Level of preparedness along the companies’ resilience capabilities FIGURE 4 Share of respondents feeling "well" or "somewhat" prepared in the different resilience capabilities Reference survey question: How resilient or well prepared do you feel along the following capabilities? 16% Feel well prepared in their crisis response capabilities9% Feel well prepared in their disruption preparation capabilities 8% Feel well prepared in their foresight capabilities 7% Feel well prepared in their strategic reorientation capabilities Percentage feeling "well prepared" Percentage feeling "somewhat prepared" We shouldn’t wait for a shock to act… If you are going to wait that a shock just goes away, you’re not going to be prepared. Mohammed Al-Jadaan, Finance Minister, Saudi Arabia Strategic dimensions are prioritized over capability building, hindering resilience Building on insights on companies’ perceived preparedness, the following section delves deeper into the actual strategies and actions being undertaken to strengthen resilience. It provides a comprehensive view of where companies currently stand in their resilience journeys and presents an analysis of the specific actions prioritized within each resilience dimension and capability. Today, resilience efforts are heavily skewed towards dimensions like financial, digital and market position resilience, reflecting where companies feel most prepared and where they perceive most short-term risks to be. This focus has resulted in a significant de-prioritization of resilience capabilities such as crisis response, strategic reorientation, foresight and preparation. This lack of emphasis on foundational capacities means companies may lack the agility to anticipate and adapt to emerging disruptions, leaving them vulnerable to unexpected challenges that could destabilize operations, hinder strategic pivots and ultimately impact long- term sustainability. Societal alignment and purpose appears to be the dimension most overlooked by companies, despite its growing significance in a world increasingly influenced by social and environmental pressures. According to the Global Risks Report 2025,12 seven of the top ten long-term risks are tied to these issues, signalling the urgent need for organizations to prioritize the societal and environmental dimensions and ensure long-term resilience. By deprioritizing this area, companies may fail to build the capacities needed to address these challenges, which could leave them vulnerable to future disruptions.2.3 Balancing priorities Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 11

Resilience Pulse Check 2025