Transcript Boeing Corporate PPT Template

Business Continuity Management
in Aerospace Manufacturing
Pam Dost
Business Continuity Program Manager
The Boeing Company
BOEING is a trademark of Boeing Management Company.
Copyright © 2009 Boeing. All rights reserved.
Global Boeing
 Customers in more than 90 countries
 Total revenue in 2009: $68.3 billion
 70 percent of commercial airplane revenue historically from customers outside
the United States
 Manufacturing, service and technology partnerships with
companies around the world
 Contracts with 22,000 suppliers and partners globally
 Research, design and technology-development centers and
programs in multiple countries
 More than 157,000 Boeing employees in 49 states and 70
countries
Partnering worldwide for mutual growth and prosperity
BOEING is a trademark of Boeing Management Company.
Copyright © 2009 Boeing. All rights reserved.
Enterprise Implementation Is Complex
World-class performance
Corporate functions:
Business Development and Strategy
Communications
Engineering, Operations and Technology
Finance/Shared Services Group/Boeing
Capital Corp.
Human Resources/Administration
International
Law
Office of Internal Governance
Government Relations
Commercial
Airplanes
Integrated
Defense
Systems
Delivering products and services to commercial and defense customers
BOEING is a trademark of Boeing Management Company.
Copyright © 2009 Boeing. All rights reserved.
Business Continuity Matters?
 Our shareholders, stockholders, investors, customers,
employees and communities rely on continued operational
support and services.
Priorities
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Safe and secure global, enterprise operations
Protect assets
Restore critical business processes and systems
Reduce the length of interruption to business
Protect reputation damage
Control media coverage (e.g. local, regional, national, global)
Maintain, customer, supplier and community relationships
Continued operations for the Enterprise
BOEING is a trademark of Boeing Management Company.
Copyright © 2009 Boeing. All rights reserved.
Global Corporate Citizenship
 We have one simple objective at Boeing: to make the world a
better place.
 We recognize that our pursuit of that vision has significant impact on
the individual communities where we live and work as well.
 Our employees around the world live and work in
areas that are at risk of potential threats
 Collaboration with local jurisdictions and
government agencies facilitates healthy
communication ensuring everyone is informed
and has the most current and relevant
information to make timely decisions
 If we have prepared employees, we have
prepared citizens and communities
BOEING is a trademark of Boeing Management Company.
Copyright © 2009 Boeing. All rights reserved.
Disaster Facts
Boeing Domestic Locations
Business Continuity Management
Emergency Preparedness
Focus: Life, Environment,
Property, Assets
• Risks identified in:
IT Preparedness
Focus: Critical Systems
and Applications
• Risks identified in:
• Employee Emergency
Processes and
Preparedness
• Large Scale
Emergency Incident
Management
• Emergency Planning
• Functional Testing
• Plan Development
• Plan Currency
Business Preparedness
Focus: Critical Business
Processes
• Risks identified in:
• Critical Processes
• Operations
• Programs
BOEING is a trademark of Boeing Management Company.
Copyright © 2009 Boeing. All rights reserved.
BC is like buying insurance . . .
 People with perfect driving records drive their cars everyday
and still choose to buy insurance.
– How much risk are you willing to accept?
 What critical programs, processes, systems or operations, if
disrupted could put the company at risk?
BOEING is a trademark of Boeing Management Company.
Copyright © 2009 Boeing. All rights reserved.
Risk Management
Identify material
elements of criticality
Identify, Plan
and Mitigate
for the Risk
(High Criticality)
Assume the Risk
(Low Criticality)
BOEING is a trademark of Boeing Management Company.
Copyright © 2009 Boeing. All rights reserved.
Business Continuity
Approach
Natural Disasters
Influenza, Pandemic
(Floods, Hurricanes, Earthquakes, etc.)
(Avian Flu, H1N1)
Loss of Personnel
Loss of Building
Loss of Suppliers
Loss of Systems
Suppliers
(Single Source Suppliers,
Supply Chain disruptions,
JIT Inventory)
Terrorist Threats, Cyber
Attacks, Outages
(Production systems, Communications
systems, Financial Systems, etc.)
Potential Threats & Vulnerabilities
BOEING is a trademark of Boeing Management Company.
Copyright © 2009 Boeing. All rights reserved.
Recent Events and Benefits
 Reducing the negative impact of events to the business
 Spring 2009 activated Pandemic Plan for H1N1
 Identifying, understanding and managing multiple and cross-organization events
allows us to take calculated risks
 Fall 2009 NW region flood planning providing invaluable insight into integration
 Preparedness Planning proves to be invaluable to sites with ongoing vulnerabilities
 2008 & 2009 Houston Hurricanes
 2009 California Wildfires
 2010 Iceland Volcano supply chain potential disruptions to critical programs
 Enhances our ability to avoid adverse impacts to;
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Production capability
Economic Health
Corporate Image
Contractual Commitments
Safety, Legal, Regulatory
Competitive Position
Community Relationships
A reasonable investment to reduce impact and speed recovery
BOEING is a trademark of Boeing Management Company.
Copyright © 2009 Boeing. All rights reserved.
10
Key Elements and Challenges
 Governance and compliance
 Executive sponsorship,
commitment and ownership
 Risk assessment plans
 Execution plans
 Employee engagement
 Validate, test, and maintain plans
 Integration
 Operationalize
BOEING is a trademark of Boeing Management Company.
Copyright © 2009 Boeing. All rights reserved.
Summary – Wrap-Up
 Prudent and responsible corporations, agencies and
communities, need to weigh their options when investing in
business continuity.
 What risk are you willing to accept? - insurance
 What is the right balance? - criticality
 How do you involve and engage your teams, communities,
agencies? – Prioritization
 What leverage do you need to keep the momentum going? governance
 How do you embed thinking about resiliency as part of the normal
operating rhythm? - operationalize
BOEING is a trademark of Boeing Management Company.
Copyright © 2009 Boeing. All rights reserved.