Chat with our experts on Business Continuity Planning (BCP)

A bit overwhelmed with creating your own business continuity plan? You’re not alone. Business continuity planning (BCP) can seem daunting, especially when trying to prepare for every possible disruption. A well-designed plan is more than just a document, it is a practical framework that ensures your organization can continue operating when unexpected events occur. It defines clear roles and responsibilities, establishes communication flows, and sets out concrete recovery strategies to manage crises effectively. Whether facing an IT outage, supply chain disruption, or major operational challenge, effective BCP helps organizations respond swiftly, reduce downtime, and protect both their people and their reputation.

To help bring clarity, we sat down with one of our KPMG business continuity management (BCM) specialists: Michiel Thijs.

In this edition, he explains what goes into BCP, how KPMG helps organizations design and implement plans that reflect real-world dependencies, and shares his experience guiding clients through comprehensive continuity projects - from assessing critical processes to establishing resilient response frameworks tailored to each organization’s needs.

Ideally, a BCP project begins with the insights provided by a business impact analysis (BIA). However, organizations may also approach us with specific scenarios and request BCP that is tailored to those situations. This scenario-driven approach can initially remain at a high level, which often prompts important discussions around risk appetite and operational thresholds — for example, determining how long a warehouse can afford to be out of service and which resources are required to maintain continuity.

In practice, the starting point for a BCP project can either be a structured BIA or a set of continuity challenges identified by the business. While high-level scenarios provide a useful overview, certain critical sub-elements may require the development of targeted plans to ensure comprehensive coverage and actionable guidance across all key processes.

Michiel Thijs, Sr. Manager Advisor, Enterprise Risk Services

The duration and intensity of a BCP project really depend on the approach. In some cases, we act as a facilitating partner: we provide a template, guide the business, and review progress regularly (perhaps on a monthly basis). In other cases, we handle the project end-to-end, designing the underlying controls ourselves and integrating them fully into the organization. The scope of the scenarios also impacts the workload; some scenarios are straightforward, while others require deeper analysis and planning.

Securing engagement across all stakeholders is a key aspect of any BCP project. Teams are often managing multiple priorities, and leadership must balance continuity planning with operational demands.

Another critical element is defining realistic recovery time objectives (RTOs). While certain assets or processes (such as a warehouse) may be essential, it is important to assess whether resuming operations within an idealized timeframe is feasible. Aligning expectations with the organization’s risk appetite, available resources, and operational realities requires collaboration and careful planning. The goal is to develop plan that is practical, actionable, and reliable, ensuring the organization can respond effectively when a disruption takes place.

One standout project focused on a fully automated warehouse, which is a vital part of the organization where even a short disruption could have major consequences. We began by identifying potential high-impact scenarios, analyzing key processes, and mapping out all critical dependencies to understand exactly where vulnerabilities lay. These insights were then translated into a comprehensive plan, detailing roles, responsibilities, communication protocols, and contingency measures.

The plan was closely integrated with BCM coordinators and included annual testing through tabletop exercises to ensure its continued relevance and effectiveness. Seeing the process evolve from the initial BIA to a fully actionable and tested BCP was both challenging and rewarding, highlighting the importance of structured continuity planning in safeguarding complex, high-value operations.

I would be particularly excited to work on a BCP project in the semiconductor or advanced technology sector. These environments are highly complex, with intricate processes, critical dependencies, and tight operational tolerances, making continuity planning both challenging and fascinating. A successful project in such a context requires not only a structured approach and thorough analysis but also strong support from management and a culture that truly values resilience. It would involve close collaboration across departments, integrating IT, operations, and business continuity teams, and developing actionable plans that can withstand a wide range of potential disruptions. The opportunity to contribute to safeguarding operations in such a high-stakes, innovative sector would be both professionally rewarding and a unique learning experience.

KPMG was my first job after completing two master’s degrees in economics and law. I didn’t have a clear idea of what to specialize in, but I joined the internal audit and risk management team and immediately found the work diverse and engaging. Every project is different - from HR audits to compliance and resilience projects - which keeps learning continuous.

KPMG is ideal for anyone looking to kick-start their career. From day one, you get exposure to a wide variety of clients, sectors, and projects. It’s a place where you can explore different interests, learn quickly, and develop your strengths. There’s also a lot of freedom to be proactive: if you have an idea, you can pursue it and make it happen. For ambitious, entrepreneurial-minded people, KPMG offers a perfect balance of support and autonomy.