Sireletso Protective Group Business Plan — Appendix D: Risk Register
Detailed risk register scoring likelihood and impact across operational, regulatory, financial and reputational risks with mitigations.
Appendix D: Risk Register
Jump to section
- Overview & contents
- i. Important Notice
- 1. Executive Summary
- 2. Transaction and Funding Summary
- 3. Business Overview
- 4. Market Analysis
- 5. SWOT and Competitive Position
- 6. Service Offering and Revenue Model
- 7. Operations
- 8. Regulatory and Compliance Framework
- 9. Business Development and Client Acquisition
- 10. Management and Organisation
- 11. Financial Projections
- 12. Working Capital: The Central Finding
- 13. Funding Structure and Debt Service
- 14. Break-Even
- 15. Sensitivity and Scenarios
- 16. Risk Management
- 17. Implementation Roadmap
- 18. Investment Returns
- 19. Key Performance Indicators
- 20. Key Assumptions
- 21. Conclusion
- A. Appendix A: Consolidated Financial Summary
- B. Appendix B: Application and Sources of Funds
- C. Appendix C: Debt Schedules
- D. Appendix D: Risk Register
- E. Appendix E: Glossary
|
Risk |
Likelihood |
Impact |
Mitigation |
Owner |
|---|---|---|---|---|
|
Working capital exhaustion |
High |
Very High |
Invoice discounting facility as a condition of the transaction; credit controller from Year 2; invoicing within two business days of month end; concentration limits; weekly debtor age review. Without the facility the business is cash-negative throughout. |
Finance director |
|
Serious incident on a protective detail |
Low |
Very High |
No deployment without current registration, competency, qualification and first aid; written threat assessment per detail; live control room monitoring; fatigue-limited rostering; full liability and indemnity cover. |
Operations director |
|
Collections stretching beyond 70 days |
Medium |
Very High |
The facility is exhausted at 70 days while the covenant is set at 75. Tighten the covenant to 68 days or raise the limit to R14.00m. Client credit assessment before first deployment. |
Finance director and lender |
|
Wage escalation above rate escalation |
High |
High |
Client escalation linked to the wage determination rather than CPI; CPI-linked contracts priced to absorb the differential over the full term; mix shifted toward advisory and training. |
Managing director |
|
Officer supply shortfall |
High |
High |
The accredited academy manufactures the pipeline; recruitment maintained a quarter ahead of deployment need; PSIRA registration takes six to twelve weeks per individual. |
Operations director |
|
PSIRA registration lapse |
Low |
Very High |
An event of default under the term facility. Registration currency tracked per officer as a KPI and certified quarterly to the lender. |
Compliance officer |
|
Revenue shortfall against plan |
Medium |
High |
15% below plan takes the project return to 13.4%. Advisory growth is the response because it adds margin without headcount or working capital. |
Managing director |
|
Loss of a major contract at renewal |
Medium |
High |
120-day pre-expiry threat reassessment as the retention mechanism; target renewal rate above 85%; concentration limits. |
Managing director |
|
Firearm licence delay or refusal |
Medium |
High |
Section 20 applications lodged in month one; armed deployment is the majority of the protection book and the timeline is outside the Company’s control. |
Compliance officer |
|
Exit multiple below assumption |
Medium |
High |
At 4.0x the project return falls to 18.8% and the equity return to 31.4%. Contracted annuity revenue and the accredited academy are what support the multiple. |
Board |
|
Overhead overrun |
Medium |
Medium |
6% above plan takes the project return to 20.9%. The establishment is what corporate procurement is buying and cannot be cut without losing the position. |
Finance director |
|
Key person dependency |
Medium |
Medium |
Independent non-executive appointment from Year 2; documented operating procedures; a commercial director appointed in Year 5. |
Board |