1. Welcome Councillor Michael Braley

2. ‘ Helping you deliver your promises’ The Business Case for Resilience Planning ‘ Helping you deliver your promises’ The Business Case for Resilience Planning Charlie Heritage Emergency Planning Officer WCC & Mike Mikkelsen FBCI MCMA Tel: +44 (0) 1527 518810 Mob: +44 (0) 7771 686656 www.redan-international.com

3. Why be prepared? Charlie Heritage.

4. ‘A consideration, - --it is going to happen sometime – a fact !!’ And when --it happens, will you be really prepared?

5. An Overview of Resilience Planning n Origins and History u Where is Resilience Planning Today? u Where is Resilience Planning Going?

6. Origins of Resilience Planning n Emergency Planning – Community Based n Disaster Recovery u Technology - Main-Frame Computers u IT Buildings u Recovery Times n Mmmm…….Deep Thinks!! What about your People ? n And so, Business Continuity Management as a part of Resilience Planning Evolved!!

7. Drivers/Incentives! for the deployment of Resilience Planning n Commercial Companies are being committed by Corporate Governance Obligations n All UK Government Departments are charged with creating a Resilience Planning capability – Civil Contingencies Act n Customer/Clients are applying pressure/expecting ‘always available’ services n Resilience Planning is able to compliment best business practice

8. Operational Risk Management – supporting Resilience Planning n Issues directly affecting operations n Primary Considerations: u Emergency Management u HR and employment u Business Continuity Management u Security u Health & Safety and environmental u Behavioural and culture u Property (tangible and intangible assets) u Fleet n Preparedness,Training & Awareness

9. - Resilience Planning - Business Continuity Management Business Continuity Management EMERGENCY MANAGEMENT IT DISASTER RECOVERY FACILITIES MANAGEMENT HUMAN RESOURCES SECURITY CRISIS COMMUNICATIONS & PR KNOWLEDGE MANAGEMENT SUPPLY CHAIN MANAGEMENT QUALITY MANAGEMENT HEATH & SAFETY RISK MANAGEMENT ENVIRONMENTAL MANAGEMENT

10. Business Continuity Management The BCI Definition : “Business Continuity Management is a holistic management process that identifies potential impacts that threaten an organisation and provides a framework for building resilience and the capability for an effective response that safeguards the interests of its key stakeholders, reputation, brand and value creating activities”.

11. My Definition of Resilience Planning by BCM ‘Appropriate Cost Justified Business Housekeeping with Exceptional Management Controls for Exceptional Circumstances’

12. Quote: “Planning is an unnatural process; it is much more fun to do something. And the nicest thing about not planning is that failure comes as a complete surprise rather than being preceded by a period of worry and depression.” Sir John Harvey-Jones

13. And Finally - ‘Does everyone really understand?

14. Protecting your Business Protecting your Business Mike Mikkelsen

15. The Development of BCM Standards n BS 25999-1- BCM Code of Practice’ n BS 25999-2 – BCM Specification n B C I 's Good Practice Guide 2008 Rev 2 u Practical methodology n BS 25999 ICT SC n Other Global standards - ITIL, Spring.... n And there’s More!!!!Why?

16. Lets go Simple ! The Business Continuity Management Cycle P

17. Resilience and BC analogy: Car journey

18. ‘A Quote from the Forces’ ‘Take a Risk but always have a plan B’

19. Understanding Understanding your Business n Defining Priority Products, Services & Underpinning Processes by: u Business Impact Analysis u Risk Assessment n Simple Terms – What do you do?

20. Business Impact - Resource & Dependencies. n Staff and Managers; n I C Technologies /Software applications; n Telecommunications; n Supporting Systems; n Data (all formats and media); n Facilities (workshop – stores – you know!) n Office& Specialist Equipment n Constraints (contractual or otherwise). n AND TIMINGS !!!

21. Outcomes of Understanding your Business by Impact. n Prioritised recovery profile of Product, Services & Processes n Defined and documented risk (business impact) appetite n Documented schedule of priorities for BCM protection and the Ro I in the programme n A resource recovery profile n A Documented profile of your Business

22. Resilience & BCM Risk Matrix Impact Control Accept Prevent Plan High Probability High Low

23. Developing Resilience and BC Strategies n Organisational Strategy n Process Strategy n Recovery Strategy

24. Developing and Implementing Responses n Resilience & Business Continuity Plans n Business Recovery Solutions & Plans n Incident Management Plans

25. Initiating an Incident Response n Location n Tactical Strategic

26. Following the Plan n People Safety - ‘paramount’ n Asset Register and Identification n Implications and Impact n Communications

27. Image & Reputation Protection Image & Reputation Protection n Stakeholders n Your People n Regulators n Partners n Suppliers

28. Incident Communications n Stakeholders n Your People n Customers n Partners n Suppliers Note: Do not depend on mobile phones !!

29. Building & Embedding a Resilient Company Culture n Awareness and Understanding n Education & Culture – The H.W.W.W.W. n Training Programme to create resilience

30. Resilience & BCM Awareness n Create Resilience and BCM Awareness Plans n Components; u Roles and Responsibilities u Media u Currency and Updates u Small is beautiful n Pictures paint a thousand words! n And share them with your clients and suppliers – don’t be shy!

31. Keeping the Resilience Current n Exercising n Maintenance n Audit Managing Change – its essential !!

32. Business Resilience Management n Programme Management - Investment Profiles n Policy - Appropriate/Current Assurance - Outcome of Audit and Reviews

33. Future Developments of Resilience / BCM n Greater focus on Governance - following further ‘Drains-Up’s! post Global What’sit!

34. Conclusions n Understanding dependency on critical business components n ‘Prevention is far better than Cure - Create Business resilience - in depth n Ensure currency by maintaining a company Resilience & BCM Programme ‘its not just about plans! n Ensure it is effective and appropriate

35. Finally - Remember Everyone has put their trust in you – Have you created a Plan ‘B’?

36. And Finally! ‘That All Folks – Your Observations and Comments Please ’ ‘Can I please thank you for your contribution to the Day’

37. Sources of Additional Information n BS 25999-1&2 BCM Standards n BCI BCM Good Practice Guide-lines 2008 n The Redditch Borough Council Web Site n BCI Website - www.thebci.org n Civil Contingencies Secretariat : http://www.ukresilience.info n www.continuitycentral.com - BCM Portal n www.continuityshop.com - Training