World Continuity Congress conference on 9th May 2018 at Sheraton Towers Singapore Hotel by BCM Institute

2. Enterprise Risk Management
and Business Continuity:
How Can They Work Together?
Jason Brasileno
Head of Risk Management
D&L Industries, Inc.

3. Agenda
Enterprise Risk Management (ERM) and Business
Continuity (BC) – roles in the organization
Finding common ground
Moving Forward

4. Enterprise Risk Management (ERM) and Business
Continuity (BC) – roles in the organization

5. Where do I find ERM and
BCM in the Organization?
• To which group does
ERM belong?
• To which group does
BCM belong?

6. Focus on the relationship
Enterprise Risk Management
Strategic Risk Financial Risk Operational Risk
Legal and Compliance
Risk
• Reputation
• Mergers and
Acquisition
• Political
• etc
• Credit
• Market
• Liquidity
• F/X
• NatCat
• IT
• Information
Security
• Supply Chain
• Project
• Contractual
Obligations
• Regulatory
• Policies and
Directives
Business Continuity Management

7. Achieving
Business
Objectives
is Key

8. The value of BCM in Risk Management

9. Finding Common Ground

10. What worked for me
•Know the context of your organization
•Find alignment and integration
•Simplicity is Key

11. Know the Context
of your
Organization
• Nature of the business
• Who are my internal
stakeholders
• Influence
• Power
• The Value of BCM with
ERM

12. Find Alignment and Integration
• Identify Alignment and Integration Areas
Sample Key Areas Actions Taken
Governance and Programs • BCM positioned as a subgroup under ERM Governance
• Programs of BCM integrated with ERM
• Executive Sponsor for both ERM and BCM
Risk Management Process • Involve BCM in Risk Assessment Process
• Highlight BCM related risks in Regular Risk Reporting to Top
Management
• Role of BCM in lowering Insurance Premiums
Business Impact Analysis • Integrate Organization Risk Appetite and Tolerance in BIA Process
• Leverage on Risk Impact information in doing BIA
• Utilization of Risk Champions to implement BIA
Strategy Development and Scenario
Planning
• Utilization of Risk Engineering to further enhance planning and
development
• Inclusion of Insurance covers in enhancing the plans
• Utilization of Top Risks for multi-scenario plans
Program Effectiveness • Linkage of Audit of Control Effectiveness and BCM Program
• Integration of BCM Maturity with Organizational Risk Maturity
• Alignment of BCM Testing and Exercises with Risk Programs

13. Simplicity is Key
• Translate concepts and plans in the most layman way possible
• Presentations
• Training
• Communications
• If possible, in their own language/dialect
• Leave the technical words to the experts

14. Moving Forward

15. Moving Forward
• Continually Innovate and Learn
• Integrate with other Key Processes
• Audit
• Strategy
• Finance
• Security
• Etc
• Think Big Picture

16. Key Areas to Remember
• Focus on the relationship of BCM and ERM
• Achieving Business Objectives is Key
• The Value of BCM in Risk Management
• Know the Context of your Organization
• Find Alignment and Integration
• Simplicity is Key
• Continually Innovate and Learn
• Integrate with Other Key Processes
• Think Big Picture

17. Questions?

18. Thank you!