Presentation on theme: "Civil Resilience – Corporate Social Responsibility David Donegan BT Group."— Presentation transcript:
Civil Resilience – Corporate Social Responsibility David Donegan BT Group
Links between civil and corporate?
IP Phone PDA Blackberry® Mobile WEB Instant messenger Remote users servers ID TV & VTC Telephone & Conferencing What we support …
BT Resilience - underpinning that strategy BT STRATEGY Managing Risk Effectively Providing an Emergency Response in support of others Promoting Corporate Social Responsibility Maximising the benefits from compliance and Regulation Maintaining and Growing Revenue Minimising Loss, Reducing Costs Maintaining & Enhancing BTs Brand & Reputation
Responders BT BT Gold
Programme – External Focus Emergency Service / Emergency Planning – The Give Rapid Provisioning & GES Work Implementing HMG / Police Schemes (GTPS) Mutual Aid (C&W / AT&T SLA + Good Will & Receive in Return) Civil Support (Generators…Education) CNI Support Advice on their vulnerabilities / CP / BCP Plan / Respond using HMG / CNI Influence Assist in protection of CNI (MOD, VSS, EKP) DR / BC / Support Educate about ICT Issues (21CN… Vendors… BRENT…) BT Resilience
Programme Impact Management - BT Needs Support – The Take Information Physical Access Escorts / Transport Emergency Powers (Requisitioning / Land…) Protection Rescue Support Priority Access Mutual Aid, Communications, Welfare, Inclusion in Plans & Having Plans (For Telco Incidents) Training, Awareness, Exercising Integrated C&C (USC, NEAT, RCCC) 1 of 200! BT Resilience
Programme Compliance with Obligations – The Must Civil Contingencies Act Co-operate Info Sharing Attendance Risk Registers Education! Communications Act S94 – National Directives Section 3 & 5 USO SOME BT SPECIFIC BT Resilience
Managing potential impact on BT The Impact on Shareholder Value Cumulative Abnormal Returns (%) i.e., change in market cap adjusted for market movement Source: The Impact of Catastrophes on Shareholder Value, Rory F. Knight & Deborah J. Pretty, Templeton College, University of Oxford, p. 3. Trading Days After the Event Effective Crisis Response Ineffective Crisis Responses After initial reflex (10 days), market begins to assess companys response.
Managing potential impact on BT People Property Providers Platforms Products Networks Systems Data Brand, Reputation & Revenue CUSTOMERS CRITICAL (INTER)NATIONAL INFRASTRUCTURE
Supporting disaster recovery of others
Re-route traffic Provision of system / data back up Call centres Messaging