We put
a number on risk
and bring unique financial insights to complex engineering risks by framing, quantifying and structuring risk
01
Building better risk financing functions from the ground up
In volatile insurance markets, many companies struggle to align
risk financing with real exposure, long-tail liabilities and balance sheet priorities. Insurance purchasing remains product-centric
and disconnected from capital planning. Captives are
underutilised and decision-making is reactive.
Ryerson Networks builds risk financing functions that are strategic, capital-efficient and integrated into business planning. We use structured financial models, sector-specific design and governance frameworks to connect risk financing to corporate objectives, working alongside brokers and captive managers to improve protection, visibility and decision-making.
Core capabilities
Financial modelling
Ground-up analysis of financials, exposure, coverage and market options to build credible business cases, including captive establishment.
Capital allocation & coverage structuring
Application of models to internal frameworks or to support external placements.
Policy response analysis
Detailed assessment of coverage terms and likely response scenarios to validate effectiveness before a claim.
Tower optimisation
Risk allocation across balance sheet, traditional and alternative markets to maximise efficiency and close protection gaps.
Captive ecosystem
Design of captive infrastructure, product portfolios and service models (claims, bespoke product design and underwriting) to meet customer objectives.
Business value
Free cash flow optimisation
Treasury-aligned solutions that support free cash flow optimisation objectives.
Efficient use of capital and
lower cost of insuranceFree trapped capital that can be utilised on higher-return investments while reducing external premium spend.
Bespoke risk solutions
Structures that address the risks in defined business exposures with certainty of cover and timely claims recovery.
Full captive value
Extract measurable financial and
operational benefit from existing captives.Strategic risk advice
Guidance that extends beyond insurance products, integrating risk and capital decisions to strengthen business performance.
01
Building better risk financing functions from the ground up
In volatile insurance markets, many companies struggle to align risk-financing with real exposure, long-tail liabilities and balance sheet priorities. Insurance purchasing remains product-centric and disconnected from capital planning. Captives are underutilised and decision-making is reactive.
In volatile insurance markets, many companies struggle to align risk-financing with real exposure, long-tail liabilities and balance sheet priorities. Insurance purchasing remains product-centric and disconnected from capital planning. Captives are underutilised and decision-making is reactive.
Core capabilities
Financial modelling
Ground-up analysis of financials, exposure, coverage and market options to build credible business cases, including captive establishment.
Capital allocation & coverage structuring
Application of models to internal frameworks or to support external placements.
Policy response analysis
Detailed assessment of coverage terms and likely response scenarios to validate effectiveness before a claim.
Tower optimisation
Risk allocation across balance sheet, traditional and alternative markets to maximise efficiency and close protection gaps.
Captive ecosystem
Design of captive infrastructure, product portfolios and service models (claims, bespoke product design and underwriting) to meet customer objectives.
Business value
Free cash flow optimisation
Treasury-aligned solutions that support free cash flow optimisation objectives.
Efficient use of capital and
lower cost of insuranceFree trapped capital that can be utilised on higher-return investments while reducing external premium spend.
Bespoke risk solutions
Structures that address the risks in defined business exposures with certainty of cover and timely claims recovery.
Full captive value
Extract measurable financial and
operational benefit from existing captives.Strategic risk advice
Guidance that extends beyond insurance products, integrating risk and capital decisions to strengthen business performance.
02
Creating a single, defensible source of truth for complex risks
In the mining, energy and agriculture sectors, operational risk is still primarily assessed with qualitative, inconsistent methods. These approaches fail to capture root causes and failure interactions, leading to underinsurance, poor investment decisions and unplanned losses.
Ryerson Networks applies structured, probabilistic modelling to quantify object-level risks and simulate compound failure pathways. This creates a single, defensible risk view for internal capital allocators and external risk capital providers.
Core capabilities
Empowering engineers through technology
State-of-the-art tools paired with deep expertise enables engineers to model risks more effectively.
Creating standardised risk lexicons
Common language for risk identification and modelling.
Modelling scenario and fault trees
Logic-based analysis with Monte Carlo simulations for scenario quantification.
Developing interactive risk visualisation
Traceable outputs that link failures to causes, ensuring transparency and alignment.
Business value
Comprehensive risk visibility
Quantified views of catastrophic
and non-catastrophic failure models.Enhanced decision-making tools
Object-specific models and interaction analysis that strengthen frameworks such as Trigger Action Response Plans and Quantitative Risk Assessments.
Investment-aligned planning
CapEx and OpEx plans aligned to actual risk exposure.
Greater stakeholder confidence
Accurate disclosures and stronger underwriting outcomes.
02
Creating a single, defensible source of truth for complex risks
In the mining, energy and agriculture sectors, operational risk is still primarily assessed with qualitative, inconsistent methods. These approaches fail to capture root causes and failure interactions, leading to underinsurance, poor investment decisions and unplanned losses.
Ryerson Networks applies structured, probabilistic modelling to quantify object-level risks and simulate compound failure pathways. This creates a single, defensible risk view for internal capital allocators and external risk capital providers.
Core capabilities
Empowering engineers through technology
State-of-the-art tools paired with deep expertise enables engineers to model risks more effectively.
Creating standardised risk lexicons
Common language for risk identification and modelling.
Modelling scenario and fault trees
Logic-based analysis with Monte Carlo simulations for scenario quantification.
Developing interactive risk visualisation
Traceable outputs that link failures to causes, ensuring transparency and alignment.
Business value
Comprehensive risk visibility
Quantified views of catastrophic and non-catastrophic failure models.
Enhanced
decision-making toolsObject-specific models and interaction analysis that strengthen frameworks such as Trigger Action Response Plans and Quantitative Risk Assessments.
Investment-aligned planning
CapEx and OpEx plans aligned to actual risk exposure.
Greater stakeholder confidence
Accurate disclosures and stronger underwriting outcomes.
03
Rethinking decommissioning as
a balance sheet risk
Closure and decommissioning of energy and mining assets has long been treated as a technical, end-of-life activity, managed through engineering and community processes. Increasingly, it is attracting scrutiny from investors, ratings agencies and lenders. As unfunded closure provisions approach or even exceed reported financial debt, closure must be treated as a financial risk with defined governance, capital allocation and funding strategies.
Ryerson Networks combines risk quantification and financing expertise
to quantify closure liabilities, improve governance and structure capital solutions that protect balance sheets and meet stakeholder requirements.
Core capabilities
Benchmarking
Assessment of provisions against financial indicators and peer data to identify emerging issues.
Governance design and strategic planning
Portfolio triage, governance restructuring and early regulator engagement.
Risk quantification and financial modelling
Fault trees, Monte Carlo simulations and expert-informed parameters.
Capital strategy and funding access
Unified valuation frameworks tested through internal simulations to build investment cases.
Business value
Visibility into financial exposure
Quantified liability assessments benchmarked against peers that get visibility at the Executive and Board level.
Next-gen closure governance
Centralised decision-making aligned to financial logic and liability exit strategies.
Quantified risk profiles
Scenario-tested models replacing qualitative assumptions.
Access to multi-year financing
Insurance, captives and external
capital for long-term execution.
03
Rethinking decommissioning
as a balance
sheet risk
Closure and decommissioning of energy and mining assets has long been treated as a technical, end-of-life activity, managed through engineering and community processes. Increasingly, it is attracting scrutiny from investors, ratings agencies and lenders. As unfunded closure provisions approach or even exceed reported financial debt, closure must be treated as a financial risk with defined governance, capital allocation and funding strategies.
Ryerson Networks combines risk quantification and financing expertiseto quantify closure liabilities, improve governance and structure capital solutions that protect balance sheets and meet stakeholder requirements.
Core capabilities
Benchmarking
Assessment of provisions against financial indicators and peer data to identify emerging issues.
Governance design and strategic planning
Portfolio triage, governance restructuring and early regulator engagement.
Risk quantification
and financial modellingFault trees, Monte Carlo simulations and expert-informed parameters.
Capital strategy and funding access
Unified valuation frameworks tested through internal simulations to build investment cases.
Business value
Visibility into financial exposure
Quantified liability assessments benchmarked against peers that get visibility at the Executive and Board level.
Next-gen closure governance
Centralised decision-making aligned to financial logic and liability exit strategies.
Quantified risk profiles
Scenario-tested models replacing qualitative assumptions.
Access to
multi-year financingInsurance, captives and external
capital for long-term execution.
04
De-risking large energy and infrastructure projects from concept to execution
Large projects bring together multiple stakeholders, significant capital and long timelines, yet are often undermined by poorly quantified risks and misaligned decision-making.
Ryerson Networks quantifies and translates project risks into economic models that align stakeholders and capital providers. Using a Project Risk Inventory (PRI) and proprietary modelling, we assess political, economic, technical, social, market, supply chain and workforce risks, incorporating climate and weather data alongside conventional analyses such as bow-tie.
Core capabilities
Project Risk Inventory and modelling engine
Structured probability and impact
assessment across all risk categories.Integration with capital planning
Connecting quantified risks to financing structures and sequencing.
Variance monitoring and management
Updating risk models to reflect changes and maintain alignment between risk profile and capital allocation.
Business value
Risk-aligned planning
Quantification of risks across the project lifecycle.
Credible business cases
Risk output translated into economic models for funding alignment.
Continuous oversight
Risk tracking from concept through construction.
04
De-risking large
energy and infrastructure
projects from
concept to execution
Large projects bring together multiple stakeholders, significant capital and long timelines, yet are often undermined by poorly quantified risks and misaligned decision-making.
Ryerson Networks quantifies and translates project risks into economic models that align stakeholders and capital providers. Using a Project Risk Inventory (PRI) and proprietary modelling, we assess political, economic, technical, social, market, supply chain and workforce risks, incorporating climate and weather data alongside conventional analyses such as bow-tie.
Core capabilities
Project Risk Inventory and modelling engine
Structured probability and impact
assessment across all risk categories.Integration with capital planning
Connecting quantified risks to financing structures and sequencing.
Variance monitoring and management
Updating risk models to reflect changes and maintain alignment between risk profile and capital allocation.
Business value
Risk-aligned planning
Quantification of risks across the project lifecycle.
Credible business cases
Risk output translated into economic models for funding alignment.
Continuous oversight
Risk tracking from concept through construction.
How it all comes together
01
We take ownership
Drop a complex challenge on us and walk away knowing it will get done.
02
We get things done
No unnecessary process, no wasted time. Just real solutions so clients can stay focused on other priorities.
03
We cut through friction
Beyond technical solutions, we navigate internal dynamics to drive action and keep decisions moving.
04
We build, not sell
No pre-packaged solutions, no sales pitches. Every solution is designed around the specific problem, nothing is off-the-shelf.
05
We bring the right people to the problem
A team with deep expertise in engineering, finance and organisational acumen, built to solve what others cannot.
06
We act like insiders
We embed quickly, work alongside your teams and move with the same urgency and accountability as your own people.
How it all
comes together
01
We take ownership
Drop a complex challenge on us and walk away knowing it will get done.
02
We get things done
No unnecessary process, no wasted time. Just real solutions so clients can stay focused on other priorities.
03
We cut through friction
Beyond technical solutions, we navigate internal dynamics to drive action and keep decisions moving.
04
We build, not sell
No pre-packaged solutions, no sales pitches. Every solution is designed around the specific problem, nothing is off-the-shelf.
05
We bring the right people to the problem
A team with deep expertise in engineering, finance and organisational acumen, built to solve what others can’t.
06
We act like insiders
We embed quickly, work alongside your teams and move with the same urgency and accountability as your own people.
01 Building better risk financing functions from the ground up
In volatile insurance markets, many companies struggle to align risk-financing with real exposure, long-tail liabilities and balance sheet priorities. Insurance purchasing remains product-centric and disconnected from capital planning. Captives are underutilised and decision-making is reactive.
Ryerson Networks builds risk financing functions that are strategic, capital-efficient and integrated into business planning. We use structured financial models, sector-specific design and governance frameworks to connect risk financing to corporate objectives, working alongside brokers and captive managers to improve protection, visibility and decision-making.
Core Capabilities
Financial modelling
Ground-up analysis of financials, exposure, coverage and market options to build credible business cases, including captive establishment.
Capital allocation & coverage structuring
Ground-up analysis of financials, exposure, coverage and market options to build credible business cases, including captive establishment.
Policy response analysis
Detailed assessment of coverage terms and likely response scenarios to validate effectiveness before a claim.
Tower optimisation
Risk allocation across balance sheet, traditional and alternative markets to maximise efficiency and close protection gaps.
Captive ecosystem
Design of captive infrastructure, product portfolios and service models (claims, bespoke product design and underwriting) to meet customer objectives.
Business Value
Free cash flow optimisation
Treasury-aligned solutions that support free cash flow optimisation objectives.
Efficient use of capital and lower cost of insurance
Free trapped capital that can be utilised on higher-return investments while reducing external premium spend.
Full captive value
Extract measurable financial and operational benefit from existing captives.
Strategic risk advice
Guidance that extends beyond insurance products, integrating risk and capital decisions to strengthen business performance.
Bespoke risk solutions
Structures that address the risks in defined business exposures with certainty of cover and timely claims recovery.
02 Creating a single, defensible source of truth for complex risks
In the mining, energy and agriculture sectors, operational risk is still primarily assessed with qualitative, inconsistent methods. These approaches fail to capture root causes and failure interactions, leading to underinsurance, poor investment decisions and unplanned losses.
Ryerson Networks applies structured, probabilistic modelling to quantify object-level risks and simulate compound failure pathways. This creates a single, defensible risk view for internal capital allocators and external risk capital providers.internal capital allocators and external risk capital providers.
Core Capabilities
Empowering engineers through technology
State-of-the-art tools paired with deep expertise enables engineers to model risks more effectively.
Creating standardised risk lexicons
Common language for risk identification and modelling.
Modelling scenario and fault trees
Logic-based analysis with Monte Carlo simulations for scenario quantification.
Developing interactive risk visualisation
Traceable outputs that link failures to causes, ensuring transparency and alignment.
Business Value
Comprehensive
risk visibility
Quantified views of catastrophic and non-catastrophic failure models.
Enhanced
decision-making tools
Object-specific models and interaction analysis that strengthen frameworks such as Trigger Action Response Plans and Quantitative Risk Assessments.
Investment-aligned planning
CapEx and OpEx plans aligned to actual risk exposure.
Greater stakeholder confidence
Accurate disclosures and stronger underwriting outcomes.
03 Rethinking decommissioning as a balance sheet risk
Closure and decommissioning of energy and mining assets has long been treated as a technical, end-of-life activity, managed through engineering and community processes. Increasingly, it is attracting scrutiny from investors, ratings agencies and lenders. As unfunded closure provisions approach or even exceed reported financial debt, closure must be treated as a financial risk with defined governance, capital allocation and
funding strategies.
Ryerson Networks combines risk quantification and financing expertise to quantify closure liabilities, improve governance and structure capital solutions that protect balance sheets and meet stakeholder requirements.
Core Capabilities
Benchmarking
Assessment of provisions against financial indicators and peer data to identify emerging issues.
Governance design and strategic planning
Portfolio triage, governance restructuring and early regulator engagement.
Risk quantification and financial modelling
Fault trees, Monte Carlo simulations and expert-informed parameters.
Capital strategy and funding access
Unified valuation frameworks tested through internal simulations to build investment cases.
Business Value
Visibility into
financial exposure
Quantified liability assessments benchmarked against peers that get visibility at the Executive and Board level.
Next-gen closure governance
Centralised decision-making aligned to financial logic and liability exit strategies.
Quantified
risk profiles
Scenario-tested models replacing qualitative assumptions.
Access to
multi-year financing
Insurance, captives and external capital for long-term execution.
04 De-risking large energy and infrastructure projects from concept
to execution
Large projects bring together multiple stakeholders, significant capital and long timelines, yet are often undermined by poorly quantified risks and misaligned decision-making.
Ryerson Networks quantifies and translates project risks into economic models that align stakeholders and capital providers. Using a Project Risk Inventory (PRI) and proprietary modelling, we assess political, economic, technical, social, market, supply chain and workforce risks, incorporating climate and weather data alongside conventional analyses such as bow-tie.
Core Capabilities
Project Risk Inventory and modelling engine
Structured probability and impact assessment across all risk categories.
Integration with capital planning
Connecting quantified risks to financing structures and sequencing.
Variance monitoring and management
Updating risk models to reflect changes and maintain alignment between risk profile and capital allocation.
Business Value
Risk-aligned planning
Quantification of risks across the project lifecycle.
Credible business cases
Risk output translated into economic models for funding alignment.
Continuous oversight
Risk tracking from concept through construction.
