Enabling Embedded Business Continuity
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Mustafa Kilic discusses the evolving landscape of risk management, emphasizing the need for integrated business continuity management (BCM) in organizations to cope with increasing vulnerabilities due to globalization, climate change, and regulatory pressures. He outlines strategies for effective BCM, highlighting the importance of preparedness, senior management involvement, and continuous communication. The document serves as a guide for identifying, mitigating, and managing risks while underscoring the significance of embedding BCM into organizational culture.
Enabling Embedded Business Continuity
- 1. Mustafa KILIC Chairman & CEO Pirimo Risk Management Services GmbH Switzerland
- 2. Ø Changing dynamics of the risk Ø Dealing with the risks Ø Business Continuity Management -‐ BCM Ø A shift in focus for BCM Ø An approach to the embedded BCM Ø Our strategy for the BCM Ø Coping with natural disasters Ø How supply chains be threatened Ø Business Continuity Planning -‐ BCP Ø Benefits of the BCM Ø Lessons learned Ø Q&A
- 3. Ø Globalisation makes markets more interdependent, interconnected but volatile. Ø Outsourcing, off-‐shoring and just-‐in-‐time systems have reduced costs but made businesses more vulnarable to disruption. Ø Greater regulations made errors more painful and punitive. Ø Resources have become constrained and costly and frequently located in areas of instability. Ø Climatic change will intensify and impact of natural catastrophe and political changes have greater global reach than ever before. Ø MNC’s becoming more prevalent.
- 4. Source: WEF
- 5. Source: WEF
- 6. Source: WEF
- 7. Source: Development Bank of Japan
- 8. Source: WEF
- 9. Source: WEF
- 10. Source: WEF
- 11. Source: WEF
- 12. What is it we want to protect ?
- 14. And how do we get to this point ?
- 15. Mitigating the risks Identified Risks Unidentified Risks Transferring the risks
- 16. Mitigation Transfer Natural Disaster Business Continuity Management Property All Risks / Business Interruption Security Risk Business Continuity Terrorism Terrorism, Kidnap & Ransom Management Management Fraud and Business Intelligence Background Screening Fidelity Guarantee, Trade Credit Corruption and Investigation Social Health and Ethical Environmental Environmental & Employers’ Liability Accountability Safety Business Continuity Infrastructure IT Security Business Interruption Management Quality and Business Intelligence Product Risk Legal Expense Counterfeiting and Investigation Assessment Pandemics Business Continuity Management Business Interruption Business Intelligence Regulatory Regulatory Research Political Risk and Investigation
- 18. % Resource: Gartner Group Research
- 19. % Resource: Gartner Group Research
- 20. % Resource: Gartner Group Research
- 21. Resource: Gartner Group Research
- 22. 2. Exercising 3. Programme management 4. Operational Volume risk impact quantification 1. Planning Organisation maturity 5. Embedded risk and BCM BCM development life cycle Leading Edge Early majority Late majority Laggards Time
- 25. Top-‐down Proactive Embedded Threat conscious
- 26. Embedding the Business Continuity Management in the organizations culture means, making it a natural part of; and therefore embedded BCM would be, making the BCM an integral or natural part of the organizational processes and procedures.
- 27. Communicate Define Control Measure Improve Analyze
- 29. % Resource: Gartner Group Research
- 30. Ø Be prepared. Ø Keep calling trees current. Ø Involve senior management. Ø Take care of your people. Ø Train your people. Ø Test your system periodically. Ø Work with KPIs. Ø Communicate, Communicate, Communicate.
- 32. This presentation contains certain statements that are neither reported results nor other historical information. These forward-‐looking statements are subject to risks and uncertainties that could cause actual results to differ materially from those expressed in the forward-‐looking statements. Many of these risks and uncertainties relate to factors that are beyond our ability to control or estimate precisely, such as future market and economic conditions, the behavior of other market participants, the ability to successfully integrate acquired businesses and achieve anticipated synergies and the actions of government regulators. Readers are cautioned not to place undue reliance on these forward-‐looking statements, which apply only as of the date of this presentation. We do not undertake any obligation to publicly release any revisions to these forward-‐looking statements to reflect events or circumstances after the date of this presentation. This presentation does not constitute an offer to sell or the solicitation of an offer to subscribe for or buy any security, nor shall there be any sale, issuance or transfer of the securities referred to in this presentation in any jurisdiction in contravention of applicable law. Copies of this presentation and any documentation relating to the offer are not being, and must not be, directly or indirectly, mailed or otherwise forwarded, distributed or sent in or into or from Australia, Canada or Japan or any other jurisdiction where to do so would be unlawful. This document represents our judgment as of date of this presentation.