From insight to action: Strengthening business resilience at Malcolm Investment Holdings

At a Training of Trainers (ToT) workshop in Barbados, organized under the UNDRR-led project on strengthening the disaster resilience of small and medium-sized enterprises (SMEs), Michael Green, Director of Group Broking (Risk and Compliance) at Malcolm Investment Holdings Ltd, was introduced to the Resilience Maturity Assessment (ReMA). A tool developed by the Corporate Chief Resilience Officers (CCRO) network supported by UNDRR.

Delivered in partnership with the Barbados Chamber of Commerce & Industry, the workshop formed part of a broader initiative to equip businesses with practical tools and coaching support to strengthen business continuity and resilience across the Caribbean.

For Michael, the experience was both affirming and clarifying, providing a clear pathway for further strengthening the organization’s resilience. He believed the company was well-prepared to navigate disruptions and, in many ways, that expectation held true. The ReMA tool assesses six pillars, and the results confirmed that Malcolm Investment was already on a strong footing. The assessment validated what they already did well: Leadership was aligned, governance was strong, decision-making structures were clear, and relationships with partners and stakeholders were robust. These strengths formed a solid backbone, something that had quietly supported the organization through past challenges. These were the pillars that held the organization steady.

But the real value of the exercise lay in what came next. The ReMA tool didn’t just affirm, but it provided clarity. By breaking resilience down into its component parts, it revealed a more nuanced picture. While the strategic and governance layers were strong, gaps emerged in policy clarity and operational consistency. Processes that were assumed to be well understood were not systematically embedded or implemented. When facing disruption, these small gaps could become significant vulnerabilities.

For Michael, this was not a setback, but an opportunity. “The tool helped validate where we are doing well, but more importantly, it showed us exactly where we need to focus next,” he reflected. “It gives us a roadmap.”

As a result, Malcolm Investment has begun integrating the ReMA findings into its internal planning processes, prioritizing updates to operational policies and strengthening risk management procedures across business units. This clearer prioritization is expected to strengthen the company’s ability to respond to disruptions more quickly and effectively. It also improves operational efficiency and risk-informed decision-making, ultimately reducing downtime, minimizing financial losses, and generating long-term cost savings and
productivity gains.

That clarity reinforced a key principle: resilience is not a one-time achievement, but an ongoing process. For Malcolm Investment, it is a continuous cycle of self-reflection, adaptation and improvement, something that
must be embedded into everyday business practice.

Beyond his own organization, Michael sees even greater potential for the ReMA tool. He believes that if more businesses across the Caribbean adopt it, the region’s private sector could significantly strengthen its collective resilience to disruptions and disasters.

At the same time, his experience highlighted an important lesson: context matters. 

To improve relevance and maximize its impact, tools like ReMA should reflect regional realities. Simple adjustments, such as using the term “hurricane” instead of “cyclone”, can make the tool more intuitive and accessible for Caribbean users, ultimately driving stronger engagement and uptake.

UNDRR is compiling this feedback and actively exploring ways to further localize the ReMA tool, reviewing terminology and user guidance to better align with geographic contexts. This iterative approach also reflects UNDRR’s commitment to ensuring that its tools are not only globally robust but also locally meaningful and user-friendly.

Looking ahead, Michael is optimistic. He plans to revisit the assessment in a year, aiming to demonstrate measurable progress, close identified gaps, strengthen policies, and sharpen operational strategies.

His conclusion is clear: resilience is not just about safeguarding one company’s future; it is about building stronger, better-prepared communities as a whole. And for that reason, he does not hesitate to recommend the ReMA tool to others.