Climate change, business continuity and long term organizational resilience
- Published: Friday, 28 September 2018 08:00
In this paper, Len Johnson, looks at climate change in the context of business continuity and organizational resilience and explains how you can group impact scenarios into three key areas to help focus your planning.
Although individual views differ on climate change it is a scientific fact that average global temperatures are increasing and this has a direct link to our changing climate. In recent times there is increasing evidence that climate change is a very real threat to an organization’s business continuity across the globe.
This paper considers and discusses the issues relating to climate change from a business continuity and organizational resilience perspective, including the likely implications and impacts; and the need to consider planning for the ‘when’ rather than the ‘what if’.
Governments have signed up to conventions such as the Kyoto Protocol and other legislation designed to reduce carbon emissions and ultimately the rate of global warming. Although this is a step in the right direction we are already seeing an increase in incidents linked to unusual weather events; this is happening right now whether we accept it or not.
When it comes to climate change as business continuity professionals we are no longer planning for the incident that may never happen; we are preparing for the inevitable. Businesses across the world need to build their resilience to severe weather impacts and prepare for climate change in order to minimise disruption or costs associated with damage to properties, declining productivity, illness and accidents, changes to prices or availability of raw materials, changes in the availability and cost of insurance, and fluctuations in the value of investments.
There is a growing opinion, based on increasing evidence, that human activity is accelerating climate change. But what is climate change?
The UK Government’s Met Office states that climate change is a large-scale, long-term shift in the planet's weather patterns and average temperatures.
Earth has had tropical climates and ice ages many times in its 4.5 billion years, so why is another bout of climate change significant? Since the last ice age, which ended about 11,000 years ago, Earth's climate has been relatively stable, with an average global temperature of about 14 °C. However, global temperatures have risen significantly over the 20th and 21st centuries, driven primarily by the rise in atmospheric carbon dioxide (CO2). Since the Industrial Revolution, atmospheric CO2 has increased by over 40% to levels that are unprecedented in at least 800,000 years. This has caused warming throughout the climate system; and multiple indicators show evidence that our climate is changing. The atmosphere and oceans have warmed, the amounts of snow and ice have diminished, sea level has risen, and the concentrations of greenhouse gases have increased.
Global average surface temperature has increased by about 1°C since the 1850s. Each of the last three decades has been successively warmer than any other preceding decade in the instrumental record, and 16 of the 17 warmest years on record have occurred since the year 2001. Observations show that rainfall has increased in the mid-latitudes of the northern hemisphere since the beginning of the 20th century. There are also changes between seasons in different regions. For example, the UK's summer rainfall is decreasing on average, while winter rainfall is increasing. There is also evidence that heavy rainfall events have become more intensive, especially over North America. Longer-term records of rainfall are needed for some areas to resolve any trends from natural variability. Changes in the seasons (such as the UK spring starting earlier, autumn starting later) are bringing changes in the behaviour of species, for example, butterflies appearing earlier in the year and birds shifting their migration patterns.
Since 1900, global mean sea level has risen by more than 20 cm. The rate of sea-level rise has increased in recent decades: from around 1.7 mm per year over the last century, to 3.3 mm per year since the early 1990s. Glaciers all over the world - in the Alps, Rockies, Andes, Himalayas, Africa and Alaska - are melting and the rate of shrinkage has increased in recent decades. Arctic sea-ice has been declining since the late 1970s, reducing in extent by about 4%, or 0.6 million square kilometres (an area about the size of Madagascar) per decade. The summer minimum Arctic sea ice extent has decreased by 13.3% per decade since 1979. At the same time Antarctic sea-ice has been more stable, though most areas have been at very low levels since autumn 2016. The Greenland and Antarctic ice sheets, which between them store the majority of the world's fresh water, are both shrinking at an accelerating rate.
Understanding what climate change might mean and how we should be preparing for it should be a key concern for all organizations right now. What might it mean for our existing planning framework and how should we be preparing for it? The purpose of this paper is to consider and discuss the issues relating to climate change from an organizational resilience and business continuity perspective.
This paper does not enter into the debate on the scientific thinking surrounding climate change. The issue is very complex and the predictions and climate models used to reach them can be easily misinterpreted. However, whilst there are differing opinions on the climate change debate, the official scientific consensus is clearly expressed in the Assessment Reports from the Intergovernmental Panel on Climate Change (IPCC) whose assessments form the standard scientific reference for all those concerned with climate change and its consequences. In the Climate Change 2013 (The Physical Science Basis) assessment, the IPCC states unequivocally that the dominant scientific opinion is that Earth's climate is being affected by human activities:
"Human activities are continuing to affect the Earth’s energy budget by changing the emissions and resulting atmospheric concentrations of radiatively important gases and aerosols and by changing land surface properties. Previous assessments have already shown through multiple lines of evidence that the climate is changing across our planet, largely as a result of human activities. The most compelling evidence of climate change derives from observations of the atmosphere, land, oceans and cryosphere. Unequivocal evidence from in situ observations and ice core records shows that the atmospheric concentrations of important greenhouse gases such as carbon dioxide (CO2), methane (CH4), and nitrous oxide (N2O) have increased over the last few centuries.” On that basis, this paper accepts that current climate change is largely driven by human activity.
Business continuity management is primarily concerned with identifying, reducing, mitigating and preparing for the impacts associated with disruptive events, minimising the impact felt and ensuring the continuity of critical activities of the business. Organizational resilience is the ability of an organization to anticipate, prepare for, respond and adapt to incremental change and sudden disruptions in order to survive and prosper. It reaches beyond risk management towards a more holistic view of business health and success.
We need to consider the issues relating to climate change and the disruption it will cause. The focus of this paper is primarily on the UK, but global examples have been used throughout the document as many of the values can equally be applied to organizations operating across the world.
What scenarios are you likely to face?
We should expect the unexpected with unusual, unpredictable, severe or unseasonal weather events.
In 2018, many parts of the world suffered from extended heat waves. We've heard a lot about the heat waves blanketing India and Pakistan with temperatures soaring to 122 degrees Fahrenheit (50 degrees Celsius); in New Delhi thousands of people died as a result. The situation was exacerbated by the region's high poverty, most of those dying having been the poor and/or homeless. The UK and Europe also experienced heatwaves, fortunately with no dramatic death toll; but high temperatures set records in many places. The extended dry weather caused severe droughts and, combined with high winds, caused devastating wildfires in many places across the world.
At the other end of the spectrum we have seen increases in the power and impacts of hurricanes, typhoons and cyclones; and in the frequency of flash flooding. The latter has been devastating to many parts of Asia, Africa and Europe. These weather events have been occurring since before records began, but the concern is more around the frequency, ferocity and unpredictability of these events which are being directly linked to climate change.
The European Commission Joint Research Centre (JRC) has stated that Europe needs coastal adaptation measures to avoid catastrophic flooding by the end of the century. Without increased investment in coastal adaptation, the expected annual damage caused by coastal floods in Europe could increase from €1.25 billion today to between €93 billion and €961 billion by the end of the century. Due to an increase in extreme sea levels driven by global warming, these coastal floods could impact up to 3.65 million people every year in Europe by 2100, compared to around 102,000 today. One in three EU citizens lives within 50 km of the coast.
These findings are the result of two JRC studies, where scientists projected both how global extreme sea levels will change during the present century and how rising seas combined with socioeconomic change will affect future losses from coastal flooding. They considered both a scenario where moderate policy efforts are made to mitigate climate change and a 'business as usual' scenario.
The scientists found unprecedented flood risk unless timely adaptation measures are taken. In order for Europe to keep future coastal flood losses constant relative to the size of the economy, defence structures need to be installed or reinforced to withstand increases in extreme sea levels ranging from 0.5 to 2.5 metres. Climate change is the main driver of the projected rise in costs from coastal flooding, with the importance of coastward migration, urbanisation and rising asset values rapidly declining with time. This is a change from the current situation globally, where rising risk has primarily been driven by socioeconomic development.
The rising extreme sea levels are primarily driven by the growing volume of water in the oceans as a direct result of temperatures increasing, a process known as thermal expansion. Another major contributing factor is 'ice mass loss' - ice melting from glaciers and ice sheets in Greenland and Antarctica and making sea levels rise.
It is almost one extreme to another, we are talking about rising sea levels causing flooding and then looking at high temperatures causing water shortages and droughts. Temperature rises and changing patterns in rainfall are likely to intensify current water shortage problems and afflict billions of people across the world, especially in southern Africa, around the Mediterranean and in central Asia. In the UK residents, consumers, businesses and water companies have all been urged by ministers to use water sensibly in the interests of preventing a future serious water shortage. This problem is also exacerbated by the need for huge reinvestment in water supply systems, both to reduce losses from leaking pipes and increasing capacity to meet the water demands. The need for water supply in businesses with employees is an essential health and safety requirement, without adequate drinking water or toilet facilities your premises cannot continue to operate.
Supply chain risks
The Guardian newspaper reviewed a recent report that suggests companies are failing to think long term or to engage with supply chains on climate change risks. Companies are unprepared for the risks posed by climate change and are failing to properly engage their supply chain when it comes to managing their environmental impact, according to CDP's FTSE 350 Climate Change Report. This attempts to shine a spotlight on companies' preparations for the global impact of climate change. Of the 350 companies surveyed, the majority report on climate-change risks and opportunities – although a worrying 13% don't. Furthermore, of those that do report, only a small number (14%) are taking a long-term view and planning for the next 10 years or more.
This report follows on the heels of the IPCC report and its stark conclusions on the expected impacts of climate change. So are companies waking up to the need to embed climate change risks into their business plans or are many keeping their eyes tightly shut? And what should companies be doing to ensure that they take their whole value chain into account when measuring their climate impact? The globalisation of our supply chains and asset base has shortened the distance between headline disasters and our High Streets. Record losses have been racked up over recent years in the wake of increasingly frequent extreme weather events. The coming decades are expected to see major shifts in the frequency, severity and distribution of extreme events and climate conditions. Only 52% of companies in the report are engaging with their suppliers on climate change strategies. If your business doesn't know its true exposure to weather and climate change risks across its operations and value chain, it will be hard to respond when a threat materialises. Naturally occurring resources, utilities and supply chains are likely to be placed under ever-increasing pressure as existing building and transport infrastructures struggle to cope.
Take, for example, the extra strain on the power supply infrastructure leading to more frequent power cuts. This issue is of particular concern in relation to communications and IT equipment which rely on power to operate. Most businesses will have back up UPS generators that can sustain power during an outage, however a large proportion of generators are third party supported and maintained and therefore need to be considered as part of the wider supply chain risks.
Climate change will have a range of financial implications for businesses, not only from the potential cost of recovery as a result of weather-related disruptions, but also due to increased insurance premiums. The Association of British Insurers (ABI) is predicting that in the UK, climate change could increase the annual costs of flooding by almost 15 fold by the 2080s. Today, two million homes in England are at risk of river or coastal flooding, with an additional 2.4 million homes at risk of surface water flooding. These statistics are emblematic of the wider global insurance industry’s exposure to growing annual weather-related losses, which have increased to $200bn (£133bn) a year, a fourfold increase in 30 years. As research by the Economist Intelligence Unit shows, when considered from the long-term point of view of a government, a rise in temperature of 6C could, by 2100, result in losses for global assets of $43trn – or 30% of the world’s entire stock of managed assets. The insurance industry is likely to destabilise with a rise in premiums due to the anticipation of increasingly weather-related disasters based on current impact scenarios and larger and more frequent claims being made.
Certain industry sectors may also be seen as poor opportunities for investment, e.g. agriculture. The cost of critical resources and day-to-day running of the business are also likely to rise as the push to reduce emissions and encourage cleaner behaviour inflates the price of resources such as water, of particular concern for industries that use large quantities of it to manufacture.
The wider business impacts
All industry sectors will be affected by climate change either directly and indirectly in a variety of ways and with varying degrees of intensity.
This section seeks to explore some of the likely ways in which climate change will impact upon business.
Businesses that have global markets or suppliers could be affected by climate change in other countries. Climate impacts on agriculture in other countries could result in market opportunities for UK food production. Many UK-based companies rely on manufacturing operations in East and South East Asia, where impacts such as an increase in the frequency of tropical storms and water scarcity are expected.
Although the impacts of climate change are uncertain, they can be managed like any other business risk. The way in which climate change will translate into business consequences is not certain. However, there are uncertainties relating to all aspects of business planning and this does not mean that inaction is the best option. Risk is the combination of the likelihood of occurrence and the magnitude of the consequence of a hazard. It is a useful concept for dealing with an uncertain future. Planning ahead is often more likely to lead to cost-effective adaptation than responding to changes as they happen. Climate risk management needs to be incorporated into mainstream business management strategies and procedures. Some adaptation will occur, but it takes time to recognise a change is happening and to put in place the right institutional arrangements.
Business logistics can be disrupted by more frequent extreme weather events. This is likely to affect businesses across all sectors to some extent, threatening short term business continuity and longer term resilience. Those that rely heavily on utilities, the transport network or who have inflexible supply networks will be particularly vulnerable. ‘Just in time’ and ‘single source’ supply systems, although efficient (under predictable conditions), increase this inflexibility.
People are also affected by the weather. Heat has physiological effects, inclement weather can affect concentration and weather patterns influence behaviour and lifestyles. Businesses will therefore be affected by climate change as their employees and customers are affected and respond in different ways. Statutory authorities are likely to be put under additional strain as an increasingly ageing population, more vulnerable to changes in climate, require increased support during very hot and cold periods.
Business premises will be affected through impacts on building fabric, structure and the comfort conditions of the internal environment. This will have implications for the design, construction, maintenance and facilities management of both existing and new business premises. Designing buildings that are both low carbon and resilient to the future climate presents a significant challenge. Impacts on buildings due to flooding, high winds, and even pest infestations, need to be considered.
Agriculture may also experience significant negative side effects resulting from changes to the climate. With climate change likely to have huge impacts on agriculture and food production, we could see some interesting political dilemmas emerging as countries are forced to look elsewhere or become dependent on assistance from other countries.
Continuity and resilience impact checklist
In order to avoid the mistake of trying to plan for every conceivable eventuality, a pragmatic and flexible approach has been widely accepted as best practice.
From a business continuity perspective, scenario planning that takes into account likely climate-related scenarios that have the potential to disrupt provision of services will be a useful way of identifying your vulnerabilities.
Organizational resilience by definition is ‘the ability of a system to withstand changes in its environment and still function’. It is a capability that involves organizations either being able to endure the environmental changes without having to permanently adapt; or adapting to a new way of working that better suits the new environmental conditions.
You can group impact scenarios into three key areas: people; business priorities; and assets. This results in a useful checklist that can be applied to any industry sector:
People - implications for workforce, customers and suppliers in terms of health, welfare, security and ability to work and get to work.
Business priorities - vulnerability of supply chain, logistics and transport. Impact of weather on your organization, your customers and competitors and anyone else upon who you depend. Financial implications such as insurance premiums, cost of recovery, stakeholders’ investment. Changing demand for services - both those you depend on and those you provide. Cost of raw materials and utilities, such as soaring energy costs. Impact on business processes, such as denial of access to premises. Impact of climate-related disruptions on reputation and stakeholder confidence. Costs related to protecting key assets e.g. insurance, flood-proofing etc, recovery and damage to key assets and increased absenteeism all linked with a loss of productivity.
Assets - impact on building design, construction, maintenance and management. Vulnerability of key assets to climate-related disasters. Availability of key assets such as workforce, premises and technology. Prohibitive cost of key assets and utilities.
Using these impact groups allows a pragmatic approach to be taken, planning in a way that gives you flexibility to cope with incidents of any type by not being too focused on specific scenarios.
An example of how climate change may impact the three scenarios:
People - increased absenteeism and/or staff shortages are highly likely. This could be as a result of climate-related health impacts such as extreme heat or due to parents or carers having increasing pressures placed upon them e.g. schools closures during flooding, elderly relatives affected by temperature fluctuations and requiring additional support.
Business priorities - disruption to the supply chain, logistics and transportation and a significant loss of productivity. Unable to access work premises and disruption to utilities which if not mitigated quickly result in a damage to the organizational reputation.
Assets - infrastructure vulnerability to extreme weather events and an increasing cost of recovery. Implications for temperature control (heating and cooling). Other things to consider are prohibitive costs of key assets and utilities, climate-proofing buildings, potential pest damage to buildings and the obvious disruption to transport and utilities.
It is difficult to predict exactly what the future holds and how it will affect us, what is more certain is that much will depend on our ability to adapt to these changes. Development of ‘adaptive capacity’ is a term frequently being used to describe the requirement to respond to challenges presented by climate change, encompassing both current coping ability and strategies that expand future coping ability.
The UK Climate Impacts Programme (UKCIP), established to help businesses and the community understand the implications of climate change, identifies two strands to this concept:
- Developing adaptive capacity - what governments and regulators can do e.g. putting in place policy and legislation.
- Delivering adaptive action - what individuals and businesses can do e.g. incorporating sustainable technologies into building infrastructure, business continuity planning.
The role of business continuity
With the extensive media coverage that the climate issue has been receiving it would be easy to get overexcited about climate change. It is hard to argue against the fact that climate change is one of the biggest challenges currently facing humanity; and it is important not to downplay its significance. Incorporating climate change into the existing continuity planning will require significant effort including the skill of applying a whole new perspective to analyse and challenge existing arrangements and strategies.
What might have seemed a robust business continuity strategy within the context it was originally developed, could fall worryingly short of its primary purpose when introducing future climate related threats.
The focus of current planning arrangements need to be broadened to consider the impact scenarios most likely to affect your business. This will involve revisiting and challenging existing priorities and recovery strategies to ensure they remain valid, as well as paying attention to supply chain issues and dependencies.
Continuity planning considerations
Business continuity is defined as the capability of the organization to continue delivery of products or services at acceptable predefined levels following a disruptive incident, (Source: ISO 22301). This planning can be used to prepare for a range of new threats and challenges, including those associated with climate change. Business continuity is a process made up primarily of two halves, those activities concerned with actually reducing known risks to the organization and then the activities involved with resuming and recovering the business. By opening up the scope of your continuity planning you can also start to strengthen your organizational resilience, going beyond short term risk management towards a more holistic view of business health and success.
Adapt your planning
The business impact analysis (BIA) incorporates risk assessment processes and forms the backbone of business continuity planning. Factoring climate related scenarios into your planning will greatly assist with defining your critical process priorities.
Accurate risk assessments will need to take into account a wider range of threats, this should be based on the likelihood of climate change impacts in order to identify those areas of your organizational set-up that are most at risk. These assessments need to take into account the long term implications of climate change and not just the present day. The approach needs to be thorough but also realistic regarding the ever increasing frequency of extreme weather events, but not to the point where you are trying to plan for ‘Armageddon’ and failing to find solutions.
Just as they always have been, continuity strategies should be based on identifying critical services and the core personnel required to keep these services going during a disruption. Selection of the most appropriate individuals, however, should also be factored into planning arrangements in the same way that many organizations have been forced to do whilst undertaking their pandemic ‘flu preparations; taking into account those with young children and other caring responsibilities.
Understand your vulnerabilities and, where possible, implement mitigation strategies. Plans need to consider those employees, services and assets that are most vulnerable to the effects of climate change (e.g. an extreme fluctuation in temperatures). It is worth considering how your workforce will be affected by climate change events and whether your planning can be adapted to deal with it. This, for example, would cover things like how does your workforce commute to a place of work? And if this was affected for a long period of time what strategies could be put in place to work around the problem? Looking at simple things like transport logistics provides you with vital information regarding the percentage of your workforce that is most vulnerable to disruptions related to climate change.
Crisis management team
With the likelihood of potentially more frequent and diverse extreme weather events emerging as a symptom of climate change, the importance of developing a robust, flexible, crisis management framework is critical for the resilience of your organization. Ensuring a structure is in place to provide the appropriate level of executive leadership and decision making required during the immediate phase of an incident is vital. Your BIA/continuity plan alignment strategically, tactically and operationally (if documented correctly) will be structured so that it matches the priorities of the crisis management framework. Conducting either annual or bi-annual crisis management team scenario tests will ensure that you have the right framework structure and membership in place; one that is ready and well-rehearsed for any future incidents that may occur.
Risk managers must make decisions despite the scientific uncertainty surrounding climate change, which should be considered alongside the wider risk environment. Taking an integrated approach to risk management that considers the cost-benefit analysis of intervention will help inform the decision making process. Joining forces with other areas of an organization such as facilities, operational risk and IT management will help create an organizationally holistic view of where the priorities lie. It is worth considering incorporating climate risk management into mainstream business management strategies and procedures, UKCIP suggests making someone in the workplace responsible for it with support from senior management.
Incorporating climate change objectives into the strategic planning process is vital for organizational resilience, given the longer term timescales involved with many of the predicted climate related impacts. If new developments can incorporate recommended climate adapted infrastructure, such as buildings naturally designed to keep cool, money may be saved in the long run. Internal project and change management procedures also need to take into account the business continuity implications of climate change. Consider what kind of an impact weather has on your organization, your competitors and other organizations that you rely upon to provide services. If you have organizations with international offices, consider how this might affect your wider global strategy.
Appropriate scenario planning
Scenario planning is a useful way to identify your organizational vulnerabilities. Allow a pragmatic and manageable approach to be taken so that, for example, plans designed to cope with staff shortages as a result of industrial action can be adapted to deal with possible fluctuations as a result of climate related illness or any other incident. Undertake scenario planning to identify likely outcomes and, where appropriate, put contingency plans in place.
Mapping your critical process dependencies to deliver key services is a vital component of business continuity planning. This needs to be revisited to consider the wider implications of climate change. Make sure your assessments take into account key utilities and consider how your business would be affected if, for instance, water restrictions meant you lost mains water supply and building sewerage for a few days. Consider looking at potential single points of failure and possible critical process transfer where possible. It is also worth asking third parties that you have a dependency on what strategies they have in place and assessing their vulnerabilities in delivering key services at the time of incident.
Review existing strategies
Think about how current strategies and existing tools can be used in different scenarios. For example, local authority gritters designed for laying salt on icy roads during freezing temperatures have been put to work spreading crushed rock and dust on melting roads to create a ‘non-stick’ surface and prevent further deterioration. Consider how you can adapt existing strategies to deal with a wider range of threats; for example do you have a robust building recovery plan which focuses on key utilities and facilities and not just a loss of premises?
The aim of this paper is to highlight that the world’s climate is changing and business continuity can play a role in managing the associated business impacts. The challenges facing us as a result of climate change are undoubtedly enormous and are happening now. In this paper I have highlighted the key issues and considerations of climate change from both a business continuity and organizational resilience perspective. However, it is important to remember that there are other avenues beyond the scope of this document, underlining the value of a collaborative approach that promotes global best practice.
Whilst there is an agreement among scientists that human activity is contributing to the speed of climate change, there are still many uncertainties as to what this will actually mean in terms impact to our world. What is clear is that unpredictable extreme weather patterns cause incidents and disruption; and these are occurring more frequently due to climate change. Decisions have to be made based on the information that we have available to us at the time, but crucially they need to be reviewed and adapted in response to future changes. Reconsider and evaluate your current planning arrangements looking forward into the future and incorporating the climate change considerations from this paper. If you are a multinational organization think about your wider global resilience. It is key to understand the way in which climate change could directly and indirectly impact the company’s financial, customer, regulatory/legal and brand/reputation.
It is better to be prepared and aware of the organizational challenges that climate change will bring than to try to retrospectively react to incidents when they occur.
References and sources
- Laura Paddison, Dr Celine Herweijer, The Guardian UK news article (Fri 11 Oct 2013)
- Gerry Metcalf, Kay Jenkinson and Kay Johnstone of UKCIP – Climate Change Report (3rd Edition)
- Rebecca Ellis, The Rising Tide, the Business Continuity Journal (Vol 2, Issue 1, 2007)
- Cubasch, U., D. Wuebbles, D. Chen, M.C. Facchini, D. Frame, N. Mahowald, and J.-G. Winther, 2013: Introduction. In: Climate Change 2013: The Physical Science Basis. Contribution of Working Group I to the Fifth Assessment Report of the Intergovernmental Panel on Climate Change [Stocker, T.F., D. Qin, G.-K. Plattner, M. Tignor, S.K. Allen, J. Boschung, A. Nauels, Y. Xia, V. Bex and P.M. Midgley (eds.)]. Cambridge University Press, Cambridge, United Kingdom and New York, NY, USA.
- The ABI UK (online), available from - www.abi.org.uk/products-and-issues/topics-and-issues/climate-change/
Len Johnson is a Senior Business Continuity Specialist and Consultant at ClearView Continuity, specialising in business continuity and crisis management. He started his career as a Recovery Manager with a major telecommunications company and in his career has over 20 years’ experience in various roles linked to resilience and continuity.
About ClearView Continuity
ClearView is a global leader in BCM software with a web-based platform that empowers organizations to manage their business continuity activity as efficiently and cost effectively as possible. With clients across both private and public sectors, ClearView has built an enviable reputation for excellence and innovation; and the software provides both ease of use and powerful functionality. Building on the vision of ‘making the complicated simple’ for clients, ClearView provides a highly experienced implementation team to help new clients get up and running quickly; as well as making moving from competitor software to ClearView easy.
As well as providing award-winning BCM software, ClearView also offers business continuity and organizational resilience consultancy and training. These consultancy services follow the commitment to making the complicated simple, helping clients to develop plans and strategies that are practical and appropriate for their organization and sector.