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Building Resilience to Protect your Business

Building Resilience to Protect your Business. Gillies Crichton. MSc. GIFireE. MBCI. 8 April 2014. Preplanning. Terrorists don’t attack Scotland…. Plan for the worst – hope for the best ! Flexibility Cause and Effect Training of all key staff – from top to bottom

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Building Resilience to Protect your Business

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  1. Building Resilience to Protect your Business Gillies Crichton. MSc. GIFireE. MBCI 8 April 2014

  2. Preplanning • Terrorists don’t attack Scotland…. • Plan for the worst – hope for the best ! • Flexibility • Cause and Effect • Training of all key staff – from top to bottom • Regular testing of the plans • Liaison & Communication • Learn from mistakes

  3. Organisational Learning • Passive learning: we are aware of the potential, but do nothing with it • Active learning: we proactively use the learning to continually improve We can use active learning to employ foresight instead of hindsight….no need to rely on 40:40 hindsight vision!!

  4. Background to Terrorist attack • Friday 29 June – failed double car bomb attempts in London • Saturday 30 June – Glasgow Airport • predicted second busiest day of the year • school holidays started the day before • work underway on £30m terminal extension • Call to Airport control centre at 15:11 “vehicle has run into door 2 and is on fire”

  5. Initial Response • Evacuation of checkin • Invacuation - passengers in the piers and unaffected areas left in situ • Full response by emergency services • Backup by Airport Fire Service • Crisis Management Team call-in

  6. Crisis Management Team • Established at 16:00 hrs on Saturday 30 June • Set out priorities • Plan for protracted incident • Liaison with Emergency services

  7. Business Recovery Team • Team established at 17:00 hours • Help Emergency Services to Help us…the Danny effect !! • Priority to have new processes, systems & resources in place before areas handed back from Police

  8. Business Recovery • At 3.10pm, announced terminal fully operational – Breaking News on News 24 • Dealing with visiting VIP’s • Good for staff morale • Can slow down pace of recovery • Shows united front • Lets the world see the recovery process in action

  9. Crisis Management versus Public Relations Management

  10. Media • Handling the media is an important aspect • Increase in the use of social media • Immediate – in the moment • Live pictures • Media hungry

  11. Terrorist Attack • Determine key messages • 129,091 hits on website compared to 6127 previous week • Unprecedented media interest – up to 800 media calls within 24 hours of the attack • Continuous rolling coverage on Sky, News 24, CNN, Fox News • Roving Reporters……

  12. Key Challenges • Moving 3,500 people to SECC • Police priorities was to gather evidence – Glasgow Airport priorities to get the Airport operational in shortest timescales • Longer term – diverting capital & revenues away from planned spend to fund costs of attack.

  13. Key Learnings • How would our response have differed had there been mass casualties/fatalities? • Staff Trained, plans in place & tested regularly – all the way through to Business Recovery • Work in Partnership with other responding agencies • Initiate business recovery plans in tandem with crisis response – keep them flexible • Challenge yourself and your teams • Expensive team building exercise!

  14. 7R’s Model (Gillies Crichton: 2007)

  15. Intrinsic Interaction Between Plans… Emergency Plans Contingency Plans Business Recovery Plans

  16. Importance of Business Resilience • The media measures disasters by money & lives lost rather than improbability of its occurrence • Eyjafjallajökull volcano cost the Airline industry circa $1.7 billion with 107,000 flights affected • Hurricane Sandy grounded 15,000 flights worldwide and 25% of all USA flights • The terrorist attack cost Glasgow Airport circa £4m.

  17. Some Common Misconceptions • “It won’t happen to us” • “We will cope, we always do” • “We are too big a company to fail” • “Terrorists won’t attack us” • “The Insurance will cover it” • “It Costs too much” • “It’s not worth the time & effort” • “It is a black art” • “It is complex & complicated to manage” • “It is someone else’s job”.

  18. The Facts ! • Every year, 1 in 5 businesses face a major disruption • Organisations are expected to face a crisis situation every 4 years • 80% of businesses suffering a major disaster, cease to exist within 3 years • Around 50% of businesses experiencing a disaster & which do not have effective plans for recovery, fail within the following twelve months.

  19. In summary… • We need to take every available opportunity to learn… this includes incidents outwith your sector • We should expect to face crisis situations at least every 4 years • We need to have a strategy in place • We cannot simply rely on emergency plans • You can and should play a part in minimising disruption and restoring normality as soon as possible.

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