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  • Ladies and Gentlemen Murphys Law is alive and Kicking “Anything that can go wrong will go wrong.“ a reflection of the mathematical idea that, given a sufficiently long time, an event which is possible (non-zero probability ) will almost surely take place. The Emergency Planners Prayer “Thank goodness we got through today but it will happen tomorrow.”
  • Grew out of requirements in Early 70’s to provide computer disaster recovery. Traditionally disaster management began after any incident. Unexpected events don’t happen (Queue health and safety) Every Organisation has inherent weaknesses.
  • Emergency Planning linked to communities Parish plans flooding DC BCM Plans Mentioned before in early 70s What about your computers or more importantly what about the information within?
  • Insurers are getting interested just as they have become a driver for Health and Safety Business interruption insurance is seen as a way of covering the revenue lost following a major disruption. Until recently the insurance marketlinked business interruption insurance to building insurance. As business interruption losses have increased they have sought to sever the link. Underwriters are now looking for evidence that effective BCM management is in place to reduce their risk
  • We do procedures already Fire Risk Management Fire Extinguishers Fire Evacuation HR procedures for employment (what about temps) Security who opens up, locks up and attends out of hours. Health and Safety procedures Property ?????? Fleet management responsible person etc
  • When developing plans it is important that all elements of the organisation are involved. If this does not happen assumptions will be made about the ability of other parts of the organisation to respond and meet the needs of the plan.
  • Terrorism. Flu Pandemic Flooding/Severe Weather Power Outage
  • 05/25/10
  • 05/25/10 One thing that you can get from the risk matrix is to work out how to deal with the problem - for instance here you can see the various strategies that can be used. Whatever is in 13 - 16 has got to be dealt with. whatever is a low probability but high impact has got to be planned against whatever is low impact but high probability needs to be controlled - but carefullly - the company lada and the expense account league table are good expamples.
  • 05/25/10


  • 1. Welcome
    • Councillor Michael Braley
  • 2. ‘ 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
  • 3. Why be prepared?
    • Charlie Heritage.
  • 4. ‘ A consideration, - --it is going to happen sometime – a fact !!’ And when --it happens, will you be really prepared?
  • 5. An Overview of Resilience Planning
    • Origins and History
      • Where is Resilience Planning Today?
      • Where is Resilience Planning Going?
  • 6. Origins 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!!
  • 7. Drivers/Incentives! for the deployment of 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
  • 8. Operational Risk Management – supporting 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
  • 10. 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”.
  • 11. My Definition of Resilience Planning by BCM
    • ‘ Appropriate Cost Justified Business Housekeeping with Exceptional Management Controls for Exceptional Circumstances’
  • 12. 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
  • 13. And Finally - ‘Does everyone really understand?
  • 14. Protecting your Business
    • Mike Mikkelsen
    Mike Mikkelsen
  • 15. The 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?
  • 16. Lets go Simple ! The Business Continuity Management Cycle P
  • 17. Resilience and BC analogy: Car journey
  • 18. ‘ A Quote from the Forces’
    • ‘ Take a Risk but always have a plan B’
  • 19. Understanding your Business
    • Defining Priority Products, Services & Underpinning Processes by:
      • Business Impact Analysis
      • Risk Assessment
    • Simple Terms – What do you do?
  • 20. Business Impact - Resource & 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 !!!
  • 21. Outcomes of Understanding 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
  • 22. Resilience & BCM Risk Matrix Impact Control Accept Prevent Plan High Probability High Low Low
  • 23. Developing Resilience and BC Strategies
    • Organisational Strategy
    • Process Strategy
    • Recovery Strategy
  • 24. Developing and Implementing Responses
    • Resilience & Business Continuity Plans
    • Business Recovery Solutions & Plans
    • Incident Management Plans
  • 25. Initiating an Incident Response
    • Location
    • Tactical
    • Strategic
  • 26. Following the Plan
    • People Safety - ‘paramount’
    • Asset Register and Identification
    • Implications and Impact
    • Communications
  • 27. Image & Reputation Protection
    • Stakeholders
    • Your People
    • Regulators
    • Partners
    • Suppliers
  • 28. Incident Communications
    • Stakeholders
    • Your People
    • Customers
    • Partners
    • Suppliers
    • Note: Do not depend on mobile phones !!
  • 29. Building & Embedding a Resilient Company Culture
    • Awareness and Understanding
    • Education & Culture – The H.W.W.W.W.
    • Training Programme to create resilience
  • 30. Resilience & 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!
  • 31. Keeping the Resilience Current
    • Exercising
    • Maintenance
    • Audit
    • Managing Change – its essential !!
  • 32. Business Resilience Management
    • Programme Management - Investment Profiles
    • Policy - Appropriate/Current
    • Assurance - Outcome of Audit and Reviews
  • 33. Future Developments of Resilience / BCM
    • Greater focus on Governance - following further ‘Drains-Up’s! post Global What’sit!
  • 34. Conclusions
    • 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
  • 35. Finally -Remember Everyone has put their trust in you – Have you created a Plan ‘B’?
  • 36. And Finally! ‘ That All Folks – Your Observations and Comments Please ’ ‘ Can I please thank you for your contribution to the Day’
  • 37. Sources 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