[BCM] [FGV] [C6] BCM Team

Resilience Redefined: Implementing BCM at FGV Holdings

Chapter 6

Developing BCM Team Composition

As a global agribusiness leader with operations spanning plantations, logistics, renewable energy, and food production, FGV Holdings faces multifaceted risks—from climate volatility and supply chain disruptions to geopolitical shifts and cyber threats.

A robust Business Continuity Management (BCM) team is critical to safeguarding operations, ensuring resilience, and maintaining stakeholder trust.

This article proposes a structured, agile, multidisciplinary BCM team tailored to FGV’s unique needs.

Purpose of the Chapter

This chapter aims to define the optimal composition of FGV’s BCM team and ensure it is strategically structured to design, implement, and maintain an effective BCM program.

 The objective is to outline the roles, responsibilities, and expertise required within the team, emphasising cross-functional collaboration, leadership alignment, and operational preparedness.

It provides a blueprint for assembling a multidisciplinary team capable of addressing risks, executing recovery strategies, and safeguarding organisational resilience during disruptions.

Proposed Structure of FGV Holdings’ BCM Team

Executive Sponsor

Role: A C-suite leader (e.g., Chief Risk Officer or CEO) to champion BCM at the strategic level.

Responsibilities:

• Secure funding and resources for BCM initiatives.
• Align BCM objectives with corporate strategy.
• Approve high-level recovery priorities and policies.
  Importance: Ensures top-down commitment and integration of BCM into FGV’s governance framework.

BCM Steering Committee

Composition: Senior leaders from key departments:

• Operations
• IT & Cybersecurity
• Risk Management
• Human Resources
• Finance & Legal
• Sustainability & ESG

Responsibilities:

• Oversee BCM policy development and compliance (e.g., ISO 22301).
• Review risk assessments and recovery strategies.
• Prioritise investments in resilience (e.g., diversifying palm oil supply chains).
  Importance: Balances cross-functional insights and drives enterprise-wide accountability.

BCM Core Team

Dedicated experts managing day-to-day BCM activities:

• BCM Manager: Leads the team, coordinates drills, and reports to the Steering Committee.
• Risk Assessment Specialist: Identifies threats (e.g., climate impacts on plantations, labour shortages).
• Business Impact Analysis (BIA) Lead: Quantifies financial and operational consequences of disruptions.
• Crisis Management Head: Develops emergency protocols (e.g., plantation fires, geopolitical crises).
• IT Disaster Recovery Lead: Ensures rapid restoration of critical systems (e.g., ERP, IoT sensors).
• Supply Chain Continuity Expert: Focuses on agro-commodity logistics, supplier diversification, and buffer stock strategies.
• Communications Coordinator: Manages stakeholder messaging during crises (e.g., customers, investors, regulators).

Regional/Divisional Organisation BCM Coordinators

Structure: Embedded teams in key regions (Malaysia, Indonesia, Middle East) and divisions (Plantations, Logistics).

Responsibilities:

• Adapt global BCM frameworks to local risks (e.g., monsoon seasons, export regulations).
• Liaise with local authorities and communities.
• Conduct region-specific drills (e.g., port closures, labour strikes).

Functional Department Representatives or Business Unit BCM Coordinators

Role: Part-time liaisons from departments like Manufacturing, R&D, and Sustainability.

Responsibilities:

• Integrate BCM into departmental workflows (e.g., contingency plans for mill outages).
• Update recovery plans as processes evolve (e.g., adoption of precision agriculture tech).

External Advisors & Partners

Partners:

• Consultants for niche expertise (e.g., climate modelling, cyber resilience).
• Government agencies (e.g., MPOB, BNM) are responsible for regulatory alignment.
• NGOs for sustainability-linked risks (e.g., deforestation policies).
  Role: Provide third-party validation, crisis support, and industry benchmarking.

Training & Culture Unit

• BCM Awareness Officer: Develops training modules, simulations, and e-learning for employees.
• Drill Facilitator: Organizes scenario-based exercises (e.g., simulated palm oil price collapse).
  Goal: Foster a culture of preparedness across FGV’s 20,000+ workforce.

Audit & Compliance Specialist

Role: Ensures adherence to ISO 22301, Bursa Malaysia requirements, and internal audits.

Focus Areas:

• Validate recovery time objectives (RTOs) for critical processes.
• Review supplier BCM compliance (e.g., logistics partners).

Summing Up … 

FGV’s BCM team must reflect its complex, global operations while remaining agile to emerging risks. The proposed structure combines strategic oversight, operational expertise, regional adaptability, and stakeholder collaboration.

By investing in this framework, FGV can mitigate disruptions, protect its reputation as a sustainable agribusiness leader, and ensure long-term value for shareholders.

Key Takeaway: A resilient BCM team is not a cost centre but a strategic asset—one that turns uncertainty into an opportunity for FGV Holdings.

To learn more about the course and schedule, click the buttons below for the  BCM-300 Business Continuity Management Implementer [BCM-3] and the BCM-5000 Business Continuity Management Expert Implementer [BCM-5].

 

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