Transcript Introduction - day1 till lunch

Welcome
Councillor Michael Braley
‘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
Why be prepared?
Charlie Heritage.
‘A consideration, - --it is going
to happen sometime – a fact !!’
And when --it happens, will you be really prepared?
An Overview of Resilience
Planning
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Origins and History
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Where is Resilience Planning Today?
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Where is Resilience Planning Going?
Origins of Resilience Planning
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Emergency Planning – Community Based
Disaster Recovery
Technology - Main-Frame Computers
 IT Buildings
 Recovery Times
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Mmmm…….Deep Thinks!!
What about your People ?
And so, Business Continuity Management
as a part of Resilience Planning Evolved!!
Drivers/Incentives! for the
deployment of
Resilience Planning
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Commercial Companies are being committed by
Corporate Governance Obligations
All UK Government Departments are charged with
creating a Resilience Planning capability – Civil
Contingencies Act
Customer/Clients are applying pressure/expecting
‘always available’ services
Resilience Planning is able to compliment best
business practice
Operational Risk Management –
supporting Resilience Planning
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Issues directly affecting operations
Primary Considerations:
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Emergency Management
HR and employment
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Security
Health & Safety and environmental
Behavioural and culture
Property (tangible and intangible assets)
Fleet
 Business
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Continuity Management
Preparedness,Training & Awareness
CRISIS COMMUNICATIONS & PR
SECURITY
HUMAN RESOURCES
KNOWLEDGE MANAGEMENT
HEATH & SAFETY
ENVIRONMENTAL MANAGEMENT
QUALITY MANAGEMENT
SUPPLY CHAIN MANAGEMENT
FACILITIES MANAGEMENT
IT DISASTER RECOVERY
EMERGENCY MANAGEMENT
RISK MANAGEMENT
Resilience Planning Business Continuity Management
Business Continuity
Management
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”.
My Definition of Resilience
Planning by BCM
‘Appropriate Cost Justified Business
Housekeeping with Exceptional
Management Controls for
Exceptional Circumstances’
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
And Finally ‘Does everyone really understand?
Protecting your Business
Mike Mikkelsen
Mike Mikkelsen
The Development of BCM Standards
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BS 25999-1- BCM Code of Practice’
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BS 25999-2 – BCM Specification
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B C I 's Good Practice Guide 2008 Rev 2
 Practical methodology
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BS 25999 ICT SC
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Other Global standards - ITIL, Spring....
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And there’s More!!!!
Why?
Lets go Simple !
The Business Continuity
Management Cycle
P
Resilience and BC analogy:
Car journey
Identification of
essential processes
by use of the BIA
technique
Availability of keys
Availability of the car
Breakdown
Puncture
Risk assessment
Running out of petrol
Accident
Theft
Continuity strategy:
risk reduction plan
Regular car service
This is a regular
process for all
sensible drivers:
BCM should be
a regular process
for all managers
Buy petrol can
Fit alarm / immobiliser
Insurance inc. courtesy car
Continuity strategy:
recovery plan
Confidential
Slide 49
16/11/2009 12:10:01
Breakdown cover
Check spare tyre
‘A Quote from the
Forces’
‘Take a Risk but always have a plan B’
Understanding your Business
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Defining Priority Products, Services &
Underpinning Processes by:
 Business Impact Analysis
 Risk Assessment
Simple Terms – What do you do?
Business Impact - Resource &
Dependencies.
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Staff and Managers;
I C Technologies /Software applications;
Telecommunications;
Supporting Systems;
Data (all formats and media);
Facilities (workshop – stores – you know!)
Office& Specialist Equipment
Constraints (contractual or otherwise).
AND TIMINGS !!!
Outcomes of Understanding
your Business by Impact.
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Prioritised recovery profile of Product,
Services & Processes
Defined and documented risk (business
impact) appetite
Documented schedule of priorities for BCM
protection and the Ro I in the programme
A resource recovery profile
A Documented profile of your Business
Resilience & BCM Risk Matrix
High
Control Prevent
Probability
Low
Accept
Plan
Low
High
Impact
Developing Resilience and BC
Strategies
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Organisational Strategy
Process Strategy
Recovery Strategy
Developing and Implementing
Responses
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Resilience & Business Continuity Plans
Business Recovery Solutions & Plans
Incident Management Plans
Initiating an Incident Response
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Location
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Tactical
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Strategic
Following the Plan
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People Safety - ‘paramount’
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Asset Register and Identification
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Implications and Impact
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Communications
Image & Reputation Protection
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Stakeholders
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Your People
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Regulators
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Partners
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Suppliers
Incident Communications
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Stakeholders
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Your People
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Customers
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Partners
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Suppliers
Note: Do not depend
on mobile phones !!
Building & Embedding a
Resilient Company Culture
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Awareness and Understanding
Education & Culture – The H.W.W.W.W.
Training Programme to create resilience
Resilience & BCM Awareness
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Create Resilience and BCM Awareness
Plans
Components;
Roles and Responsibilities
 Media
 Currency and Updates
 Small is beautiful
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Pictures paint a thousand words!
And share them with your clients and
suppliers – don’t be shy!
Keeping the Resilience Current
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Exercising
Maintenance
Audit
Managing Change – its essential !!
Business Resilience Management
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Programme Management Investment Profiles
Policy - Appropriate/Current
Assurance - Outcome of Audit and
Reviews
Future Developments of Resilience /
BCM
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Greater focus on Governance - following
further ‘Drains-Up’s! post Global What’sit!
Conclusions
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Understanding dependency on critical
business components
‘Prevention is far better than Cure Create Business resilience - in depth
Ensure currency by maintaining a
company Resilience & BCM Programme
‘its not just about plans!
Ensure it is effective and appropriate
Finally Remember
Everyone has
put their trust
in you – Have
you created a
Plan ‘B’?
And Finally!
‘That All Folks – Your Observations and
Comments Please ’
‘Can I please thank you for your
contribution to the Day’
Sources of Additional Information
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BS 25999-1&2 BCM Standards
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BCI BCM Good Practice Guide-lines 2008
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The Redditch Borough Council Web Site
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BCI Website - www.thebci.org
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Civil Contingencies Secretariat :
http://www.ukresilience.info
www.continuitycentral.com - BCM Portal
www.continuityshop.com - Training