C-SUITE CONCERNS Real Time Data Analytics - Rebuild Resilience. Protect Value - Resilience Barometer
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F T I C O N S U LT I N G R E S I L I E N C E
Real Time
B A R O M E T E R COV I D R E P O RT
FEBRUARY 2021
Data Analytics
C-SUITE
CONCERNS
Rebuild Resilience. Protect Value
F T I C O N S U LT I N G R E S I L I E N C E B A R O M E T E R EXECUTIVE SUMMARY
RESILIENCE BAROMETER REPORT COVID EDITION
Executive
Executive
Summary
Summary
The effect of COVID-19 in numbers
Average impact of the pandemic on G20 companies
Over 40% of G20 companies have experienced a
Headcount Turnover Profit drop in productivity
-12% -10% -9%
70% of G20 companies are planning for a prolonged
economic downturn due to COVID-19
Government Debt - The Global Outlook
What proportion of G20 companies are concerned about rising
government debt in their country?
01. India 75% 06. UK 56%
02. South Africa 75% 07. Germany 55%
03. US 71% 08. Saudi Arabia 52%
04. Australia 67% 09. Japan 49%
05. France 60% 10. China 43%
SEVEN RESILIENCE LEVERS
Escalation Planning & Response
39 % 78 %
of G20 companies found that their crisis response plans of G20 companies use AI and analytics to monitor for scenarios
were insufficient to deal with the challenges of COVID-19 that impact risk and compliance
Business Model & Workforce Transformation
78% 54%
86% of G20 companies now use
analytics to track the productivity
of their workforce
Using before pandemic 46%
of G20 companies have had to of G20 companies are seriously Started using during pandemic 41%
fundamentally re-evaluate their business concerned about the mental health
models as a result of the pandemic of their employees
%
2
F T I C O N S U LT I N G R E S I L I E N C E B A R O M E T E R EXECUTIVE SUMMARY
THE RESILIENCE AGENDA 3
Government & Stakeholder Relations
Governments have replaced customers as the most
35%
84%
impactful stakeholder group on company strategy:
of G20 companies point to extreme pressure to strengthen
external stakeholder relationships in 2021
82%
of G2O companies say "Governments have a strong potential of business leaders believe companies should be run in the
to impact their business" compared to 80% for customers interest of all stakeholders, not just shareholders
Economic Impact & Sustainability
4 in 5 G20 companies say they have
placed more emphasis on the social pillar
Over 85%
of companies see COVID-19 as a
of ESG since the start of the pandemic
catalyst to accelerate or materially
enhance their approach to ESG
3 in 4 G20 companies say they are
and sustainability
more committed to climate change than
they were a year ago
Remediation & Dispute Resolution
65% 84% 69%
of G20 companies have stepped up of US companies have increased their of G20 companies have seen or expect
dispute activity due to financial challenges budget allocation for investigations to see an increase in regulatory issues or
and external market disruption work since the start of the pandemic investigations as a result of COVID-19
Operational & Financial Resilience
Over 7 in 10 3 in 10 G20 companies either 16%
of G20
60%
of G20 companies
are facing
have required — or expect to require —
G20 companies believe supply chains companies challenges
restructuring or refinancing since the
have been permanently disrupted globally say they servicing their debt
start of the pandemic
by COVID-19 are in distress requirements
Digital Trust & Ecosystems
60 %
G20 companies experienced more cyber attacks in 2020 compared to 2019.
Top 5 threats faced:
01. Theft of customer data 32% (+6%)
02. Theft of third party information 29% (+4%)
03. Theft of intellectual property 26% (+7%)
of business leaders said they are 04. Data ransom/hostage 26% (+6%)
concerned by the prospect of
nation state cyber attacks in 2021 05. Distributed denial-of-service 24% (+4%)
3F T I C O N S U LT I N G R E S I L I E N C E B A R O M E T E R EXECUTIVE SUMMARY
Executive
Summary
COVID-19 has shattered preconceptions A harsh lesson
about what a resilient company or economy Real-time data insights have been a key facet of business
resilience in the last year, allowing businesses to unpick the
looks like. The latest FTI data indicates that threats and challenges created by the disruption as they
the average G20 company lost over 10% of appear. From debt servicing to cyber threats, businesses
its revenue due to the pandemic. Over 60% are facing compounded crises on an unprecedented
scale. With over three quarters of G20 companies now
of G20 companies are concerned about rises using artificial intelligence and analytics to monitor risk
in government debt in their country. scenarios, resilient organisations are proactively taking
steps to ensure they are prepared for what comes next.
Such numbers make for grim headlines, but our data Patterns can be identified, and lessons learned.
also tells a story about how businesses have protected
their value and adapted to the most challenging global One such lesson will be ensuring that future escalations
economic environment seen for generations. Moreover, do not catch business leaders unaware. Though the threat
it highlights the disparity in impact, and how some posed by COVID-19 has not subsided, many organisations
companies are already working to create competitive are already considering how they can prepare for the next
advantage for the long term. global crisis. With almost 40% of companies reporting
that their response plans were insufficient to deal with
the pandemic, the robustness of previous crisis response
methods has been called into question. Central to the
In many ways, COVID-19 has not pandemic’s lethality was its unexpectedness – a crucial
changed the direction of travel part of rebuilding resilience will hence be guarding against
for global companies – it has massively future unexpected events. Best practice is emerging across
accelerated pre-existing trends. What were industries, with 90% of companies now placing greater
emphasis on planning for unknown risks.
previously competitive advantages for
businesses are now commercial necessities, Preparing for the unknown means concentrating on
from effective online presence to robust business fundamentals: how can one stay operational and
supply chains. Common attributes can be financially viable when disaster strikes? The answer often
involves making difficult decisions – 3 in 10 G20 companies
seen amongst those companies which have have required restructuring or refinancing as a result of the
weathered the crisis best: they are agile, pandemic. Strategic actions like mergers and acquisitions
technologically innovative and willing, are being re-evaluated. The integrity of production
even eager, to challenge old norms of ecosystems is being closely examined: 75% of companies
believe the pandemic has permanently disrupted supply
doing business. chains. The hallmark of resilient companies will be their
CAROLINE DAS-MONFRAIS willingness to challenge existing practices from the
Global Resilience Lead balance sheet up, and seize opportunities to accelerate
growth. Such opportunities range from e-commerce
sites acquiring established high-street brands, to auto
manufacturers investing in green mobility solutions.
Permanent change
Changes in consumer behaviour – anticipated to be
permanent by 78% of G20 companies – will prevent a
return to previous norms. Business models must adapt to
account for this: as we look to 2021, 77% of G20 companies
have had to fundamentally change theirs due to COVID-19.
Longstanding assumptions are being questioned. Do large
service businesses need inner city office space for all their
staff? Is main street presence still beneficial for retailers?
4F T I C O N S U LT I N G R E S I L I E N C E B A R O M E T E R EXECUTIVE SUMMARY
The answers to such questions will impact employees as from businesses they have helped. The wider stakeholder
well as consumers. The pandemic has shown that many community will expect proactive engagement on key issues.
workforces can operate remotely. While this has clear
potential advantages in many industries – flexibility for Even the best stakeholder engagement will not prevent
employees and cost-effectiveness for employers – there contentious situations from emerging, particularly in
are definite risks in maintaining a physically dispersed times of crisis. Conflict has already manifested in the
workforce: for example, over half of the business leaders form of corporate disputes: 66% of our G20 respondents
surveyed expressed serious concerns about the mental report stepping up their dispute activity since the start of
health of their employees. the pandemic. Governments and regulators will also be
keen to punish criminal or non-compliant activities that
Mass remote working is symptomatic of a larger trend – occurred during the crisis. Misconduct thrives when times
the digitisation of business ecosystems. Digital solutions are hard, and 69% of companies have seen or expect to
drive growth and innovation, but their prevalence also see an increase in regulatory investigations as a result of
fuels the increased threat from cyber attacks. As COVID-19 COVID-19.
has pushed more global commerce online over the last
12 months, we have seen increases in incidents: almost 1 But the pandemic should not be viewed only as a catalyst
in 3 G20 companies lost customer/patient data to attacks for regulatory investigations or negative press. In 2020,
in 2020, up from 1 in 4 for 2019. 74% of business leaders businesses saw opportunities to reaffirm their social
agree that cybersecurity has risen up their board’s agenda licence to operate. More than just an engine of financial
as a result of the pandemic. value creation, companies can work with public bodies
and society at large to drive broader positive change. Even
Scrutiny and opportunity
with the financial pressures of the pandemic, 82% of G20
COVID-19 has reaffirmed that no business is an island business leaders stated that companies should be run for
– every company is sustained through a complex web the interest of all stakeholders, not just shareholders.
of stakeholder interests. A key aspect of resilience is to
effectively manage these interests. Governments have If 2020 has taught businesses anything, it is that the best
intervened in economies to an astonishing extent, and way to follow through on these commitments is to be
now rank even above customers as the stakeholder group resilient to crises and prepare for emerging threats – those
with the strongest ability to influence companies’ strategic businesses that invest in resilience will be well placed to
direction. Public bodies will expect good governance succeed when we emerge on the other side.
TMT is the best performing industry with Food and beverage is the worst performing
49/100 35/100
a COVID Resilience score of industry with a COVID Resilience score of
5F T I C O N S U LT I N G R E S I L I E N C E B A R O M E T E R C-SUITE CONCERNS
C-Suite
Concerns
If 2020 taught businesses anything, it is What will business leaders lose sleep over in 2021?
that the risks they face extend far beyond Future waves of COVID-19 are at the forefront of business
leader concerns – 74% say they are troubled by this
the fluctuations of their particular industry possibility, and almost 90% believed they are likely to face
or ecosystem. Global CEOs are concerned another wave in their country. This is unsurprising – even
not just by market developments, but by with vaccine rollouts across the world, the appearance
of new variants is a reminder that the end of this is not
geopolitical shifts, social movements, and within touching distance yet. The macroeconomic fallout
the accelerated digital transformation of from the pandemic, manifesting in rising unemployment
global commerce. and government debt, is also of pressing concern, and will
continue to be for years to come.
The pandemic was naturally the dominant concern,
affecting every aspect of the world economy – but CEOs Political issues feature heavily on the C-Suite agenda,
also found themselves called to action on issues such as from rising corruption to sanctions and trade restrictions.
climate change, social justice and diversity. Geopolitical Over three-quarters of G20 companies predict that
changes are also high on the agenda as supply chains and these will increase in 2021, indicating that CEOs should
business continuity risk being impacted by changes in trade prepare for a more contentious and complex commercial
relations between the US and China, Brexit, and increased environment in the next 12 months. There is also concern
fragmentation around the world. over the presence of malicious cyber actors disrupting
legitimate business on behalf of nation states. 72% of our
More than any other crisis in recent memory, the pandemic respondents believe that nation state cyber attacks are
has put huge pressure on business leaders. Irrespective of likely in 2021, and these fears were confirmed in the US
financial performance, CEOs have had to grapple with the just as 2020 was drawing to a close.
human cost, be that to their employees, their companies
or their communities. Business continuity has hinged on
making immensely difficult decisions, and will continue Disruption and change defined
to do so in 2021. Whole divisions have been shuttered,
and many have watched years of hard work vanish due to
2020, and the burden on decision
circumstances beyond their control. makers is to identify which changes are
temporary and which are permanent.
At a time when productivity is low and employee wellbeing Discerning which ‘new normal’ scenarios
is in question – over half of business leaders are seriously
concerned about the mental health of their employees –
will be realised post-pandemic – and
compassionate and resilient leadership is more vital than building resilience accordingly – will be a
ever. Even as the pandemic yields to human ingenuity and distinct strategic advantage for businesses.
tenacity, CEOs must continue their focus on protecting staff
as well as margins. KEVIN HEWITT
Chairman
Europe, Middle East & Africa
6F T I C O N S U LT I N G R E S I L I E N C E B A R O M E T E R C-SUITE CONCERNS
C-Suite concerns for 2021
Q: Do you think that the following events are likely and/or concerning in 2021?
Likely and concerning Likely but not concerning Unlikely but concerning Unlikely and not concerning
Next waves of COVID-19 65% 23% 9% 4%
Rising unemployment in my country 55% 24% 13% 7%
Increase in corruption 52% 27% 13% 8%
Government debt in my country 49% 28% 15% 8%
Increase in sanctions
and other trade restrictions 47% 31% 15% 6%
Consumer behaviour not
reverting to pre-COVID-19 era 46% 31% 16% 7%
Restrictions on
movement of people 44% 32% 17% 7%
Nation state cyber attacks 42% 31% 18% 10%
Nation state security threats 42% 29% 18% 11%
Strained US-China relationship 41% 31% 19% 8%
Social unrest post-US election 35% 41% 14% 9%
Trade disruption resulting from Brexit 32% 37% 19% 12%
7F T I C O N S U LT I N G R E S I L I E N C E B A R O M E T E R RESILIENCE AGENDA
Resilience
Agenda
E
ET
MP
CO
Escalation Planning
& Response
Remediation &
Dispute Resolution
Digital Trust
& Ecosystems DATA AN
I ME AL
L -T YT
A I
C
E
S
R
Government
& Stakeholder
Operational Relations
S
R
& Financial
IC
E
L- T
A
Resilience TI
A LY
ME
DATA AN
PR
OT
EC
Economic Impact
Business Model
T
ADAPT
& Sustainability
& Workforce
Transformation
8F T I C O N S U LT I N G R E S I L I E N C E B A R O M E T E R RESILIENCE AGENDA
The future is uncertain, and tectonic market 14 RES ILIENCE S CENA RIOS
shifts have a habit of striking on unexpected
fronts. True business resilience is therefore 01. Inability to proactively plan for the future
not developed by concentrating on a 02. A corporate crisis damaging your reputation
single risk, but by building preparedness
03. Uncovered fraudulent practices or victim
holistically against a variety of threats. of financial crime
This preparation must happen constantly;
04. Litigations and contract disputes
even in ‘normal’ times, resilient companies
find their preparedness translates into 05. Activism or boycott by stakeholders
competitive advantage. 06. Scrutiny of regulatory compliance and investigations
Drawing on insights from global C-Suite professionals, FTI 07. Impacted by ESG and sustainability agenda
Consulting’s Resilience Agenda© captures the experiences
08. Shift in investment strategies as a result of industry
of business leaders facing major challenges – whether convergence, regulatory or geopolitical changes
commercial, technological, reputational or legal.
09. Drop in productivity or profitability
These learnings are encapsulated in seven resilience
levers: key areas of focus that decision makers must 10. Pressure to innovate business model and
navigate in a fast-paced, disrupted environment. accelerate digitisation
11. Disruption of cash flow
12. Supplier disruption or disputes
13. Cyber attacks and threats
14. Data privacy issues and leak of sensitive
internal information
I N N U MB E RS
We gathered perspectives of C-Suite The companies directly employ a Participating companies represent a
and senior managers from total of sum aggregated
2185
LARGE G20 CO MPA N I E S
38 million
P EOP LE
$30 trillion
G LO B A L T U R N OV E R
9F T I C O N S U LT I N G R E S I L I E N C E B A R O M E T E R RESEARCH METHODOLOGY
Research
Methodology
The latest quarterly FTI Resilience Reported global turnovers as compared to our January
Barometer™ report incorporates the views 2020 report have highlighted a decline, reflective of
the global economic downturn brought about by the
of 2,185 decision makers in large companies pandemic, with respondents reporting an average global
across all G20 countries. The quantitative turnover of $13.7bn (January 2020 report: $17.4bn)
survey was conducted between 2-15 over the past 12 months. Companies reporting a global
turnover of more than $100bn made up 5% (January 2020
October 2020, and the results tested in report: 7%). In total, participating companies employ a
expert-led focus groups from December global sum of 38 million people, employing an average of
2020 - January 2021. 17,287 (January 2020: 23,336).
Respondent profiles replicate those used Membership of the G20 consists of 19 individual countries
plus the European Union. The EU is represented by the
in the previous waves of research. The
European Commission and by the European Central Bank.
majority of respondents were C-Suite and Collectively, the G20 economies account for around 90% of
senior executives from privately owned Gross World Product, 80% of global trade and two-thirds
of the world population.
companies (79%, January 2020 report:
74%), while 21% were from publicly listed Each country’s results have been weighted so that they
entities (January 2020 report: 26%). represent a similar proportion in the total G20 results. The
results were also weighted so that the industry breakdown
of each country is similar to the breakdown of the 2020
Resilience Barometer™.
This research presents the realities
of the 2020 corporate environment
resulting from both direct and indirect
impacts of COVID-19. We identified 14 key
risk scenarios in this edition – each aligned
with one of our Resilience Levers. Though
the arguably short-term productivity drop
is most significantly impacting industries,
more fundamental long-term issues like
outdated business models will prove a
greater challenge for leaders.
D A N H E A LY
Head of Research
EMEA
10F T I C O N S U LT I N G R E S I L I E N C E B A R O M E T E R RESEARCH METHODOLOGY
COU N T RY R E S P O N DE N T
NU M B E RS
UK RUSSIA
n=116 n=115
CANADA GERMANY
n=108 n=116
FRANCE
USA n=113 TURKEY
n=120 ITALY n=115 CHINA JAPAN
n=106 n=116 n=106
SOUTH
KOREA
MEXICO n=106
n=119 SAUDI
ARABIA INDIA
116 113
INDONESIA
n=120
BRAZIL
n=116
SOUTH AUSTRALIA
AFRICA n=107
n=120
R E S PO N D E N T P R O FI L E
Senior management 47%
C-Suite 28%
Board member (exec) 19%
Privately owned company Publicly listed Board member (non-exec) 5%
79% 21%
I N D UST RY C LA SSI FI C ATI O N
26 19 14 10 6 6 6 4 4 3 2
Technology & Communication Infrastructure Transportation
Software & IT Services, Electronic Manufacturing Electric Utilities & Power Generators, Gas Utilities & Airlines, Air Freight & Logistics, Automobiles, Auto
Services & Original Design Manufacturing, Distributors, Water Utilities & Services, Engineering Parts, Car Rental & Leasing, Cruise Lines, Marine
Hardware, Internet Media & Services, & Construction Services, Home Builders, Real Transportation, Rail Transportation, Road
Semiconductors, Telecommunication Services Estate, Real Estate Services, Waste Management Transportation
Consumer Goods Food & Beverage Renewable Resources &
E-commerce, Apparel, Accessories & Footwear, Agricultural Products, Meat, Poultry & Dairy, Alternative Energy
Appliance Manufacturing, Building Products & Processed Foods, Alcoholic Beverages, Biofuels, Fuel Cells & Industrial Batteries, Solar
Furnishings, Household & Personal Products, Toys Non-Alcoholic Beverages, Food Retailers & Technology & Project Developers, Wind
& Sporting Goods, Multiline and Specialty Retailers Distributors, Restaurants, Tobacco Technology & Project Developers, Forestry
& Distributors Healthcare Management, Pulp & Paper Products
Financials Biotechnology & Pharmaceuticals, Drug Retailers, Resource Transformation
Retail and Investment Banks, Insurers, Asset Healthcare Delivery, Healthcare Distributors, Aerospace & Defense, Containers & Packaging,
Managers, Brokerages, Consumer Finance Managed Care, Medical Equipment & Supplies Electrical & Electronic Equipment, Industrial
Services Extractives & Minerals Processing Machinery & Goods, Chemicals
Professional & Commercial Services, Advertising & Coal Operations, Construction Materials, Iron &
Marketing, Media & Entertainment, Casinos & Steel Producers, Metals & Mining, Oil & Gas –
Gaming, Hotels & Lodging, Leisure Facilities, Exploration & Production, Oil & Gas – Midstream, Oil
Education & Gas – Refining & Marketing, Oil & Gas – Services
11F T I C O N S U LT I N G R E S I L I E N C E B A R O M E T E R COVID REPORT FEBRUARY 2021
About us
FTI Consulting is an independent global business advisory firm dedicated to
helping organisations manage change, mitigate risk and resolve disputes.
Operating globally across 27 countries on six continents, we offer a comprehensive suite of services
designed to assist clients right across the business cycle – from proactive risk management to the ability
to respond rapidly to unexpected events and dynamic environments.
CO R P O R AT E F I N A N C E E CO N O M I C A N D FORENSIC AND
AND RESTRUCTURING F I N A N C I A L CO N S U LT I N G L I T I G AT I O N CO N S U LT I N G
• Business Transformation • Antitrust and Competition • Forensic Accounting and
• Turnaround & Restructuring • Valuation Advisory Services
• Transactions • Intellectual Property • Global Risk & Investigations
• Valuation & Financial Advisory • International Arbitration Practice
• Dispute Advisory • Labour and Employment • Dispute Advisory Services
• Tax • Public Policy • Trial Services
• Executive Compensation & • Regulated Industries • Compliance, Monitoring and
Corporate Governance • Securities Litigation & Risk Receivership
Management • Anti-Corruption Investigations
• Centre for Healthcare & Compliance
Economics and Policy • Anti-Money Laundering
• Economic Impact & Market • Export Controls & Sanctions
Modelling
S T R AT E G I C T E C H N O LO G Y SPECIALIST SERVICES
CO M M U N I C AT I O N S
• E-Discovery Consulting • Cybersecurity
• M&A, Crisis Communications • Managed Document Review • Private Capital Advisory
& Special Situations • Collections & Computer • Office of the CFO
• Capital Markets Forensics • Activism and M&A Solutions
Communications • Information Governance, • Family Enterprise Services
• Corporate Reputation Privacy & Security • Applied Statistical Data
• Public Affairs & Government • Contract Intelligence Sciences & Data & Analytics
Relations • Radiance Visual Analytics
• People & Transformation Software
• Digital & Insights • Strategic IT
• Strategy Consulting & Research
fticonsulting.com
12F T I C O N S U LT I N G R E S I L I E N C E B A R O M E T E R COVID REPORT FEBRUARY 2021
Our Experts
EXECUTIVE SUMMARY R E M E D I AT I O N & D I S P U T E R E S O L U T I O N
CAROLINE DAS MONFRAIS SONIA CHENG
Global Resilience Lead Head of Information Governance & Privacy, EMEA
Caroline.Das-Monfrais @fticonsulting.com Sonia.Cheng@fticonsulting.com
D AT A A N A LY T I C S JOHN ELLISON
Senior Managing Director Economic &
Financial Consulting
R I C H A R D PA L M E R
John.Ellison@fticonsulting.com
Senior Managing Director Technology
Richard.Palmer@fticonsulting.com
ED WESTERMAN
Global Investigations Lead
IAN DUNCAN
Edward.Westerman@fticonsulting.com
Senior Managing Director, Digital Science
Ian.Duncan@fticonsulting.com
F E D E R I C A TACCO G N A
Senior Managing Director, Forensic &
J NICHOLAS HOURIGAN
Litigation Consulting
Head of Data Analytics EMEA
Federica.Taccogna@fticonsulting.com
Nick.Hourigan@fticonsulting.com
E S C A L AT I O N P L A N N I N G & R E S P O N S E KAREN BRIGGS
Head of Forensic and Litigation Consulting
& Technology, EMEA
TOM EVRARD Karen.Briggs@fticonsulting.com
Head of Crisis & Issue Management Asia Pacific
Tom.Evrard@fticonsulting.com G O V E R N M E N T & S T A K E H O L D E R R E L AT I O N S
ALEX DEANE
K AT E B R A D E R
UK Head of Public Affairs
Managing Director, Crisis Management
Alex.Deane@fticonsulting.com
Kate.Brader@fticonsulting.com
SIMON LEWIS
J A M E S M E LV I L L E - R O S S
Vice Chairman EMEA, Global Head of Financial
Head of Crisis & Issue Management EMEA
Services, Strategic Communications
James.Melville-Ross@fticonsulting.com
Simon.Lewis@fticonsulting.com
13F T I C O N S U LT I N G R E S I L I E N C E B A R O M E T E R COVID REPORT FEBRUARY 2021
Our Experts
O P E R AT I O N A L & F I N A N C I A L R E S I L I E N C E
C H A R L I E PA L M E R
Global TMT Lead
Charles.Palmer@fticonsulting.com SIMON GRANGER
Head of Corporate Finance & Restructuring, EMEA
Simon.Granger@fticonsulting.com
JULIA HARRISON
Global Head of Public Affairs
Julia.Harrison@fticonsulting.com SUDHI RAO
Senior Managing Director, Health Solutions
E CO N O M I C I M PA C T & S U S TA I N A B I L I T Y Sudhi.Rao@fticonsulting.com
MARTIN PORTER
C A R LY N T A Y L O R
Executive Chair, CISL Brussels, Senior Advisor,
Global Head of Corporate Finance & Restructuring
FTI Consulting
Carlyn.Taylor@fticonsulting.com
Martin.Porter@fticonsulting.com
D I G I TA L T R UST & E CO SYST E M S
HELEN NOWICKA
ESG Lead EMEA KYUNG KIM
Helen.Nowicka@fticonsulting.com Head of Cybersecurity, Asia Pacific
Kyung.Kim@fticonsulting.com
C H R I ST I N E D I B A RTO LO
ESG Lead, Americas J O R D A N R A E K E L LY
Christine.DiBartolo@fticonsulting.com Head of Cybersecurity, Americas
Jordan.Kelly@fticonsulting.com
KERSTIN DUHME
Global ESG Lead JOSHUA BURCH
Kerstin.Duhme@fticonsulting.com Head of Cybersecurity
Europe, Middle East, India & Africa
BUSINESS MODEL & WORKFORCE Joshua.Burch@fticonsulting.com
T R A N S F O R M AT I O N
R E S E A R C H M E T H O D O LO G Y
V I C TO R I A G R A E F I N ST R A C H W I TZ
Global Co-Head, People & Change D A N H E A LY
Victoria.Strachwitz@fticonsulting.com Head of Research, EMEA
Dan.Healy@fticonsulting.com
LESLIE BENSON
Global Co-Head, People & Change
Leslie.Benson@fticonsulting.com
J O H N M A LO N E Y
Senior Managing Director, Business Transformation
John.Maloney@fticonsulting.com
14F T I C O N S U LT I N G R E S I L I E N C E B A R O M E T E R COVID REPORT FEBRUARY 2021
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