Business continuity managers often focus on information communications technology/computers ahead of people or human factors. This paper mounts the case to focus on both to ensure business continuity preparedness and organisational resilience, particularly to non-routine business disruptions/crisis.

1. Christine Mill
Ch i ti F Miller
Consultant
Business Continuity Manager
Helping build business resilience
1

2. Overview
O i
Human Resources (HR) - v -
ICT Disaster Recovery (DR)
HISTORY & development of BC
Human factors or people issues
in BCM
C
Helping build business resilience
2

3. Buncefield
A case study on
DR, interdependencies
DR i t d d i
& supply chain
http://www.buncefieldinvestigation.
p g
gov.uk/reports/index.htm
3

4. What is Business Continuity?
Business continuity is the uninterrupted
[or minimal disruption to] availability
of all key resources supporting
time-critical business processes.
(adapted from AS/NZS HB292
“A Practitioner’s Guide to Business Continuity”)
4

5. Only one threat to
business continuityy
Loss of or access to
key resources
5

6. Key resources
Infrastructure ICT/Technology
People Dependencies
What next? Governance Risk &
Governance,
Compliance (GRC)
or Organisational Resilience?
How? through High Reliability
Organisations (HROs)/
High Reliability Management (HRM)? 6

7. Source
Global GPG 2010, p 20
7

8. BRAINSTORMING
S O G
People and
P l d
Business Continuity Management
8

9. Some possibilities
S ibiliti
 People as a resource
 “Critical staff”/Contact lists/“Redeployable” staff
 Crisis leadership through incidents & exercises
(Tim Cousins, Tim Cousins & Associates)
 Duty of care
 Fatalities & injuries
 People in a crisis (Jodie Wentworth, Risk Logic)
Wentworth
 At work & home
 BCMs need people skills such as:
 Negotiating, marketing, motivating…patience!
 BCM = DR + HR + many other components
9

10. People as a resource
 “Full cycle” awareness raising
y g
 “Critical staff” & contractors
 Contact lists – internal & external
 Alternates –
Single Points of Failure (SPOF)
g ( )
 Cross training
 “Redeployable” staff
 Succession planning
in an ageing workforce 10

11. Why exercise?
y
A BCP needs exercising
exercising,
reviewing & maintenance
to be fit for purpose
Exercises & incidents test
how prepared your crisis
leadership is to use their BCP
l d hi i t th i
11

12. EXERCISE people & plans
p p p
for continuous improvement
TEST technology for pass or fail
12

13. The Foam Test
a business continuity
simulation exercise
Aircraft Foam Fire Fighting (AFFF)
system at Ellsworth Air Force Base,
USA
The test was only supposed to last
a few seconds but the system
wouldn't shut off… 13

14. DUTY OF CARE
Incidents, especially
involving deaths or
fatalities, are THE t
f t liti true t t
test
of crisis leadership
14

15. People in a crisis
p
at work & home
Looking after your life
Looking after your business
15

16. 16

17. BCMs need peop e s s in
C s eed people skills
•Negotiating
Negotiating
•Marketing
•Motivating
M ti ti
•.....& Patience
BCM = DR + HR
& many other aspects of
business & crisis management
b i i i t
17

18. Any questions
or comments
t
Sources
www.thebci.org &
www.continuity.net.au
www continuity net au
(log in to previous
presentations)
Chris Miller
Mobile
0416 113 250
b4crisis@grapevine.net.au
b4crisis@grapevine net au
18