This presentation was initially scheduled to be delivered by Alvin Shi, Associate Director of Business Continuity Management at the Royal Bank of Canada. However, due to unforeseen circumstances, he was unable to attend.
With over 88 questions submitted before the session, the discussion reflected real and pressing concerns from professionals on the ground.
In a world increasingly shaped by uncertainty and complexity, organisations face mounting pressure to adapt—not just to survive, but to lead with purpose and long-term impact.That was the core theme of BCM Institute’s Meet-The-Experts (MTE) webinar on 24 July 2025, titled “Building Resilience and a Sustainable Organisation.”
Presented by BCM Institute President Dr. Goh Moh Heng, the session brought together practitioners to unpack what it truly means to thrive in a world where risks are intensifying.
This timely session offered a strategic overview of the global risk landscape, supported by findings from the World Economic Forum’s Global Risks Report 2025. It explored how organisations can strengthen both their resilience to immediate shocks and their sustainability for long-term value creation.
This reality presents urgent challenges for governments, businesses, and civil society alike.
“Resilience is no longer a technical exercise. It’s a leadership imperative,” said Dr. Goh. “To survive is one thing—but to thrive, you need sustainable systems, accountable leadership, and a long view.”
Short-Term Instability: Armed conflict, misinformation, and climate-driven shocks
Systemic Challenges: Ecosystem collapse, AI misuse, deepening social inequality
Digital Vulnerabilities: Cyberattacks and misuse of technology with real-world consequences
This session emphasised the twin pillars of modern organisational strategy:
Resilience: The ability to absorb and adapt to sudden disruption
Sustainability: Building long-term systems that preserve value and build trust
Rather than treating these as separate disciplines, participants are encouraged to view them as integrated approaches—especially relevant for sectors undergoing digital transformation, facing public scrutiny over ESG claims, or responding to escalating climate-related events.
Top risks: Climate-related disasters, cyberattacks, and misinformation
Regulatory trends: AI Misuse Act and stricter ESG disclosure requirements
Corporate focus: Boards are starting to link ESG and resilience within broader risk frameworks
Top risks: Flooding and supply chain disruption
Sector insights: Public sector and GLCs under pressure to report on continuity, especially post-COVID
Observations: ESG-driven initiatives are rising, but BCM awareness remains uneven
Top risks: Earthquakes, typhoons disrupting supply chains
Sector insights: Evolving governance and foreign policy dynamics. Economic Exposure on the dependence on remittances and the BPO sector
Observations: ESG-driven initiatives are rising, but BCM awareness remains uneven
Key threats: Climate shocks, cybercrime, and public event security
Regional demand: Growing appetite for expert-level BCM training and certification as more organisations take BCM in-house
BCM Institute’s research highlighted a sharp decline in simulation exercises in favour of real incident management and post-event recovery planning. The reason is that organisations are increasingly facing real disruptions, from system outages to climate events, leaving less time for tabletop testing.
Professionals are encouraged to:
Focus on training younger, less experienced staff
Incorporate lessons learned from incidents into future strategies
Build cross-functional teams that understand both BCM and sustainability
A recurring point of confusion is the difference between BCM and Operational Resilience. Dr. Goh clarified:
“BCM ensures operations can resume. Operational Resilience is about whether the organisation itself can adapt and thrive. One supports the other—but they’re not interchangeable.”
This distinction is crucial for financial services, critical infrastructure, and regulated industries with overlapping compliance obligations.
In response to attendee questions, Dr. Goh also discussed:
The risks of over-relying on AI tools like ChatGPT in BCM planning
The scrutiny of greenwashing in ESG reporting
The need for inclusive governance models to manage future risk scenarios
The next Meet The Experts webinar session will focus on AI in BCM, exploring where automation helps—and where human oversight remains essential.
From climate chaos to digital disinformation, the threats facing organisations are more connected—and more urgent—than ever before.
Being disruption-ready is no longer enough. Sustainability and resilience must be integrated into strategic planning and culture.
Resilience is not just about recovery. It's about agility, adaptation, and strategic foresight.
Long-term value comes from systems that are environmentally sound, socially inclusive, and governance-strong.
Dr. Goh closed the session with a call for greater cross-border collaboration, more inclusive leadership, and better preparedness at all levels.
“There is no one-size-fits-all solution. But the common denominator is clarity—about what your risks are, what matters to your stakeholders, and what legacy your organisation wants to leave.”
Thank you to all who participated and submitted their questions. Unanswered queries will be addressed in the follow-up blog series.
Let’s build resilient, sustainable organisations—together.
— BCM Institute Team —
Drawing from the Global Risks Report 2025, the session explored how interconnected global threats—from climate change to cyber risks—require organisations to embed both resilience and sustainability at the core of their strategies.
With real-world examples from Asia and the Middle East, Dr. Goh offered actionable insights on how leaders can respond to immediate disruptions while future-proofing their operations through adaptive systems, responsible governance, and long-term value creation.
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