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Is there a need to invest in BCM?<br />October 2011<br />www.pwc.com<br />
The Business Case<br />01<br />There are many reasons for taking BCM seriously – but not all of them are relevant to our m...
We are facing increasingly evolving risks which impact our businesses<br />Integrated supply chains<br />International dis...
And this becomes more complex as organizational models evolve<br />Classic organisation<br />Function outsourcing<br />Bus...
Does it matter?<br />Damage to company reputation<br />Loss of market value <br />Loss of market share<br />A breach in in...
High impact, low probability<br />KNOWN RISKS<br />EMERGING RISKS<br />UNKNOWABLE RISKS<br />Happened before<br />Cause<br...
Does it matter?How value is destroyed in companies<br />39%<br />28%<br />Demand shortfall<br />Cost overrun<br />Customer...
The case for Business Continuity ManagementImpact on value<br />Companies with a positive approach to business continuity<...
BCM cause and effect<br />Colour choice review – note: next slide is an alternative  version<br />Events / Threats<br />Bu...
BCM cause and effect<br />Events / Threats<br />Disease<br />SARS, Pandemic flu, BSE<br />Terrorism<br />9/11, 7/7<br />Ca...
Defining BCM<br />So what do we mean by BCM?<br />02<br />
What are we talking about here?Definitions<br />“A holistic management process that identifies potential threats to an org...
What is good practice?<br />BS25999 (Pt 1 & 2)<br />BS25777<br />FSA Good Practice Guide<br />ISO 27001<br />BASEL II/III<...
<ul><li>BIAs
Do plans cover end-to-end business processes?
Do plans vary according to criticality?
How were the products/services prioritised?
Decision making
What is the evidence of action based on BCPs
Do business-decisions take BCM into account
Exercising
Real life responses
Thought-through programmes</li></ul>What do I look for?<br /><ul><li>Governance & responsibilities
Central but light control
BCM Champion
Board / executive involvement
Business leadership involvement
Supply chain
Specifically taken into account
Integration with Risk Management
Influences insurance
Feeds into Risk Register
Investment consistency
Culture / Comms
Systems for maintenance
Availability of plans, knowledgeof plans
Team Structure</li></ul>14<br />
Five questions to ask yourselves<br />1<br />Are the plans fit for purpose and easy to use?  Are they up to date?<br />Do ...
How to Approach BCM<br />BCM project basics<br />03<br />
StrategyNext we need to determine options for recovery strategies and facilitate the select of the most appropriate to ens...
Project<br />Management<br />Policy and framework<br />BC Management System<br />Incident Management / Crisis Plan<br />Pr...
Governance<br />Understand<br />Plan<br />Embed<br />Governance <br />Management engagement is vital to the success of any...
Information gathering
Establish a governance framework
Confirm BCM policy
Develop BCM framework</li></ul>Outputs<br />Outputs<br /><ul><li>Project plan
Summary of information available
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Chris Gould - BCM case

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PWC Presentation by Chris Gould on Infobez-2011

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Chris Gould - BCM case

  1. 1. Is there a need to invest in BCM?<br />October 2011<br />www.pwc.com<br />
  2. 2. The Business Case<br />01<br />There are many reasons for taking BCM seriously – but not all of them are relevant to our market.<br />
  3. 3. We are facing increasingly evolving risks which impact our businesses<br />Integrated supply chains<br />International disaster(Japan)<br />Outsourcing<br />Off shoring<br />Credit crunch<br />Local<br />production<br />RegionalUnrest (Caucuses)<br />Complexity<br />Pandemic flu<br />War against terror<br />IT failure<br />Fire<br />Over time<br />3<br />
  4. 4. And this becomes more complex as organizational models evolve<br />Classic organisation<br />Function outsourcing<br />Business Process<br />outsourcing<br />Brand & franchise<br />model<br />Strategy<br />Strategy<br />Strategy<br />Strategy<br />Brand<br />Brand<br />Brand<br />Brand<br />Governance<br />Governance<br />Governance<br />Governance<br />OpCo<br />OpCo<br />OpCo<br />OpCo<br />OpCo<br />OpCo<br />OpCo<br />Process<br />Process<br />Process<br />Process<br />Process<br />Site<br />Site<br />Site<br />Site<br />Site<br />Site<br />Site<br />Site<br />Site<br />Site<br />Site<br />Site<br />Site<br />Site<br />Site<br />Site<br />Site<br />Site<br />Site<br />Site<br />Payroll<br />Payroll<br />Logistics<br />Logistics<br />IT<br />IT<br />4<br />
  5. 5. Does it matter?<br />Damage to company reputation<br />Loss of market value <br />Loss of market share<br />A breach in industry regulation<br />Supply chain disruption<br />Loss of business opportunities<br />5<br />
  6. 6. High impact, low probability<br />KNOWN RISKS<br />EMERGING RISKS<br />UNKNOWABLE RISKS<br />Happened before<br />Cause<br />Impact<br />Probability<br />Several competing plausible models as to how reality might unfold<br />Unforeseeable<br />Have not yet emerged<br />e.g. earthquake, major debtor default, supplier failure<br />e.g. major terrorist act, climate change<br />e.g. volcanic ash cloud?<br />“Black swans”<br />6<br />
  7. 7. Does it matter?How value is destroyed in companies<br />39%<br />28%<br />Demand shortfall<br />Cost overrun<br />Customer retention<br />Operating controls<br />Integration problems<br />Poor capacity management<br />Pricing pressure<br />Supply chain issues<br />Regulation<br />Employee issues incl. fraud<br />R&D<br />Bribery and corruption<br />Strategic<br />Operational<br />Industry or sector downturn<br />Regulation<br />Commodity prices<br />19%<br />14%<br />JV or partner losses<br />Macroeconomic<br />Debt and interest rates<br />Political issues<br />Poor financial management<br />Legal issues<br />Asset losses<br />Hazard<br />Financial<br />Terrorism<br />Goodwill and amortisation<br />Natural disasters<br />Accounting problems<br />7<br />
  8. 8. The case for Business Continuity ManagementImpact on value<br />Companies with a positive approach to business continuity<br />Other Companies<br />Recoverers<br />Management skills and response<br />Stakeholder communication<br />Time(250 days)<br />Stakeholder value<br />Insurance alone is inadequate<br />Plans need to be implemented<br />Non-recoverers<br />Source: Knight / Pretty 1996 – 2010<br />8<br />
  9. 9. BCM cause and effect<br />Colour choice review – note: next slide is an alternative version<br />Events / Threats<br />Business impacts<br />Pressure for BCM<br />Disease<br />SARS, Pandemic flu, BSE<br />Loss of staff<br />Governance<br />Sarbanes Oxley, Basel II<br />Terrorism<br />9/11, 7/7<br />Infrastructure disruption<br />Civil legislation<br />CCA<br />Catastrophes<br />New Orleans, Floods, Earthquakes<br />Loss of assets<br />Trading partners<br />Clients, Suppliers<br />System Failure<br />IT failure, Safety systems<br />Loss of reputation<br />Markets<br />Insurance, Money<br />Fraud<br />Enron, Leeson<br />Loss of supply<br />Stakeholders<br />Investors, Staff<br />Loss of revenue, Loss of competitive position<br />9<br />
  10. 10. BCM cause and effect<br />Events / Threats<br />Disease<br />SARS, Pandemic flu, BSE<br />Terrorism<br />9/11, 7/7<br />Catastrophes<br />New Orleans, Floods, Earthquakes<br />System Failure<br />IT failure, Safety <br />systems (Hatfield)<br />Fraud<br />Enron, Leeson<br />Business impacts<br />Pressure for BCM<br />Loss of staff<br />Governance | Sarbanes Oxley, Basel II<br />Infrastructure disruption<br />Regulations| e.g. CBR<br />Loss of assets<br />Trading partners | Clients, Suppliers<br />Loss of reputation<br />Markets | Insurance, Money<br />Loss of supply<br />Stakeholders | Investors, Staff<br />Loss of revenue, Loss of competitive position<br />10<br />
  11. 11. Defining BCM<br />So what do we mean by BCM?<br />02<br />
  12. 12. What are we talking about here?Definitions<br />“A holistic management process that identifies potential threats to an organisation and the impacts to business operations that those threats, if realized, might cause, and which provides a framework for building organizational resilience with the capability for an effective response that safeguards the interests of its key stakeholders, reputation, brand andvalue-creating activities.”<br />BS25999 Part 1 Code of Practice<br />12<br />
  13. 13. What is good practice?<br />BS25999 (Pt 1 & 2)<br />BS25777<br />FSA Good Practice Guide<br />ISO 27001<br />BASEL II/III<br />Sarbanes Oxley<br />Data Protection<br />13<br />
  14. 14. <ul><li>BIAs
  15. 15. Do plans cover end-to-end business processes?
  16. 16. Do plans vary according to criticality?
  17. 17. How were the products/services prioritised?
  18. 18. Decision making
  19. 19. What is the evidence of action based on BCPs
  20. 20. Do business-decisions take BCM into account
  21. 21. Exercising
  22. 22. Real life responses
  23. 23. Thought-through programmes</li></ul>What do I look for?<br /><ul><li>Governance & responsibilities
  24. 24. Central but light control
  25. 25. BCM Champion
  26. 26. Board / executive involvement
  27. 27. Business leadership involvement
  28. 28. Supply chain
  29. 29. Specifically taken into account
  30. 30. Integration with Risk Management
  31. 31. Influences insurance
  32. 32. Feeds into Risk Register
  33. 33. Investment consistency
  34. 34. Culture / Comms
  35. 35. Systems for maintenance
  36. 36. Availability of plans, knowledgeof plans
  37. 37. Team Structure</li></ul>14<br />
  38. 38. Five questions to ask yourselves<br />1<br />Are the plans fit for purpose and easy to use? Are they up to date?<br />Do we have the right plans?<br />2<br />Are they involved? Do they know the recovery priorities, what will happen in a crisis? Who does what and where?<br />Is the board on top of this?<br />3<br />Does this link back to the board? Have accountabilities and assurance been defined?<br />Is the governance right?<br />4<br />Have the plans been rehearsed effectively and regularly? <br />Will the plans work?<br />5<br />Are sensible choices being made between expenditure on different risk treatments? Can people explain how much is being spent on resilience and why?<br />Are we spending wisely?<br />15<br />
  39. 39. How to Approach BCM<br />BCM project basics<br />03<br />
  40. 40. StrategyNext we need to determine options for recovery strategies and facilitate the select of the most appropriate to ensure your investment in BCM is targeted appropriately. Note that some strategies may require additional work and expenditure outside the scope of this project (for example, if additional IT recovery capabilityis needed). <br />PlanningDuring the programme you need to develop simple effective crisis management, business continuity and incident response plans that are easy to use and simple to maintain. These plans shouldbeowned and maintained by those who will actually use them.<br />Rehearsal & Validation – Embedding capabilityCompleted plans and the response teams should be exercised – this is vital to ensure they work as expected. This will outline the programme required for exercising and also to implement the BCM system required to ensure that the plans are kept up to date. <br />Project ManagementNeed to ensure a pragmatic approach sensitive to your culture and requirements. Need to work closely with the audit and risk management personnel staff to ensure that there is consistency across these activities.<br />GovernanceBCM must be integrated with your wider risk management activity, and recommend the necessary governance for BCM . It is imperative to select the best team structure to plan and assure your BCM capability and to respond in a crisis.<br />AnalysisIn developing your BCM capability, you need to will establish a clear understanding of your organisation its structures and systems, internal and external interdependencies, suppliers and stakeholders, and the resources required to recover your business quickly following disruption. This information is essential for BCM to support prioritisation, planning and strategy. <br />Project components<br />17<br />
  41. 41. Project<br />Management<br />Policy and framework<br />BC Management System<br />Incident Management / Crisis Plan<br />Process Recovery Plans<br />Business Continuity Plans<br />Programme <br />Design<br />Exercising<br />Review<br />Governance<br />Governance <br />Dependency Plans<br />Training and Awareness<br />Strategic Business Impact Analysis<br />Department BIA <br />BCM Strategy<br />Understand<br />Plan<br />Embed<br />Project work streams<br />18<br />
  42. 42. Governance<br />Understand<br />Plan<br />Embed<br />Governance <br />Management engagement is vital to the success of any BCM programme.<br />Need to work closely with management to ensure that we clearly understand your business and your existing BCM capability.<br /> In doing so you will capture your existing view of your structures, internal and external inter-dependencies, suppliers and stakeholders and identify at a high level your most critical processes and supporting resources that support your Value Chain and strategic objectives.<br />This sets the scope of BCM within Age UK and enables you set up appropriate governance for your BCM Programme.<br />Lastly you need to build a BCM Framework that is appropriate to your organisation. <br />Programme Management<br />Policy & Framework<br />Activities<br />Activities<br /><ul><li>Kick Off meeting
  43. 43. Information gathering
  44. 44. Establish a governance framework
  45. 45. Confirm BCM policy
  46. 46. Develop BCM framework</li></ul>Outputs<br />Outputs<br /><ul><li>Project plan
  47. 47. Summary of information available
  48. 48. BCM policy & framework
  49. 49. Governance framework, including a steering group </li></ul>2-3 weeks elapsed<br />19<br />
  50. 50. Understand<br />Plan<br />Embed<br />Understand<br />Governance <br />BIA<br />BCM strategy<br />Having agreed a common view of your key business activities and identified at a high level the most critical processes and supporting resources that support your strategic objectives you need to analyse the exposures for your organisation.<br />Through review of existing material, interviews and workshops with your management the BCM team needs toidentify and agree your recovery priorities and develop strategies for business recovery.<br />Activities<br />Activities<br /><ul><li>Review of existing material
  51. 51. Meeting with SMT to validate
  52. 52. Detailed follow-up interviews to detail requirements, preferred strategies, and risks
  53. 53. Identify exposures and potential strategies
  54. 54. Strategy workshop
  55. 55. Document chosen strategies </li></ul>Outputs<br />Outputs<br /><ul><li>Validated and prioritised activities
  56. 56. Documented Business Impact Assessment
  57. 57. Recovery priorities
  58. 58. Recovery strategies</li></ul>3-5 weeks elapsed<br />20<br />
  59. 59. Plan<br />Plan<br />Embed<br />Understand<br />Governance <br />Crisis Mgt. and Incident response<br />Business recovery plans<br />Working with the people responsible for responding to incidents at each location, you need to consolidate procedures into consistent plans for each site.<br />Working with the steering group, you need to identify members of the crisis management team, and develop and documents crisis management procedures, dovetailed with existing PR arrangements, into a crisis management plan.<br />Working with departmental leadership, need to document key recovery strategies and actions into simple departmental plans.<br />Activities<br />Activities<br /><ul><li>Meet site response teams
  60. 60. Agree and document incident response procedures
  61. 61. Agree composition and procedures for Crisis Mgt team
  62. 62. Agree plan templates, and develop CMP
  63. 63. Agree templates and draft BCPs
  64. 64. Review drafts with departments
  65. 65. Finalise plans</li></ul>Outputs<br />Outputs<br /><ul><li>Business recovery plans for each department
  66. 66. Incident Response plans for each location
  67. 67. Crisis management plan</li></ul>4-6 weeks elapsed<br />21<br />
  68. 68. Embed<br />Plan<br />Embed<br />Understand<br />Governance <br />Embedding programme<br />KnowledgeTransfer<br />Embedding BCM capability is critical. This engagement does not fully address this requirement, which is long term.<br />In this step you need to walk through the plans with the various plan owners so that they understand the contents.<br />You also need to provide determine how to implement exercising and training programme, a communications programme, and a business continuity management system (to maintain the capability).<br />Activities<br />Activities<br /><ul><li>Agree communication requirements
  69. 69. Agree approach to exercising, and design high-level exercising programme
  70. 70. Agree BCMS
  71. 71. Plan walk-throughs with response teams
  72. 72. Coaching and knowledge transfer to nominated Age UK staff throughout process</li></ul>Outputs<br />Outputs<br /><ul><li>High level communications plan
  73. 73. High level exercise programme
  74. 74. Recommended BCMS
  75. 75. Walk-throughs – team awareness of plan contents</li></ul>4-6 weeks elapsed<br />22<br />
  76. 76. Key<br />Key<br />Example Company<br />Management Information & Control<br />Retail, Trading & Training<br />Services<br />Fund Raising<br />Procurement<br />Influencing<br />Marketing<br />ACEnt<br />Call in time<br />Direct marketing campaigns<br />Sourcing of goods & services<br />Media and PR<br />DD payments<br />Response centre service<br />Shops ability tostill trade<br />Public affairs<br />Gifted housing<br />Cash don<br />Warehouse supply<br />Legacy admin<br />International<br />Hardship Grants<br />Gift aid<br />Events mgt<br />I&A L1/L2<br />Warrington dispatch<br />Customer queries / complaints<br />Corporate partnerships<br />I&A L3<br />Stock collection<br />Handy van<br />Marketing material<br />Relations with trusts / major givers<br />Digital Incl.<br />Area Mgr. support<br />3rd Party Providers<br />Bond Team Spirit<br />Charityshare liaison<br />Eldercare<br />ACEnt providers<br />Finance (GF)<br />Bank Reconciliations<br />Pay Suppliers<br />Stat. Reports<br />Mgmt. Inform.<br />Albany Software<br />E-mail<br />Raisers Edge<br />Telephony<br />Servers<br />Great Plains<br />CRM db<br />IT Systems (GF)<br />Security<br />Postal Services<br />Switchboard<br />Cleaning/Waste Mgmt<br />Mtce & repairs<br />Premises & Facilities (GF)<br />Internal Comms<br />Health & Safety <br />Payroll<br />Expenses<br />Policy/ HR advice <br />People & Performance<br />Governance for Statutory Books<br />Broker / Ins company/Loss adjustors liaison<br />LEGAL Processes<br />Legal<br />SummaryKey activities<br />23<br />
  77. 77. Business focus<br />RevenueCollection<br />Primary CareService<br />In-shop<br />Service<br />Emergency Response<br />Service<br /><ul><li>On too many occasions, BCM is seen simply as the recovery of facilities and IT. This is not what BCM is about: it is about keeping the business running.
  78. 78. BCM has to speak to senior management so that they become engaged and set the right priorities.
  79. 79. This is a heat map for key business processes – this is designed to be quickly understood within the context of a management workshop. This is an example of how PwC makes BCM assessable and relevant to the business.</li></ul>Call centre Advice service<br />PartnerRelations<br />Regulatory Reporting<br />Impact<br />Recovery Time Objectives<br />* Natural controls have beentaken into consideration<br />24<br />
  80. 80. How to Approach BCM<br />Programmes & Governance for complex organizations<br />04<br />
  81. 81. Fit for purpose<br />26<br />Clients<br />Products / Services<br />Factories<br />HQ<br />Distribution<br />Sales Office<br />Partners<br />Clients<br />Suppliers<br />Suppliers<br />Support functions<br />Infrastructure <br />Organisation<br />
  82. 82. Business Continuity ManagementOrganisation and BCM elements<br />27<br />
  83. 83. Maturing BCM – moving goalposts?<br />Optimised<br />Integrated<br />Characteristics<br />BCM integrated within overall risk management approach, and is embedded within the corporate governance processes. <br />Established<br />Characteristics<br />Analysis has been done across the organisational silos taking into account supply and value chain dependencies and risks.<br />Formalised<br />Characteristics<br />Business Continuity is integrated with incident and crisis management and emergency response. The BCMS in embedded in the organisation with regular exercising.<br />Undeveloped<br />Characteristics<br />BCM policy is set, and business continuity plans developed for key sites and facilities. <br />Characteristics<br />Piecemeal and ad hoc plans, usually driven by a need to comply with legislation or regulation.<br />Ability to respond<br />Response capabilities are optimised at a site level and their ability to recover operations is reasonably certain and efficient.<br />Ability to respond<br />Key business priorities understood, and organisation can implement a strategic response across sites and supply chain to disruptions.<br />Ability to respond<br />Minimum legal / regulatory requirements are met but the ability to respond is patchy and uncertain.<br />Ability to respond<br />Key sites and facilities can respond to major incidents and they should be able to reduce the disruption to their operations.<br />Ability to respond<br />Investment in BCM and Risk is optimised, and the organisation has sustained capability to respond to major threats.<br />28<br />
  84. 84. Business Continuity Management vs. Risk Management<br />Likelihood<br />Dependencies<br />Risk Management<br />BC Management<br />Impacts<br />Threats<br />Filter<br />Filter<br />Controls<br />Priorities<br />Impact<br />Threats<br />Plans<br />Controls<br />Controls<br />Investment<br />Plans<br />Plans<br />Protection against threat<br />Recovery of business<br />May miss high impact low probability events<br />May miss specific risk responses<br />29<br />
  85. 85. Response<br />GovernanceTeam Structure and accountabilities<br />Planning and Building<br />Assurance<br />Crisis Management Team<br />RMC / Steering Group<br />Audit & Risk <br />Committee<br />Business Recovery Teams<br />Risk Management<br />Internal Audit<br />Incident Management Teams<br />BU Heads and Champions<br />BU Heads<br />30<br />
  86. 86. Planning<br />Response<br />Assurance<br />Crisis Management Team<br />Focused on future reputation, stakeholder value and decision making<br />Business Recovery Teams<br />Focused on recovering the most important business activities, and the eventual restoration of business as usual.<br />Responsible for incidents that impact a site / location. Focused on immediate staff safety, incident management, recovery and salvage, local business protection, local communication, and local decision making<br />Incident Management Teams<br />GovernanceCrisis management and business continuity teams<br />31<br />
  87. 87. GovernanceAccountability for Planning<br />Planning<br />Response<br />Assurance<br />Risk Management Committee<br />Internal Audit<br />Group Functional<br />Heads<br />Risk Management<br />BU Head<br />MD and Champion<br />BU Head<br />MD and Champion<br />BU Head<br />MD and Champion<br />BU Head<br />MD and Champion<br />32<br />
  88. 88. GovernanceAssurance<br />Planning<br />Response<br />Assurance<br />Audit & Risk <br />Committee<br />ARC provides oversighton behalf of Board<br />Internal Audit<br />IA responsible for:<br />assurance on behalf of ARC<br />BU Leaders<br />Functional Heads<br />BU Heads responsible for assurance that adequate BCM is in place for business unit<br />Functional Heads responsible for <br />assurance that adequate BCM <br />is in place for their function across BUs<br />33<br />
  89. 89. An Approach – Exercising<br />Exercising<br />05<br />
  90. 90. ApproachExercise format<br />The diagram shows the wide range of exercise formats available; increasing in challenge and complexity from left to right. There are two formats of particular note;<br />Facilitated Discussion; this form of exercise is highly controlled and focuses upon talking rather than doing the response. It is excellent for engaging a team for the very first time or walking-through an entirely new plan. However, it provides little challenge for a highly skilled or high-level team.<br />Single-Team Simulation; in contrast this is a ‘doing’ exercise where the team need to take and make calls, discuss and make decisions rapidly and it provides a level of challenge appropriate to a senior management team. However, it requires a greater level of development and engagement to be successful and thus lead to further plan and team improvement.<br />Time and realism<br />Real-time<br />Real-time<br />Planwalkthrough<br />Facilitated discussion<br />Single-team simulation<br />Multi-team simulation<br />Full-scalelive event<br />Acceleratedphases<br />Acceleratedphases<br />Resources<br />Capability<br />Confidence<br />Compliance<br />35<br />
  91. 91. Example: 3 week exercise<br />36<br />
  92. 92. Example: mock websites<br />37<br />
  93. 93. Exercise: planning<br />38<br />
  94. 94. An Approach – plans<br />Response team and plan structure<br />06<br />
  95. 95. The structure of the response to disruption<br />People<br />IT recovery<br />Trigger<br />Assets and Workplace<br />Third Parties<br />Time<br />40<br />
  96. 96. Phases of recovery<br /><ul><li>BCM plans need to be structured in line with the phases of recovery. PwC uses the model illustrated.
  97. 97. Business recovery is not just about IT and workplace recovery. There are also dependencies on staff, suppliers, partners, equipment, vital documents, etc to consider, and plans to address these are needed.</li></ul>People<br />DRP<br />Trigger<br />Workplace<br />recovery<br />Third Parties<br />Time<br />41<br />
  98. 98. BCM plan structure<br />Business continuity management<br />Incident Response<br />Crisis Management<br />Business Recovery<br /><ul><li>Safety and protection of people and property by site
  99. 99. Assess, stabilize, secure, and report
  100. 100. Co-ordinate external response (police, fire, ambulance)
  101. 101. Communication and briefing to senior management
  102. 102. Protection of reputation and business
  103. 103. Decision making and direction
  104. 104. Communication – external to stakeholders and media
  105. 105. Communication – internal to staff
  106. 106. Coordination of resources
  107. 107. Recovery of key products and services.
  108. 108. Work-arounds and recovery for key dependencies
  109. 109. Restoration of infrastructure and functions</li></ul>Supply resilience<br />IT Recovery (DRP)<br />Workplace and critical equipment recovery<br />Staffing resilience<br />42<br />
  110. 110. BCM response team structure<br /><ul><li>Response teams are aligned to the plan structure
  111. 111. The teams and plans need to be co-ordinated and integrated, with clear invocation and escalation procedures.</li></ul>Crisis Management Team<br />Protection of reputationandbusiness<br />Decision making and direction<br />Business Recovery Team<br />Incident Response Team<br />Communication – external to stakeholders and media<br />Recovery of key productsand services<br />Safety and protection of people and property<br />Communication– internal to staff<br />Work-aroundsand recovery for key dependencies<br />Assess, stabilize, secure, and escalate to senior management<br />Coordination of resources<br />Restoration of infrastructure and functions<br />Coordinate external response (police, fire, ambulance)<br />43<br />
  112. 112. Plans designed for ease of use<br />Design themes:<br /><ul><li>Easy to use and navigate
  113. 113. Easy to update and maintain
  114. 114. Consistent look and feel
  115. 115. Designed for the specific user
  116. 116. Interactive</li></ul>44<br />
  117. 117. New plans templates – designed for ease of use<br />45<br />
  118. 118. Summary<br />Business Continuity is about ‘the Business’<br />07<br />
  119. 119. Focus on the business risks... <br />Christopher Gould<br />Director<br />+7 (495) 967 6000<br />Christopher.Gould@ru.pwc.com<br />This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, [insert legal name of the PwC firm], its members, employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it. © 2010 ZAO PricewaterhouseCoopers Audit]. All rights reserved. In this document, “PwC” refers to ZAO PricewaterhouseCoopers Audit which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity. <br />

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