We are now at the first anniversary of the end of the transitional period for Operational Resilience rules from the PRA and FCA. Both regulators are clearly taking stock and have come up with a surprising burst of activity to mark this auspicious occasion. On the 18 th  March, both regulators published their findings and new rules on Operational Incident Reporting. These rules will be effective in March 2027. Just over a week later, the FCA published their take on the progres

Operational Resilience is no longer the new regulatory game in town, but it is not going away. Unusually however, for a collection of centrally imposed rules, it does make some considerable sense and if it is done right, it benefits clients and firms in equal measure. Additionally, we are seeing the same rules, with barely any deviation, being imposed by regulators across the world. There are clearly not too many ways of skinning this particular cat. The cat analogy unfortuna

Given the total chaos we have seen in just the first two weeks of 2026; (Venezuela, pub taxation, Tankers, pub taxation, Iran, pub taxation, Greenland, pub taxation, ICE,  pub taxation and Storm Goretti, it would be very tempting to write my first missive of the year by jumping on the bandwagon and warbling on about handling a crisis. At Aldbury after all, we believe we are pretty good at helping firms put their Crisis Management Teams in a strong position to do this. I’m not

Aldbury International was approached by a financial services firm following an FCA review of its Operational Resilience Self-Assessment. 

In the world of Operational Resilience, failure isn’t something to avoid - it’s something to learn from. This article explores why regulators such as the FCA and PRA expect firms to test beyond the point of failure, how effective crisis management teams respond under pressure, and why true resilience is built through challenge, not comfort.

Running scenario testing under the UK’s Operational Resilience framework is challenging. Designing severe, plausible and meaningful scenarios is not straightforward and can be a daunting prospect for firms both caught within the framework and the many more outside it who want to be seen to be doing the right thing. 

When it comes to scenario testing under the UK’s Operational Resilience framework, the challenge isn’t just running a test, it’s designing one that’s truly severe, plausible, and meaningful.

Author: Chris Goodeve-Ballard   The FCA released a blog on their website on 15th April concerning Operational Resilience. Given the recent regulatory deadline of 31st March in this area, this in itself is of no great surprise.   There was one notable factor missing in the blog – nowhere in it did it differentiate between in scope and out of scope firms. We’ve seen this type of “mission creep” from the FCA before and in this case, there is some genuine justification. Be in no

If you're looking to organise and run a crisis exercise, there are four key elements you need to have clear in your mind from the outset: Time How much time do participants have? This will influence the format of your exercise—whether it's a walk-through, tabletop, simulation or full live scenario. The time available helps set realistic expectations and ensures the session is both engaging and productive. Scenario What scenario is both realistic and challenging? It must be re

Author: Chris Goodeve-Ballard The fire at Heathrow on Friday should be a wake up call for not just those in charge of significant national infrastructure, but every organisation that relies on what should be resilient services.   I have no intention of speculating on the causes (there are many better qualified people than me doing this already – as well as a few worse qualified). Chasing causes of incidents is of course a valuable exercise, and at Aldbury International we hel