vary with prior experience.

Where can a Director of Enterprise Risk Management progress to?

This role can lead on to Chief Risk Officer (CRO) (3-5 years in the Director of ERM role, consistently delivering strategic impact and demonstrating enterprise-wide leadership.), depending on the skills you build.

What new skills matter most for a Director of Enterprise Risk Management?

Increasingly, ESG (Environmental, Social, Governance) Risk Integration and AI Governance & Ethical AI Risk Management. These are the skills our record of this role lists as growing.

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17Where to go from here

Other roles at Level 7

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

 More jobs in compliance, quality and safety

Stay in the field you know and move sideways rather than up.
If you leave this industry

The skills built in this role carry across industries with complex regulation or heavy operational risk, such as financial services, manufacturing, energy, pharmaceuticals and technology. Understanding of risk frameworks and governance applies wherever risk needs managing.

This role profile is © 2026 Growth Engineering Technologies Ltd. Built from UK occupational standards and regulated qualification data, and written for Zavmo.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my free Growth Mindset module What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.