UK

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

Director, Enterprise Risk & Safety

Here is the whole job, in plain words. What it is, what you decide, how you're judged, how people get here and where they go next. Then the part no course gives you: twelve AI tutors who learn your work.

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports4-6 reports
  • Reports toChief Operating Officer (COO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Head of Group Risk & Compliance · VP, Health, Safety & Environment (HSE) · Global Director of Integrated Risk Management

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

CMI Level 5 NVQ Diploma in Management and Leadership Chartered Management Institute · Level 5 · covers 5 of 10 standards
City & Guilds Level 5 Diploma in Leadership and Management City & Guilds Limited · Level 5 · covers 2 of 10 standards
City & Guilds Level 5 Certificate in Leadership and Management City & Guilds Limited · Level 5 · covers 2 of 10 standards
Qualifi Level 5 Extended Diploma in Occupational Health and Safety Qualifi Ltd · Level 5 · covers 1 of 10 standards

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

The units you would start with

Manage Health and Safety in own area of responsibility CMI Level 5 NVQ Diploma in Management and Leadership
Managing a healthy and safe environment City & Guilds Level 5 Diploma in Leadership and Management
Maintain Systems and Processes for Health, Safety, Welfare and Environmental Protection in an Engineering Environment NOCN Level 5 Diploma in Computer Engineering (Information Technology and Data Science)
Process Management and Review for Occupational Health and Safety Qualifi Level 5 Extended Diploma in Occupational Health and Safety

The future skills this job leans on

Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Sustainability Fluency building care for people and planet into the work
Systems Fluency seeing the whole picture
Trust Fluency keeping the digital world safe
Your Plan Illustration

Built for Director, Enterprise Risk & Safety

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

  1. Manage Health and Safety in own area of responsibility Chartered Management Institute · covers 5 of 10 standards Level 5
  2. Managing a healthy and safe environment City & Guilds Limited · covers 2 of 10 standards Level 5
  3. Maintain Systems and Processes for Health, Safety, Welfare and Environmental Protection in an Engineering Environment NOCN · covers 1 of 10 standards Level 5
  4. Process Management and Review for Occupational Health and Safety Qualifi Ltd · covers 1 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, Enterprise Risk & Safety?

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
  • Cyber-Physical System (CPS) & OT Security 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, Enterprise Risk & Safety plan as you set up, starting with the free Growth Mindset module. No card.

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Keep this read. One email with what AI is changing in this job, the new skills it asks for and where to start free. Nothing else follows unless you confirm your address.

3What this role really is

This role sets the strategy for managing risk across a whole business. It involves advising senior leaders on the true risk position of the organisation, and owning the approach to keeping people safe, staying compliant, and protecting reputation.

4What you'd actually use

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

Intelex / Cority / Sphera (EHS/GRC Platform) Strategic

Leading platform selection, defining enterprise data governance within the system, overseeing integration with other business systems (e.g., ERP), and ensuring it provides the strategic insights needed for executive decision-making.

Power BI / Tableau Strategic

Defining the BI strategy for the entire CQHS function, ensuring executive dashboards provide actionable, real-time insights for board-level decisions, and challenging your team on data visualisation best practices.

Excel (Power Query, PivotTables, Advanced Modelling) Architect

Using Excel models for strategic financial impact analysis of risk (e.g., Total Cost of Risk, scenario modelling for major incidents). You're not just using it; you're overseeing its use for critical analysis.

Enhesa / RegScan / C2P (Regulatory Intelligence) Strategic

Setting the enterprise-wide strategy for regulatory change management, briefing legal and executive teams on significant shifts in the compliance landscape, and ensuring proactive adaptation.

Diligent Boards / Nasdaq Boardvantage (Board Reporting) Advanced

Preparing and packaging risk reports, dashboards, and executive summaries for secure distribution to the Board of Directors and C-suite. You'll understand the platform's security features and how to present information effectively within it.

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
Strategic Risk Appetite Definition N/A (inform and learn) N/A (inform and learn) N/A (recommend to Director)
Major Incident Response & Communication Execute assigned tasks (e.g., data collection) under supervision. Independently gather information, draft initial reports for review. Lead investigation, determine root causes, recommend CAPAs to Director.
Budget Allocation for Risk Programmes (e.g., £500K+) N/A N/A N/A
Organisational Design & Key Hires for CQHS N/A N/A N/A

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)
The number of work-related injuries or illnesses per 100 full-time employees over a one-year period.
Target · Reduce TRIR by 10% year-over-year across the business unit.

If our TRIR was 1.5 last year, we're aiming for 1.35 or lower this year. This means fewer people getting hurt, which is the main point, honestly.

Cost of Risk (CoR) Reduction
The total cost associated with managing risks, including insurance premiums, self-insured losses, claims, and risk management programme costs.
Target · Achieve a 5-8% reduction in the total cost of risk across the business unit annually.

By implementing better controls and reducing incidents, we expect to see our insurance premiums drop and fewer payouts for claims, saving us, say, £500K-£800K this year.

Regulatory Non-Conformities & Fines
The number and severity of regulatory breaches, including fines, penalties, and enforcement actions.
Target · Maintain zero major non-conformities and zero regulatory fines across the business unit.

We had a minor breach last year that cost us £5K. Your job is to make sure those don't happen, especially the big ones that hit the news and cost millions.

Risk Management Maturity Score
An assessment of our organisation's capabilities in identifying, assessing, mitigating, and monitoring risks, often against a recognised framework.
Target · Improve our internal risk maturity score from Level 3 to Level 4 (out of 5) within two years.

This means moving from a reactive, 'fire-fighting' approach to a more proactive, integrated risk management system. It's about getting better at spotting problems before they become disasters.

Executive & Board Confidence in Risk Posture
The level of trust and understanding the executive team and Board have in our risk management capabilities and the accuracy of our risk reporting.
  • You'll know this is going well when the COO and Board members proactively seek your input on strategic decisions, rather than just waiting for your reports. They'll ask 'What's the risk here?' and genuinely listen to your answer. Your presentations will be clear, concise, and lead to informed discussions, not just blank stares.
Proactive Regulatory Engagement
Our ability to anticipate regulatory changes and engage constructively with external bodies, shaping policy where possible and ensuring smooth adaptation.
  • This looks like you being invited to industry consultations, or our legal team asking you to review draft legislation. It's about us being ahead of the curve, not scrambling to catch up. When a new regulation drops, we should already have a plan, not just be starting to read it.
Culture of Reporting & Accountability
The extent to which employees at all levels feel comfortable reporting incidents, near misses, and concerns without fear of blame, and leaders take visible action.
  • We'll see an increase in near-miss reporting (which is a good thing, believe it or not), and a decrease in 'pencil whipping' (where people just tick boxes). Managers will actively discuss safety in their team meetings, and you'll hear examples of people stopping work because something 'didn't feel right.' It's about ownership, not just compliance.
Strategic Integration of Risk Management
How well risk considerations are embedded into our business planning, project management, and daily operational decisions.
  • You'll see risk assessments being done before new projects kick off, not as an afterthought. Business cases for new investments will explicitly address safety and compliance risks. Your team's input will be sought early in the planning stages for new products or market entries, not just at the end.

7Would you like it

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

What people enjoy
Protecting People and Planet

You'll get a real buzz from seeing a new safety control successfully implemented that genuinely reduces the risk of serious injury. Knowing that your work directly contributes to people going home safe at the end of the day, or that we're reducing our environmental footprint, is what gets you out of bed. It's not just a job; it's a mission.

Successfully implementing a new process safety management system that prevents a potential explosion, or seeing a significant reduction in environmental incidents across our sites.

Strategic Problem Solving

You thrive on tackling complex, multi-faceted problems that have no easy answers, especially when they involve balancing competing business priorities with safety and compliance. You enjoy dissecting a systemic issue, understanding all its moving parts, and then designing an elegant, enterprise-wide solution that actually works. It's like a giant, high-stakes puzzle.

Developing a new enterprise-wide risk framework that integrates financial, operational, and safety risks into a single, coherent view for the Board.

Influencing at the Highest Levels

You're motivated by the opportunity to shape the strategic direction of a large organisation, presenting your insights and recommendations directly to the C-suite and Board. You enjoy the challenge of convincing senior leaders to invest in risk mitigation, even when the ROI isn't immediately obvious on a spreadsheet. Your voice carries weight, and you use it to drive positive change.

Securing significant budget approval for a multi-year safety culture transformation programme after presenting a compelling business case to the Executive Committee.

What frustrates people
  • The 'Department of No' stigma: Constantly battling the perception that your job is to stop progress and add costs, rather than enable safe and sustainable operations.
  • Political downgrading of risks: Being pressured by a powerful executive to lower a risk rating from 'High' to 'Medium' on paper to get a project approved, even when your data says otherwise.
  • The CAPA (Corrective and Preventive Action) graveyard: Seeing the same corrective actions assigned for recurring problems, knowing that the systemic root cause was never truly addressed, often due to lack of follow-through from other departments.
  • Explaining probability to people who want certainty: The immense difficulty in communicating that risk is about likelihood, not a guarantee, to executives who want a simple 'Is this safe, yes or no?' answer.
What this role does not give you
  • A quiet, predictable 9-to-5: Expect urgent issues, incident responses, and board report deadlines to disrupt your plans regularly.
  • A purely technical, hands-on role: While you need deep technical knowledge, your day-to-day is more about strategy, influence, and people management.
  • Complete control: You'll influence, advise, and set policy, but you won't have direct control over every operational decision. That's a hard truth to swallow for some.

8Who you work with

This role directly shapes the safety culture, regulatory compliance, and overall risk resilience of our entire business unit. Your decisions impact our operational efficiency, our financial performance (P&L £2M-£10M+), and critically, the health and safety of hundreds, if not thousands, of employees. You're essentially the guardian of our operational integrity and reputation.

Inside the business
  • Chief Operating Officer (COO)
  • General Counsel & Legal Team
  • Heads of Business Units (e.g., Manufacturing, Logistics)
  • Finance Director (FD)
  • Head of HR
  • Chief Information Officer (CIO)
Outside the business
  • Regulatory Bodies (e.g., HSE, Environment Agency)
  • External Auditors & Certification Bodies
  • Insurance Providers
  • Industry Associations
  • Key Suppliers & Contractors

9What you need before you start

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

  • Proven track record (16+ years) of progressively responsible roles in Compliance, Quality, Health, Safety, or Enterprise Risk Management, with at least 5 years at a senior management level (managing managers).
  • Demonstrable experience in designing, implementing, and managing enterprise-wide risk management frameworks and safety programmes across multiple sites or business units.
  • Extensive experience presenting complex risk and safety information to executive committees and Boards of Directors, with clear evidence of influencing strategic decisions.
  • Deep understanding of relevant national and international health, safety, and environmental regulations, and experience engaging with regulatory bodies.
  • Strong financial acumen, including experience managing significant budgets (£2M+) and understanding the financial impact of risk and compliance.

10What to practise next

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

Advanced Data Analytics & Predictive Modelling for Risk

Important within 12 months—we're moving beyond reactive reporting to proactive, predictive risk management. You need to understand how advanced analytics (e.g., machine learning, statistical modelling) can identify emerging risks, predict incident 'hot spots,' and optimise resource allocation for prevention.

Machine Learning for Anomaly Detection · Bayesian Networks for Causal Modelling · Natural Language Processing (NLP) for Incident Reporting · Simulation & Monte Carlo Analysis

  • This month: Ask your data science or analytics team for a 'Risk Analytics 101' session, focusing on practical applications.
  • Next quarter: Identify one specific risk area where predictive analytics could significantly improve our prevention efforts (e.g., predicting fatigue-related incidents).
  • Next 6 months: Oversee a pilot project using advanced analytics to address that identified risk, challenging the team on methodology and interpretation.
  • Within a year: Develop a roadmap for integrating predictive risk analytics into our core ERM processes.

Quick win: Review the outputs of any existing predictive models in other departments (e.g., Maintenance, Supply Chain). Ask how they were built, what data they use, and critically, how accurate they are. Learn from their successes and failures.

11Staying current once you are in

What people here do to keep up
  • Regularly attend industry conferences and seminars (e.g., IOSH, IEMA, IRM events) to stay abreast of emerging trends and network with peers.
  • Participate in executive leadership programmes focused on strategy, change management, or governance.
  • Engage with regulatory bodies through industry working groups or consultations to influence future policy.
  • Mentor junior and mid-level professionals within the CQHS field, giving back to the profession and strengthening your own leadership skills.

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

Critical within 12 months—investors, regulators, and customers are increasingly scrutinising our ESG performance. Risk isn't just about safety incidents anymore; it's about our broader impact and sustainability, which directly affects our brand and access to capital.

  • Double Materiality
  • TCFD (Task Force on Climate-related Financial Disclosures)
  • SBTi (Science Based Targets initiative)
  • Supply Chain Due Diligence

Cyber-Physical System (CPS) & OT Security Risk Management

Critical within 6 months—our operational technology (OT) systems (e.g., SCADA, industrial control systems) are increasingly connected and vulnerable to cyber-attacks. A breach here isn't just data loss; it's a safety incident, potentially shutting down production or causing environmental harm. This is a rapidly evolving threat.

  • Purdue Model
  • IEC 62443
  • Air Gapping vs. Network Segmentation
  • Threat Intelligence for OT

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Enterprise Risk Management (ERM) Frameworks
  • Advanced Root Cause Analysis (RCA) Methodologies
  • Process Safety Management (PSM)
  • Behaviour-Based Safety (BBS) Programme Design & Oversight
  • Environmental Management Systems (EMS) & Compliance

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 Assessment Manager (L5) within our organisation

    3-5 years as a successful Risk Assessment Manager.

    Skills to master

    • You'd need to demonstrate exceptional leadership of a large team, successful delivery of strategic risk programmes, and a proven ability to influence at the executive level. Developing a deep understanding of the broader business unit's operations and financial drivers is crucial.

    You're ready to move on when

    • Successfully led a major site or divisional CQHS function, consistently hitting safety and compliance targets.
    • Developed and mentored multiple direct reports who have progressed in their careers.
    • Presented strategic risk updates to the Executive Committee or Board multiple times with positive feedback.
    • Managed a budget exceeding £1M and demonstrated strong financial stewardship.
  2. 2

    From Head of HSE / Global Risk & Compliance in a similar industry

    Typically 15-20 years of total experience, with 5-10 years in a comparable senior leadership role.

    Skills to master

    • You'd need to quickly adapt to our specific industry regulations and operational complexities, build credibility with our existing leadership team, and demonstrate a track record of driving enterprise-level safety and risk improvements in a large, complex organisation.

    You're ready to move on when

    • Led a multi-national or multi-site CQHS function with demonstrable improvements in safety performance and compliance.
    • Experience navigating complex regulatory environments and engaging with international bodies.
    • Proven ability to build and lead high-performing teams, including managing managers.
    • Direct experience presenting to and advising a Board of Directors.

15Where this role leads

The long view: This role marks a shift from running a function to shaping a business unit. It can lead to a Chief Risk & Safety Officer role, a Chief Operating Officer role, or a Head of ESG & Sustainability role.

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, Enterprise Risk & Safety 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 Manage Health and Safety in own area of responsibility, worked against Director, Enterprise Risk & Safety.

Manage Health and Safety in own area of responsibility Level 5

Applied to your work in Director, Enterprise Risk & Safety

This unit aims to enable learners to understand and manage health and safety within their own area of responsibility. Learners will gain knowledge of legal responsibilities, risk assessment, and risk minimisation strategies to promote a safe working environment.

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, Enterprise Risk & Safety
  • Enterprise Risk Management (ERM) Frameworks
  • Advanced Root Cause Analysis (RCA) Methodologies
  • Process Safety Management (PSM)
  • Behaviour-Based Safety (BBS) Programme Design & Oversight
  • Environmental Management Systems (EMS) & Compliance
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, Enterprise Risk & Safety is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Risk & Safety Officer (CRSO) (L7)

    3-5 years in the Director role, demonstrating consistent, outstanding performance and strategic impact.

    This is the ultimate step up to the C-suite, reporting directly to the CEO/Board, with enterprise-wide accountability and significant P&L ownership (£10M+).

    • Advanced Financial Risk Modelling Integrating financial risk analysis with operational and safety risks to provide a holistic view for the Board.
    • Global Regulatory Foresight Anticipating and influencing global regulatory trends, positioning the company as a leader in responsible business practices.
    • Crisis Leadership at Enterprise Level Leading the company through major, company-defining crises with significant public and financial implications.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, leading a large CQHS function means drowning in data, reports, and regulatory updates. What if you could cut through the noise and focus on strategic impact? AI isn't just for junior analysts; it's a game-changer for Directors like you, freeing up valuable time to actually lead.

Imagine having an AI assistant that handles the grunt work of compliance, incident analysis, and regulatory monitoring. You'll spend less time sifting through documents and more time shaping strategy, engaging with the Board, and driving culture change. This isn't about replacing your expertise; it's about amplifying it, letting you do more of what truly matters.

Automated Incident Trend Analysis

AI models can chew through years of incident data, identifying subtle trends, 'hot spots' (e.g., specific shifts, equipment types, or even weather conditions) that human analysis might miss. This gives you predictive power to direct your team's preventative efforts where they'll have the biggest impact.

Proactive Regulatory Impact Assessment

An AI agent monitors global and local regulatory bodies, not just summarising changes, but cross-referencing them with our operational footprint and existing compliance obligations. It'll flag high-impact changes weeks or months before they become critical, giving you a head start on strategic planning and resource allocation.

Board Report Drafting & Data Synthesis

Feed your raw risk register, incident statistics, and audit findings into an LLM. It can generate a polished first draft of your quarterly board report, complete with executive summary, key highlights, and even suggest visualisations. You'll spend your time refining the narrative and preparing for Q&A, not wrestling with formatting.

Strategic Risk Scenario Planning

Use AI to simulate various risk scenarios (e.g., major supply chain disruption, new environmental regulation, cyber-attack on operational tech). The AI can help model potential impacts, test mitigation strategies, and even generate 'what if' questions to challenge your team's assumptions, making your strategic planning much more robust.

Common questions

Common questions

How do you become a Director, Enterprise Risk & Safety?

Common routes in include From Risk Assessment Manager within our organisation (3-5 years as a successful Risk Assessment Manager.) and From Head of HSE / Global Risk & Compliance in a similar industry (Typically 15-20 years of total experience, with 5-10 years in a comparable senior leadership role.). Times vary with prior experience.

Where can a Director, Enterprise Risk & Safety progress to?

This role can lead on to Chief Risk & Safety Officer (CRSO) (3-5 years in the Director role, demonstrating consistent, outstanding performance and strategic impact.), depending on the skills you build.

What new skills matter most for a Director, Enterprise Risk & Safety?

Increasingly, ESG (Environmental, Social, Governance) Risk Integration and Cyber-Physical System (CPS) & OT Security 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

Skills in enterprise risk management, regulatory compliance, and safety culture transfer well to other regulated industries, such as pharmaceuticals, energy, or aerospace. They also apply to consulting, advising other organisations on their risk strategies.

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.