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Introduction to Business Continuity Planning An Introduction to the Business Continuity Planning Process Including Developing your Process and the Plans.

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Presentation on theme: "Introduction to Business Continuity Planning An Introduction to the Business Continuity Planning Process Including Developing your Process and the Plans."— Presentation transcript:

1 Introduction to Business Continuity Planning An Introduction to the Business Continuity Planning Process Including Developing your Process and the Plans to Support Recovery ©Green Oak Solutions, L.L.C. Brighton, MI

2 The primary goals of BCP are to ensure Staff Safety and delivery of goods and services to external and internal customers in spite of adverse conditions Goals for the Process

3 Process Drivers  Just in Time Operations- JIT, Lean Manufacturing  Limited Redundancy in Operations  Reliance Upon Technology to Accomplish Job  Low Maximum Acceptable Downtime  Single Points of Failure in Operations  Supply Chain Network Risks  Financial, Reputation, Legal, Market Risks  Post 9/11 Concerns- People and Operations

4 Business Continuity Planning involves:  Emergency Response Planning  Crisis Management and Communication  Business Resumption Planning

5 Business Continuity Planning Maximum Acceptable Downtime The period the operation or business functions can be shut down without there being a significant impact on the company’s revenue stream, public credibility, regulatory compliance, etc.

6 Business Continuity Planning Disaster Any event that causes disruption to company operations or business functions for a period beyond the Maximum Acceptable Downtime.

7 Following a Crisis, Insurance Won’t:  Retain customer confidence and market share  Address Customer Migration  Restore damage to company image  Develop and bring new products into the marketplace  Replace valuable employees or improve employee morale

8 Ultimate Goals I.Integrate Operational and Business Risk Reduction with Business Continuity. II.Create a Risk Reduction/Disaster Resistance Mentality III.Cover all aspects of the Response/Recovery process from Emergency Response through Business Recovery IV.Integrate all key aspects of planning- Security, Crisis Management, Crisis Communications, Damage Assessment and Restoration, Business Resumption

9 Critical Success Factors 1. Provide management support and direction- Process Owner and Process Sponsorship 2. Recognize scope and magnitude of effort 3.Commit sufficient financial and personnel resources to Process- Project Manager 4.BCP is a Process not a Project

10 A Risk Based View of Planning  Planning involves the reduction of risks  In order to determine the priorities for planning a Needs Assessment/ Business Impact Analysis is conducted  The BIA forms the Pre Incident operations risk assessment  Risks are Identified, and Quantified  Mitigation Priorities are Established-see Flowchart that follows

11 Business Continuity Planning Pre Incident Planning and Post Incident Response The Pre Incident Planning Process identifies the key risks to the organization, quantifies them and suggests ways to mitigate them The Post Incident Response Plans are designed to provide the full range of response to incidents beginning with the initial stages of an event through to its resolution, and resumption of operations

12 Business Continuity Planning and Recovery Process Pre-Incident Planning Process EMERGENCY RESPONSE CRISIS MANAGEMENT STEP 1 Post-Incident Response Planning Process INCIDENT RISK IDENTIFICATION RISK QUANTIFICATION RISK MITIGATION STEP 2STEP 3 STEP 4STEP 5STEP 6 Business Resumption

13 Key Factors for Process  Each step in process can be defined and measured  Several key factors for each step are summarized in slides that follow  Can form measurement grid for process  Provide an indication of the issues to be addressed at each step in the process

14 Risk Identification - Typical Risk Generators > Physical risks identified > Operational risks identified > Critical single source suppliers identified > Revenue impact potential identified > Contractual/Regulatory exposures identified > Process flow mapped

15 Risk Quantification - Typical Measurement Methods > Physical risk controls identified and evaluated for effectiveness > Operational risk controls identified and evaluated for effectiveness > Residual risk identified and translated to outage and impact potential > Outage potential translated to revenue impact, regulatory impact, long term migration potential, etc. > Risk and impact quantification used to develop mitigation priorities

16 Risk Mitigation - Typical Risk Reduction > Future mitigation priorities supported by risk ID, and quantification > Physical and Operational risk reduction from mitigation quantified > Mitigation issues assigned time frame and responsibility > Review process addresses mitigation issue resolution

17 Emergency Response – Typical Initial Response > Emergency Response Team is in place and trained > All potential hazard scenarios are considered > Evacuation and Take Cover procedures are in place and tested > Employee gathering spots are defined > Plan addresses notification and direction of police, fire, EMS, and Utilities > Restoration and Reconstruction contractors identified and engaged > Damage Assessment Team and Plan is developed

18 Crisis Management – Typical Incident Management Controls > Facility Crisis Management Team identified and complete > Roles and Responsibilities are detailed > Crisis Communications Plan is in place for all effected/interested parties > Damage Assessment reporting is linked with CMT operations > Disaster Declaration criteria/decision points are defined > CMT directs both Restoration and Resumption > CMT is the focal point for local recovery and Corporate liaison

19 Business Resumption – Typical Longer Range Actions > Recovery teams are identified with detailed Roles and Responsibilities > Mitigation of customer impact is captured in the plan > Restoration of productive capacity and capability with timeframes > Restoration of Host Site is addressed > Alternative Production operations are defined in detail > Manufacturing Contingency Plans are in place > Mega Application of sound Manufacturing Engineering principles > IT and Telecommunications recovery plan is identified

20 Operation of The Business Continuity Plan  Flowchart that follows depicts a typical recovery sequence  Can be modeled to any operation  Identifies the Key Escalation points, and Plans that are activated  Every Operation is Different…  The Response Process is Similar…  The Solution is Customization of the Plan Elements

21 Key Elements of Response  Emergency Response Plan  Crisis Management Plan  Damage Assessment and Facility Restoration  Crisis Communications and Human Resources These plans Respond to the Incident, Mitigate its effects, and Manage the Process of Restoring Full Operations

22 Key Elements of Response Emergency Operations Centers Crisis Management Team Crisis Communications Team Damage Assessment Team

23 Key Elements of Response Full Business Resumption Plans These plans are developed at the operations level to address recovery from incidents ranging from moderate to severe in nature- All operating areas should develop a plan


25 Key Elements of Response Teams  Emergency Response Team- Safety, Security, Medical, Line Management, Environmental  Crisis Management Team- Senior leadership, Operations Management  Damage Assessment Team- Facility and Utilities Engineering, Process Maintenance, Purchasing, Logistics, Security  Crisis Communications- HR and Communications Specialists  Business Resumption- Line Management and Staff

26 The Value of Emergency Response  1991-2000 Business Interruption Losses  2,281 Losses Examined  Emergency Response Plan Activated  Properly Planned and Implemented - $920,000  Not well planned or implemented - $4,100,000  4.45:1 Loss Ratio  Conclusion- Emergency Response Planning Critical Courtesy of FM Global

27 The Value of Continuity Planning  100 Losses Examined  54 Determined to have Continuity Planning in Some Form  Average Business Interruption Loss - $7.1 Million  With Contingency Planning Considered Adequate - $4.0 MM  With Contingency Planning Considered Poor - $7.9 MM  Approximately 50% Reduction in BI with Good Contingency  No Statistics on Remaining 46%  Contingency Planning Further Reduces Deep Losses in Time Element Courtesy of FM Global

28 Green Oak Solutions  Business Continuity Program Development and Planning  Crisis Management Planning  Executive Level Needs Assessments  Business Impact Analysis  Physical and Operational Risk Assessments  Damage Assessment and Facility Restoration Planning  Training and Education in Emergency Management Green Oak Solutions, L.L.C. Craig Holmes, PE-Managing Director 1-810-813-8396

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