BCM Health Checks
When was the last time you undertook a health check of your Crisis Management, Business Continuity or IT Disaster Recovery plan(s)?
Maybe it's time to have one conducted by one of our experienced consultants?
Whether it's a review of your existing plan documentation, assessment of your recovery site arrangements, or a workshop of continuity requirements with your business units and staff, you will receive a professional assessment of your current situation, recovery readiness and remediation plan.
Contact us on 1300-BCPLAN or by email to firstname.lastname@example.org for more details on this offer.
Something that Darrin, one of our principal consultants, recently came across has us all thinking; was John F. Kennedy secretly a business continuity consultant?
Of course, he's right, there are costs in implementing any
program of action, but they aren't always significant; and there are usually a number of solutions, at varying costs, to be considered.
More importantly, the cost of a continuity program needs
to be matched to your Board or Executive Management Team's risk appetite, along with an assessment of risk rating (a factor of
likelihood and impact), the
industry in which you work (for example, can healthcare providers really afford
not to have some level of continuity planning?) and plain old commercial reality ("this is what we've budgeted towards BCM this financial year").
We're often asked what percentage of revenue or profit
should be spent on continuity planning. There are some
industry figures around, but unfortunately, considering the above factors, there's no simple answer. The solution? Don't start writing plans without completing a risk evaluation and business impact analysis, then cost out various strategy options, get agreement on them, and only then, start plan development and implementation activities.
And as JFK summarises, what is the real cost
of "comfortable inaction"? Have you calculated yours?
I hope you enjoy this month's edition.
Ph: 1300-BCPLAN / +612 8251 0080
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Case Study - The Glasgow Airport Attack from a Business Continuity and Crisis Management Point of View
Glasgow Airport is owned and operated by BAA Ltd.
Handling over 8.8 million passengers a year, it is the busiest of the three BAA-owed Scottish Airports. Glasgow is situated in the west of Scotland, with the airport some 7 miles to the west of the city centre, close to the town of Paisley.
On 30 June 2007, the second busiest day of the year due to the school holidays commencing the previous day, Glasgow Airport became the target for a car bomb attack, which propelled the airport into the glare of the world's media and created severe business continuity issues
for the airport.
In line with BAA group requirements, Glasgow Airport has a fully functioning business continuity management (BCM) strategy. This came into its own during the incident, and this case study details the attack and its repercussions, overviews the response and highlights the lessons learned.
Read the the full article, courtesy of The Business Continuity Journal. Click here to download
(pdf format, 7pages, 349kb
|Recent Research - Chartered Management Institute - 2008 Business Continuity Management Survey
On the 10th of March 2008 the results of the 2008 Chartered Management
Institute (CMI) Business Continuity Survey, which has been supported by
Cabinet Office (CCS) was published. Although the report shows a situation
where organisations are taking steps to improve their business continuity
arrangements, for example in relation to the impact of an influenza
pandemic and supply chain resilience, it also shows that there is much more
to be done.
There are many risks that can affect an organisation's ability to continue
their day to day business, and these can affect organisations of all sizes,
across all sectors, both directly and indirectly. This was highlighted most
recently with the floods of 2007 as evidenced by the findings of this
survey that found up to 33 per cent of respondents in the affected areas
were significantly disrupted. However despite this evidence, too many
organisations still do not have effective business continuity arrangements
The need for more resilient business continuity arrangements also came out
strongly in the interim findings of the Sir Michael Pitt review of the
lessons learned from the 2007 floods.
By following the recommendations contained in this document and by drawing
on the help and advice set out at the back of the report, you will be
making a first step to mitigate the impact an incident will have on your
organisation. This is not only good news for your organisation but for
national resilience as a whole.
Click here to download
the report (pdf format, 20 pages, 429kb