Volume 19 (2025-26)

This paper addresses the urgent need for organisations to strengthen operational resilience in response to the escalating effects of climate change, highlighted by the record-breaking temperatures and severe weather events of recent years. It presents a comprehensive, practical framework designed to help businesses anticipate, adapt to, and recover from climate-related disruptions. The paper covers critical topics including advanced climate risk assessment — distinguishing physical, transition, and liability risks — adaptation of organisational structures, workforce empowerment, robust stakeholder engagement, supply chain resilience, and integration of modern technology such as artificial intelligence (AI), blockchain, and the Internet of Things (IoT). Readers will gain a thorough understanding of the multifaceted threats posed by climate change, as well as strategies for turning these challenges into opportunities for innovation, efficiency, and market differentiation. The paper explores how organisations can nurture a climate-aware culture, develop adaptive skills, support mental well-being, implement flexible work policies, and harmonise incentives with climate objectives. Case studies and recent data illustrate the tangible benefits of comprehensive resilience planning, including reduced operational risk, cost savings, improved reputation, and enhanced competitiveness. By engaging with this paper, readers will acquire actionable knowledge on assessing climate risks, designing resilient organisations and supply chains, leveraging technology for climate adaptation, and empowering their workforce. The paper equips business leaders and professionals with the skills and insights needed to build a proactive, resilient organisation capable of thriving amid the challenges of a changing climate. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: climate change; operational resilience; organisational resilience; climate risk; supply chain; technology

This paper explores the structure, evolution, and best practices of Sonoma County’s alert and warning programme, with the aim of informing the development and enhancement of similar programmes in other jurisdictions. The paper outlines key components including staffing models, sustainable funding, interoperable resources, training strategies, and continuous system support. The findings presented in the paper reflect an operationally mature system shaped by lessons learned from major wildfire and flood incidents and provide actionable insights for business continuity and emergency management professionals seeking to strengthen public notification systems. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: alert and warning; emergency communications; IPAWS; disaster preparedness; public safety; wireless emergency alerts; Sonoma County

This paper explores the relationship between perceived and actual danger in today’s world; while statistical evidence shows improvements in safety, including declines in crime, homicide, and terrorism rates, public fears remain high. The expanded view of danger in contemporary contexts accounts for emerging risks such as cybercrime and artificial intelligence (AI), which, although difficult to quantify, complicate risk perception due to their inherent uncertainty. The role of perception in danger is explored, highlighting media amplification, the spread of mis- and disinformation, and the political weaponisation of fear as key factors. The paper emphasises that risk is contextual, varying by geography, individual profile, and availability of mitigation. Security professionals are encouraged to consider risks within the context of their organisational footprint, strategic goals and resource constraints, and resist fear-driven responses. To navigate this complex landscape, a shift from reactive to initiative-taking security strategies is required — leveraging risk intelligence, scenario planning and business continuity, and crisis management programmes — to facilitate organisational growth and strategy. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: risk perception; disinformation; media influence; threat assessment; corporate resilience

The increasing complexity, unpredictability, and interconnectedness of disasters demand a shift from traditional hierarchical models of disaster and emergency management (DEM) towards more adaptive and networked approaches. This paper explores the Complex Adaptive Disaster and Emergency Management (CADEM) Framework, which integrates Complex Adaptive Systems (CAS) thinking into DEM. By enabling decentralisation, emergent collaboration, feedback loops, and diverse knowledge systems, CADEM provides a robust mechanism for enhancing adaptability, coordination, and resilience in DEM. The paper explores the theoretical foundation of CADEM, its key elements and its practical applications across preparedness, response, recovery, and policy development. The implications of CADEM for future research and policy considerations are also examined. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/ business/.
Keywords: complexity; disaster; emergency management; CADEM; complex adaptive systems; decentralisation

The impacts of extreme heat are broad and systemic, affecting not only human health and well-being, but also infrastructure, energy systems, and public services. Many of the best strategies to address these impacts are implemented at the local level, by local governments and their partners. This paper covers the approaches taken by the North Carolina State Resilience Office (SRO), the North Carolina State Climate Office (SCO) and their partners to support the development of heat action plans by local governments in their state. These agencies collaborated to develop planning support resources and a programme to guide local governments through the process of developing heat action plans. The paper examines the rationale for this approach, the composition of the resources developed, the details of the planning programme, the results of this work, and how these agencies are adapting their programmes based on what they learned. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: extreme heat; heat resilience; heat action plans; disaster risk reduction; climate change; planning

This paper addresses a persistent challenge in emergency management and business continuity planning, which is the organisational tendency to delay programme development in pursuit of perfection. Such delays can exacerbate risk exposure and inhibit institutional resilience. Drawing on organisational change theory — particularly Kotter’s model for leading change — and systems-thinking literature, the paper argues that momentum and iterative progress are more critical to long-term capability development than initial completeness. Drawing on existing research, practitioner insights, and case studies, the paper examines how early action — even when imperfect — creates conditions for sustainable programme growth. Specific attention is paid to the risks of ‘analysis paralysis’ introduced by overly prescriptive standards and how organisations can instead generate traction through visible progress, adaptive planning, and the use of feedback loops. Findings reinforce that early, visible actions — such as initiating a planning cycle, conducting a tabletop exercise, or deploying partial solutions — build credibility, accelerate cultural alignmen, and reduce institutional resistance to change. The paper proposes practical strategies for emergency management practitioners seeking to advance resilience initiatives despite resource constraints, including interactive planning, stakeholder communication, and iterative documentation. These approaches are aligned with both complexity theory and adaptive management frameworks, offering a grounded path forward that balances urgency with strategic alignment. The conclusions emphasise that resilient organisations are not those that wait for ideal conditions, but rather those that take action and adjust in motion. Momentum, rather than perfection, is the more reliable predictor of preparedness maturity. This has implications for how organisations initiate programmes, prioritise deliverables, and measure progress in dynamic risk environments. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: emergency management; organisational resilience; programme implementation; iterative development; change management

This paper explores how digital disruption necessitates a new understanding of business resilience. The rules of business resilience are being rewritten, rendering traditional disaster recovery inadequate and accelerating corporate obsolescence. Standing on the sidelines is no longer an option; rather, it is a fast track to irrelevance. This paper addresses the critical challenge of navigating an era of unprecedented digital disruption by presenting a holistic, transformational framework for building reimagined resilience. It involves three core phases: align, react and reinvent. The align phase emphasises establishing a clear ‘north star’ and ‘why’, driven by C-suite accountability and fostering an engaging, psychologically safe environment for co-creation. Next, the react phase focuses on building a robust digital and data foundation. This includes a business-driven data strategy, building a comprehensive cybersecurity posture beyond mere technical measures, and an agile, platform-based infrastructure. Most importantly, the author presents an argument for cultivating a digital-ready workforce skilled in experimentation and collaboration. Finally, reinvent necessitates the continuous re-architecture of operating models, leveraging digital factories and treating data as a strategic asset through data productisation. Crucially, it involves fostering an adaptive culture that embraces continuous innovation and learns from failure, recognising that building digital resilience is not a one-off exercise, nor is it a hype-induced necessity. Readers will gain actionable insights into navigating this ongoing transformation, understanding that building digital resilience is the fundamental license to operate in our rapidly evolving world. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/ business/.
Keywords: digital resilience framework; business continuity digital transformation; digital disruption business strategy; digital culture business resilience; artificial intelligence business continuity

The security profession is increasingly required to address complex, high-consequence risks that span people, operations, information and organisational reputation. These challenges often exceed the experience and resources of individual practitioners. To be effective, chief security officers (CSOs) must operate fluently across functional boundaries to ensure organisational resilience and effective recovery. Many security professionals enter the field from foundational careers without structured pathways for development, and the sector lacks clear hierarchies, competency expectations and organisational positioning. At the same time, security work now includes a range of specialist subdisciplines dealing with diverse and interconnected risks. CSOs and their teams must demonstrate business value and develop multidimensional, transdisciplinary competence, addressing skills gaps by drawing on methods and practices from adjacent fields. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: resilience; security; risk; business continuity; crisis; incident; CSO; CRO; knowledge; skills; leadership; career transitioning; knowledge; competence; professionalisation; forums; value

Extreme weather, exacerbated by climate change, causes significant health and infrastructure impacts nationally. In Washington State, the devastating 2021 heat dome, winter storms and increases in wildfire smoke have highlighted the inequitable impacts of extreme weather as well as the need for comprehensive resilience planning, ranging from near-term emergency management to long-range community and infrastructure planning. King County, in partnership with local communities, non-profit partners and multiple cities, has endeavoured to increase and diversify extreme weather planning and preparedness strategies related to emergency response, built environment, urban forestry, green spaces, multilingual outreach and building resilience in at-risk communities. To address these priorities, emergency management and climate preparedness staff led development of the King County Extreme Heat Mitigation Strategy and the Extreme Weather Sheltering Strategy through multiple engagement efforts with King County jurisdictions, local partners and people most acutely feeling the effects of extreme weather events. These strategies, released in 2024, aim at tailoring response and planning efforts in the near term while increasing longer-term resilience. Both can be adapted nationally based on local priorities and challenges. The whole of government approach employed by King County aims to increase resilience, reduce silos and create better outcomes for vulnerable populations. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: emergency management; climate change; disaster preparedness; vulnerable populations; extreme heat; wildfire smoke

The UK rail sector is undergoing structural, cultural and operational change, creating both opportunities and challenges for resilience. This paper examines how London North Eastern Railway (LNER) has adapted its business continuity and emergency planning practices in response to prolonged industrial action, climate-related disruption and sector-wide reform under the transition to Great British Railways. Drawing on practical examples, including the contingency planning model developed during 2022–24 strike activity and lessons learned from Storm Babet, it explores how structured planning cycles, scenario-based exercising and knowledge retention can improve organisational readiness. The paper situates LNER’s experience within the wider UK rail context, highlighting persistent systemic barriers to resilience maturity such as fragmented governance, inconsistent adoption of the Gold–Silver–Bronze command model, and limited integration of cross-sector frameworks such as the Joint Emergency Services Interoperability Principles. Comparative analysis with North American approaches, including the Incident Command System and publicly accessible training platforms, illustrates the potential benefits of more formalised, scalable incident management models. Three priorities are proposed for embedding resilience into the future rail system: integrating dormant and systemic risks into exercising programmes, maintaining continuity and institutional knowledge during structural transition, and adopting shared, capability-based assessment frameworks. By linking operational case studies with broader governance considerations, the paper offers both practitioners and policy makers insights into how UK rail operators can strengthen resilience as a strategic capability, ensuring preparedness for complex, high-impact disruptions in an era of organisational change. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: UK rail resilience; business continuity; emergency management; incident command systems; organisational readiness; Great British Railways reform

In Harris County, Texas, more than a quarter of the population is foreign-born, and almost half of the population speaks a language other than English at home.1 Harris County is composed of 346 ethnic groups with over 145 languages spoken.2 The Harris County Public Health Preparedness and Response (PHPR) Division builds strong bidirectional relationships with international communities in Harris County that have proven invaluable in all phases of the disaster cycle. The PHPR Community Resilience Team maintains and fosters these relationships through various activities, including outreach, education, community resilience workshops and communication networks. Therefore, when a disaster strikes, PHPR can quickly reach out to international community partners who are ready and available to assist their communities alongside PHPR. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: community resilience; preparedness; partnership; emergency/disaster

This paper explores crisis management practices across six organisations operating critical infrastructure in Europe, including sectors such as healthcare, energy, finance, aviation and rail transport. Through a comparative case study approach, it identifies both shared principles and context-specific solutions in crisis preparedness and response. The paper highlights how external threats, such as natural hazards, cyber incidents and violent attacks, intersect with internal structural challenges, such as communication inefficiencies and outdated alert systems. Each case study illustrates how organisations developed tailored crisis management structures, often supported by digitised communication tools, early warning systems and defined escalation pathways. The paper emphasises the importance of predefined roles, realistic training exercises and the ability to remain operational during large-scale disruptions. A key finding is that while organisations share a set of core good practices, including flexibility, structured response and continuous training, their crisis management strategies are shaped by specific operational contexts. The cases reveal different degrees of involvement of senior leadership, centralisation and use of technology. The paper offers practical takeaways for crisis management professionals and proposes avenues for future research, including further cross-sector comparisons and thematic studies on response to specific disruptions such as extreme weather or cyberattacks. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: crisis management; case studies; crisis communications; digitisation; critical infrastructure

South Louisiana is at the forefront of a national crisis of increasing flood and wind disasters, with the insurance industry, critical infrastructure and long-term community resilience under growing stress. To counteract these trends, the Louisiana Disaster Reduction Initiative (DRI) concept offers an integrated and proactive approach to disaster risk reduction (DRR) through scalable solutions based on user-centric soft technologies, including decision support systems, construction compliance platforms and learning tools. Based on co-production with local partners and guided by an innovation-to-commercialisation pathway, DRI is conceptualised to address systematic gaps, accelerate the adoption of mitigation practices and facilitate a sustainable regional economy. By connecting data-informed interventions with community-engaged practices, DRI presents a replicable model for disaster and emergency management practitioners to promote DRR and create adaptive capacity in vulnerable regions. This paper introduces the DRI framework as a practical guide for disaster and emergency management professionals aiming to base DRR efforts on data and locally contextualized practices. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: disaster resilience; insurance affordability; decision support technology; construction compliance; soft technologies; Louisiana

Unpredictable threats, ranging from civil unrest and cyber-physical disruptions to infrastructure failures, continue to challenge security and business continuity professionals. Traditional risk management approaches often fail in these fast-evolving scenarios, necessitating a shift toward tactical security controls that are adaptable, scalable and integrated within business continuity frameworks. This paper explores the security effects model, a strategic approach that categorises security controls based on the outcomes they achieve rather than the specific threats they address. By leveraging seven key security effects — deterrence, access control, detection, assessment, delay, response, and recording and communication — organisations can design security postures that remain effective even in highly dynamic environments. Among the abovementioned seven, the paper identifies four mission-critical security effects for unpredictable threats: detection, assessment, delay and response. By aligning security controls with these mission-critical effects, organisations can enhance early warning capabilities, streamline crisis assessment, buy critical response time and ensure cohesive multiteam coordination. Using a structured ‘what if?’ methodology, the paper demonstrates how organisations can proactively identify vulnerabilities and prepare security measures that are functional across multiple threat vectors. A case example using the Francis Scott Key Bridge collapse illustrates how applying this approach can improve security resilience against both accidental and intentional disruptions. The paper provides practical, actionable guidance for security and business continuity professionals, emphasising the need for an integrated security-continuity framework that aligns with industry best practices, including ISO 22301 and American Society for Industrial Security (ASIS) enterprise security risk management (ESRM). By shifting away from reactive security models to proactive, effects-based tactical controls, organisations can build resilience against the unknown while ensuring operational continuity in the face of emerging threats. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: security resilience; business continuity planning; BCP; unpredictable threats; risk mitigation strategies; what if? scenario planning; crisis response and preparedness

In a corporate landscape increasingly shaped by digital infrastructures and pervasive third-party dependencies, an organisation’s ability to withstand and recover from disruption has emerged as a core determinant of operational credibility. Scenario testing — while historically often regarded as a discretionary or supplementary activity — now represents a critical instrument for assessing and enhancing business continuity management and, more broadly, operational resilience. It provides a structured mechanism through which companies can validate not only the robustness of their systems, but also the responsiveness of their people and the coherence of their governance structures. The recent evolution of regulatory frameworks, notably within the European Union through the introduction of the Digital Operational Resilience Act and the Network and Information Systems Directive 2, underscores the urgency of adopting scenario testing as a formalised, evidence-driven practice. The pressure to move beyond performative testing towards a model that integrates real-world complexity, third-party exposure and regulatory accountability has never been greater. This paper presents an examination of the rationale, methodology and strategic implications of scenario testing, with particular reference to large, internationally active organisations — entities whose operations are systemically embedded and highly interconnected. Special attention is paid to the critical role of Information and Communications Technology third-party providers within the testing perimeter, as well as to the growing need for multi-party coordination across jurisdictions and regulatory domains. By offering a structured approach to the design, execution and evaluation of scenario tests, this paper aims to elevate scenario testing from a compliance-oriented activity to a strategic capability. In doing so, it positions testing as a lever through which organisations can identify latent weaknesses, validate continuity strategies, improve internal and external coordination and ultimately build trust — internally, with regulators and across the broader ecosystem. Organisations that embed scenario testing as a dynamic and evolving component of their resilience posture — rather than a periodic exercise in regulatory appeasement — will be better equipped to act with agility, assurance, and integrity in the face of operational crises. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: BCM; operational resilience; scenario testing; operational resilience testing; KRI

The AEMA, within the Government of Alberta, Canada, is the coordinating agency for emergency management across the province. The Be Prepared programme, within the AEMA, aims to educate individuals, households and communities on how to recognise risks, improve risk literacy and make preparedness a part of daily life. The rising frequency and severity of disasters, which can put lives at risk and disrupt day-to-day life, necessitates increased risk literacy, hazard understanding and disaster risk reduction actions among all sectors of society. Disaster research and post-incident assessments reflect the reality that while many people may recognise the need for disaster preparedness, some may fall short in practice, whether due to lack of resources, knowledge, or a failure to recognise the urgency of risks. The lack of preparedness among the public remains a consistent finding in disaster studies, highlighting the need for improved education and resources to address these gaps. Creating disaster-ready and resilient communities requires a cultural shift towards preparedness. This can be achieved by applying lessons from public relations strategies to influence behaviour change, emphasising frequent and targeted communications using an intersectional lens and equipping local champions with the tools to bring communities together and motivate preparedness action. This paper explores the development and implementation of the Government of Alberta’s Be Prepared programme, a cost-effective, non-structural mitigation initiative aimed at enhancing local emergency preparedness through public education. The programme seeks to foster a culture of preparedness by promoting the Be Prepared initiative as a trusted resource for communities to champion. It examines how public relations strategies, such as year-round engagement, communication, partnership building and research-driven evaluation, can support the emergency management sector in encouraging disaster risk reduction behaviours. These strategies collectively form an evidence-based approach to strengthening community resilience and preparedness. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: emergency preparedness; disaster risk reduction; risk literacy; public education; public relations

Operational resilience and business continuity are closely related, but each embraces different aspects of organisational stability. Business continuity refers to the processes and procedures an organisation puts in place to ensure that critical business functions continue during and after a disruption. It focuses on the ability to maintain or quickly resume essential operations often through preplanned strategies and recovery plans. Operational resilience is a broader concept, encompassing an organisation’s ability to adapt and respond to various types of disruption, not only through recovery but also by anticipating, preparing for and mitigating potential impacts. It includes elements of business continuity but also involves a proactive approach to managing risks, building flexibility into operations and maintaining service during disruptions. In summary, while business continuity is a key component of operational resilience, operational resilience itself is a more comprehensive framework that includes preparedness, response, recovery, and adaptation to changes and disruptions. This paper analyses the working of the two functions, highlighting their synergies and differences, and urges risk managers and business owners to realise their combined need for effective contingency planning in an organisation. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: business continuity; operational resilience; regulatory needs; financial industry; contingency planning

This paper explores a large-scale cyberattack simulation conducted by Énergir, a major energy provider, to evaluate and enhance its cyber security and business continuity strategies. Involving over 60 participants across various departments, the simulation tested key roles, communication protocols and decision-making under pressure. Guided by experienced consultants, the exercise highlighted critical challenges and revealed actionable insights into building organisational resilience. The findings emphasise the value of simulations as an essential tool for identifying vulnerabilities, refining crisis management frameworks and ensuring a coordinated response to cyber incidents. This paper provides practical recommendations for organisations aiming to strengthen their resilience and operational continuity in the face of escalating cyber threats. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: cyber resilience; business continuity; crisis simulations; organisational preparedness; adaptive decision-making; cross-departmental collaboration

The National Response Framework (NRF) provides a guideline on how the USA responds to disasters and emergencies.1 The NRF is designed as a tiered response such that incidents are handled at the lowest level. It states that it is built on scalable, flexible and adaptable concepts identified in the National Incident Management System.2 Globalisation, whether by its inherent structure or the effect of the disaster itself, no longer geographically limits the extent of today’s disasters. Climate change, international economic integration, supply chain infrastructure, cyberattacks, infectious diseases, ease of travel and various national political interests change the way the NRF needs to address disaster preparedness, response, recovery and mitigation strategies. While the NRF approach begins at the lowest level, there needs to be simultaneous preparation at the highest levels, recognising that the impacts of disasters, as in much of the rest of the world, are no longer limited by borders. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/ business/.
Keywords: disaster preparedness; globalisation; disaster globalisation; climate change; pandemics; National Response Framework; economic disasters

This paper discusses the importance of exercising private sector crisis management plans and teams. It identifies common roadblocks that prevent corporate emergency managers from creating and executing meaningful exercises and suggests how to address those challenges. It describes a step-by-step process to devise comprehensive exercises, including how to create buy-in from senior leaders and other stakeholders, selection of crisis team members, creative ways to engage teams and exercise plans, and the importance of after-action reports (AAR) and improvement plans. The benefits of creating and administering successful goal-oriented exercises are outlined and supported through real-life experience and examples. The paper provides insight into how to achieve cohesive and response-ready crisis management teams through designing and leading creative and goal-oriented crisis management exercises. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: crisis management; exercise; private sector; business continuity; emergency management

Planning for large-scale special events is a critical aspect of public safety and community engagement. While such events offer significant cultural and economic benefits, they also present unique challenges for local jurisdictions, including increased emergency call volumes, potential civil disturbances and risks of multi-casualty incidents (MCIs). This paper explores the comprehensive planning process needed to ensure both successful and safe events, focusing on collaboration among emergency managers, public safety officials and event organisers. It highlights common misconceptions surrounding event permitting, such as the belief that planning is only necessary for high-risk events or that a one-size-fits-all approach suffices. Additionally, it addresses the impacts of large-scale events on local resources and communities, outlining the key steps in the planning process: team selection, threat and vulnerability assessments, safety meetings and post-event evaluations. By providing a structured framework, this paper equips stakeholders with the tools to enhance safety and ensure that events are well coordinated and aligned with public safety needs. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: special events; action planning; incident command system; public safety

This paper explores the outcomes of WISE 2023, a sector-wide exercise conducted within Hong Kong’s financial sector, focused on business continuity management (BCM) and enhancing operational resilience in response to emerging crises. The exercise tested financial institutions’ crisis response capabilities through scenariobased simulations, fostering improvements in BCM, crisis communication and regulatory compliance. Key insights from WISE 2023 highlight the critical importance of early engagement in the planning process, building a diverse and collaborative core team, and clearly defining objectives to evaluate success. The exercise also underscored the value of incorporating external expertise and technology to enhance realism and coordination. Role clarity and strong leadership were essential for effective execution, while embedding the exercise within a broader, continuous programme fostered long-term resilience. The findings emphasise that post-exercise reviews, continuous stakeholder engagement and iterative learning are vital to maintaining preparedness and operational resilience. This paper provides BCM practitioners and exercise professionals with valuable lessons for improving crisis response in the financial sector. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: WISE 2023; business continuity management; operational resilience; crisis response capabilities; financial sector exercises; stakeholder engagement and learning; exercising; crisis capability maturity

This paper examines trends in the employment of emergency planning officers (EPOs) within London’s local governments over 18 years. The main aim is to assess how workforce levels in local authority resilience and civil protection roles have been influenced by policy and significant regional, national and international incidents and events. The paper analyses employment data, correlating EPO numbers with major legislative, economic and societal events to investigate perceived and actual workforce trends. Key findings reveal fluctuations in EPO employment, including a significant decline from 2009 to 2017 due to austerity, which was later offset by sharp increases following regional emergencies and new resilience policies. The 2023–24 period saw the highest EPO employment in London for the research period, although disparities in staffing levels between boroughs persist, potentially affecting regional resilience capabilities. Conclusions emphasise the critical yet reactionary nature of resilience staffing, with increases often prompted by recent crises rather than proactive planning. This pattern underscores vulnerabilities in organisational learning and continuity in civil protection functions. The study highlights the need for consistent investment in resilience personnel to address an increasingly complex risk environment. Further implications suggest that local resilience planning could benefit from standardised strategies and continued evaluation of EPO capacity to better support London’s ability to respond to future emergencies. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: organisational resilience; staff recruitment and retention; emergency planning staff; disaster response; local government; policy

To identify the synergy potential between business continuity management (BCM) and incident response management (IRM), the two concepts must be considered in the business context of cyber resilience management. A professional information security management focuses on protecting the confidentiality, integrity and availability of data and information during normal operations. Its main process is through proactive risk management to minimise possible failures and threats. BCM unfolds its protection of core business processes in the event of a cyber incident by swift detection, response and recovery. IRM is the technical process of cyber crisis management, whereby existing IRM processes are activated in the event of a cyber incident. Besides the key differences in terms of the protection goals or type of measures, several synergy potentials can be identified between BCM and IRM. Furthermore, both BCM and IRM place great importance on employee awareness in cyber risk and continuous improvement. These are key elements to sustainably strengthen cyber resilience in the continuity and stabilisation phase. Both a business-orientated BCM and an IT-focused IRM mitigate the consequences of a cyberattack. Utilising the synergies of BCM and IRM ensures optimum business continuity, minimal loss impact and rapid restoration of normal operations. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
Keywords: cyber resilience management; business continuity management; incident response management; cyber risk protection; cyber insurance; information and cyber security