[BCM] [FP] [E1] [C11] Summary

Chapter 11 Final Reflections: Strengthening Organisational Resilience at Frasers Property

As this eBook, Ensuring Continuity: BCM Best Practices for Frasers Property, draws to a close, it is essential to reflect on the journey Frasers Property (FP) has undertaken to enhance its organisational resilience.

This documentation of best practices offers a comprehensive account of how FP has adopted a structured and robust Business Continuity Management (BCM) framework to protect its people, operations, and reputation.

A Holistic Understanding of the Organisation

In eBook 1, Understanding the Organisation, the groundwork was laid by establishing a clear understanding of FP’s core business functions and the environment in which it operates.

Beginning with an introduction to BCM within the FP context, the chapter detailed the significance of aligning continuity efforts with the organisation’s strategic direction.

By defining specific BCM goals and objectives, FP ensured that continuity efforts are targeted, measurable, and relevant.

Equally critical was the formulation of BCM assumptions, which guided planning by identifying key constraints and expected scenarios.

A solid foundation was established through the composition of the BCM team, which assembled cross-functional expertise to lead and execute the initiative.

Additionally, an analysis of FP’s operating environment enabled the BCM team to tailor strategies that reflect the unique regulatory, physical, and business contexts in which FP operates.

Structured Planning and Risk Assessment

FP adopted a proven BCM planning methodology aligned with international best practices. This methodical approach ensured that each phase of planning, risk identification, strategy formulation, and recovery planning was undertaken systematically and with accountability.

The organisation’s risk and threat assessment was a cornerstone of the BCM process. By identifying potential disruptions, from cyber threats to natural disasters, FP prioritised its preparedness activities.

Most crucially, this included identifying critical business functions (CBFs), ensuring that the most essential operations receive priority in continuity and recovery efforts.

Building a Culture of Preparedness

This eBook highlights that BCM is more than just a compliance exercise.

For FP, it represents a cultural shift, an organisation-wide commitment to resilience and agility. Through collaboration, structured planning, and continuous learning, FP has embedded business continuity into the fabric of its operations.

Looking ahead, the continuity journey will not end here. Regular reviews, simulations, and updates will be crucial for adapting to emerging threats and evolving business priorities.

With a resilient foundation now in place, Frasers Property is better positioned to safeguard its business interests, maintain stakeholder trust, and thrive in the face of uncertainty.

Ensuring Continuity: BCM Best Practices for Frasers Property
Understanding Your Organisation

More Information About Business Continuity Management Courses

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