Frame & Field Studios Business Plan — Appendix D: Risk Register
Detailed risk register scoring likelihood and impact, with mitigations and the pre-committed trigger points adopted as policy.
Appendix D: Risk Register
Jump to section
- Overview & contents
- i. Important Notice and Basis of Preparation
- 1. What Artificial Intelligence Has Taken, and What It Has Not
- 2. Executive Summary
- 3. Service Lines, Clients and Pricing
- 4. Capacity: The Shooting Day and the Editing Day
- 5. SWOT and Competitive Position
- 6. Organisation, Rights and Compliance
- 7. Financial Plan
- 8. Break-Even and Debt Service
- 9. Investment Analysis
- 10. Sensitivity and Scenario Analysis
- 11. Risk Analysis
- 12. Implementation Roadmap
- 13. Key Performance Indicators
- 14. Key Assumptions
- 15. Conclusion and Recommendation
- A. Appendix A: Consolidated Financial Summary
- B. Appendix B: Capacity, Mix and Cost Schedules
- C. Appendix C: Funding, Debt and Working Capital Schedules
- D. Appendix D: Risk Register
- E. Appendix E: Glossary
|
Risk |
Likely |
Impact |
Mitigation and residual position |
|---|---|---|---|
|
Utilisation below plan |
High |
Severe |
Break-even is 39.9% against a planned 71%. Mitigated by a dedicated producer, retainer clients and forward diary discipline; residual risk high in Year 1 |
|
AI rate pressure spreads beyond catalogue work |
Medium |
Severe |
Day rates and AI pressure are the two largest sensitivities, together swinging EBITDA by more than R5617680. Mitigated by service mix and by using AI to lower cost; the pressure itself cannot be mitigated |
|
Editing capacity constrains delivery |
High |
High |
Editing binds in every year of the plan. Mitigated by outsourced overflow at R880 a shoot day and by AI-assisted retouching tooling at R268 000 a year |
|
Loss of a senior photographer |
Medium |
High |
Clients follow individuals in this industry. Mitigated by team-based account servicing, restraint provisions and equity participation for senior staff |
|
Client concentration |
High |
High |
A single corporate or agency can be a large share of the diary. Mitigated by a cap on any client’s share and by spreading across four service lines |
|
Debtor days extend |
High |
Medium |
Working capital reaches R4566135 against a R3 600 000 facility. Mitigated by deposits, progress billing and credit vetting of agencies |
|
Copyright or licensing dispute |
Medium |
Medium |
Scope-of-licence disputes are common. Mitigated by written licensing terms on every engagement and professional indemnity cover |
|
POPIA breach or archive exposure |
Low |
High |
Images of identifiable people are personal information. Mitigated by release discipline, access control and a documented retention policy |
|
Equipment loss or theft |
Medium |
Medium |
High-value portable equipment on location. Mitigated by insurance and asset tracking |
|
Economic downturn in marketing spend |
Medium |
High |
Photography is discretionary for many clients. Property and corporate compliance work is more defensive than campaign work |
|
Failure to build motion capability |
Medium |
Medium |
Motion is 11% of days at the highest day rate. Requires distinct skills and heavy editing capacity at 2.4 days per shoot day |
|
Load shedding and connectivity |
Medium |
Low |
Post-production and asset delivery are power and bandwidth dependent. Mitigated by backup power and redundant connectivity |
D.1 Pre-committed trigger points
|
Point |
Trigger |
Committed response |
|---|---|---|
|
Month 6 |
Utilisation below 45% |
Do not hire the second photographer. Fix the diary before adding capacity |
|
Month 12 |
Utilisation below 39% |
The studio is below break-even. Reduce overhead before it consumes the facility |
|
Any quarter |
Editing backlog above three weeks |
Contract outsourced retouching immediately; do not let delivery slip |
|
Before each hire |
Forward diary not booked eight weeks ahead |
Do not hire. Utilisation is the constraint, not headcount |
|
Any year |
Blended day rate falls more than 5% in real terms |
AI pressure is spreading. Shift mix further toward events and portraiture |
|
Any time |
One client above 25% of revenue |
Cap and diversify before the relationship becomes a dependency |