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Published byKristina Powers Modified over 9 years ago
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Welcome Councillor Michael Braley
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‘ Helping you deliver your promises’ The Business Case for Resilience Planning ‘ Helping you deliver your promises’ The Business Case for Resilience Planning Charlie Heritage Emergency Planning Officer WCC & Mike Mikkelsen FBCI MCMA Tel: +44 (0) 1527 518810 Mob: +44 (0) 7771 686656 www.redan-international.com
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Why be prepared? Charlie Heritage.
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‘A consideration, - --it is going to happen sometime – a fact !!’ And when --it happens, will you be really prepared?
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An Overview of Resilience Planning n Origins and History u Where is Resilience Planning Today? u Where is Resilience Planning Going?
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Origins of Resilience Planning n Emergency Planning – Community Based n Disaster Recovery u Technology - Main-Frame Computers u IT Buildings u Recovery Times n Mmmm…….Deep Thinks!! What about your People ? n And so, Business Continuity Management as a part of Resilience Planning Evolved!!
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Drivers/Incentives! for the deployment of Resilience Planning n Commercial Companies are being committed by Corporate Governance Obligations n All UK Government Departments are charged with creating a Resilience Planning capability – Civil Contingencies Act n Customer/Clients are applying pressure/expecting ‘always available’ services n Resilience Planning is able to compliment best business practice
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Operational Risk Management – supporting Resilience Planning n Issues directly affecting operations n Primary Considerations: u Emergency Management u HR and employment u Business Continuity Management u Security u Health & Safety and environmental u Behavioural and culture u Property (tangible and intangible assets) u Fleet n Preparedness,Training & Awareness
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- Resilience Planning - Business Continuity Management Business Continuity Management EMERGENCY MANAGEMENT IT DISASTER RECOVERY FACILITIES MANAGEMENT HUMAN RESOURCES SECURITY CRISIS COMMUNICATIONS & PR KNOWLEDGE MANAGEMENT SUPPLY CHAIN MANAGEMENT QUALITY MANAGEMENT HEATH & SAFETY RISK MANAGEMENT ENVIRONMENTAL MANAGEMENT
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Business Continuity Management The BCI Definition : “Business Continuity Management is a holistic management process that identifies potential impacts that threaten an organisation and provides a framework for building resilience and the capability for an effective response that safeguards the interests of its key stakeholders, reputation, brand and value creating activities”.
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My Definition of Resilience Planning by BCM ‘Appropriate Cost Justified Business Housekeeping with Exceptional Management Controls for Exceptional Circumstances’
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Quote: “Planning is an unnatural process; it is much more fun to do something. And the nicest thing about not planning is that failure comes as a complete surprise rather than being preceded by a period of worry and depression.” Sir John Harvey-Jones
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And Finally - ‘Does everyone really understand?
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Protecting your Business Protecting your Business Mike Mikkelsen
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The Development of BCM Standards n BS 25999-1- BCM Code of Practice’ n BS 25999-2 – BCM Specification n B C I 's Good Practice Guide 2008 Rev 2 u Practical methodology n BS 25999 ICT SC n Other Global standards - ITIL, Spring.... n And there’s More!!!!Why?
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Lets go Simple ! The Business Continuity Management Cycle P
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Resilience and BC analogy: Car journey
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‘A Quote from the Forces’ ‘Take a Risk but always have a plan B’
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Understanding Understanding your Business n Defining Priority Products, Services & Underpinning Processes by: u Business Impact Analysis u Risk Assessment n Simple Terms – What do you do?
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Business Impact - Resource & Dependencies. n Staff and Managers; n I C Technologies /Software applications; n Telecommunications; n Supporting Systems; n Data (all formats and media); n Facilities (workshop – stores – you know!) n Office& Specialist Equipment n Constraints (contractual or otherwise). n AND TIMINGS !!!
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Outcomes of Understanding your Business by Impact. n Prioritised recovery profile of Product, Services & Processes n Defined and documented risk (business impact) appetite n Documented schedule of priorities for BCM protection and the Ro I in the programme n A resource recovery profile n A Documented profile of your Business
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Resilience & BCM Risk Matrix Impact Control Accept Prevent Plan High Probability High Low
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Developing Resilience and BC Strategies n Organisational Strategy n Process Strategy n Recovery Strategy
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Developing and Implementing Responses n Resilience & Business Continuity Plans n Business Recovery Solutions & Plans n Incident Management Plans
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Initiating an Incident Response n Location n Tactical Strategic
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Following the Plan n People Safety - ‘paramount’ n Asset Register and Identification n Implications and Impact n Communications
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Image & Reputation Protection Image & Reputation Protection n Stakeholders n Your People n Regulators n Partners n Suppliers
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Incident Communications n Stakeholders n Your People n Customers n Partners n Suppliers Note: Do not depend on mobile phones !!
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Building & Embedding a Resilient Company Culture n Awareness and Understanding n Education & Culture – The H.W.W.W.W. n Training Programme to create resilience
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Resilience & BCM Awareness n Create Resilience and BCM Awareness Plans n Components; u Roles and Responsibilities u Media u Currency and Updates u Small is beautiful n Pictures paint a thousand words! n And share them with your clients and suppliers – don’t be shy!
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Keeping the Resilience Current n Exercising n Maintenance n Audit Managing Change – its essential !!
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Business Resilience Management n Programme Management - Investment Profiles n Policy - Appropriate/Current Assurance - Outcome of Audit and Reviews
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Future Developments of Resilience / BCM n Greater focus on Governance - following further ‘Drains-Up’s! post Global What’sit!
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Conclusions n Understanding dependency on critical business components n ‘Prevention is far better than Cure - Create Business resilience - in depth n Ensure currency by maintaining a company Resilience & BCM Programme ‘its not just about plans! n Ensure it is effective and appropriate
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Finally - Remember Everyone has put their trust in you – Have you created a Plan ‘B’?
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And Finally! ‘That All Folks – Your Observations and Comments Please ’ ‘Can I please thank you for your contribution to the Day’
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Sources of Additional Information n BS 25999-1&2 BCM Standards n BCI BCM Good Practice Guide-lines 2008 n The Redditch Borough Council Web Site n BCI Website - www.thebci.org n Civil Contingencies Secretariat : http://www.ukresilience.info n www.continuitycentral.com - BCM Portal n www.continuityshop.com - Training
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