4What we support … Instant messenger WEB PDA ID TV & VTC IP Phone Blackberry®MobileTelephone& ConferencingRemote usersservers
5BT Resilience - underpinning that strategy RESTRICTEDBT Resilience - underpinning that strategyBT STRATEGYManaging Risk EffectivelyProviding an EmergencyResponse in support of othersMaintain And Grow Revenue – supporting general product development, sales and implementation; providing ongoing security & resilience support to existing customers; and through specific development, sales and implementation of security and resilience products, leveraging internal expertise & ROI.Minimise Cost / Rate Incurred - ensuring internal security & resilience provides value for money and a return on investment; utilising resources effectively across the company; minimising loss through effective risk mitigation and recovery; ensuring security & resilience is adequately accounted for in outsourcing, supply chain, acquisitions, product development and contracts.Manage Risk Effectively – by taking responsibility for and managing known potential risks (within defined parameters), horizon scanning for unknown or emerging risks, and effectively managing actual risks which arise. Providing assurance to the board that BT is a secure & resilient organisation, through assessment, mitigation, preparedness, response, recovery, post event analysis, and audit, supported by research, best practice, policy and continual development in an international context.Protect and Develop the BT Brand & Reputation – by enhancing BT’s reputation as a dependable, secure & resilient company. Building on this, developing and promoting a strong, credible and ethical security and resilience sales portfolio and practice. Promoting BT as an industry leading exemplar and protecting BT’s reputation through effective incident management and recovery.Promote Corporate Responsibility – discharge our responsibility to society, by maintaining essential services, safeguarding critical national infrastructure, supporting volunteers, (TA, Specials, VAS), assisting abroad in response to disaster (Tsunami, Pakistan), supporting society to become more secure & resilient (Business, Cat 1 & 2’s), assisting authorities in protecting society from crime & terrorism, driving thought leadership in ICT resilience within Government, Industry & Society; and innovating to support a more secure & resilient society through the use of new ICT solutions.Optimise Benefits from Regulation – ensuring that related compliance obligations are met to a complete, high quality and auditable standard in a cost effective manner; promoting and leading accreditation to standards, all of which will yield a commercial or other benefits to BT.Provide an Emergency Response – supporting the response to civil contingencies, providing special ICT services to Cat 1 & 2 responders, implementing government and police contingency plans, and assisting critical organisations with disaster recovery & support.Maintaining andGrowingRevenueMinimising Loss,Reducing CostsMaintaining &Enhancing BTs Brand& ReputationMaximising the benefits fromcompliance and RegulationPromoting CorporateSocial ResponsibilityRESTRICTED
7BT Gold BT Responders RESTRICTED Our new command structure is the last line of defence, and is modelled on the responder structure of BRONZE SILVER and GOLD, with the BT Gold Coordination Group as the highest level of command in BT. Whilst its focus in on managing an incident, there are elements of this structure that focus on Horizon and threat assessment. The links with the responders at all levels is through the BT Gold Civil Resilience senior manager. I the response mode he will have access to the responders via BT Regional and Local Liaison managers……………..RESTRICTED
8Programme – External Focus BT ResilienceProgramme – External FocusEmergency Service / Emergency Planning – ‘The Give’Rapid Provisioning & GES WorkImplementing HMG / Police Schemes (GTPS)Mutual Aid (C&W / AT&T SLA + Good Will & Receive in Return)Civil Support (Generators…Education)CNI SupportAdvice on their vulnerabilities / CP / BCPPlan / Respond using HMG / CNI InfluenceAssist in protection of CNI (MOD, VSS, EKP)DR / BC / SupportEducate about ICT Issues (21CN… Vendors… BRENT…)
9BT Resilience Programme Impact Management - BT Needs Support – ‘The Take’InformationPhysical AccessEscorts / TransportEmergency Powers (Requisitioning / Land…)ProtectionRescue SupportPriority AccessMutual Aid, Communications, Welfare,Inclusion in Plans & Having Plans (For Telco Incidents)Training, Awareness, ExercisingIntegrated C&C (USC, NEAT, RCCC)1 of 200!
10BT Resilience Programme Compliance with Obligations – ‘The Must’ Civil Contingencies ActCo-operateInfo SharingAttendanceRisk RegistersEducation!Communications ActS94 – National DirectivesSection 3 & 5USOSOME BT SPECIFIC
12Managing potential impact on BT The Impact on Shareholder ValueCumulative Abnormal Returns (%)i.e., change in market cap adjusted for market movementSource: “The Impact of Catastrophes on Shareholder Value,” Rory F. Knight & Deborah J. Pretty, Templeton College, University of Oxford, p. 3.Trading Days After the EventEffective Crisis ResponseIneffective Crisis ResponsesAfter initial reflex (10 days), market begins to assess company’s response.