This document outlines the rollout of a Business Continuity Plan (BCP) for a food manufacturer. It discusses the objectives of the BCP which include allowing timely recovery of critical operations, minimizing loss, and meeting legal requirements. It also covers executing tests, documenting test results, and regularly reviewing processes and tests. Various aspects of the food manufacturer's operations are analyzed including products, work activities, hazards from farming to distribution, and risks. Metrics like impact analysis, likelihood evaluation, and consequence assessment are used to rate risks. Finally, templates used and challenges faced in implementing the BCP in reality are discussed.

1. Rolling out Business Continuity
Planning (BCP) for Manufacturer
Company
Click to start
Working on
Food Industry

2. Who we are?
Leads
Mohammad Khaliqur Rahman 150131
Shafiuddin Russel 150165
Forwarder
Md. Rafiqul Islam 150132
Defender
Uttam Banik 150137
Information Spy
Samsun Nahar 150119

3. BCP Objectives
Documents
 Allow timely recovery
of critical business
operations
 Minimize loss
 Meet legal and
regulatory requirements
 Execute Testing
 Document test result
 Review process and test
results
 By test review
 By Process review
 By Event review
Test BCP Update Regularly

4. Project Domain
Biscuits and Wafers
Product Line
Noodles:
Chatni:

5. Project Domains
Work Activity
Work Environment
Business Process

6. Work Flow
Inform Local
Police Station
Secure
Documents
Activate fire
protection
system
Secure
machineries
Identify
Causes/
Demand
Negotiation
with labor
leaders
Demolish/
Violence?
Deploy Law
Enforcement
Withdrawal
Strike
Continue Core
Business
Functions
Open up all
business wings
LaborStrike
Yes
Review and
Update BCP
No
Start
EVENT

7. Impact
Disaster
Event
Labor Strike Y Y Y Y Y Y Y
Vehicle and product robbery N Y Y Y N N Y
Internal fraud N N Y Y N N Y
Power Outage Y Y N Y N N N
Food raw materials affected by
moisture and insects
Y Y N Y N N N
ProductionDisrupted
DeliverySchedulefailed
DamageofAssets
FinancialLoss
Reputationhamper
Longtimeeffectson
revenue
Organizationbadimage
oncustomers
** Y = More Negative, N = Less Negative
Disaster Impact Analysis

8. Basic Risk Assessment Process
We have followed following five Steps for Risk Assessment

9. Death by Cause in 2006 in Bangladesh (%)
Accident and Related,
10.04, 10%
Asthma and Related,
17.57, 18%
Infectious Disease, 10,
10%
Indirect Food and
related Complcation,
21.54, 22%
Foodborne Illness,
23.58, 23%
Old Age, 17.27, 17%
Source: Statistical Yearbook of Bangladesh 2010
What is Highest Risk?

10. Hazards from Farming to distribution
Farming Transport Production Packing Distribution
Animals
Chemicals
Electricity
Weather
Flood
Cold
Temperature
Traffic Jam
Poor Road
Strike
Classification
Labeling
BSTI Seal
Exp Date
Faulty Pack
Failure of DIS.
Low Production

11. Hazard on Food Production
 Severe Weather Event
 Slips & Trips
 Contact with Steam
 Hot water
 Hot Oil
 Knives
 Hazardous
 Substances
 Gas
 Electrical
 Fire
 Machinery
 Temperature

12. How we Rating the risk…
Consequence
Likelihood
Low (1) Medium (2) High (3) Extreme (4)
Almost certain (4)
4 8 12 16
Likely (3)
3 6 9 12
Possible (2)
2 4 6 8
Unlikely (1)
1 2 3 4
Evaluation of Likelihood
Within the next 12 months the event is:
Almost certain Frequent occurence/ greater than 90% chance
Likely Regular occurence/ greater than 60% chance
Possible Occasional occurence/ greater than 10% chance
Unlikely Has never occurred/ less than 10% chance
Risk Rating:
Likelihood X Consequence
High: 8 to 16
Medium: 3 to 6
Low :1 to2

13. Evaluation of consequence
Extreme
Financial impact greater than 100 Crore / international
media attention / Government or stakeholder intervention
/ Total service disruption / Bankrupt.
High
Financial impact greater than 50 Crore / national media
attention / Adverse comment by minister or external
auditor / significant service disruption / disabling injury.
Medium
Financial impact greater than 1 Crore/ Local media
attention / Service user complaints / Service disruption /
Lost time / Injuries.
Low
Low level financial loss / isolated complaints / minor
service disruption.

14. Food Factory Risk Assessment
Hazards Who harmed & how Risk level
Slips & Trips
Staff, visitors may be
injured if they trip
over objects or slip on
slippery floor
Medium
Severe Weather Event
Loss of buildings, personal
property and businesses
High
Manual
Handling
Staff may suffer
pulled muscles,
strains and bruising.
Medium
Contact with
steam, hot water, hot oil and
hot surfaces
Oven staff, food
service staff may
suffer scalding or burn
injuries
Medium
Knives
Staff could suffer
cuts and finger amputations
Medium

15. Food Factory Risk Assessment
Hazards Who harmed & how Risk level
Gas
Appliances
Staff and customers
could suffer serious or fatal
injuries as result of gas
release or explosion
High
Electrical
Staff could suffer
serious or fatal injuries as
result of electric shock
High
Fire
Staff and customers
could suffer serious injuries
and fatalities from burns and
smoke inhalation
High
Machinery
Staff could suffer
serious injury from contact
with dangerous parts
Medium
Workplace
temperature
Kitchen staff may
suffer ill health when they
overheat in hot working
conditions
Medium

16. Business Impact analysis (BIA)
Identified Business Areas Those Can Be Impacted
Finance
Manufactu
ring
Operations
Information
Technology
HighMedium
Human
Resources
Marketing
&Sales
Facilities&
Security
Low
Research&
Developm
ent
Legal/Com
pliance
Warehous
e
S
U
P
P
L
Y
C
H
A
I
N
Quantitative or Qualitative Impact
Medium
Human
Resources
Marketing
&Sales
Facilities&
Security
Facilities&
Security
Warehous
e
Legal/Com
pliance
Warehous
e

17. BIA Matrix

18. BC DR Templates Used
Work Flow Diagram
Raking Systems Book: Business Continuity & Disaster Recovery
Chapter- Project Initiation Page-110
Disaster Impact Matrix
Risk Assessment Matrix
BIA Matrix
Lecture 4: Page – 24 of Dr. Syed Akhter Hossain
Lecture 4: Page – 25 of Dr. Syed Akhter Hossain
Lecture 6: Page – 35 of Dr. Syed Akhter Hossain
Lecture 8: Page – 31 of Dr. Syed Akhter Hossain

19. Activities (In Reality)
Informal
Approval
Initial Business
Process Analysis
Formal
Proposal
Discussion/
Meeting
Final Approval Total Planning to
Develop BCP
Business
Process Analysis
Hazard
Identification
Risk
Assessment
Standards & Industry Best Practices, Testing,
Maintenance, Awareness and Training

20. In Reality
Hurdles -1
Un
awareness
Resist new things that pay cost
What is
BCP?
Why
BCP?
Any Extra
Cost?
Hard to make them aware about BCP
Absence of practically long vision
BCP will ensure your
business continuity
after your death!!! Top Management Mindset

21. Un
awareness
Make practice BCP guided process
and regularly monitoring
Worry about
operational
cost
Rigidity
to change
process
Hiding
Tendency
Hard to make them convince about redundant
process or steps for BCP:
Dedicate ongoing resources
Middle Management
TOPManagement
WorkForce
Ensure drills are conducted regularly at all
units
BCP will make you relax
while you work or at home
In Reality
Hurdles-2

22. Critical Analysis
200 Crore Project
50% invested for automated machines
Installed During 2008, Useful Lifetime = 10 years
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
200
46.9
Crore
50
100
150
200
200
86.4
200
112.6
200
113.9
170
131.6
140
140
Straight Line Depreciation Method
Depreciation = (Cost - Residual value) / Useful life
=(100-40)/10
=16%
110
150
80
170
50
190
Production Capability
Market Size/Sales

23. 1. Hazard Identification
2. Risk Identification
3. Risk Assessment
4. Risk Mitigation Strategy
Practical Risk Assessment
with Small Example

24. The End
Thanks for your patience
Q & A