Corporate Security at BMW Group

CSO Alexander Klotz, Head of Corporate Security, BMW Group

© BMW

GIT SECURITY: Mr. Klotz, you head up corporate security for the BMW  Group – that is already a significant task with more than thirty production sites alone. Let us look at your career history. How did you become involved in security, what were the decisive stops along the way, and since when have you been working for the BMW  Group?

Alexander Klotz: Just like many other CSOs, I used to work for a German authority as an officer with the German Army, where I was also able to continue my studies. After ten years, however, I became curious about security in the private sector. There followed an exciting time as a security manager at Infineon Technologies, in a management role as CSO at Schott in Mainz, and at the Uni Credit Group in Milan, Italy, amongst other locations before I joined the BMW  Group. First, I was responsible for security business intelligence, corporate investigations and also incident and crisis management. I have now been head of corporate security for the BMW  Group for the past three years. For a petrolhead like me, it is the ideal mix of career progression and personal passion.

Could you give us a broad view of all your tasks and responsibilities? How many employees are working in your area and how is it structured – also in relation to the individual locations?

Alexander Klotz: My team and I bear the global responsibility for the security of all employees, as well as for material assets, i. e. our sites and facilities. We are also responsible for the security of our immaterial assets in the form of important information that continues to give us a competitive advantage.

We are one of the core administrative functions here at the headquarters in Munich, and provide a regional security service for America, Europe and Asia. We currently have 140 employees in the global security organization at a central and regional level, addionally numerous operative colleagues who ensure security at the worldwide production sites. We have been very centrally organized until now. The challenges of recent years have clearly shown that current and future threats are increasingly having a more global and more complex effect and can no longer be limited to one location or centrally managed. That is why we are on a path of transformation to strengthen the regions so that they will be able to act independently, yet in alignment, in future.

But itʼs not just the security organization that needs to change. The entire automotive industry is undergoing a significant paradigm shift towards electrification and connectivity. This is also reflected in our vision of the future: “digital, electric, circular”. A recent example of this: our main plant in Munich is currently being converted during ongoing operations in such a way that we will come a great deal closer to meeting our circularity and sustainability requirements with the Neue Klasse from 2025.

How do you understand your role as corporate security in a large corporation like the BMW  Group? What is your approach to organizational development especially in view of the company’s global presence?

Alexander Klotz: As a security organization, we are primarily a so-called ‘enabler’ that wants to provide not only a secure environment for business but also for the various divisions that are involved in the central processes of the company. This means securing the infrastructure both physically and digitally so that the production of our cars, engines and, in future, high-voltage batteries can run safely.

However, this cannot be achieved alone, but only together with all the relevant stakeholders within the company. It is therefore essential for us to understand the business and to speak the same language. It is the only way to apply the various security products that we offer effectively and to strengthen the resilience of the BMW  Group. From an organizational point of view, this means being anchored in important networks at all levels within the company. That could be certain committees at management level in which we provide security-relevant information or where we influence strategically important local decisions.

But we are also represented in broad security networks, such as in information security, where we ensure with strong governance and networking that security plays a major role in critical areas, such as automotive security, customer data etc., and that ʻSecurity-by-Designʼ is considered in all processes right from the start. A good example of this is prototype protection, such as for the new BMW X3. We are involved in the project team at an early point and define standards for camouflage together with other stakeholders. The same applies when we plan a new factory or another building – security aspects are planned by us from the beginning, and we implement them together with the operational colleagues on site both in the planning and construction stage as well as during subsequent operation.

How important is the contribution of security within corporate management?

Alexander Klotz: The contribution that we as the security organization make to the company consists of detecting appropriate security risks in advance and minimizing these as much as possible. The importance of this job is understood and supported at all levels of the BMW  Group. We are also heard by senior management and appreciate their full support for our target group-oriented products, such as strategic situation reports, scenario analyses, targeted awareness campaigns, and also ad-hoc incident and crisis management. We have close ties to the board and report to them regularly. This close cooperation has evolved not least because our company security staff provide board-related services, such as close protection or security drivers and reception services for example. That naturally builds a broad level of trust.

Is it your experience that the recent string of crises has sharpened the awareness of corporate security and its importance? How is this visible?

Alexander Klotz: The BMW  Group Security has built up a very good reputation over the years – which of course helps both me and my team. But it is true that the challenges, events and crises in recent years have increased the awareness of security within the company – for example through successful crisis management solutions during Covid or by our support in maintaining supply chains in various conflict areas worldwide.

The appreciation and acceptance of our authority in matters of security is definitely noticeable. That has increased our visibility on the one hand, but on the other hand, the requirements and expectations towards our team have risen. This is reflected, among other things, by the fact that our stakeholders within the company expect to be informed even more quickly and comprehensively about potential developments. This means that we must become even faster and more digital.

You take a holistic approach to all the processes of corporate security, and within the BMW  Group generally. Could you explain that for us?

Alexander Klotz: We integrate ourselves in the process environment of the company. All our processes are aimed at reaching the strategic goals of corporate security and address our assets to be protected. That means: we follow a holistic ‘prevent, detect, respond’ approach that will also strongly influence our global organizational structure in the future. Within the preventive part are the regulatory frameworks, i. e. the governance and risk evaluation. The ‘detect’ and ‘respond’ parts concentrate on security business intelligence and analysis as well as our effective response to incidents. This process-oriented organizational structure enables us to handle our daily global business better. In this way, we make a significant contribution to the organizational resilience of the BMW  Group – always with the attitude of continual improvement.