Risk Management Scorecard : Definition and Implementation

This article presents the concept of risk management dashboards, their methodology and implementation principles. With the help of numerous examples and feedback elements, we provide an illustrated vision of the stakes involved in risk management dashboards. It should be noted that the sectoral component is essential, but it is also necessary to take into account the thematic risks to be covered, in order to fully understand the diversity of risk management dashboards.

The risk management dashboard is becoming a must-have in many organizations: it is integrated into the periodic business reviews carried out by management committees (Business Reviews), it corresponds to the growing expectations of stakeholders (supervisory authorities, investors, executives, operational managers) and must be able to be adapted and adjusted to suit the parties involved.

The design of a risk management dashboard requires the use of a battery of indicators. These may be indicators dedicated to the issue of risks, incidents, controls and alerts, in which case they are referred to as risk indicators (main risks to be managed and their degree of coverage by control elements, incident remediation rate, number of incidents, cost of risk per undesirable event). It should also be noted that other, more operational or production indicators can also be used to assess exposure to past, present and future risks. Customer complaints, the rate of return of faulty products, and the number of IT vulnerability corrections are examples that illustrate this issue.

The context of tightening regulations in many sectors, the presence of various supervisory authorities, and the increased media coverage of certain crises or incidents make it increasingly essential to have risk indicators and to monitor them periodically in a dedicated dashboard, presented to a body (risk committee, audit committee, management committee, for example). As illustrated by a risk director from a CAC 40 company interviewed in 2025: "We increasingly need to demonstrate the credibility of our risk management system, and for that we need tangible, visual, concrete, comparable, auditable and analytical elements. The risk management dashboard meets this challenge. It enables me to demonstrate, in the same way as financiers would do with company ratios, that our risk management is preventive, enabling us to improve the security of our processes. It also shows that we know how to react and measure our exposure to country, logistics, reputational, financial and cyber risks. We will never try to cover every subject. Our sole aim is to provide an overview of a phenomenon that is constantly evolving, but which is now eagerly awaited by our stakeholders. CSRD, the duty of vigilance and anti-corruption laws are all...