WelcomeWelcome

Councillor Michael BraleyCouncillor Michael Braley

‘ ‘Helping you deliver your promises’Helping you deliver your promises’ The Business Case for Resilience The Business Case for Resilience Planning Planning

Charlie Heritage Charlie Heritage Emergency Planning Officer WCCEmergency Planning Officer WCC

&&Mike Mikkelsen FBCI MCMAMike Mikkelsen FBCI MCMA

Tel: +44 (0) 1527 518810Mob: +44 (0) 7771 686656

www.redan-international.com

Why be prepared?Why be prepared?

Charlie Heritage.Charlie Heritage.

‘‘A consideration, - --it is A consideration, - --it is going to happen sometime – a going to happen sometime – a fact !!’fact !!’

And when --it happens, will you be really prepared?And when --it happens, will you be really prepared?

An Overview of Resilience An Overview of Resilience PlanningPlanning

Origins and History

Where is Resilience Planning Today?

Where is Resilience Planning Going?

Origins of Resilience PlanningOrigins of Resilience Planning

Emergency Planning – Community Based Disaster Recovery

Technology - Main-Frame Computers IT Buildings Recovery Times

Mmmm…….Deep Thinks!! What about your People ?

And so, Business Continuity Management as a part of Resilience Planning Evolved!!

Drivers/Incentives! for the Drivers/Incentives! for the deployment of deployment of

Resilience Planning Resilience Planning

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 – Operational Risk Management – supporting Resilience Planningsupporting Resilience Planning

Issues directly affecting operations Primary Considerations:

Emergency Management HR and employment Business Continuity Management Security Health & Safety and environmental Behavioural and culture Property (tangible and intangible assets) Fleet

Preparedness,Training & Awareness

Resilience Planning -- Business Continuity ManagementBusiness Continuity Management

Business ContinuityManagement

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Business Continuity Management Business Continuity Management The BCI DefinitionThe 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 My Definition of Resilience Planning by BCMPlanning by BCM

‘Appropriate Cost Justified Business Housekeeping with Exceptional

Management Controls for Exceptional Circumstances’

Quote: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 - And Finally - ‘Does everyone really understand?‘Does everyone really understand?

Protecting your BusinessProtecting your Business

Mike MikkelsenMike Mikkelsen

The Development of BCM StandardsThe Development of BCM Standards

BS 25999-1- BCM Code of Practice’ BS 25999-2 – BCM Specification B C I 's Good Practice Guide 2008 Rev 2

Practical methodology BS 25999 ICT SC Other Global standards - ITIL, Spring.... And there’s More!!!!

Why?Why?

Lets go Simple ! Lets go Simple ! The Business Continuity The Business Continuity

Management CycleManagement Cycle

P

Resilience and BC analogy: Resilience and BC analogy: Car journey Car journey

16/11/2009 12:10:01Confidential Slide 49

Identification of essential processes

by use of the BIA technique

Risk assessment

Continuity strategy: risk reduction plan

Continuity strategy: recovery plan

Availability of keys

Availability of the car

Breakdown

Puncture

Running out of petrol

Accident

Theft

Regular car service

Buy petrol can

Fit alarm / immobiliser

Insurance inc. courtesy car

Breakdown cover

Check spare tyre

This is a regularprocess for all sensible drivers:BCM should bea regular processfor all managers

‘‘A Quote from the A Quote from the Forces’Forces’

‘Take a Risk but always have a plan B’

UnderstandingUnderstanding your Business

Defining Priority Products, Services &

Underpinning Processes by: Business Impact Analysis Risk Assessment

Simple Terms – What do you do?

Business Impact - Resource & Business Impact - Resource & Dependencies.Dependencies.

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 Outcomes of Understanding your Business by Impact.your Business by Impact.

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 MatrixResilience & BCM Risk Matrix

Impact

Control

Accept

Prevent

Plan

High

Probability

HighLow

Low

Developing Resilience and BC Developing Resilience and BC StrategiesStrategies

Organisational Strategy Process Strategy Recovery Strategy

Developing and Implementing Developing and Implementing ResponsesResponses

Resilience & Business Continuity Plans Business Recovery Solutions & Plans Incident Management Plans

Initiating an Incident ResponseInitiating an Incident Response

Location

Tactical

Strategic

Following the PlanFollowing the Plan

People Safety - ‘paramount’

Asset Register and Identification

Implications and Impact

Communications

Image & Reputation ProtectionImage & Reputation Protection

Stakeholders

Your People

Regulators

Partners

Suppliers

Incident CommunicationsIncident Communications

Stakeholders

Your People

Customers

Partners

Suppliers

Note: Do not depend on mobile phones !!

Building & Embedding a Building & Embedding a Resilient Company CultureResilient Company Culture

Awareness and Understanding Education & Culture – The H.W.W.W.W. Training Programme to create resilience

Resilience & BCM AwarenessResilience & BCM Awareness

Create Resilience and BCM Awareness Plans

Components; Roles and Responsibilities Media Currency and Updates Small is beautiful

Pictures paint a thousand words! And share them with your clients and

suppliers – don’t be shy!

Keeping the Resilience CurrentKeeping the Resilience Current

Exercising Maintenance Audit Managing Change – its essential !!

Business Resilience ManagementBusiness Resilience Management

Programme Management - Investment Profiles

Policy - Appropriate/Current Assurance - Outcome of Audit and

Reviews

Future Developments of Resilience / Future Developments of Resilience / BCMBCM

Greater focus on Governance - following further ‘Drains-Up’s! post Global What’sit!

ConclusionsConclusions

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 -Finally -Remember Remember Everyone has Everyone has put their put their trusttrust in you – Have in you – Have you created a you created a Plan ‘B’?Plan ‘B’?

And Finally!And Finally!

‘That All Folks – Your Observations and Comments Please ’

‘Can I please thank you for your contribution to the Day’

Sources of Additional InformationSources of Additional Information

BS 25999-1&2 BCM Standards BCI BCM Good Practice Guide-lines 2008 The Redditch Borough Council Web Site BCI Website - www.thebci.org Civil Contingencies Secretariat :

http://www.ukresilience.info www.continuitycentral.com - BCM Portal www.continuityshop.com - Training