Speak the language of money and risk
The board of directors does not need terms for their own sake. It needs an answer to the question “what do we lose without this, and what do we get in return?” So BCM is presented in terms of money: the cost of one day of downtime for key processes, the size of the potential loss and the cost of the measures compared with it.
Strong arguments
- Cost of downtime in roubles for critical processes (from the BIA).
- Prevention is cheaper than recovery, usually several times cheaper.
- Risk appetite: which risks the company is willing to accept and within what limits. This is a management decision at board level.
- Metrics: RTO/RPO as measurable resilience targets.
- Link to strategy: resilience as a condition for growth and for the trust of investors and partners.
- Requirements of counterparties, tenders and the regulator (where applicable).
The example “risk management in a large bank” shows how a mature model works, where risk has an equal voice in management.
Frequently asked questions
How do you justify a business continuity budget to the board of directors?
Translate the risk into money. Show the cost of one day of downtime for key processes, the potential loss and the cost of the measures compared with it. The board makes decisions in the language of money. Methodology does not persuade it.
What is risk appetite and why is it a board-level question?
Risk appetite is the set of limits within which the company is willing to take risk to achieve its goals. It is a strategic decision, so the board of directors and senior management set it.
Where to start with business continuity
13 questions and 5 minutes will show your readiness level. Then there are two paths: work it out yourself through the programme, or build the system with us.
