Resilient Businesses C Miller and J Wentworth March 2012

Resilient Business: Magic or Planning Progress?

Chris Miller B4Crisis

Consultant Business Continuity Manager

Helping build business resilience

Helping build business resilience

Tips for surviving &

thriving during a crisis

12 Oct 2002 Bali bombings

Bali Memorial Parliament House Gardens, Canberra

26 December 2004 Indian Ocean Tsunami

HOW PREPARED ARE You & Your Business FOR THE NEXT….?

Helping build business resilience

BCM is about resources – not the incident

♦Your building/precinct ♦Your computers ♦Your people ♦Your supply chain

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During Telstar House fire

Your building?

Inside Telstar House after a fire

Liverpool Sydney Council Chambers fire

Helping build business resilience

Helping build business resilience

Buncefield Fire

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M1 Motorway closed

Your business?

Your precinct?

What were the biggest problems for Buncefield businesses?

♦Road access ♦Airconditioning

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ICT DRP didn’t fail

Natural disasters - local

Darwin 24 Dec 1974

1897 then +40 years 1937 then +37 years 1974 then + 40 years = 2014?

Darwin’s Chinatown post 1897 Cyclone Source National Library of Australia

Helping build business resilience

Mt Pinatubo, Philippines

Natural disasters - international Helping build business resilience

Natural disasters - international

Helping build business resilience

Power failure

Consider this scenario Due to localised flooding, the power to your business, & its surrounds, is off. It is unclear how long the outage will last. Further flooding is expected.

Helping build business resilience

What are your business’s priorities & critical activities?

How would this affect your business?

Managing a crisis 1 ♦Its about leadership ♦Business as usual v crisis leadership

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Managing a crisis 2 ♦Assess & manage staff & personal welfare ♦Conduct immediate assessment of

impacts & requirements ♦Gather as much information as possible ♦Declare a “crisis” – if it is one ♦Confirm roles & responsibilities ♦Reassess your critical activities & priorities ♦Record your actions & decisions ♦Communicate & monitor information

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Stress

“Adversity doesn’t build character, it reveals it.” Anonymous

♦Stress can impact our learned behaviour

♦Basic forms of behaviour can replace more complex forms of behaviour

♦ Individuals may relate to each other differently

♦Effective decision-making may collapse

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Effective communication 1 ♦ is critical during a crisis ♦demonstrates control & leadership ♦ensures support from internal

& external stakeholders ♦can prevent mixed messages ♦ influences long-term perception ♦makes use of all available channels to receive &

provide information Helping build business resilience

Helping build business resilience

Effective communication 2

Chose & train your spokesperson carefully!

Who do you need to communicate with? How?

Effective communication 3

Communicating to the right people at the right time is vital. Consider your: ♦Audience ♦Message ♦Timing & frequency ♦Format & medium

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Crisis communication, reputation management & social media 1

Helping build business resilience

Crisis communication, reputation

management & social media 2

Source: via@alexmoss

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Risks

♦Brand / reputation damage ♦Misinformation ♦Less control over information flows ♦Speed of interactions

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Opportunities

♦Enables fast communications ♦Keeps stakeholders informed in real-time ♦Enables visibility of misinformation ♦Provides heightened level of

service/effectiveness eg Vic floods, S/Qld floods, Cyclone Yasi

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Monitor & Lessons Learnt

After the initial crisis has subsided: ♦Continue to monitor your business’s recovery ♦Importance of Post Incident Review Keep it positive & realistic Seek to make improvements Make changes visible

Helping build business resilience

Thank you. Now to the panel discussion.

Helping build business resilience

Chris Miller 0416 113 250 b4crisis@grapevine.net.au

Q&A/PANEL

Supported by:

Yolanda Vega – AWCCI Julie Viney – Origin

Chris Miller – B4Crisis

Resilient Business: Magic or Planning Progress?

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