Global Resilience Survey 2020: Findings Report
Global Resilience Survey 2020: Findings Report
Resilience professionals are playing a broader, more strategic role – and it is working
functions collaborating and assembling under one leader . For some, COVID-19 “brought the Corporate Security team to the forefront” for the first time. For others, the pandemic “bolstered the role of the Crisis Management function in providing strategic decision-making and guidance in handing the impact of the event … from both macro and micro perspectives”. More mature Fortune 500 respondents noted that COVID-19 “reinforced Corporate Security’s effectiveness and value” and what was “already a well-recognised system/practice, now [had a] raised in profile across the company.” Regardless of the company’s size – from a family business to the Fortune 500 – having strong and strategic corporate resilience functions are key to being resilient and adaptable to the ever-changing business environment.
Resilience is agnostic in nature, and therefore can be interpreted differently depending on a business’ culture, organisational maturity, risk tolerance and profile. When identifying the functions that most contribute to their organisation’s resilience programme, respondents clearly stated that BCM (52%), Risk Management (43%) and CM (41%) were the top three. In 73% of companies, Corporate Security owns or is heavily involved in their company’s resilience strategy. In some regions such as Europe, resilience professionals have enjoyed a broadening scope of responsibility and increasingly strategic positions over the past two decades 1 . In others such as the United States, these professionals have traditionally maintained a more siloed or operational role. But there is one globally-applicable fact: COVID-19 has reinforced and augmented the trend of resilience-related business
Whilst Chief Security Officers (CSO) historically have been a part of the crisis management teams, in many cases during COVID-19, they went from active participant to facilitator or leader almost overnight. Working closely with Human Resources, Legal and Communications, they played an instrumental role in successful responses to COVID-19 given their deep understanding of both people and facilities, two of the most impacted areas over the last 11+ months. This impact has been felt from the board room to the factory floor and we’re slowly seeing the remit of the CSO evolve as Boards, CEOs and other senior leaders have increasingly recognized the immense value they can bring when dealing with delicate people-related crises.
Fig.5 Reputational damage is still a bigger concern than reduced revenue, even in today’s economy
What impacts would be of most concern for your business? (Choose up to 3)
86 %
57 %
65 %
49 %
70 %
38 %
2016
2020
Fig.6
Two thirds of respondents apply resilience as a proactive function
Source: Control Risks
Which of the following best describes your resilience approach?
27 %
65 %
Proactive to crisis event
Reactive to crisis event
Crisis event
Source: Control Risks
1 See Demos’ 2006 “The Business of Resilience – Corporate Security for the 21st Century” and Control Risks’ 2018 “Evolution of Organisational Resilience” report
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