Risk Register
Reviewed: 22/1/2025 – Rupert Gough
Emerging Risks and Trends
Cybersecurity Risks: With the increasing reliance on digital platforms for financial transactions and data storage, cybersecurity threats such as data breaches, ransomware attacks, and phishing scams pose significant risks to financial advisory firms and their clients.
Regulatory Compliance: Regulatory requirements are constantly evolving, and compliance with these regulations such as FMCA (FSLAA), CCCFA, COFI etc. Failure to comply can result in hefty fines and damage to reputation.
Data Privacy Concerns: Growing concerns over data privacy and protection require financial advisory firms to handle client data with utmost care and transparency.
Top 8 Risks 2025
Technology – Cyber Security / Hacking
Operational – Inaccurate Advice or Breakdown in Adviser or Admin Processes leading to client dissatisfaction and escalation to legal intervention
Operational – Compliance practices not being upheld. FMA Audit. Possible exposure under our Code of conduct and Ethics
Financial – Reliance on production of a small number of Advisers in the business to support cashflow on an ongoing basis.
People/Health & Safety – Breach in Confidentiality
Reputational – Strategic decisions made by MTG Board and management not communicated to Shareholders resulting in vote of no confidence or Shareholder funds withdrawal
People/Health & Safety – Ineffective Business Continuity Plan by way of lack of understanding around roles and responsibilities in the event of a crisis
Technology – Total system crash
Operational Risks
Inaccurate advice given to client by Adviser resulting in escalation to FSCL, legal action and FMA investigation
Category
Advice
Impact Description
Escalation to FSCL, legal action and FMA investigation
Impact Level: 1 (Low) – 5 (High)
5
Probability Level: 1 (Low) – 5 (High)
4
Priority Level (Impact X Probability)
20
Risk Mitigation
Product training
QA Programme
Use of Research tools to ensure product type is most suitable for clients needs.
Complaints process
Owner
Susie Wright / Jarrod Kirkland
Breakdown in Adviser or Admin Processes
Category
Processes
Impact Description
Client dissatisfaction and escalation to complaints/legal intervention
Impact Level: 1 (Low) – 5 (High)
5
Probability Level: 1 (Low) – 5 (High)
3
Priority Level (Impact X Probability)
15
Risk Mitigation
Mo provides management of underwriting via workflow system
QA programme in place
PI Programme
Complaints Policy
Owner
Sian Johnson
“New to MTG” Adviser product knowledge
Category
Advice
Impact Description
Inconsistent, poor or inappropriate advice being provided to clients
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
3
Priority Level (Impact X Probability)
12
Risk Mitigation
QA programme
L&D programme
Formal Onboarding programme
Owner
Susie Wright / Jarrod Kirkland
Allocation of orphan clients not captured
Category
Processes
Impact Description
Annual reviews being missed
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
3
Priority Level (Impact X Probability)
12
Risk Mitigation
Identify any existing clients who do not have Advisers allocated to them, by way of monthly review logs pulled from our CRM’s.
Segment clients by Adviser for book acquisitions and allocate to existing Adviser Team with geographical location and competence & skill factors taken into consideration
Owner
Sian Johnson
Failure to offer clients Continuation Options leaving or being removed from Group Schemes
Category
Processes
Impact Description
Client dissatisfaction and escalation to complaints/legal intervention
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
3
Priority Level (Impact X Probability)
12
Risk Mitigation
EB team follow CO processes
Implement controls to check processes are being adhered to
Owner
Tim Jones
High area of risk due to inconsistency amongst advisers (lack of visibility if they are meeting expectations) and the size of the MTG client book
Category
Servicing of clients (Risk)
Impact Description
Service level sub-standard
FMCA breach
Vulnerable customers not serviced
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
4
Priority Level (Impact X Probability)
16
Risk Mitigation
Automated renewal emails
Updated allocation of clients
New adviser onboarding
Owner
Sian Johnson / Susie Wright
Resourcing for the onboarding of new books, understanding of obligations, and ongoing servicing
Category
Purchasing books
Impact Description
Service level sub-standard
FMCA breach
Vulnerable customers not serviced
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
4
Priority Level (Impact X Probability)
16
Risk Mitigation
Follow new book purchase process
Update to the S&P contract template
Communication to all affected parties
Owner
Jarrod Kirkland / Susie Wright / Sian Johnson
Other FAP license holders actively recruiting existing Advisers
Category
Market | Mortgages
Impact Description
Mortgages: there are a number of well-funded competitors contributing to a retention risk
Loss of key producers
Impact to revenues
Client dissatisfaction and escalation to complaints/legal intervention
Impact to reputation
Impact Level: 1 (Low) – 5 (High)
3
Probability Level: 1 (Low) – 5 (High)
3
Priority Level (Impact X Probability)
9
Risk Mitigation
Identify key Advisers
Open lines of communication
Provide opportunities for our Advisers to grow Employee benefits offer
Owner
Jarrod Kirkland / Susie Wright / Rupert Gough
Adviser/admin relationship including but not limited to the workload and distribution across/within teams
Category
Adviser/admin relationship
Impact Description
Error risk where workload is distributed unevenly
Breakdown in adviser/admin relationships
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
2
Priority Level (Impact X Probability)
8
Risk Mitigation
Mo Workflows in place
Monitor ops workload
Communication between advisers/admin
Owner
Sian Johnson
Failure of the outsource provider to deliver
Category
Outsourcing
Impact Description
Breach of standard licence condition
Impacts to service
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
2
Priority Level (Impact X Probability)
8
Risk Mitigation
Follow OSP onboard process and policy
Robust contract in place for OSP
Owner
Rupert Gough
Competition from Online Bank and Insurance Provider product
Category
Market
Impact Description
Risk of clients being offered inferior products
Loss of book value
Impact Level: 1 (Low) – 5 (High)
1
Probability Level: 1 (Low) – 5 (High)
1
Priority Level (Impact X Probability)
2
Risk Mitigation
Bank insurance typically inferior quality
All main banks have withdrawn from insurance manufacturing
Strategy addresses online products
Owner
Brent Wright / Rupert Gough
Technology
Cyber Security, Hacking, Data breaches, Ransomware attacks, Phishing scams
Category
Technology
Impact Description
Disruption of Operations
Data Loss
Financial Loss
Reputational Damage
Legal & Compliance Risks
Competitive Disadvantage
Impact Level: 1 (Low) – 5 (High)
5
Probability Level: 1 (Low) – 5 (High)
4
Priority Level (Impact X Probability)
20
Risk Mitigation
Daily and monthly backups. Backups held offsite.
Security and critical patches are deployed on PC’s and Servers within the month they are released.
Multi-factor authentication on all systems used for payment processing and CRM systems.
All passwords are a minimum of 8 characters including letters and numbers.
All default passwords on all internet connected devices are changed from their factory settings.
User accounts are locked after a number of failed login attempts.
Data is backed up daily and taken offsite – also backed up offsite.
Backups are checked every day.
Owner
Rupert Gough
Total System Crash
Category
Technology
Impact Description
Disruption of Operations
Data Loss
Financial Loss
Reputational Damage
Legal & Compliance Risks
Competitive Disadvantage
Impact Level: 1 (Low) – 5 (High)
5
Probability Level: 1 (Low) – 5 (High)
3
Priority Level (Impact X Probability)
10
Risk Mitigation
Back ups in place for data retrieval
Daily and end of month backups done and stored offsite.
Fireproof safe on site for back ups
A-team IT to monitor
Offsite backups available on a daily basis.
Owner
Rupert Gough
Password Security
Category
Technology
Impact Description
Weak or compromised passwords are a leading cause of data breaches.
Impact Level: 1 (Low) – 5 (High)
5
Probability Level: 1 (Low) – 5 (High)
2
Priority Level (Impact X Probability)
10
Risk Mitigation
Change Individual passwords frequently with A-team having access if necessary
Owner
Rupert Gough
CRM Platforms
Category
Technology
Impact Description
Different businesses are currently on different platforms (Cooney etc.), each with differing expectations and a lack of visibility for the licensee.
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
4
Priority Level (Impact X Probability)
16
Risk Mitigation
Migrate KSL, Momentum & Cooneys to Mo
Owner
Sian Johnson
MO transition
Category
Technology
Impact Description
Potential loss of data and lack of access to historic data from previous CRMs
Impact Level: 1 (Low) – 5 (High)
5
Probability Level: 1 (Low) – 5 (High)
3
Priority Level (Impact X Probability)
15
Risk Mitigation
Migration team set up to conduct transfer
Owner
Sian Johnson
IT legacy
Category
Technology
Impact Description
Equipment getting older, including the server. Both hardware and software.
Impact Level: 1 (Low) – 5 (High)
3
Probability Level: 1 (Low) – 5 (High)
3
Priority Level (Impact X Probability)
9
Risk Mitigation
–
Owner
Rupert Gough
Financial
Concentration Risk
Impact Description
Reliance on production of a small number of Advisers in the business to support cashflow on an ongoing basis.
Impact Level: 1 (Low) – 5 (High)
5
Probability Level: 1 (Low) – 5 (High)
5
Priority Level (Impact X Probability)
25
Risk Mitigation
Measure skills of top performers to identify transferable traits
Intensive Sales training in product delivery to clients
Revisit knowledge around personality traits and how to deliver information accordingly
Identify what motivates and conversely demotivates our Sales Team individually
Owner
Susie Wright / Jarrod Kirkland
Key Person Risk
Impact Description
Institutional knowledge not captured
Loss of expertise in technology, finance, operations and compliance
Impact Level: 1 (Low) – 5 (High)
5
Probability Level: 1 (Low) – 5 (High)
3
Priority Level (Impact X Probability)
15
Risk Mitigation
Annual revision of Key People.
Key person Cover in place on all key people in the Company
Owner
Brent Wright / Maurice Trapp / Rupert Gough
Adviser Advances
Impact Description
Increasing advances to advisers with minimal commission offsets.
Inability for Advisers to reimburse MTG for advances if they leave or are dismissed
Impact Level: 1 (Low) – 5 (High)
3
Probability Level: 1 (Low) – 5 (High)
3
Priority Level (Impact X Probability)
9
Risk Mitigation
Tighter monitoring of Adviser selling activity
Cap advances.
Charge bank rate interest.
Loan agreement in place for each Adviser
Adviser renewal payments to offset
Board to consider and agree upon Adviser commission advance arrangements.
Formalise in writing any “Current Account” arrangements with relevant Advisers so they are clear around their responsibilities and Board expectations
Owner
Brent Wright / Maurice Trapp / Rupert Gough
Delay in payments to IRD of tax obligations.
Impact Description
Extra costs incurred for instalment payment options
Impact Level: 1 (Low) – 5 (High)
3
Probability Level: 1 (Low) – 5 (High)
2
Priority Level (Impact X Probability)
6
Risk Mitigation
Consolidation of existing business financials.
Minimise expansion until funds allow.
Reduce spending
Owner
Brent Wright
Cash flow and creditor payments / Detrimental Creditor reputation/history
Category
Liquidity
Impact Description
Inability to meet payments as fall due
Detrimental Creditor reputation/history
Solvency risk
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
3
Priority Level (Impact X Probability)
12
Risk Mitigation
Care around acquisition costs and revenue generation affecting cash flow.
Greater attention to growth strategy / cash flow requirements.
Simplified Financials with single MTG group entity.
Financials updated in real time, available via the Cube.
Owner
Brent Wright
Siphoning funds from MTG or clients
Category
Fraud
Impact Description
Reputational and Financial Harm
Impact Level: 1 (Low) – 5 (High)
5
Probability Level: 1 (Low) – 5 (High)
2
Priority Level (Impact X Probability)
10
Risk Mitigation
Limit the number of people who have access to banking facilities.
Retain Professional Indemnity insurance. Continuation of the policy of not handling clients money
Independent and external audits of client files
Owner
Brent Wright / Maurice Trapp / Rupert Gough
Withdrawal of shareholder capital
Impact Description
Liquidity strain
Cashflow problems
Debt Covenant Violation
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
2
Priority Level (Impact X Probability)
8
Risk Mitigation
Insurance Buy Sell agreement in place.
Current external business valuation in place.
Set a date annually to review insurances. i.e. second Board Meeting of the year. Rupert Gough to check renewal date of Board Insurances
Owner
Holdings Board
Legal & Regulatory
Adviser non-compliance / FMA Audit / Breach of FMC and Code of Conduct
Category
Compliance
Impact Description
Breach of FMC and Regulations
Potential loss of supplier agreements
Fines/Licence Limitations imposed
Impact Level: 1 (Low) – 5 (High)
5
Probability Level: 1 (Low) – 5 (High)
3
Priority Level (Impact X Probability)
15
Risk Mitigation
Regular updates to Advisers re outstanding compliance requirements.
Mo workflow system to be used by all offices that will guide applications to issue and capture outstanding compliance along the way
QA Client Files / Statements of Advice
Owner
Sian Johnson / Jarrod Kirkland
Advisers failing to adhere to ongoing PD requirements including accreditations
Category
Competency
Impact Description
Breach of FMC and Regulations
Potential loss of supplier agreements
Fines/Licence Limitations imposed
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
3
Priority Level (Impact X Probability)
12
Risk Mitigation
Annual PDP for each adviser
LMS – MoPro
L&D Co-Ordinator Role – Susie Wright
Owner
Susie Wright / Jarrod Kirkland
Shortage of Advisers resulting in lack of client reviews
Category
Compliance
Impact Description
Service level sub-standard
FMCA breach
Vulnerable customers not serviced
Impact Level: 1 (Low) – 5 (High)
3
Probability Level: 1 (Low) – 5 (High)
3
Priority Level (Impact X Probability)
9
Risk Mitigation
Recruitment and training of advisers.
Supporting advisers in new regulatory environment.
Senior management to actively be aware of opportunities that may present themselves both inside and outside of the industry.
Owner
Sian Johnson
Regulatory changes in the industry including but not limited to higher training expectations (possibility of more training, or for a level 7 qualification for investments).
Category
Regulation
Impact Description
Additional Compliance Burden
Regulatory Fatigue
Resource Impacts
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
2
Priority Level (Impact X Probability)
8
Risk Mitigation
L&D Support
CAP in place
Monitor through License Board
Owner
Rupert Gough
Quality of advice as raised by providers, inconsistency with the expected level of service by some advisers compared to their input into the business
Category
Compliance
Impact Description
Breach of FMC and Regulations
Potential loss of supplier agreements
Fines/Licence Limitations imposed
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
2
Priority Level (Impact X Probability)
8
Risk Mitigation
Enforce minimum service standards for advisers
L&D Support
QA Programme
Owner
Sian Johnson / Jarrod Kirkland
Imposition by insurers/banks of harsh contractual obligations
Category
Supplier Obligations
Impact Description
Additional compliance risk and resourcing considerations
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
2
Priority Level (Impact X Probability)
8
Risk Mitigation
CAP considers supplier obligations
Build high level strategic relationships with supplier partners
Owner
Rupert Gough
People/Health & Safety
Key Personnel Burnout
Category
Key Person
Impact Description
Loss of Skills, Knowledge, Experience, Relationships
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
3
Priority Level (Impact X Probability)
12
Risk Mitigation
Seek support for collaborative outcome.
Encourage exercise. Get help for sleep issues. Encourage culture of support for each others health and welfare
Owner
Sian Johnson
Uncertainties around roles and responsibilities for Health and Safety
Category
Health & Safety
Impact Description
Employer is required to ensure the health safety and welfare at work of all its employees
Employee Injury or Illness
Legal & Regulatory Impacts
Reputational Damage
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
3
Priority Level (Impact X Probability)
12
Risk Mitigation
Dedicated Health and Safety Monitors and Fire Wardens all offices.
Regular tool box meetings covering off any H&S issues or hazards that are office specific.
Awareness of Company vehicle protocols and safety measures around after hours appointments.
Owner
Sian Johnson
Staff personal grievance
Category
HR Practices
Impact Description
Employee Morale and Engagement
Workplace Relationships and Team Dynamics
Retention and Turnover
Legal & Regulatory
Impact Level: 1 (Low) – 5 (High)
3
Probability Level: 1 (Low) – 5 (High)
3
Priority Level (Impact X Probability)
9
Risk Mitigation
Management to have thorough knowledge of all facets of employment relations act.
Thoroughly document any interaction with affected staff
Obtain 3rd party assistance if needed.
MTG Human Resources Manual.
Manage the PG with legal advice if necessary.
Owner
Sian Johnson
Inability to attract and retain high-caliber staff
Category
HR Practices
Impact Description
Reduction in quality of service to Advisers and clients
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
2
Priority Level (Impact X Probability)
8
Risk Mitigation
Professional Development programs in place. Employ staff with likeminded core values.
Use business contacts to recruit new team members rather than enlisting the help of recruitment agencies
Owner
Sian Johnson
Complacency in the workplace around Health and Safety protocols, safety drills etc
Category
Health & Safety
Impact Description
Fire/Earthquake Business interruption.
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
2
Priority Level (Impact X Probability)
8
Risk Mitigation
BCP in place and available to all staff on Intranet
Regular testing schedule of BCP
BCP training provided to all staff
Owner
Sian Johnson
Breach in Confidentiality
Category
Privacy
Impact Description
Data Exposure
Legal & Regulatory Breach
Reputational Damage
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
2
Priority Level (Impact X Probability)
8
Risk Mitigation
Privacy Policy available on our website
Privacy Act information included in our HR manual and Adviser Contracts and complete that with MTG expectations.
Owner
Sian Johnson
Lack of processes, transferability of skills and information, reliance on specific key people as knowledge holders
Category
Lewis Limited/Group
Impact Description
Key Person dependency + compliance risks with lack of documentation
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
3
Priority Level (Impact X Probability)
12
Risk Mitigation
Document key processes
Implement control checks
Staff Training
Owner
Tim Jones
HR Practices
Category
HR Practices
Impact Description
Lack of role clarity
Poor performance
Impact Level: 1 (Low) – 5 (High)
3
Probability Level: 1 (Low) – 5 (High)
3
Priority Level (Impact X Probability)
9
Risk Mitigation
Require Job Descriptions for all roles
Improve onboard/offboard processes
Performance management of staff/contractors
GST registration of contractors (may not apply to Mortgage Advisers as their commission is zero-rated for GST)
Implement contract updates
Owner
Sian Johnson
Business Continuity Plan
Category
BCP
Impact Description
Ineffective Business Continuity Plan by way of lack of understanding around roles and responsibilities in the event of a crisis
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
2
Priority Level (Impact X Probability)
8
Risk Mitigation
BCP in place and available to all staff on Intranet
Regular testing schedule of BCP
BCP training provided to all staff
Owner
Sian Johnson
Reputational
The effects of growth on culture
Category
Growth
Impact Description
Risks to culture, key person capacity, advisers and staff feeling overwhelmed and/or undervalued
Impact Level: 1 (Low) – 5 (High)
4
Probability Level: 1 (Low) – 5 (High)
3
Priority Level (Impact X Probability)
12
Risk Mitigation
Improve communication between offices.
Manage organisational change
Suitable DD of potential acquisitions
Owner
Sian Johnson
Manage Growth of the business ensuring sufficient resources are in place across client servicing, accounting, administration etc.
Category
Resourcing
Impact Level: 1 (Low) – 5 (High)
3
Probability Level: 1 (Low) – 5 (High)
3
Priority Level (Impact X Probability)
9
Risk Mitigation
Analyse impact on existing resources and structure of new acquisitions.
Make sure structure is appropriate for Shareholders.
Monitor changes to ensure the business is protected.
Clarity of the Holdings Board around equity and borrowings
Owner
Rupert Gough
Strategic decisions made by MTG Boards and management not communicated to Shareholders
Category
Shareholder Engagement
Impact Description
Risk of vote of no confidence and/or Shareholder funds withdrawal
Impact Level: 1 (Low) – 5 (High)
5
Probability Level: 1 (Low) – 5 (High)
1
Priority Level (Impact X Probability)
5
Risk Mitigation
Standing agenda item of License Board re alignment of shareholders and directors
Clear lines of communication
Chair letter sent to shareholders annually
Owner
Brent Wright
RISK TOLERANCE STATEMENTS
Operational
Public scrutiny is an inherent and welcomed component of the Insurance industry as a whole and heightened with the introduction of the new regulatory environment. MTG and our Team members aim to be transparent in their interactions with Clients, Insurance providers and with fellow team members. MTG has low risk tolerance to non compliance from a regulatory perspective. We will follow process as determined by the Financial Services Legislation Amendment Act 2019. MTG will seek to ensure transparent and clear communication with our clients, providers and within the business, to mitigate any risk. MTG has zero risk tolerance for fraud and corruption. In respect of IT and Business Systems, MTG has a moderate tolerance associated with manual systems and outage of non-critical internal systems, accepting that some inefficiency may exist and non-critical errors may occur, provided they do not result in a breach of regulation, privacy and/or result in litigation.
Legal & Regulatory
MTG is committed to a high level of compliance with relevant legislation, regulation industry codes and standards as well as internal policies and sound corporate governance principles. Minor breaches are expected from time to time, but will be reported and responded to. MTG will seek to mitigate compliance risks through adherence to internal policies and good corporate governance. MTG overall has a low risk tolerance for non-conformance. MTG’s employees and contractors are critical to the delivery of quality MTG outcomes and the achievement of our vision. It is critical that MTG have suitable people with the right skills, competence and behaviours. In order to attract and retain key talent, MTG will promote evaluation, adaptation and professional development of its core resources.
Financial
Maurice Trapp Group assesses its financial risks both from a strategic and operational perspective. MTG requires at all times a balance between adequate reserves and liquidity and understands that it is not always possible to eliminate all risks. MTG will manage associated balance sheet risks to an acceptable level through a framework of policies and financial controls. MTGL has a low risk tolerance for financial risk.
Reputational
MTG embraces growth, innovation and continuous improvement within legislative parameters. MTG has a high risk tolerance for strategic growth and innovation and the value it will bring to the business as well as the clients we serve.
People/Health & Safety
Maurice Trapp Group is committed to providing a safe workplace for all employees, contractors and visitors and there is a zero tolerance for death, permanent disability or time lost because of inadequate safety protocols. MTG has a low risk tolerance for non-compliance with MTG’s stated policies and procedures. MTG is committed to providing a safe, flexible and respectful environment for employees and clients free from all forms of discrimination, harassment, exploitation and bullying, and where people are protected from physical or psychological harm. The responsibility for maintaining a safe environment is a shared responsibility of all MTG team members. MTG has a zero risk tolerance for non-compliance with accepted work health safety practices, abuse and exploitation of any nature to persons. MTG has a low risk tolerance for activities that will compromise the ethics, brand or credibility of our business.
Technology
MTG has zero tolerance for the deliberate misuse of our systems for inappropriate, illegal or fraudulent purposes. We have low tolerance for unauthorised access to our IT systems and will prevent unauthorised access to any application or network via robust Firewall and Malware applications. We have low tolerance for material (unsuccessful) malicious cyber events. MTG has low tolerance for exposure in any way to our reputational assets. Our documented Business Continuity Plan enables vigilant response to technological and geographical crises.