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Business Continuity Planning

Business Continuity Planning. Alan Craft Head of Environmental Health, Licensing and Parking Basingstoke and Deane Borough Council. Civil Contingencies Act 2005. Resilience Cat 1 Responders Duty to promote. Terminology. Emergency/Disaster Recovery Plans

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Business Continuity Planning

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  1. Business Continuity Planning Alan Craft Head of Environmental Health, Licensing and Parking Basingstoke and Deane Borough Council

  2. Civil Contingencies Act 2005 • Resilience • Cat 1 Responders • Duty to promote

  3. Terminology • Emergency/Disaster Recovery Plans • Procedures to provide clear guidelines for coping with the event. Aim is to limit personal injury, physical damage and financial loss • Business/Service continuity plans • Procedures to provide guidelines for returning the business to normality, with the minimum impact on service delivery

  4. The Case for BCP • 43% of companies suffering a disaster never re-open • 30% of those that do open fail later • 80% of organisations without a BCP fail within 18 months of a disaster

  5. The Process ‘5 Steps’

  6. Step 1 • Analyse your business – what’s vulnerable? • People • Buildings • Suppliers • Timescales • Systems and processes • Partners

  7. Step 2 • Assess the risks • Ask ‘what if’ questions • What is the worst case scenario? • What functions and people are essential?

  8. Step 3 • Develop Your Strategy • Accept the risk – change nothing • Mutual arrangements with other businesses • Reduce the risk • Arrangements for assistance after the incident

  9. Step 4 • Develop your plan • Responsibilities • Action checklists • Simple and realistic • Identify essential (& non-essential) services

  10. Step 5 • Rehearse your plan • Desk top • Telephone cascade call-out • Full rehersal

  11. On 11th April 1992, a 100 lb car bomb planted by the Irish Republican Army exploded in the heart of London’s financial district, killing three people. The Baltic Exchange, the world’s leading shipping market, took the brunt of the blast, which gouged a 12-foot crater in the road and lacerated at least 91 people with flying glass. Around 40 buildings were seriously damaged and at least 36 businesses were forced to relocate. The 23 storey glass-walled Commercial Union building had all its windows blown out and sustained extensive damage.

  12. Key Issues • Organised • Leadership of Managing Director • Willingness, motivation and teamwork were part of corporate culture • Good external relationships with suppliers • Disaster plan existed • Plan was up to date • Ability to communicate (cascade telephone system) • Became dictatorial, focused, even ruthless with decisions • Everyone felt empowered – to spend money, make and take decisions • Set objective – open for business as ‘usual’ on Monday morning.

  13. Key aspects • Recovery Management Team • Delegation of Authority • Control Centre • What’s left? • Alternative Communication System • Property/information/People databases • Cash receipting • Additional staff • Stationary and printing • Signage & advertising

  14. Advice • http://www.londonprepared.gov.uk/business/businesscont/index.htmFortress

  15. Advice • www.thebci.org • www.ukresilience.gov.uk/info

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