PROTECTING PERFORMANCE UNDER DISRUPTION
How HARTING strengthened operational resilience across its global production, logistics and IT landscape, building the capability to protect value creation.
RISK HAS CHANGED. RESILIENCE MUST ADAPT
Cyber threats, geopolitical tensions and supply chain volatility have fundamentally changed the risk landscape for industrial companies. For global production networks, even short disruptions can interrupt revenue, damage customer trust and expose critical operational dependencies.
HARTING set out to strengthen resilience across its global production, logistics and IT landscape. The ambition was to build a practical management capability that would strengthen operational control and support executive decision-making during disruption.
HARTING
A leading global provider of industrial connectivity, delivering solutions for data, signal and power across industries including automation, transportation, renewable energy, mechanical engineering and electromobility.
BUILD RESILIENCE WHERE IT MATTERS MOST
The ambition extended well beyond compliance or documentation. HARTING wanted to identify business-critical dependencies, prioritise revenue-relevant recovery activities and strengthen leadership’s ability to respond effectively during disruption.
Business critical processes analysed and prioritised
Recovery priorities and recovery measures
Executive crisis decision capability
OPERATIONAL RESILIENCE, EMBEDDED
Together, HARTING and H&Z embedded Business Continuity Management across the organisation.
The initiative strengthened operational stability, reduced operational and IT risk exposure, and embedded crisis readiness into daily operations across production, logistics and IT.
WHAT HARTING’S LEADERS SAY
H&Z played a decisive role in turning our resilience ambitions into operational reality. Their “hands-on approach”, strong expertise, and proximity to our teams enabled rapid trust, high acceptance, and real collaboration from day one. Through open dialogue on equal footing and the proactive involvement of all stakeholders — from production and training to governance bodies and site leadership — global alignment was consistently translated into reliable, process-level execution.
Sven Oßenbrink
General Manager Global Facility Mgmt
H&Z combined strong methodological expertise with a deep understanding of our operational reality. By working closely with our teams positioning themselves as enablers and challengers, they quickly built trust and credibility while respecting the experience of our long-standing experts. This enabled a highly constructive collaboration, resulting in reliable delivery on time, within budget and the successful anchoring of Business Continuity beyond a conceptual level.
HOW HARTING BUILT OPERATIONAL RESILIENCE
A concise overview of the challenge, solution approach, key outcomes and client perspectives behind HARTING’s Business Continuity Management programme.
