These days, being genuinely ready and prepared to respond effectively and efficiently to arising and often hardly predictable crisis situations is getting more and more crucial and vital. Both for the viability of the Organisation itself, as well as for the care and safety of its people and other assets, and certainly – for safeguarding and embracing the impact that it makes on society and other stakeholders.
With multi-layer uncertainties and complexities behind the backdrop of each crisis as it strikes and arising regulatory hardenings – traditional approaches that used to work in the past by and large fail today. Instead – more agile, flexible and at the same time integral ones come to play and make the difference.
Whether it’s about preventing a potential exigency or withstanding strong when the crisis strikes – it’s essential to ensure smooth and swift redirection towards recovery and emerging stronger. Otherwise – detrimental one-off cases may promptly turn into an avalanche of adverse repercussions that takes down everything on its way – across business lines, operational processes, endeavours and relationships.
Being half-, one-, two-, or even three-steps ahead may and most likely will no longer suffice, especially in the current age of global scale adverse effects and impacts. As such – more prudent and sophisticated approaches need to be curated, adopted and followed. And that’s exactly what we do when it comes to tackling crisis situations.
Having an experienced team on the ground reinforced with support from our PwC network experts across the Globe – we bring far-reaching practical solutions well planned in advance to ensure your clarity, comfort and confidence – today, tomorrow, whenever.
It starts with proper preparation support, follows by tailored fit for purpose response and shaped with forging more and more tampered strength and resilience to whatever challenges the future may bring. But even more than that – we ultimately focus on helping Organisations turn a crisis into an opportunity, the one that helps them not only to sustain their stance and growth pace but also to emerge stronger and run truly great.
96%
of Organisations have experienced disruption in the past 2 year, according to PwC’s Global Crisis and Resilience Survey 2023
Our approach to enhancing Crisis and Resilience management practices is built on our hands-on experience and provisions of key ISO standards and the Critical Entities Resilience Directive (CER directive)
- Nature of risks
- Interdependency with other critical entities
- Impact types
Nature of risks
Our approach takes into account the following spectrum of risk nature:
Interdependency with other critical entities
We also consider interdependency as a integral part of the risk magnitude estimation, namely:
the extent to which other critical entities depend on the essential service provided by the Organisation;
the extent to which the Organisation depends on the essential services provided by other entities, including, where relevant, in neighbouring EU Member States and third countries.
Impact types
We also apply quantitative Risk Assessment method based on the following parameters and embedded weights to reflect risk appetite and factor for the Organisation’s specifics:
Finance
Employees
Downtime / Users affected
Geography
Influence on other critical entities
Dependence from other critical entities
Key mainstays of our Crisis and Resilience support
At this stage, we focus on gaining deep and nuanced understanding of the Organisation and its susceptibility to crisis and resilience risks. Based on that we identify key relevant risks scenarios and assess their impact on the Organisation, including related external interdependencies. This enables us both to outline the universe of key crisis and resilience risks for the Organisation as well as to prioritise them and define clear vectors for devising and executing further response measures (resilience planning).
At this stage we focus on defining and planning clear outstanding response measures with respect to each risk scenario (Technical, Security, Organisational) covering necessary steps and milestones to take, key stakeholders to engage and roles to assign, required resources and interdependencies with other relevant response measures. This ends up with a robust resilience plan and respective transition context – both vital and instrumental for enabling sustainable enhancement of the Organisation’s crisis and resilience practices. And this is where the implementation of changes begins.
Finally, in order to help the enhancements get well delivered and truly implemented, we focus on designing and introducing tailored monitoring metrics, controls and KPIs – on different organisational and individual levels. In addition to that, we concentrate on raising institutional awareness, literacy and capacity across the Organisation to help ensure that its crisis and resilience practices become an integral part of the Organisation’s culture, governance and operational work.
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