BCM is a structured approach that helps organizations continue operating during disruptions by ensuring critical operations can still function. An effective BCM framework includes understanding the organization, conducting risk assessments, developing response plans, and testing plans through exercises. Regularly reviewing and updating plans is important to account for organizational changes. Implementing a strong BCM program provides benefits like reduced financial impacts, protected reputation, and compliance.

1. Business
Continuity
Management
PHILIPPINES :: MALAYSIA :: VIETNAM :: INDONESIA :: INDIA :: CHINA

2. Learning Bites
• Understand the context and relevance of BCM – A Philippine & Telco Perspective
• Comprehend how an effective BCP will benefit the organization
• Gain insights into the best practices for implementing an effective BCM
• Know firsthand the key challenges and success factors involved to have a strong BCMS

3. Where Myth Meets Fact
A Pint of Sweat will save a Gallon of Blood.

4. Introduction
• BCM is a relatively new management discipline.
• Increasingly getting importance due to competition (increased
customer expectations) & turbulent environment
(Terrorism, failure of utilities, disruption in supply chain, threat to
human lives etc.).
• Future poses greater challenges –Pandemic, Oil & Gas
shortage, Extreme climatic changes, Terrorism with greater
impact, etc.
What is BCM?
BCM is a structured approach to achieving operational resilience and ensures that an organisation:
• Can continue to provide its customers with required services or products, within an agreed time
frame
• Has an appropriate level of competency to manage the organisation from disruption to 'business as
usual‘
• Embeds appropriate practices into the cultural fabric of the organisation to ensure that Business
Continuity capabilities always reflect the needs, technology and structure of the business.

5. Need for Business Continuity Management
• Unplanned business interruptions account for $588 billion in revenue each year.*
• In addition to life-­safety, property, and environment, we have revenue and a reputation to
protect.
• Business Continuity Management is a decisive marketplace advantage.
• Lessons from disaster show that even relatively short business interruptions can be expensive
both in terms of real dollars and lost potential.
Source: http://www.keepmedia.com

6. Major Drivers of BCM
Regulators
8% Corporate
Auditors
Governance
11%
28%
Corporate Governance
Insurers
Central
Existing Customers
Government
15% Central Government
Auditors
Regulators
Insurers
Existing Customers 21%
17%
6

7. BCM Framework
The BCM implementation process
While NO one size fits all, the framework and basis for designing the BCMS is universal. The BS 25999
(soon to be ISO 22301) is a standard accepted world-­wide for design and implementation of an
organizational BCM framework.
While there are several means to get to the answer, its best to start from the most critical reason for
making our business resilient and the pieces that can spell out its success or lack thereof.

8. BCM Programme Management
• Programme Management is at the heart of BCM process.
• Effective programme management simply establishes the approach to BCM
• BCM programme management should involve the following 3 key steps
1 Set
Governance
3
Ongoing
2
Implement
Management BCM

9. Understanding the Organization
Understanding the Organization can be carried out in the form of two major
activities:
BIA – Business Impact Analysis RA – Risk Assessment
Documented Analysis of the impact This entails understanding the critical
that a disruption could cause to the activities in an organization and the
activities that support the delivery of level of risk associated with it by
an organization’s products / services identifying the various threats
Determination of criteria
for the risk acceptance
Critical Non-­‐ Critical
Activities Activities
Identification of
acceptable levels of risk
Must be
recovered Maximum
rapidly Tolerable
Period of
Analysis of the risks 9
Disruption

10. Determining the BCM Strategy
An organizations approach to determine the
BCM strategy should:
People
• Implement appropriate measures to reduce
the likelihood of incidents
Stakeholders Premises
• Take due account of the resilience and
mitigation measures
• Provide continuity for its critical activities
during and following an incident Supplies Technology
• Take account of the activities which were
not identified as critical Information
10

11. Developing and Implementing BCM response
Plans for BCM
• There are a number of plans that can / must be created when
implementing the BCM
• Some of the common features that all these plans must possess
include
• Identified lines of communication
• Defined purpose and scope
• Defined roles, responsibilities with authority for people and teams
• Guidelines and criteria defining to invoke plan
• Method for invoking plan, and procedure describing system for invoking plan
• Reference to contact details of key stakeholders

12. The business continuity plan
Emergency A successful
response plan
outcome
Crisis management/
communication plan
A
Business
recovery plan
Activity

13. Exercising, Maintaining & Reviewing BCM Arrangements
Exercises should be:
• realistic,
• carefully planned,
• agreed with stakeholders,
BCM maintenance program, the organization should:
• Review and challenge any assumptions made in any
components of BCM throughout the organization,
• Distribute updated, amended or changed BCM
policy, strategies, solutions, processes and plans to key
personnel under a formal change control process.
The organization's top management should review the
organization's BCM ccapability to ensure its;;
• continuing suitability,
• adequacy
• effectiveness. 13

14. Outcomes of an effective BCM
• Critical activities are identified and protected
• An incident management capability is enabled
Challenges…
• The organization’s understanding of itself, and its • Plans are worthless unless they are rehearsed
relationships with other organizations are properly
developed, documented, and understood • Study shows (source : Chartered Management
Institute UK –2007)
• Staffs are properly trained to respond effectively to an
incident or business interruption • Only 46 % of Organizations with plans test their plans
annually
• The organization remains legal and compliant and its
reputation is protected • 21 % of Organizations have never tested their Plans
• 89 % of Organizations that rehearsed their plans found
errors in their plans
• Have a regular exercise programmed approved by Top
Management.
• Maintain (and improve) plans via regular assessments
/ audits.

16. Thank you very much!
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