Disaster Recovery Journal Fall 2025

ters an institutional culture which values early readiness and links preparedness with the continuity and quality of essen tial services – especially in critical sectors such as municipalities, healthcare, and public safety. Preparedness in Numbers: A Reality Check Recent data reveals a significant gap between planning and real-world readi ness. For example, over 70% of organiza tions with documented emergency plans have not conducted any actual testing in the past year. Additionally, only about one-third of institutions regularly update or simulate their plans more than once a year. While nearly 90% of senior leaders consider crisis preparedness a strategic priority, only around 70% express con fidence in their organization’s ability to respond effectively to real incidents. These figures underscore the fact the chal lenge is not merely in planning but in the consistent execution and follow-through. This is where internal audit plays a criti cal role – by identifying readiness gaps, evaluating implementation, and recom mending actionable improvements that align with the organization’s mission and public responsibility. Practical Recommendations for Enhancing Readiness To bridge the gap between documented

plans and real-world emergency prepared ness, organizations should adopt a proac tive and structured approach. Based on internal audit insights and field observa tions, the following actions are recom mended: 1. Conduct regular drills: Emergency plans should not remain theoretical. Institutions must implement routine simulations and scenario-based drills to evaluate the practicality and responsiveness of their teams. 2. Integrate readiness into performance metrics: Crisis preparedness must be embedded in institutional KPIs. Linking readiness to departmental evaluations ensures long-term accountability and attention. 3. Empower internal audit to evaluate readiness: Internal audit teams should go beyond compliance checks and assess operational effectiveness. Their evaluations can uncover hidden vulnerabilities and guide leadership in strengthening systems. 4. Promote a culture of preparedness: Readiness should become a shared value across the organization. Leaders should champion open communication, continuous learning, and institutional memory related to previous crises. These steps can collectively elevate preparedness from a checkbox exercise to

a core element of organizational resilience and public trust. Conclusion In a world defined by instability and the accelerating pace of crises, it is no longer sufficient for organizations to simply have emergency plans filed away. True pre paredness is not measured by the number of pages written or meetings held, but by the ability to act swiftly, adapt effectively, and make decisions with clarity and confi dence in critical moments. This article has shed light on the “hidden gap” between planning and exe cution – a gap that often goes unnoticed until a crisis strikes. Here, the role of internal audit becomes vital: not merely to assess compliance, but to provide a real istic evaluation of institutional readiness and deliver actionable recommendations that can drive structural improvement. Crisis preparedness cannot be achieved without the involvement of senior leader ship. Organizational resilience is not the responsibility of a single department; it is a cultural and strategic approach champi oned by leadership and supported through integrated systems and practices. When top management gives real priority to readiness, the institution becomes more capable of enduring, learning, and con tinuously improving. Ultimately, success in managing crises is not about having documents in place – it’s about having the courage to assess, the honesty to acknowledge weaknesses, and the will to improve. These values are what differentiate an organization that falters at the first sign of disruption from one that transforms each crisis into an opportunity for growth and excellence. v

Nada Al-Shahri, GRCA, GRCP, RMP, is an internal auditor with Riyadh Municipality. She is an experienced internal auditor with a focus on evaluating institutional readiness, improving risk management frameworks,

and enhancing disaster preparedness across public sector organizations. Al-Shahri’s work is grounded in both aca demic knowledge and practical certifications, and she is passionate about strengthening governance and resilience through internal audit practices. She has a bachelor’s degree in insurance risk management and a master’s degree in crisis and disaster management.

38 DISASTER RECOVERY JOURNAL | FALL 2025