The session theme was "Protect your business from disruptions and keep your workforce productivity with BCM".
The purpose of the session was to help business leaders understand how to keep the business up and running in the current lock-down using best practices for a complete business continuity strategy.
It was driven to help businesses to understand how to address issues like business continuity team structure, business continuity planning, disaster recovery and business continuity testing, crisis communications, and employee safety and awareness programs. How should organizations address these with comprehensive BCM approach encompassing both organizational measures and technologies to minimize disruption, maintain security and support uninterrupted productivity for users and teams and minimize the impact of the disruption to their business.
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Session Goals
• Raise awareness of potential challenges confronting business worldwide
• Provide understanding of how Business Continuity Management can
help tackle some of the issues
• Help you get started developing individual plans using global best
practice frameworks.
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Did you plan for this scenario?
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Source : https://www.who.int/March 30th 2020
AGlobal Humanitarian PUBLIC HEALTH crisis that
impacts two critical facets - LIFE and LIVELIHOOD.
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Hobson's Choice – A reality!
• Governments , Businesses and Organizations globally are facing a terrible choice
to either severely damage our livelihoods through extended lockdowns,
or
to sacrifice the lives of thousands, if not millions, to a fast-spreading virus.
THE WORLD AS WE KNOW HAS CHANGED IN A FEW WEEKS.
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PROTECT LIFE
• We must solve for the virus and the
economy. It starts with battling the virus.
• Contain spread of infection – estimated
at 640 k as on date world wide
• Prevent increase in no of deaths –
estimated at 30 k as on date world wide
PROTECT LIVELIHOOD
• Address uncertainty about tomorrow
and fears of the severe economic
downturn that may result from a
prolonged crisis
• Support people and businesses affected
by lockdowns
• Protect workforce from sudden drops in
pay or loss of jobs and prepare to get
back to work safely .
Priority Areas to manage the impact of the outbreak
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Key Challenges to be addressed
Address broad, complex, and catastrophic impacts—including health, societal, and economic impacts
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Are You Ready To Lead Your
Organization Through The Crisis ?
• Covid -19 is a global humanitarian challenge that poses a threat to both
lives and livelihoods across the globe.
• Governments ,Organizations and Individuals across the globe are fighting
a WAR on a daily basis.
• Unprecedented challenges brought by the coronavirus will have
significant impact on your cash flow, operations, employee engagement,
productivity and morale.
• There are no easy answers for the impact the uncertainty is having on
the people that drive the organization.
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Business Risk Continuum
Hazard
Compliance
and Prevention
Operational
Performance
Strategic
Initiatives
Opportunity
Uncertainty
“In Pursuit of the Upside”
Risk CFO/COO CEO/BoardController
Management Focus
Courtesy: PwC
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What is Business Continuity?
• Business Continuity is the enterprise-wide proactive BUSINESS
process by which we manage the risks we operate within.
• It addresses all aspects of the business: People, Processes,
Resources and Technology (PPRT)
• The goal is: preventing or mitigating the risks we can and preparing
for recovery from those we cannot, or choose not to prevent.
• Preparation is the key: You fight like you train!
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Question ...
40% of major companies who experience a
significant disaster go out of business within
one year ...
... Why ?
The Importance of
Business Continuity Management
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Answer...
Through lack of planning ...
The process of resuming normal business operations is so traumatic, difficult and expensive that it is
Impossible for the Business to Recover
The Importance of
Business Continuity Management
Whether planned or unplanned, business disruptions that aren’t managed effectively come
at a high cost
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Glob ally organ ization s h ave to b e p red ic tive an d p roactive in
th eir d ec ision -makin g to p reser ve b u sin ess contin u ity of th eir
operations and build enterprise resilience.
Ensuring Continuity of Business Operations
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Life Cycle of Business Continuity
• Sustain business operations
• Recover / resume business operations
• Protect business assets (People, reputation, and
tangible assets)
Reference: NIST SP 800-34, Contingency Planning Guide for IT Systems
Though each emergency is unique and many decisions will always have to be
made on-the-fly, a business continuity plan provides a framework and
preparation to guide these decisions as well as a clear indication of who will
make them.
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Effective Business Continuity Management
Effective Business Continuity is built on seven P’s…
1. Programme – proactively managing the process
2. People – roles & responsibilities, awareness & education
3. Processes – all organisational processes, including ICT
4. Premises – buildings & facilities
5. Providers – supply chain, including outsourcing
6. Profile – brand, image, reputation
7. Performance – benchmarking, evaluation & audit
Source: Business Continuity Institute
When undertaking business continuity planning, you should always keep these aspects of your business in
mind.
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This is aligned with the Plan-Do-
Check-Act (PDCA) approach as
defined by ISO 22301 Business
Continuity Management
Standard. This is also a
continuous cycle where the aim
is to ensure the continual
process is embedded in the
BCM programme.
Business Continuity Management
Program Phases
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BCM Program - Requirements
Source : GTAG –BCM REQUIREMENTS
• Business continuity management covers
infrastructure, cyber, employee, business,
operational and communication risks, with the
aim of managing an organisation that has to face
new challenges and risks and wants to ensure
continuity of operations and production.
• To keep the business up and running,
organizations must take a more comprehensive
approach encompassing both organizational
measures and technologies to minimize
disruption, maintain security, and support
uninterrupted productivity for users and teams.
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Business Continuity consists of:
• Chartering of BC activity
• Establishment of Cross-Functional Team(s)
• Inventory of People, Processes, Resources and Technology (PPRT)
• Risk/Threat Identification and Categorization
• Impact Analysis and Loss Estimation
• Prevention, Mitigation and Recovery Strategizing
• Gap Analysis and Resolution Planning
• Resolution Preparation, and Implementation
• Documenting, Communicating and Training
• Testing and Revision: Ad-nauseam
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Process for Creating a BCP
• Phase I: Project Initiation
• Phase II: Business Impact Analysis (BIA)
• Phase III: Recovery Strategy
• Phase IV: Plan Design & Development
• Phase V: Implementation
• Phase VI: Testing
• Phase VII: Maintenance, Awareness, and Training
(ISC)2
: Project
Initiation
(ISC)2
: Business
Impact Analysis
(BIA)
(ISC)2
:
Recovery
Strategy
(ISC)2
: Plan
Design &
Development
(ISC)2
:
Implement
(ISC)2
: Testing
(ISC)2
:
Continual
Maintenance
NIST: Develop
policy statement
NIST: Conduct
BIA
NIST: Identify
preventive
controls
NIST: Develop
recovery
strategy
NIST: Develop
contingency
plan
NIST: Plan
testing, training,
& excercises
NIST: Plan
maintenance
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Approach for developing a BCP - Phases & Tasks
Analyze
Assess
Strategize
Develop
Transform
Implement
Maintain
Validate
End to End Analysis of Information flow
Identify & Prioritize Critical Systems
Evaluate Interruption Impact
Data Security
Backup Procedures
Risk Analysis & Turnaround
Map Business & IT Requirements
Best Recovery Routes Determined
Proven Risk Management & Continuous Availability Techniques
Comprehensive Recovery Plan at Enterprise or BU Level
Determination of Infrastructure and Architecture
Transform Plan to Detailed Process & Procedures
Readiness Evaluation
Deployment of necessary Alternate Infrastructure
Establish a documented process for DR
Simulate Disaster Recovery Walkthrough
Fine tune the Infrastructure for loss tolerance
Causal Analysis
Adapting the Plan to Changing Business Needs
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Benefits of Business Continuity Management
Business continuity management processes are designed:
To minimise any risk of disruption to services, by building resilience into internal structures and
processes
To ensure we can maintain our essential services during disruptions with different levels of
severity
To assist staff in the event of an incident and to ensure staff are able to cope with the disruption
To ensure that if a disruption does occur, the main priority will be the recovery of key services
within agreed timeframes
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PREPAREDNESS CAN MAKE ALL THE DIFFERENCE!
0
2000
4000
6000
8000
10000
12000
14000
16000
DeathRates/100,000Population(Annual
Basis)
Date
1918 Death Rates: Philadelphia v St. Louis
Philadelphia
St. Louis
Lessons from the past
Data from two cities in the U.S. during the 1918 pandemic
• In 1918, tens of millions of people died all
over the world from pandemic influenza
• Both cities were hit by the pandemic,
and they were under the same national
government. However, they had very
different experiences.
• St. Louis instituted social distancing
policies as soon as there were cases in the
area. Philadelphia delayed their use for
1-2 weeks after cases began.
• It is believed that the rapid
implementation of the social distancing
interventions was the primary factor
responsible for the lower mortality rate
experienced by St. Louis.
• When we think about learning from previous influenza pandemics,
we often think of the great pandemic of 1918
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• INTEGRITY & VISION
• COMPASSION & EMPATHY
• SPEED & AGILITY
• DISCIPLINE
• PROACTIVE & QUALITY DECISIONS
• CLEAR DECISION-MAKING HIERARCHY
Most imp ortant to resp on d to th e c risis cau sed by th e p an d emic
with
What do we do now?
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Business Impact Analysis
Unit Plans
and Procedures
Business Continuity Planning Initiation
Risk Reduction
Implementation Organization
Testing
PROCESS
Change ManagementEducationDrillsReviews
PolicyScope Resources Organization
Ongoing
Process
BCP
Planning
Project
(Phase 0,1,2)
Implement
Standby Facilities
Recovery Strategy
BCP
Implementation
Project
(Phase 3)
BCP Planning Overview
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Business Continuity Planning
Framework
• The BCM Plan will comprise of the following components:
PLAN COMPONENTS
Business Impact Analysis
Business Continuity Management
Disaster Recovery & Crisis Communication Plans
Recovery Plan Testing and
Maintenance
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BC Plan Development Procedure
WHAT ARE MY CRITICAL FUNCTIONS?
Essential Services
that needs to recover
Assets (Equipment, Personnel) &
Systems that is needed
Essential Services
that we need to prioritize
Most of these information should be captured in the BIA. Review and validate the information
WHAT ARE MY STRATEGIES?
How do we recover
the activities/services?
What should we do? Who do
we need to inform?
Where do we recover
the activities/services?
Evaluate manual interim and workaround processes identified in BIA. Document the
Business Continuity Procedures which includes the steps to carry out those activities for each of the phase.
PUTTING IT ALL TOGETHER
Activation/Recovery
Procedures
Contact List/Maps/Template/ OthersCritical/Non-Critical Functions
HOD to review the BCP. Circulate the BCP to all the relevant parties
(BCM Office, Audit and/or other dependent department) for the review.
Annual Review
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Activity
Crisis Management
Emergency
Response (ERP)
Continuity of Operations (BCP, DRP)
Crisis Communications
REDUCE
(PRE-INCIDENT) RESPOND RECOVER-RESUME RESTORE
RETURN
Key Risks
Key Disaster Scenario
Planned & unplanned risks
Salvage
Repair/ Rebuild
Recover & Resume
Incident
starts
Business Impact Analysis
with BC strategy
Business Continuity Management Responses
What When Where Who How
Preparedness : Training & Awareness; Exercise & Drills
BCM & Incident Response Lifecycle
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Business continuity team structure
• Covid Response team must be defined for your
organization
• This team will be responsible for decisions related to
implementation measures during the crisis.
• Top management must be involved.
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Manage your business risks
• Protect corporate reputation
• Reduce financial impact
• Set up reaction plans (procedures, allocation of
employees, tools and other resources)
• Prepare for issues in the supply chain
• Return to new normality sooner
• Make arrangements for work that cannot be
done remotely
• Prepare for the need to close down office or
business premises
Manage your operational risks
• Map single points of failure within the
organization (processes, employees,
technologies) and draft countermeasures
• Minimize the impact upon staff
• Minimize the impact upon service delivery
• Minimize the impact upon the IT
infrastructure
• Establish emergency measures and
organizational instructions in order to
ensure continuity of operations according to
the level of risk
Pan d emic Prep ared n ess Req u ires S tron g Bu sin ess Contin u ity Man agement
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Lead New Ways of Working
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Managing Employee Safety Issues
• Employee Travel - document and communicate to all employees
• Local travel restrictions
• international travel ban
• Update list of employees abroad with status and next-action defined for each.
• contact and repatriate(if necessary) – Employees abroad
• Employee Quarantine
• Offer Home Office to all employees in quarantine.
• Update List of employees in quarantine daily and communicate it to department managers.
• Time off/vacation is offered to all employees in quarantine.
• Regular, positive communication with employees in quarantine is on a weekly basis at least.
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Managing Safety Issues
• Facility Safety
• Facilities cleaning is to be made more frequent and surfaces highly exposed to employees
(handles, elevators, pad, keyboards, door handles, etc.) are disinfected daily.
• Visitors
• Reduced or prohibit
• Maintain Visitors records - identification, contact details, travel history, visited departments, etc.
• Meetings
• Change to conference calls.
• Company Office Lockdown
• Have plans in place to ensure Business Operations of all functions during lockdown
• Ensure IT Infrastructure operations and IT Support during lockdown.
• Define a list of employees or any special resources required to maintain critical services/functions
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Manage your cyber risks
• Check security and monitoring of
applications for remote access
• Test applications for remote access (VPN
etc.) + patches, hardening
• Perform Awareness campaign for
specific cases of social engineering
attacks in communication related to
crisis
Manage your infrastructure risks
• Check the readiness of infrastructure and other services (SaaS
etc.) for the higher load of employees working remotely
• Check if the corporate systems can be managed remotely
without the physical presence of IT employees (Operations,
Support etc.)
• Map single points of failure in the infrastructure in case of
remote operations, design countermeasures
• Define the responsibilities of suppliers according to SLAs in case
of emergency situations, draft any required amendments
• Set up sufficient IT support for remotely working employees
• Prioritise access to corporate systems (Management, Top
Management priority etc.)
• Review the number of application licences that ensure remote
access
Pan d emic Prep ared n ess Req u ires S tron g Bu sin ess Contin u ity Man agement
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Lead New Ways of Working
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• Due to the Coronavirus outbreak, presently, most of the companies are accelerating
remote work.
• The ongoing international pandemic regarding Coronavirus has made it very clear
how important it is to consider remote work culture for our businesses.
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Challenges Of Work From Home
Avoiding the “Work in Your PJs” Trap
KEY ACTIONS
Employees are provided with laptops and all necessary HW and SW for remote work.
Mandatory updates on laptops are done by employees before leaving on a lengthy Home
Office.
Home Office conditions for employees are documented and communicated.
Instructions for managers of Home Office workers are communicated to ensure sufficient
operation and visibility across teams.
Daily communications (e.g. standing morning conference call for status update) are scheduled
within the teams and led by the department manager.
Every Home Office worker reports daily regarding yesterday's activities, today's activities,
issues and blockers.
An available monitoring tool for employees at Home Office is used.
Regular communication about overall company status is provided daily by top management
to all employees and managers.
Tips for stress management and healthy Home Office work are regularly provided to
employees.
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Business continuity crisis communications
• Communications processes with government and the public are
defined, and the employees responsible for communication are
assigned.
• Enact business continuity and crisis teams in affected areas.
• Communicate awareness and monitoring to employees, key
third parties and customers.
• Consider implications of and tolerance levels for high
absenteeism on critical processes.
• Monitor at a high frequency.
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Action, not panic, is essential to
OUTLAST COVID-19.
• A number of key actions resilient leaders can take to secure both LIFE & LIVELIHOOD can be
grouped into the following categories:
1. Launch and sustain a crisis command center – with separate expert teams providing for inputs
to the Leader for Scenario planning, Strategic Initiative's , Conducting Operations and
Managing & Monitoring to provide an integrated and holistic response
2. Preserving human life and capital is the key to ensuring workforce continuity
3. Maintain business continuity and financing - update/develop business continuity plans and
understand financial impacts across the entire value chain
4. Shore up the supply chain - solutions to combat supply chain interruptions, overcome
logistics and labor shortages, and get better visibility into local access limitations
5. Stay engaged with customers and local communities - maintain open and ongoing lines of
communication with your customers ,communities and stakeholders.
6. Strengthen digital capabilities – developing digital road maps for the short, medium, and long
term for your organization with a special focus on cybersecuirty.
7. Engage with your business ecosystem -suppliers, vendors, customers, investors, employees,
and other stakeholders.
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Thank you
• Thank you for your attendance and kind co-operations
• This is just the beginning of our journey in the BCP/BCM
• Please submit your feedback from which you will receive by mail.
• On submission of the same, you will be receiving a attendance certificates
• There will be some series of workshops and certification on this topic. If you are
interested, may keep a watch on the upcoming communications.
• The session video, presentation etc. will be available on Prime YouTube Channel,
Slideshare and Facebook
• There are upcoming interesting sessions in the coming days, if you have not yet
registered, please register soon.