The impact is always associated with the wealth of the decision maker. For example, a company that moves billions of dollars every month in its business of mining or oil extraction has a very different risk appetite than does a bakery or pharmacy. The levels of impact designed in the Risk Matrix should be associated with the appropriate financial impact scale. These financial ranges can be indexed, for example, to the turnover of the company, so that the monetary values of risk are related to or are always updated with the size of the company, since the KRIs are absolute and their evolution will depend only on the implementation of the risk mitigation measures and the nonvolatile wealth of the company.
