INTRODUCTION

Following analysis of the Member and Sponsor surveys undertaken in the Spring of 2025, the ALARM Board are delighted to introduce the new Business Plan for 2025-2027. 

ALARM is a not-for-profit professional membership association that has supported risk management practitioners since 1991. We provide our members with outstanding support to achieve professional excellence including education, training, guidance and best practice, information and insight, networking, and industry recognition for excellence across risk management. 

With over 1000 members over various regions and sector groups, ALARM is unique in that it is run by members, for members and we have strong ambitions to deliver timely and appropriate objectives for our membership. 

This Business Plan sets out how we will operate and achieve this and consists of the following sections: 

VISION, MISSION, VOICE

OUR VISION 
…is that professionals with the responsibility for the management of risk are trained, supported and recognised for the excellent work they do and to raise the profile of risk management professionals. 

OUR MISSION 
…is to promote excellence in risk management practice, to support career development and be the member organisation of national influence, with good depth of membership, high levels of member and sponsor engagement, quality events, education and training. 

OUR VOICE
…will set the professional standard on what strong risk management looks like and will help risk practitioners be the best in their roles, develop professionally, and support their organisations in embracing risk. We will represent members and influence on their behalf across all elements of risk management in the UK. 

PEOPLE

Members BP The Board BP Sponsors BP Administration & suppliers BP Committee chairs BP Operational delivery group BP

STRATEGIC OBJECTIVES

Strategic objectives 1 Strategic objectives 2 Strategic objectives 3 Strategic objectives 4 Strategic objectives 5

PRIORITIES AND ACTIONS

OBJECTIVE 1 - PRIORITIES and ACTIONS

Strategic objectives 1 V2


CORE BUSINESS/ONGOING 

  • Consult with members on relevant risk and insurance matters, provide a view on industry and government consultations, and represent members’ interests in relevant developments. 
  • Delivering a strategic approach to build new, and strengthen existing partnerships, with other organisations known for their national influence. 

PRIORITIES/ACTIONS 

  • Explore further options to raise ALARM’s profile at a strategic level (Yr 1 and Yr 2). 

OBJECTIVE 2 - PRIORITIES and ACTIONS

Strategic objectives 2 V2


CORE BUSINESS/ONGOING 

  • Provide regional and national learning events and deliver conferences with high quality educational content, provide training opportunities for those new to risk management and those seeking to expand their knowledge, and deliver the annual ALARM Risk Awards, a platform for recognising professional excellence. 
  • Delivery of current training courses. 

PRIORITIES/ACTIONS

  • Review training offer (Yr 1). 
  • Undertake an analysis and review of conference attendance to establish optimum attendance levels (Yr 1). 

OBJECTIVE 3 - PRIORITIES and ACTIONS

Strategic objectives 3 V2


CORE BUSINESS/ONGOING 

  • Ensure our membership offering remains relevant and value for money to current, and prospective members. 
  • Succession planning and structural sustainability. 
  • Communication between regions/sectors/operational group and board. 

PRIORITIES/ACTIONS

  • Define and promote new membership model (following member survey 2025) (Yr 1 and 2). 
  • Review sponsorship model (Yr 1). 
  • Implement new optimum sponsorship model (Yr 2). 
  • Develop and deliver further sector and regional engagement/events as identified in member survey (Yr 1 and Yr 2). 

OBJECTIVE 4 - PRIORITIES and ACTIONS

Strategic objectives 4 V2


CORE BUSINESS/ONGOING 

  • Provide access to a range of resources and on-line knowledge library, technical guidance relevant to member's needs, and round table industry updates. 
  • Provide access to a range of training opportunities. 

PRIORITES/ACTIONS

  • Better use and analysis of our data and information to inform provision of products and services (Yr 1). 
  • Detailed communications review to be undertaken (Yr 1). 
  • Delivery of outputs of communications review (Yr 1 and Yr 2). 

OBJECTIVE 5 - PRIORITIES and ACTIONS

Strategic objectives 5 V2


CORE BUSINESS/ONGOING 

  • Ensure organisation policies, financial plans, risks and business continuity arrangements are up to date and reviewed regularly and ensure Board development/ competency for a range of company matters. 

PRIORITIES/ACTIONS 

  • Undertake a holistic review of risk profile following approval of the new Business Plan (Yr1 1). 
  • Develop an Operational Delivery Group to deliver projects on behalf of ALARM (interested parties from member survey 2025) (Yr 1). 
  • Delivery of projects and undertakings through the Operational Delivery Group (Yr 1 and Yr 2). 
  • Develop succession model and pathway (Yr 1). 

PORTFOLIOS

Portfolios BP

REVIEW

Key performance indicators have been developed for activity contained within this business plan. The Board will review progress against each priority as a standing agenda item at Board meetings.