getting your business ready for storm season€¦ · management/business-continuity-planning . poll...
TRANSCRIPT
Getting your business ready for storm season
Webinar facilitator: Matt Johnston
• Matt Johnston Communications Manager at CCIQ
Presented by the Queensland Government and Chamber of Commerce and Industry Queensland
Getting your business ready for storm season 12.30pm, 16 October 2013
Strengthen your business 12.30pm, 17 October 2013
Webinars: Get Ready Week
Visit the Get Ready Queensland website at http://getready.qld.gov.au/
• Intro & orientation – (10 mins)
• Discuss – Key workbook points (25 mins)
• Case Study – Rosalie Gourmet Market (10 mins)
• Review – Items covered in webinar (5 mins)
• Questions at the end – (10 mins)
Webinar format
Webinar presenter: Paul Bebbington
• Web Content Editor, DTESB
• Crafts business-focused content & solutions for the Business and Industry Portal
• Experience includes delivering website development & communications campaigns for the Australia Business Arts Foundation
• Qualifications include a business communications degree from QUT
Overview • Know your risks • Have a plan • Practice the plan • There are many resources available to help you
Business continuity planning process…
The comprehensive approach to emergency or disaster management.
Prevention
Preparedness
Response
Recovery
Business Continuity Plan (BCP) Overview
“An 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 which safeguards the interests of its key stakeholders, reputation, brand and value-creating activities.” Business Continuity Institute
Typical Contents
Risk Analysis Roles and responsibilities Business Impact Analysis Event Log Incident Response Plan Recovery Plan Immediate Response Checklist Incident Recovery Checklist
Evacuation Procedures Rehearse, maintain and review schedule
Prevention: Risk Management
Step 1: identify risks that could impact your business Step 2: analyse risks to assess their impacts Step 3: evaluate risks to prioritise their management Step 4: treat risks to minimise their impact Step 5: develop and review your risk management plan
Photo: Paul Crock/AFP.
Consider: risk is the effect of uncertainty on objectives Storm season risks include: • severe storms • flooding • bushfires.
Consider how they might affect your: • products and services • facilities • supply chain • suppliers • customers • employees • contractors.
So take the time to analyse risks… Risk Likelihood Consequence Priority Preventative action Contingency plans
Risk mitigation and treatment
Options • Avoid • Reduce • Transfer • Accept
Photo: Reuters/Tim Wimborne.
What’s your plan to mitigate or treat?
MORE CONTINGENCY/ BACK UP PLANS
Quality control processes
Staff training
Workplace health & safety
Maintaining facilities, plant & equipment
Using appropriate security devices
Pre-storm and cyclone season preparedness
Establishing appropriate systems and controls
Suitable back ups of computer data including off site
Careful selection of staff and monitoring devices
Cloud computing
Emergency procedures & kits
Evacuation plans
Regular drills and tests
You need to constantly review this process Risk management is not something that you will do only once - you will need to constantly monitor and review your strategies.
Risks do not always stay the same You may find over time: • new risks are created • existing risks are increased or decreased • risks no longer exist • the priority of risks change • risk treatment strategies are no longer
effective.
Preparedness: what does it involve?
• Taking action prior to an incident occurring to ensure an effective response and recovery
• Being proactive and planning for the likelihood of an event that has the capacity to interrupt your business operations
• A personal commitment to dispel any thoughts that ‘it won’t happen to me’
• Rehearsing and conducting drills or exercises
Business Impact Analysis (BIA)
Critical business activity
Description Priority Impact of loss (describe losses in terms of financial,
staffing, loss of reputation etc.)
RTO (critical period
before business losses
occur) Production services
Production of customised widgets for individual customer orders
High • reduced $7,500 revenue per week • build up of stock and inventory related to
slow down in orders for design and production services
• customers will source alternate suppliers • unable to meet business overheads eg
rent, staff wages • potential job losses (after two weeks)
Two weeks
Response: How will you or your team respond?
An incident response team should include:
Put together an incident response team with the expertise to understand and evaluate the specific crisis and implement solutions....
The crisis should be their top and only priority.
• team leader • response team • assessors • spokesperson • others.
Your incidence response plan
Clear direct instructions for the crucial first hour after a crisis hits.
A list of response team members and their backups as well as a detailed explanation of their roles and
functions in response to a crisis.
Strategic communications.
A ‘GO pack’ – an emergency kit containing critical documents and
equipment which can be picked-up and easily carried off-site.
A list of the personnel who have authority to invoke the plan and under what circumstances this should
occur an evacuation plan.
Checklists that people can easily follow.
An evacuation plan.
An event log to record information, decision and
actions in the period immediately following the critical event or incident.
Google docs or other cloud computing systems.
Mobilising a response
• Define the problem and determine strategy accordingly
• Respond quickly and effectively - the first hour is vital
• Understand the changing situation and manage information effectively
• Consider the use of social media to keep people informed
• Assume worst case and that the situation will escalate
• Cultivate and call on subject matter experts and allies if needed
Recovering can be broadly divided into resumption (continuity) of business activities and restoration (recovery) of resources.
Recovery: how will you bounce back?
Recovery: after the crisis…
• Assess the extent of the damage caused, including injuries
• Continue to communicate with all key stakeholders
• Ensure staff understand and collectively work towards recovery efforts
• Don’t forget the human aspect of crisis recovery
• Update your BCP
Remember…
Look for the opportunity in crisis. Consider: • has the market changed? • is there an opportunity to attract new
customers? • do you need to support existing
customers? • has your reputation been enhanced? • is there an opportunity for community
service? • strategic communications or media
engagement opportunities?
Test the plan • Review your risk assessment
regularly - what has changed? • Train your people in the BCP • Engage your stakeholders • Conduct rehearsals and
exercises
Case Study – Rosalie Gourmet Market
• Know your risks • Have a plan (BCP) • Test your plan
In summary
Further information available The Queensland Government’s Business and Industry Portal contains a range of useful information and tools to assist you with Risk Management and Business Continuity Planning. http://www.business.qld.gov.au/business/running/risk-management/business-continuity-planning
Poll Question Based on today’s webinar, if you haven’t already, will you develop a Business Continuity Plan? (BCP) Yes No Undecided
Questions
An email survey will be sent to you shortly.
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