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.

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
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or
indirectly,
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otherwise
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distributed
or
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in
or
into
or
from
Australia,
Canada
or
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or
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other
jurisdiction
where
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do
so
would
be
unlawful.
This
document
represents
our
judgment
as
of
date
of
this
presentation.