UK

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

Director, Global Risk & Resilience

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 reports3-8 reports
  • Reports toVP, Compliance & Safety or Chief Risk Officer (CRO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP, Enterprise Risk Management (Compliance) · Head of Global EHS & Risk · Director of Operational Resilience

Built on 43,079 real UK job descriptions we analysed · grounded in qualifications employers recognise

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

IRM's Level 5 International Certificate in Financial Services Risk Management Institute of Risk Management · Level 5 · covers 3 of 10 standards
IRM's Level 5 International Certificate in Enterprise Risk Management Institute of Risk Management · Level 5 · covers 3 of 10 standards
NQual Level 5 Diploma in Leadership and Management NQual · Level 5 · covers 2 of 10 standards
Pearson BTEC Level 5 Higher National Diploma in Sport Pearson Education Ltd · Level 5 · covers 1 of 10 standards
CMI Level 5 Award in Management and Leadership Chartered Management Institute · 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

Risk context, objectives and assessment IRM's Level 5 International Certificate in Financial Services Risk Management
Risk management competencies IRM's Level 5 International Certificate in Enterprise Risk Management
Risk management NQual Level 5 Diploma in Leadership and Management
Manage risk in residential childcare NCFE CACHE Level 5 Diploma in Leadership and Management for Residential Childcare (England)
Risk & Safety Management in the Outdoors Pearson BTEC Level 5 Higher National Diploma in Sport
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
Systems Fluency seeing the whole picture
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Your Plan Illustration

Built for Director, Global Risk & Resilience

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

  1. Risk context, objectives and assessment Institute of Risk Management · covers 3 of 10 standards Level 5
  2. Risk management competencies Institute of Risk Management · covers 3 of 10 standards Level 5
  3. Risk management NQual · covers 2 of 10 standards Level 5
  4. Manage risk in residential childcare NCFE · covers 1 of 10 standards Level 5
  5. Risk & Safety Management in the Outdoors Pearson Education Ltd · covers 1 of 10 standards Level 5
  6. Managing Risk Chartered Management Institute · 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, Global Risk & Resilience?

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 Risk Integration & Reporting
  • AI Ethics & Governance in Risk
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, Global Risk & Resilience plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

Your first Future Fluency module is free. After that, your AI tutor is £70 a month.

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3What this role really is

This role shapes how a global operation prepares for, and responds to, risk. It covers building a multi-year risk strategy and embedding resilience across the business, so the organisation can act ahead of problems rather than only respond to them. A team reports into this role, but the work depends on influencing decisions at VP, C-suite and Board level.

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

Leads platform selection, oversees enterprise-wide integration (e.g., with ERP systems), defines the data governance model for risk information, and uses the platform to generate strategic insights for executive reporting. You're the architect of how we use these tools, not just a user.

Intelex / Cority / Enablon (EHS Software) Architect

Owns the EHS data strategy, approves major configuration changes, and uses platform data to justify strategic investments to the board. You're ensuring these systems provide the insights needed to drive global EHS performance.

Power BI / Tableau (Data Visualization) Strategic

Defines the key risk indicators (KRIs) to be visualised, presents and defends dashboards to executive leadership, translating complex data into clear business implications and strategic decisions. You're consuming the insights, not building the dashboards.

Diligent Boards / Nasdaq Boardvantage (Board Reporting) Advanced

Directly manages the platform to distribute confidential risk materials to the Board. You use its features to track director engagement, manage approvals, and ensure secure communication for critical risk discussions.

MS SharePoint / Confluence / MS Teams Strategic

Sets the policy for information governance, knowledge management, and record retention across these platforms for the Compliance_Quality_Health_Safety department, ensuring critical risk documentation is accessible and secure.

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 N/A Contributes data and analysis to inform senior leadership's decisions on risk appetite.
Major Incident Response Protocols Follows established incident response procedures, escalating as required. Executes specific actions within an incident response plan; may lead a small, defined workstream during an incident. Leads the response for specific types of incidents (e.g., environmental spill), coordinating cross-functional teams.
Budget Allocation (Risk Function) N/A N/A Manages project budgets up to £50K, seeking approval for variances.

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
Year-over-year reduction in incidents requiring medical treatment or lost work time across the entire global enterprise.
Target · Achieve a 10-15% annual reduction in TRIR.

If our TRIR was 1.2 last year, you'd be aiming for 1.08 or lower this year. This isn't just a number; it means fewer people getting hurt, which is the whole point, isn't it?

Insurance Premium Reduction / Cost Avoidance
Quantifiable reduction in insurance premiums or direct cost savings from prevented incidents (e.g., avoided fines, litigation, property damage).
Target · Demonstrate >£1M in annual cost avoidance or premium reductions directly attributable to risk programme improvements.

Through a new process safety programme, you identify and mitigate a major fire risk at a key plant, resulting in a £250K reduction in our property insurance premium and avoiding a potential £5M loss. That's real money.

Enterprise Risk Maturity Score Improvement
Improvement in our internal risk maturity assessment score, indicating more robust processes, better data, and stronger risk culture.
Target · Increase the corporate risk maturity score from Level 2 to Level 3 (or Level 3 to Level 4) on our internal RMM scale within 24 months.

Moving from a 'Reactive' to a 'Proactive' or 'Integrated' risk management approach, as evidenced by better risk identification, more effective controls, and clearer accountability across departments. It's about getting better at the whole risk thing.

Timely Closure of High-Priority CAPAs
Percentage of high-priority Corrective and Preventive Actions (CAPAs) closed within their agreed-upon deadlines across all global operations.
Target · Maintain >90% closure rate for high-priority CAPAs within agreed timelines.

You'll be holding regional VPs accountable for their teams closing out critical safety actions. If a major audit flags 10 high-risk items, we expect 9 of them to be sorted by the agreed date. No excuses.

Strategic Influence & Board Trust
You're seen as a trusted advisor, proactively sought out for your perspective on strategic business decisions, not just compliance issues. The Board genuinely values your input on risk.
  • Regularly invited to executive strategy sessions
  • direct engagement with the Board Audit & Risk Committee
  • your recommendations are consistently adopted and resourced
  • VPs come to you for advice before making big operational changes.
Proactive Risk Identification & Mitigation
Ability to identify emerging risks (e.g., new regulations, geopolitical shifts, supply chain vulnerabilities) and develop proactive mitigation strategies before they become major problems.
  • You're presenting on 'future risks' to the C-suite, not just 'current issues'
  • new risk scenarios are integrated into our business continuity plans well in advance
  • your team regularly publishes horizon scanning reports that are actually read and acted upon.
Organisational Risk Culture Enhancement
You're actively shaping a culture where risk management is seen as everyone's responsibility, not just a 'Compliance_Quality_Health_Safety thing.'
  • Increased employee engagement in safety programmes
  • visible leadership buy-in for risk initiatives
  • a measurable improvement in incident reporting (especially near misses)
  • feedback from employee surveys shows a stronger sense of safety ownership.

7Would you like it

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

What people enjoy
Protecting People & Planet

You'll wake up knowing your work directly contributes to preventing harm to employees, communities, and the environment. This isn't just a job; it's a mission. You'll feel a deep sense of satisfaction when a major incident is averted or a new safety programme significantly reduces risks.

Leading the implementation of a new global process safety standard that directly prevents a potential chemical release, protecting hundreds of employees and the local ecosystem. That's a tangible win.

Shaping Enterprise Strategy

You're driven by the opportunity to influence major business decisions and set the strategic direction for how the company approaches risk. You'll thrive on presenting to the Board, seeing your recommendations impact multi-million-pound investments, and knowing you're a key voice in the C-suite.

Successfully advocating for a £3M investment in a new GRC platform, demonstrating how it will enable faster market entry into high-risk regions while maintaining compliance, directly impacting the company's growth strategy.

Building Resilient Systems

You love the challenge of identifying systemic vulnerabilities and designing robust, interconnected solutions that make the entire organisation stronger. You'll enjoy seeing your programmes reduce the likelihood and impact of various threats, from cyber-attacks to natural disasters.

Architecting a comprehensive business continuity programme that integrates IT disaster recovery, supply chain resilience, and operational recovery plans, then seeing it successfully tested in a full-scale simulation.

What frustrates people
  • The 'Cost Center' Stigma: Constantly fighting the perception that your function is a necessary evil that consumes budget, rather than a value-adding partner that prevents catastrophic losses.
  • Political Downgrading: The immense pressure from business leaders to change a risk rating from 'High' to 'Medium' right before a board presentation, compromising your professional integrity.
  • Data Graveyard Syndrome: Watching the company spend millions on a state-of-the-art GRC/EHS platform, only to see critical risk data still living in a thousand siloed and inconsistent spreadsheets.
  • The Scapegoat Position: Knowing that if a major incident occurs, you'll be one of the first people in the firing line, regardless of whether your recommendations were ignored.
  • The 'Urgent' Audit Request: Having your entire quarter's strategic plan derailed by an unannounced regulatory visit or a 'surprise' internal audit that demands 100% of your team's attention for three weeks.
What this role does not give you
  • A quiet, predictable 9-to-5 job with no surprises.
  • Direct operational control over business units (you'll influence, not command).
  • A role where all your recommendations are immediately adopted without challenge.
  • A place where you can avoid difficult conversations or political navigation.

8Who you work with

Your work here has a direct impact on our bottom line, our reputation, and most importantly, the safety and well-being of our employees and customers. You're essentially building the defence mechanisms that protect us from catastrophic events, ensuring we can continue to operate and grow globally. Get it right, and you'll be a strategic partner; get it wrong, and the consequences could be severe, both financially and reputationally.

Inside the business
  • Executive Leadership Team (C-suite)
  • Board Audit & Risk Committee
  • Regional VPs of Operations
  • Heads of Legal & Finance
  • Product Development Leadership
  • IT Security & Data Governance
Outside the business
  • Regulatory bodies (e.g., HSE, OSHA, EPA)
  • External auditors & insurers
  • Industry associations & standards bodies
  • Key suppliers & third-party partners

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 a team of risk professionals (managers and specialists) for at least 5-7 years.
  • Extensive experience (16+ years) in designing, implementing, and overseeing global risk management programmes in a complex, multi-national organisation.
  • Demonstrable experience in presenting complex risk issues and strategic recommendations to executive leadership and/or Board committees.
  • A deep understanding of financial implications of risk, including insurance, cost of non-compliance, and investment justification for risk mitigation.
  • Experience in navigating and influencing within a matrixed organisational structure, achieving results without direct authority over all operational functions.

10What to practise next

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

Advanced Data Governance & Quality for Risk

The effectiveness of all our advanced analytics and AI tools hinges on the quality and governance of our underlying data. You'll need to drive the strategy for ensuring our risk data is accurate, complete, and trustworthy across all systems.

Data Lineage & Provenance · Master Data Management (MDM) · Data Quality Frameworks · Data Stewardship

  • This quarter: Review our current data governance policies (if they exist) and identify key gaps.
  • Next 6 months: Sponsor a project to audit the data quality in our primary GRC or EHS platform.
  • Next 12 months: Work with IT and Data Governance to establish clear data ownership and stewardship roles for risk data.
  • Ongoing: Advocate for investment in data quality tools and processes within your budget.

Quick win: Ask your team: 'What's the one piece of data we constantly struggle with for accuracy?' Then, figure out why.

Integrated Risk Management (IRM) Architecture

Moving beyond siloed risk functions (e.g., IT risk, operational risk, compliance risk) to a truly integrated view requires a deeper understanding of how systems and data can be interconnected to provide a holistic risk picture.

Common Risk Taxonomy · Control Rationalisation · Risk Aggregation & Reporting · GRC Platform Integration

  • This quarter: Map out the current 'silos' of risk management within our organisation and identify key overlaps.
  • Next 6 months: Lead a workshop with other risk leaders (e.g., IT Risk, Finance Risk) to develop a common risk taxonomy.
  • Next 12 months: Develop a strategic roadmap for integrating our various risk systems and data sources.
  • Ongoing: Champion cross-functional collaboration on risk issues, breaking down departmental barriers.

Quick win: Identify one area where different teams are assessing the same risk in different ways. How can you bring them together?

11Staying current once you are in

What people here do to keep up
  • Regularly attend industry conferences (e.g., RIMS, NSC, IOSH) to stay abreast of emerging risks and best practices.
  • Engage in executive coaching programmes focused on leadership, influence, and strategic communication.
  • Participate in cross-industry risk forums to share insights and learn from peers.
  • Contribute to industry publications or thought leadership on emerging risk topics.

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 Risk Integration & Reporting

Investors, regulators, and customers are increasingly demanding transparency and accountability on Environmental, Social, and Governance (ESG) performance. This isn't just about 'greenwashing'; it's about identifying and managing material ESG risks that impact long-term value and reputation.

  • Materiality Assessments
  • TCFD (Task Force on Climate-related Financial Disclosures)
  • SBTi (Science Based Targets initiative)
  • Human Rights Due Diligence
  • ESG Rating Agencies

AI Ethics & Governance in Risk

As we increasingly use AI for predictive risk analytics, incident triage, and regulatory scanning, ensuring these systems are fair, transparent, and unbiased becomes a critical risk in itself. You'll need to understand the ethical implications of AI to prevent new forms of compliance or reputational risk.

  • Algorithmic Bias
  • Explainable AI (XAI)
  • AI Governance Frameworks
  • Data Privacy & AI
  • Human Oversight in AI

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Enterprise Risk Management (ERM) Frameworks (ISO 31000, COSO ERM)
  • Hazard Identification & Advanced Risk Analysis Methodologies (HAZOP, FMEA, Bowtie)
  • International EHS & Quality Standards (ISO 45001, ISO 14001, ISO 9001)
  • Multi-Jurisdictional Regulatory Navigation & Foresight
  • Business Continuity Planning (BCP) & Crisis Management (ISO 22301)

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

    Global Risk Assessment Manager (L5)

    3-5 years in previous role

    Skills to master

    • Leading a team of specialists, managing a significant functional budget, building strong relationships with regional business leaders, and demonstrating consistent delivery on global programmes.

    You're ready to move on when

    • Successfully led a major cross-functional risk programme from inception to completion.
    • Consistently delivered quantifiable improvements in risk metrics (e.g., TRIR, audit findings).
    • Mentored and developed junior managers or senior specialists to achieve their own career goals.
    • Demonstrated ability to influence senior stakeholders outside of direct reporting lines.
  2. 2

    Head of EHS / Head of Compliance (Large Organisation)

    5-7 years in previous role

    Skills to master

    • Deep expertise in a specific compliance or EHS domain, managing large operational teams, navigating complex regulatory landscapes, and demonstrating strong leadership in a high-stakes environment.

    You're ready to move on when

    • Successfully managed a significant compliance or EHS function with a large budget and team.
    • Implemented major regulatory changes across a large organisation.
    • Demonstrated strong crisis management skills during significant incidents.
    • Proven ability to translate technical compliance requirements into strategic business actions.
  3. 3

    Senior Consultant / Partner (Risk Advisory Firm)

    5-8 years in previous role

    Skills to master

    • Developing and selling risk management solutions, managing complex client engagements, leading project teams, and providing strategic advice to C-suite clients across various industries.

    You're ready to move on when

    • Successfully advised multiple Fortune 500 clients on enterprise risk management strategies.
    • Developed and delivered innovative risk solutions that resulted in quantifiable client benefits.
    • Managed large consulting engagements with significant revenue responsibility.
    • Demonstrated strong business development and client relationship management skills.

15Where this role leads

The long view: This work can lead to a Chief Operating Officer role, a Board or Non-Executive Director position, or Global Head of ESG and Sustainability.

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, Global Risk & Resilience is actually changing.

Where it leads

Roles this leads to

The record names a next step, but the catalogue has no page for it yet:

  • VP, Compliance & Safety / Chief Risk Officer (CRO)

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 context, objectives and assessment, worked against Director, Global Risk & Resilience.

Risk context, objectives and assessment Level 5

Applied to your work in Director, Global Risk & Resilience

The objective of this unit is to enable learners to examine an organisation's internal and external contexts, including its strategic objectives and operating environment, in relation to risk management. Learners will understand the importance of framing objectives and KPIs, examine risks using various techniques, and establish the significance of identified risks linked to risk appetite and tolerance.

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.

Start my Director, Global Risk & Resilience plan, free
See Your Progress Grow Illustration
Director, Global Risk & Resilience
  • Enterprise Risk Management (ERM) Frameworks (ISO 31000, COSO ERM)
  • Hazard Identification & Advanced Risk Analysis Methodologies (HAZOP, FMEA, Bowtie)
  • International EHS & Quality Standards (ISO 45001, ISO 14001, ISO 9001)
  • Multi-Jurisdictional Regulatory Navigation & Foresight
  • Business Continuity Planning (BCP) & Crisis Management (ISO 22301)
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, Global Risk & Resilience is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. VP, Compliance & Safety / Chief Risk Officer (CRO)

    3-5 years in Director role

    Level 7 (C-Suite)

    • Enterprise-wide Risk Appetite Framework Defining and managing the company's overall risk tolerance across all domains (financial, operational, strategic).
    • Advanced Geopolitical & Macroeconomic Risk Analysis Integrating broader external factors into enterprise risk strategy.
    • Regulatory Foresight & Advocacy Engaging with regulators to influence future policy and shape the regulatory landscape.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, as a Director, your time is precious. You're paid to think strategically, influence, and lead, not get bogged down in manual data crunching or drafting routine reports. This is where AI comes in. We're not talking about replacing your expertise, but about giving you a serious force multiplier.

Imagine having a personal AI assistant that handles the grunt work, allowing you to focus on the truly complex, high-impact challenges. Our AI Productivity Hub is designed to free you up from the tedious, repetitive tasks that often steal your strategic bandwidth, making your team more efficient and your insights sharper. It's about working smarter, not just harder.

Automated Incident Triage & Trend Analysis

AI can automatically read, categorise, and assign initial severity to thousands of incident and near-miss reports. For you, this means getting real-time, aggregated dashboards that highlight emerging risk 'hot spots' across the globe, allowing you to focus your team's resources where they're most needed, rather than waiting for manual summaries. It's about getting ahead of the curve.

Predictive Risk Hot-Spotting & Scenario Planning

Beyond just triaging, AI analyses historical data (incidents, audits, operational metrics like overtime or maintenance backlogs) to predict which sites or processes are likely to experience an incident before it happens. This gives you the strategic foresight to deploy preventative measures, allocate resources, and even run 'what if' scenarios for potential crises, informing your board-level presentations.

Global Regulatory Change Radar & Impact Assessment

Keeping up with ever-changing global EHS and compliance regulations is a nightmare. AI can scan thousands of regulatory updates, summarise the changes relevant to our specific operations, and even flag potential compliance gaps. For you, this means you can quickly understand the strategic implications of new laws, brief the C-suite, and direct your team to proactively adapt, rather than react to fines.

First-Draft Strategic Risk Reports & Board Summaries

Imagine AI pulling all the relevant data from your GRC platforms, summarising key trends, KRI breaches, and overdue actions, and then drafting initial versions of your quarterly risk reports or board summaries. This isn't about letting AI write your final report, but giving you a solid 80% complete draft, freeing up hours for you to refine the narrative, add strategic insights, and prepare for tough questions.

Common questions

Common questions

How do you become a Director, Global Risk & Resilience?

Common routes in include Global Risk Assessment Manager (3-5 years in previous role), Head of EHS / Head of Compliance (Large Organisation) (5-7 years in previous role) and Senior Consultant / Partner (Risk Advisory Firm) (5-8 years in previous role). Times vary with prior experience.

Where can a Director, Global Risk & Resilience progress to?

This role can lead on to VP, Compliance & Safety / Chief Risk Officer (CRO) (3-5 years in Director role), depending on the skills you build.

What new skills matter most for a Director, Global Risk & Resilience?

Increasingly, ESG Risk Integration & Reporting and AI Ethics & Governance in Risk. 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, compliance and operational resilience carry across industries including manufacturing, energy, finance, technology and pharmaceuticals. The core work of identifying, assessing and mitigating risk stays the same, though the regulatory detail changes from sector to sector.

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 Director, Global Risk & Resilience plan, free 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.