Business Continuity Management (Block 5) PDF

Business Continuity Management Block 5 Restricted - This Photo by Unknown author is licensed under CC B  Block 5 Learning Objectives Develop emergency preparedness plans Identify initiatives for quality...

Business Continuity Management Block 5 Restricted - This Photo by Unknown author is licensed under CC B  Block 5 Learning Objectives Develop emergency preparedness plans Identify initiatives for quality improvement Discuss the utilization of the Swiss-Cheese Model Implement continuous quality improvement and enhanced risk management Apply systematic methods to analyze training need. Develop educational briefings, presentations, and materials Design instructional strategies and methods for achieving training goals and objectives, including examples and practice activities Deliver emergency management training according to the instructional strategies Restricted -  What is Business Continuity Management? Business Continuity Management (BCM): is based on the principle that it is the key responsibility of an organization's directors to ensure the continuation of its business operations at all times It may be defined as: A holistic management process that identifies potential threats to an organization and the impacts to business operations that those threats, if realized , 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 Restricted -  What is Business Continuity Management? Business Continuity Management is: an established part of the UK’s preparations for the possible threats posed to organizations, whether from internal systems failures or external emergencies such as extreme weather, terrorism, or infectious disease The Civil Contingencies Act 2004 recognized its importance by requiring frontline responders to maintain internal BCM arrangements and, since May 2006, local authorities have been required to promote BCM to business and voluntary organizations in their communities Restricted -  Understan ding risks and potential disruption Restricted -  The impact of specific incidents: Managers highlighted the impact of extreme weather, with more than 50 % identifying some disruption to their organization 2006 warmest year on record, with low rainfall and a heatwave experienced in June and July causing hosepipe and sprinkler bans and drought orders in the South-East Some organizations were forced to shut down computers due to the heat, or close offices due to high temperatures. Severe storms at the end of November 2006 also caused widespread disruption. The survey shows that the area worst affected by extreme weather was Wales, where one in five reported significant disruption (21 %), closely followed by Scotland and the South-East of England (18 %). Restricted -  Potential impact of a human influenza pandemic Extent and robustness of influenza planning (outbreak, 2007) The continuing threat of a human influenza pandemic, Managers were asked if their organization has plans in place to ensure that it could continue to function in the event of a pandemic, and if so, how they assessed the plan’s likely effectiveness 19% believed their organization's plan would be robust or very robust, but 43 % Restricted - reported having no plans  Anticipated absence levels Managers who did report having plans for an influenza pandemic also appear to be planning for higher rates of absenteeism than previously The new national framework for responding to an influenza pandemic, which the Department of Health and Cabinet Office will be consulting on shortly, advises that as a prudent basis for planning, organizations employing large numbers of people Should ensure that their plans can handle staff absence rates building up to a peak of 20% lasting 2-3 weeks Small businesses, or larger organizations with small critical teams, should plan for levels of absence building up to 30-35% at the 2-3 week peak, or perhaps higher for very small businesses with only a handful of employees Restricted -  Anticipated absence levels Additional absence due to school closures/care of dependents An additional factor that organizations must consider when planning for an influenza outbreak is the impact of increased parent-worker absences resulting from possible school and childcare closures during a pandemic, beyond the direct impact of the illness Building resilience: alternative offices and remote working: Alternative workplaces: A new question asked respondents if their organization had access to an alternative office or Restricted - work site in case of a major disruption  Remote Working Restricted - This Photo by Unknown author is licensed under CC B  Remote Working Providing the ability to work remotely can be a useful part of BCM preparations for many organizations Many employees may be unable or unwilling to travel to the office in the event of a major disruption Just over half of managers report that their organization could support remote working to a ‘great extent’ Restricted -  Preparedness for remote working in the event of a major disruption While these results are encouraging, organizations must be sure that they have the capacity to make this a reality Expanding IT and communications capacity to enable large numbers of employees to work remotely may be impossible during a major disruption; Suppliers, for instance, may be unable to meet expectations due to high demand or disruption to their operations Systems should be in place and fully tested before disruption occurs Restricted -  Extent of Business Continuity Management Levels of Business Continuity Planning: 73%of managers report that Business Continuity Management is regarded as important by senior management in their organization Organizations have a specific BCP covering their critical business activities is much lower, at 48 % Restricted -  External drivers of BCM The finding that BCM is more common in the public sector and in listed companies Restricted -  Effectiveness of Business Continuity Management How far does BCM reduce disruption? A total of 94% managers agreed or strongly agreed that BCP had effectively reduced the disruption Rehearsal and invocation of BCPs: Restricted -  BCM training BCM-related training activity remains limited Among those with a BCP, just 30 % include training on the organization’s BCM arrangements in the induction process for all new employees 55% provide training for relevant staff Restricted -  Managing Business Continuity Who takes responsibility for BCM? Senior management tiers are most likely to hold responsibility for BCM Internal stakeholders in BCM: IT teams are more likely than any other functions to be involved in the development of the BCP Restricted -  Control of BCM budgets: Managing o Managing directors are most likely to hold Business the budget for BCM Evaluating BCM Capability: Continuity o Guidelines are most used, while legislation is also a strong driver Restricted -  Managing BCM and the supply chain: Business o (61%) report that their Continuity organizations outsource some facilities or services Restricted -  Recommendations All organisations have a robust and proportionate approach to Business Continuity Management. Organisations which currently have BCPs should seek to enhance their effectiveness through regular, thorough and comprehensive rehearsals and by integrating lessons learned into revised BCPs. Organisations’ BCPs should address not only technological or physical requirements, but also people and skills needs. Organisations should ensure that their BCPs are effectively communicated. All managers and employees should be aware of their duties in the event of an incident. Restricted -  Recommendations Companies should demonstrate their commitment to BCM to key stakeholders. organisations conduct assessment and benchmarking of their BCPs. British Standard 25999 offers a basis for this. BCM should be used more extensively throughout supply networks in the UK, in particular with essential suppliers and outsourced providers. Plans should be verified and audited where possible. It is also essential to check whether suppliers have rehearsed their plans. All organisations should consider the possible implications of an influenza pandemic and the impact of additional absenteeism levels over a sustained period, in line with Government guidance Restricted -