Rebel likes to lighten decision makers’ loads by pointing out possible risks and advising them on ways to minimise them.
Risk management and control
Talking about risks is good, even if it sometimes feels as if the mere mention of them will sink a project before it has even begun. Nothing could be further from the truth: assessing risks and managing them often increases project viability. We give decision makers the information they need but we also confront them with the financial consequences of the choices they make. We supported the development of project capacity and project risk management tools for various foreign governments ( Croatia, Jordan, Egypt, Iraq and the Maldives), especially in the area of implicit obligations stemming from PPP projects.
Manage, allocate, evaluate
There are three ways to go about it: management, allocation and evaluation. Risk management looks at the chances and the dangers of an undertaking. The next step is to optimise opportunities and minimise the dangers. Then the question of the most efficient form of risk allocation arises. The risk allocation agreements are laid down in the contract. A risk evaluation is then done to measure residual risk and a provision put in place to deal with eventualities.
A proven risk management method
Based on our experience with big projects, like the new sea lock at IJmuiden and Stadhavens Rotterdam, we have developed an integral risk management method. Because we are often asked to put together business cases, we know how risks impact on each other. This ensures we don’t overlook or overestimate risks. At the same time it gives us an idea of when risks may occur concomitantly. Our risk analyses and risk evaluation stand up to any second opinion and help decision makers make objective choices.