2 Business continuity planning; How it can influence resilient building design Peter Wilkinson
3 Agenda Performance-based fire safety design Business Continuity PlanningBusiness Impact AnalysisBIA in QDR
4 ‘If you aren't fired with enthusiasm, you will be fired with enthusiasm.’ Vince Lombardi, US football coach ( )
5 Vince Lombardi, US football coach (1913 - 1970) ‘If you aren't fired with enthusiasm, you will be fired with enthusiasm.’Vince Lombardi, US football coach ( )‘Give a man a fire and he's warm for the day. But set fire to him and he's warm for the rest of his life.’Terry Pratchett.
7 Performance Based Design Performance based design is a practice that provides a framework for developing rational methodology for the design of buildings based upon the application of scientific and engineering principles to achieve stated and agreed objectives
8 Definition What is fire engineering? Application of scientific and engineering principles, rules, and expert judgement, based on an understanding of the phenomena and effects of fire and the reaction and behaviour of people to fire, to protect people, property and the environment from the destructive effects of fire.Institution of Fire Engineers
9 Definition What is fire engineering? Use of engineering principles for the achievement of fire safety.PD7974-3:2003
10 Development of prescriptive rules Reaction to disaster
15 Development of a fire engineering code BS 7974PD 0: Design frameworkPD 1: Initiation and development of fire within the enclosure of origin;PD 2: Spread of smoke within and beyond the enclosure of origin;PD 3: Structural responsePD 4: Detection of fire and activation of fire protection systems;PD 5: Fire service intervention;PD 6: Evacuation;PD 7: Probabilistic fire risk assessment.
16 Fire engineering today Allows innovative design
22 What is Business Continuity? The ability to maintain continuity of business in the event of a disruption to normal operationsAn integral part of an organisation’s risk management programmeOften (wrongly) perceived to be all about (and owned by) ITBut also falls within remit of HSE, Facilities, Finance, Risk, etc.Includes emergency response, incident management and other recovery plansFocuses on effect of an incident rather than causeUltimately helps to achieve business resilience.In layman’s terms
23 Why We Need BCMTo be able to counteract the negative impacts arising from a disruption
24 The Business Continuity Management Process: The BCM LifecycleEmbedding BCM in the Organisation's CultureUnderstandingthe OrganisationThe Business Continuity Management Process:SourceBS 25999BCMProgrammeManagementExercising,Maintaining& ReviewingDeterminingBCMStrategyDeveloping andImplementingBCM Response24
25 BCM Programme Management Define business continuity scope, policy, aim & objectivesAssign pre-incident roles & responsibilitiesAssign budget and resource to the programme
26 Understanding the Organisation Identify current level of BC preparednessCarry out scenario-focused business impact analysis discussions involving select business representativesDefine recovery times for all critical activitiesObtain views on implications of an incident based upon current preparednessProduce a “shopping list” of minimum resource requirementsConduct Risk Assessment for resources required by critical activities and act on findings
27 Determining BCM Strategies Identify Required versus Achievable gapsDevelop cost effective recovery strategiesPresent options to management in a form that will allow them to decide upon appropriate solution and acceptable level of residual risk
28 Some Solutions Make what the organisation has as robust as possible Buy more time with contingencies & workaroundsTake advantage of advances in technologyThird party supplier solutions can help keep it simpleImprove data backups and off site storageBuffer management for suppliesFind alternative suppliersImprove supply lead times or contractsReciprocal arrangements with other companiesImplement manual workaroundsDo nothing! – organise post incident.
29 Developing & Implementing BCM Response – The Plan Define incident management & recovery organisationDocument clear and concise plansIncorporate all pre-incident actions within BC Actions Log and monitor progressPlans = BC, DR and IM
30 Worst Case Focus Plan for the worst case scenario i.e. where a single incident would have the largest impact on the organisation, regardless of the probability e.g. complete, destructive loss of premises and contentsLesser scenarios should therefore be covered by the planning
31 Exercising, Maintaining & Reviewing Carry out tabletop exercises for people and plansCarry out technical recovery exercises for IT, telephony and data communicationsDefine maintenance & review responsibilities
32 Embedding BCM in the Organisation’s Culture Initial & ongoing BC awareness activityBCM to become an integral part of future projects, business change discussions & supplier contract negotiationsOngoing expansion of scope to respond to potential threats
33 10 Benefits of BCM Be in control post-incident Help safeguard human lifeStand out from competitorsImprove insurance termsUnderstand and accept risk exposureKeep impacts within acceptable levelsMaintain critical activitiesProtect jobsProtect reputationSleep at night….Emphasis on being in control
34 ROBUST Developed by FPA and RISCAuthority Backed by UK insurers Free of chargehttps://robust.riscauthority.co.uk
35 Fire engineering process StartQualitative design review (QDR)Quantitative analysis of designReporting and presentation of resultsUn- satisfactorySatisfactoryEndAssessment against criteria
36 Fire engineering process Qualitative design review (QDR)Quantitative analysisAssessment against criteria
37 Business continuity planning Business impact analysis (BIA)
38 Business continuity planning Business impact analysis (BIA)Identify critical activitiesIdentify resources to support activitiesIdentify fire safety objectives to protect resources.
43 British StandardPart 8: Property protection, mission continuity and resilienceDPC early 2012
44 ConclusionArchitects and engineers will be able to ask their clients the right questionsInterpret existing BIA informationFacilitate a BIADefine the most appropriate fire safety objectivesDesign appropriately resilient buildings
45 I violated the Noah rule: Predicting rain doesn't count; building arks does. Warren Buffett
46 ContactPeter Wilkinson Associate Director Fire Protection Association