1. Business Continuity Mark Holloway Former Head of Change Management at Co-operative Food

2. Business Continuity What is Business Continuity Management It is about identifying those parts of your business that you can’t afford to lose. Such as: Information Staff Premises And requires a business continuity plan of how you can maintain these if an incident occurs

3. Business Continuity Do we need a BCP? 1, 000s of businesses did after 9/11

4. Half of all businesses experiencing a disaster with no effective plans for recovery FAIL within the following 12 months Business Continuity

5. Any incident, large or small, whether it is natural, accidental or deliberate, can cause major disruption to your Masonic hall. But if you plan now, rather than waiting for it to happen, you will be able to get back to business in the quickest possible time. Delays could mean you lose valuable business to your competitors, or that your customers lose confidence in you. Business Continuity

7. Where to start? 1) Where is your business most vulnerable? 2) What would be worst incident for your business? For both questions, think about your: Management and staff Customers Suppliers IT systems and processes Partnerships Buildings Timescales Business Continuity

9. Step 2 - Assess the Risks What are the most likely and greatest risks to your business? Analyse the risk by asking yourself the following two questions: How likely is it to happen? What effect will it have on the business? Business Continuity

10. What is the worst that could happen? What would be the worst thing for your business and how likely is it to happen? How would you cope with it? Is there anything you can do to minimise the risk of it happening? Business Continuity

11. What might happen? There is a fire and you are not able to use your hall for weeks You are burgled and damage to your hall has taken place There is a power failure that last for days Your hall chairman is run over by a bus ……….. Etc. Business Continuity

13. Step 3. Develop your strategy What to put in the plan? Having analysed your business and assessed the risks involved, you should now know which areas to focus your plan on, be it an agreement with another hall to share catering staff or having a caterer on 24 hour stand by. You will also know which type of potential incident would hit your business worst and how to minimise the damage that it could cause. Business Continuity

14. You should now know whether you need to be fully operational to survive, or whether it will be enough to operate at 50%. Do you know your break-even point? If not, it is very important to work it out. It might be better for you and your colleagues to close the business down for a period of time and re-open fully when the incident has passed. Or would it be better to run the business through the incident so you don’t lose your staff? Are you committed to reducing risks or do you prefer to take risks and have a comeback plan later? Business Continuity

16. When you have established what is important to the survival of your business and what the risks are. You are ready to write the plan. Be sure to use non-technical language, making it accessible and easy to understand by all. Business Continuity

17. The number of plans and the content of these will vary from hall to hall and should reflect the structure and culture of the hall and the complexity of its critical activities. Based on these factors, you may choose to have separate incident management, business continuity and business recovery plans; or separate plans covering a particular part of your business. For a small hall a single plan which incorporates all the above elements may be sufficient. The key point to remember is that in totality the plans and supplementing material should provide all the information your hall needs to ensure that it can manage the immediate incident and continue and recover the critical activities identified in your risk assessment. It is also important to ensure that your plans are easily accessible and copies should be kept on and off site. Business Continuity

18. Whatever type of plan you are writing, it is important to clearly state its purpose and scope. Any relationship to other relevant plans or documents should be clearly referenced and the method of obtaining and accessing these described. You should document who owns the plan and who is responsible for reviewing, amending and updating it at regular intervals. A system of version control should also be adopted. The plan should list all individuals with a role in its implementation and explain what that role is. Business Continuity

19. The method by which the plan is invoked should be clearly documented, setting out the individuals who have the authority to invoke the plan and under what circumstances. The plan should also set out the process for mobilising and standing down the relevant teams. (In doing this, you should consider putting in place arrangements so that the relevant teams are mobilised as early as possible when an incident occurs. Delay in mobilising these teams could have a major impact on the effectiveness of your BCM arrangements). All plans should contain or provide a reference to the essential contact details for all key stakeholders, including all those staff involved in the implementation of the plan. Business Continuity

20. You should document the tasks that will be required to manage the initial phase of the incident and the individual responsible for each task. This is likely to include: Site evacuation; mobilisation of safety, first-aid or evacuation- assistance teams; locating and accounting for those who were on site or in the immediate vicinity; and ongoing employee/customer communications and safety briefings. The plan should set out the arrangements for communicating with staff, wider stakeholders and general public. There should be an up to date contact list and the location and method of obtaining it described in the plan. Business Continuity

21. You should identify a robust location, room or space from which an incident will be managed. Once established, this location should be the focal point for the hall’s response. An alternative meeting point at a different location should also be nominated in case access to the primary location is denied. Each location should have access to appropriate resources, such as telecommunications, by which the incident team may initiate effective incident management activities without delay. You should also have your “emergency pack” on site. Business continuity and recovery In terms of business continuity and recovery, your plan should: set out the critical activities to be recovered, the timescales in which they are to be recovered and the recovery levels needed; the resources available at different points in time to deliver your critical activities; the process for mobilising these resources; and detailed actions and tasks needed to ensure the continuity and recovery of your critical activities. Business Continuity

23. Rehearsal and Staff Training Once the plan is developed, it needs to be tested. How will you know whether you have omitted something if you don’t test your plan? Testing should be carried out in an environment to reproduce authentic conditions. Although it might not be practicable to change premises for a few days, it might be a good idea to test your plan at another hall with key staff for a few hours. It is vital to test the plan with all the staff so that each employee is fully aware of their role and responsibilities. Business Continuity

24. WORKSHOP

25. Workshop Worst-case scenarios: What is the worst case scenario? What is the likelihood of this happening? How can you cope with it? What can you do to prevent it? How much can you afford to lose if you are unable to run your business for: X days X weeks X months? Business Continuity

26. Workshop Worst-case scenarios: What are the greatest risks to your business? 1. Loss of Caterer 2. Fire prevents use of Hall for 3 weeks 3. Sudden death of Hall chairman Business Continuity

27. Workshop Business Continuity

28. Workshop List the services provided, or the things they do List the critical activities required to deliver the services or things they do Decide the number of days, weeks or months you can do without the service etc. Decide the Impact score List as many as you can think of

29. Business Continuity

30. Workshop Table 1, 4, 7 and 10 Plan for the loss of your Caterer Table 2, 5, 8 and 11 Plan for Fire prevents use of Hall for 3 weeks Table 3, 6, 9 and 12 Plan for the sudden death of the hall chairman Business Continuity

31. Workshop List the services provided, or the things they do List the critical activities required to deliver the services or things they do Decide the number of days, weeks or months you can do without the service etc. Decide the Impact score List as many as you can think of

32. Workshop Table 1, 4, 7 and 10 Plan for the loss of your Caterer Table 2, 5, 8 and 11 Plan for Fire prevents use of Hall for 3 weeks Table 3, 6, 9 and 12 Plan for the sudden death of the hall chairman Business Continuity

33. Emergency pack and websites

34. Emergency pack Business Continuity

35. Useful Websites and documents www.london.gov.uk/sites/default/files/guide-for-small-businesses.pdf www.gov.uk/government/uploads/system/uploads/attachment_data/f ile/137994/Business_Continuity_Managment_Toolkit.pdf http://www.wikihow.com/Create-a-Business-Continuity-Plan BUSINESS CONTINUITY PLAN for Masonic Halls Final Edition (Word Document issued at the Hall seminar in October 2011) Business Continuity

36. Questions Business Continuity