This document discusses contingency planning and business continuity management. It explores remote monitoring and facilities management using a National Intelligence Centre. The Centre would allow around-the-clock monitoring and control of multiple sites and supply chains through technologies like CCTV, alarms, and access control. This would help with contingency planning, crisis response, disaster recovery, and business continuity. The document outlines the components and benefits of such a remote system for protecting potential targets and restoring services quickly in the event of disruptions.

1. Contingency Planning
Remote Surveillance &
Facilities Management
By Steve Goodwin MBE MSyI
Compliance and Risk Director

2. This Session We will explore:
Contingency Planning &
Business Continuity
Management (BCM)
The role of the National
Intelligence Centre:
Remote location via IP
network
Monitoring, Control,
Management of multiple
sites and supply chain, 24-7
Protecting potential targets
in the City of London and
other locations
The systems and
technologies available:
Security & Facilities
Management
Access control post-
evacuation: audio-visual,
emergency services

3. Contingency Planning
Business Continuity Management
ISO 22301 / BS25999 -
British Standard for BCM
A holistic management
process that identifies
potential threats to an
organisation and the impacts
to business operations that
those threats, if realised, might
cause and which provides a
framework for building
organisational resilience with
the capability for an effective
response that safeguards the
interests of its key
stakeholders reputation, brand
and value creating activities.

4. Contingency Planning
and Resilience
Contingency Planning
and Resilience
Continuity of
Operations
Business
Continuity
Crisis
Communications
Disaster
Recovery
Cyber Incident
Response
Information
Systems Contingency
Occupant
Emergency
Critical Infrastructure
Protection

5. Stakeholders Frame Components Intended Outcome
Board Policy Procedures Understanding of Appetite
Executive & Senior Management Supporting Documents Proactive Assessment
Operational Management Plans & Training Understanding of Impact
Other Considerations
Impact on Capital Impact on Change Insurance
Synergies between the two

6. National Intelligence Centre
Connecting Sites & the Supply Chain
Remote:
1. Management
2. Monitoring
3. Access Control
1. Contingency Planning
2. Crisis & Vital Service Response
3. Disaster Recovery
4. Business Continuity
Data & Risk Analysis
Identify risks, scenarios
on site & in the chain
The Intelligence Centre is the hub for Plans:
Emergency services & local teams
Crisis Management Centre

7. Why Remote?
Central resource & control of multiple sites, teams,
disciplines & systems
Integration: alarms, CCTV, Facial Recognition, audio,
access control, man-down, EPOS, Detectives, vehicle
tracking
Away from danger, contamination, crime scene,
influence & tampering
Communication: deployment by multiple comms
links – RF, data over IP, SMS, email
Restore services to new, disabled or temporary site
Cost savings: outsource to share resources;
back-up; redundancy; extra expertise

8. Timeline
Pre-empt
and Prevent Disaster Strikes
Reduce
Within Minutes
or Hours
Respond
Within Hours
or Days
Recover
Resume
Within Weeks
to Months
Restore
Return
Disaster Strikes

9. Remote Monitoring
& Access Control
Lights On CCTV Unlock Doors Audio Link Man Down
Tested with out of hours delivery for major retailers
Vehicle in transit – GPS monitoring and 2-way comms
Control evacuation & emergency services entry & egress
Services control: power supply, lighting, Lifts, HVAC, fire control
Deploy local emergency & service teams (e.g. lift repairs)
Access Control:

10. Target Protection
Scenarios
Data
Risks
Plan
Deploy
Test
Consider traffic & spaces: staff, deliveries, suppliers, public access & out of hours
Analysts: assess statistics, incidents, response
time, costed alternatives
Evidence: coordination of technology,
detectives, investigation
Testing: rehearsals, detectives, ‘secret
shopper’ - training
• staff interviews & checks
• store detectives, ‘secret shopper’
External v Internal threats:

11. Technology & Systems
IP
Review range of technology platforms and compatible devices
Systems
RF radio, internet telephony, alarms, CCTV, audio, access
control, man-down, EPOS, Building Services
1. Alarms: WebWayOne, BT Redcare, CSL Dualcom and Sur-gard Receivers
2. CCTV connections are supported via Immix, Sureview International, others
Lodge Service Accrington centre
Outsource to share resources; back-up; redundancy; extra expertise

12. Operational Risk Components
Purpose /
Vision
Strategy
External Events
Eg Weather/Terrorism
Core Processes Critical Systems Colleagues Facilities
Suppliers & Outsource
Partners
Change Agenda
1-3 Year
Strategic Plan
Control Self Assessment Operational Risk Business Continuity Insurance Programme
Operational Risk Strategy & Plan
Key Controls
End-to-end
Process View
Top-down Operational
Risk Profile
Bottom-up Operational
Risk Profile
Incident & Near
Miss Reporting
Resilience
Work-Area Recovery
Disaster Recovery
Policies
Claims
Incident &
Crisis Management
Operational
Risk Appetite
Operational
Risk Capital
Reporting
Scenarios

13. Finally…
Embedding the Culture
Define overall risk appetite at Board level. Holistic buy-in paramount
Aligned to business processes, including suppliers
Practical considerations – need policies & procedures
Integration: Risk Department, Business Continuity, Incident Management,
Security, Facilities Management. Keep things simple – common language
Reviews: data analysis, risk assessment, scenarios, TESTING
Potential to drive efficiencies and cost-savings: set KPIs and ROI