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Building business continuity through risk management, presented by Kimberley Hart, 10th Oct 2016, APM North West branch conference

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Building business continuity through risk management
Presented by Kimberley Hart
Monday 10th October 2016
APM North West branch and Risk SIG conference
Alderley Park, Macclesfield

Published in: Business
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Building business continuity through risk management, presented by Kimberley Hart, 10th Oct 2016, APM North West branch conference

  1. 1. Building business continuity through risk management The resilience myth? Kimberley Hart Risk and Resilience Lead, Internal Audit and Risk Management Corporate Services
  2. 2. Session Objectives • To consider the impact of risk perception on the achievement of objectives • To explore the relationship between effective risk management, project management and organisational resilience Kimberley Hart Internal Audit and Risk Management Slide 2
  3. 3. My current role • Risk and Resilience Lead • Directorate for Children & Families support and thematic lead for building resilience • Chair of the Manchester Business Continuity Forum Slide 3 Kimberley Hart Risk and Resilience Lead, Internal Audit and Risk Management Corporate Services
  4. 4. Responsibilities • Incident Management: co-ordinating response in a Council- wide incident, communication, triage, prioritising service recovery council-wide • Risk Management: assisting services through support and challenge in developing practical mitigation of their risks enabling them to deliver their objectives • Business Continuity Planning: production and testing of corporate and service business continuity plans for critical Council services • Advice and Assistance Programme: information and support to businesses & voluntary organisations • Consultancy work: a charged service for the provision of advice on risk and business continuity management Kimberley Hart Internal Audit and Risk Management Slide 4
  5. 5. Let’s play a game… Slide 5 Perception of reality Kimberley Hart Risk and Resilience Lead, Internal Audit and Risk Management Corporate Services
  6. 6. Background Slide 6 Miss Hart Kimberley Hart Risk and Resilience Lead, Internal Audit and Risk Management Corporate Services
  7. 7. Your perception is your reality! Slide 7 “Reality is merely an illusion, albeit a very persistent one.” Albert Einstein Kimberley Hart Risk and Resilience Lead, Internal Audit and Risk Management Corporate Services
  8. 8. Perception of risk…. Slide 8 Kimberley Hart Risk and Resilience Lead, Internal Audit and Risk Management Corporate Services • Risk can be defined as the element of uncertainty of which affects decision making and planned outcomes. • Risk factors may be either positive opportunities or negative threats. • Essentially, they are the factors that help or hinder the achievement of our objectives.
  9. 9. The Rumsfeld Effect “There are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns – the ones we don’t know we don’t know….” Slide 9 Kimberley Hart Risk and Resilience Lead, Internal Audit and Risk Management Corporate Services
  10. 10. What is business continuity? Slide 10Kimberley Hart Risk and Resilience Lead, Internal Audit and Risk Management Corporate Services ‘The strategic and tactical capability of the organisation to plan for and respond to incidents and business disruptions in order to continue business operations at an acceptable predefined level’
  11. 11. Slide 11 Business continuity planning process… ISO 22301 • Identify and manage current and future threats to your business • Take a proactive approach to reduce the impact of incidents • Keep critical functions up and running during times of crisis • Minimise downtime during incidents and improve recovery time • Demonstrate resilience to customers, suppliers and other stakeholders Kimberley Hart Risk and Resilience Lead, Internal Audit and Risk Management Corporate Services
  12. 12. BC planning as ‘First Aid’ for the business? • Protects reputation • Protects people and services • Prevents incident deterioration • Maintains the most essential/time critical services • Promotes efficient service recovery • No panic – reduces stress Kimberley Hart Internal Audit and Risk Management Slide 12
  13. 13. What is resilience? Slide 13 Kimberley Hart Risk and Resilience Lead, Internal Audit and Risk Management Corporate Services Resilient adj. the ability (of an organisation) to recover quickly from any incident that prevents it from delivering its services
  14. 14. What are the risks affecting business continuity? Slide 14Kimberley Hart Risk and Resilience Lead, Internal Audit and Risk Management Corporate Services
  15. 15. National Risk Register of Civil Emergencies An assessment of the likelihood and potential impact of a range of different risks that may directly affect the UK. It is designed to: • Increase awareness of the kinds of risks the UK faces • Encourage individuals and organisations to think about their own preparedness. The register also includes details of what the Government and emergency services are doing to prepare for emergencies. Kimberley Hart Risk and Resilience Lead, Internal Audit and Risk Management Corporate Services Slide 15
  16. 16. What kind of risks would you expect to see on the National Risk Register? Slide 16 Kimberley Hart Risk and Resilience Lead, Internal Audit and Risk Management Corporate Services
  17. 17. Highest Priority Risks • Risk of terrorist and other malicious attacks • Pandemic Influenza • Coastal flooding • Widespread electricity failure • Major transport accidents • Major industrial accidents • Disruptive industrial action • Severe weather Kimberley Hart Risk and Resilience Lead, Internal Audit and Risk Management Corporate Services Slide 17
  18. 18. • Do you create a risk register for your projects or programmes? • Do you maintain and review a risk register? How often? • Who is involved in the production of project/programme risk registers? • How are risks identified? • Are the risks specific to the project or do they take into account the broader context? • How are risks reported and escalated? Slide 18 Risk Management in action Kimberley Hart Risk and Resilience Lead, Internal Audit and Risk Management Corporate Services
  19. 19. A world in which all projects succeed? • Understanding uncertainty and risk in order to make informed decisions is at the heart of the management of planned change through project-based working. • Once understood, risks can be taken in pursuit of value with eyes open. Other risks can be avoided or contingency plans put in place, or existing plans can be reviewed and revised. Slide 19 Kimberley Hart Risk and Resilience Lead, Internal Audit and Risk Management Corporate Services
  20. 20. Manchester Business Continuity Forum (MBCF) • Aims to reduce the economic and social impact of emergencies and speed up the subsequent recovery through partnership working. • Offers a forum through which businesses, voluntary sector and emergency responders can co-ordinate and integrate emergency preparedness arrangements. • Sharing good practice information to promote effective business continuity and emergency planning. • Will share information about incidents where possible. www.manchester.gov.uk/businesscontinuity
  21. 21. Session Objectives • To consider the impact of risk perception on the achievement of objectives • To explore the relationship between effective risk management, project management and organisational resilience Kimberley Hart Internal Audit and Risk Management Slide 21
  22. 22. Further information Email: k.hart@manchester.gov.uk www.manchester.gov.uk/emergencies Kimberley Hart Internal Audit and Risk Management Slide 22
  23. 23. This presentation was delivered at an APM event To find out more about upcoming events please visit our website www.apm.org.uk/events

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