Trend in overall resilience preparedness, 2024–2025 (percentage of organizations reporting readiness across all dimensions)FIGURE 2 The results point to growing momentum - proof that resilience strengthens when it becomes an ongoing organizational priority rather than a reactive response. However, despite progress, organizational preparedness for disruptions remains limited. Only one in four companies now considers themselves ready to withstand major shocks – an improvement from 16% in 2024 to 29% in 2025, but still low given the scale and frequency of global challenges. During a Resilience Consortium leaders’ convening in 2025, a participant noted: “Resilience planning must extend beyond short-term horizons (three to five years) to include a 20-year perspective that accounts for mega-trends such as demographic shifts.” While companies recognize resilience as essential, low preparedness levels reveal a gap in developing long-term, structural strategies and mechanisms to enhance resilience. Many organizations remain focused on reactive measures, often questioning post-disruption, “Could we have done more?” The challenge lies in shifting from reactive responses to proactive, systemic approaches that build enduring resilience. Preparedness and priorities across resilience dimensions Assessing global preparedness across resilience dimensions highlights financial resilience as the strongest area, with 40% of organizations reporting readiness – consistent with 2024 findings. This underscores the continued prioritization of financial stability and cash flow management as critical operational pillars. The immediate impact of financial disruptions on business continuity has driven companies to allocate resources and develop comprehensive financial strategies. Over 2025, 33% of respondents reported implementing targeted actions to enhance financial resilience. These included diversifying funding sources, improving cash flow forecasting, and renegotiating supplier payment terms to safeguard liquidity. Additional measures involved optimizing cost structures, conducting in-depth financial reviews, and adopting worst-case scenario planning. Organizations also embraced more disciplined cash management practices and made strategic investments to future-proof their offerings. Digital and technology resilience ranks second, rising to 32% from 19% in 2024. This progress reflects the potential to drive growth through productivity gains and provide a competitive edge to organizations that deploy technologies effectively. Realizing these benefits, however, depends as much on skilled talent as on technology. This dimension also carries geopolitical risks, including cybersecurity threats and dependencies on regions leading in emerging technologies, such as artificial intelligence (AI). In contrast, organizational resilience remains less developed, with a global preparedness average of 23% – though up significantly from 9% in 2024. Of respondents, 43% reported actions to strengthen How resilient or well prepared do you feel along the following dimensions? 2024 2025Financial Digital and technologyOperational Market position and demandOrganizational Societal alignment and purposeGeopolitics/uni00A02540 1932 1331 1827 923 1521 N/A*9+6 +14+9 +18+13+15 *Geopolitics was not assessed as a dimension in the 2024 Pulse Check Survey. Resilience strengthens when it becomes an ongoing organizational priority rather than a reactive response. Resilient Firms and Economies 9

Resilient Firms and Economies 2025