Business Continuity

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					Stuart Young
                    Mission
To initiate, implement and embed
Business Continuity Management (BCM)
throughout KCC and then to promote
Business Continuity planning by District
Councils and industry in Kent, such that the
resilience of the County is increased.


Civil Contingencies Act (2004)
Business Continuity Management

   ‘It can’t happen here’:
  Crisis Management and
           Culture
 John Adams's "risk thermostat"
                Cultural filter
Propensity to
                                  Rewards
  take risks

                Balancing
                behaviour

 Perceived
                               "Accidents"
  danger
             Cultural filter
      Crisis-prone vs. Crisis-prepared organisations
                    Profile of crisis-prone           Profile of crisis-prepared
                        organisations                       organisations
Plans/            Few crises are prepared         5 or more crises are prepared
Policies/         for                             for with integration amongst
Mechanisms        Plans are either non-           the crisis plans and they are
                  existent or fragmented          integrated with business plans


Infrastructure    Organisational structure is     Organisational structure is
                  inflexible                      flexible and adaptive


Rationalisation   Organisation is high in its     Organisation is low in its use
                  use of rationalisations         of rationalisations


Denial            High                            Low


                                                (Source: Mitroff et al., 1989:278)
        MODELS OF CRISIS GENERATION
According to Perrow (1984) a systems perspective views
disasters as :
               Socio-technical events
               Complex events
Soft systems methodology allows us to view disasters as
            Rich pictures of complexity
Within a systems approach there are models that allow us to
analyse why disasters happen and thus take mitigating action.
             Turner’s ‘Incubation of disaster’
             Toft and Reynolds ‘SFCRM Model’
             Reason’s ‘Swiss Cheese Model’
             Smith’s ‘Management Model’
MODELS OF DISASTER CAUSATION
Reason’s ‘Resident Pathogens and Swiss Cheese’
                model ( 1990)
What can possibly go wrong ?
MODELS OF CRISIS GENERATION
                       The launch of
                       Challenger on Tuesday
                       28th January 1986 was
                       the 25th shuttle flight
                       in 5 years and the 10th
                       by Challenger.

                       It was the 2nd of 16
                       flights planned by
                       NASA for 1986
  The Space Shuttle
 Challenger Disaster
                   CHALLENGER
                     THE INQUIRY

The Rogers Commission for the disaster said:
   NASA’s drive to create a launch schedule of 24 flights
    a year created pressure throughout the agency and
    directly contributed to unsafe launch operations
   Pressure from the House Committee and Congress
    and the administration have played a contributing
    role in jeopardising the promotion of safety first
    attitude throughout the shuttle programme
   Within NASA priorities shifted to
    “productivity at the cost of safety”
                  COLUMBIA
    ‘The Old Grey Lady’  1st February 2003




Stage I: Notionally normal starting points.
   Initial culturally accepted beliefs about the
   world and its hazards
   Associated precautionary norms set out in
   laws, codes of practice, mores and folkways
               COLUMBIA
    Stage II: ‘Incubation Period’

                           The accumulation
                           of an unnoticed set
                           of events which are
                           at odds with the
                           accepted beliefs
                           about hazards and
                           the norms for their
                           avoidance.


‘Failure of Foresight’
       Human created accidents
THE GREAT TRAIN RACE - SALISBURY 1906
         The Worst Rail Modane, France
800 French troops killed Accident EVER (1917)
    Human created disasters
TEXAS CITY ”GRAND CAMP” explosion 1947
Examples of Human created accidents




     CONCORDE PARIS - 25th July 2000
HINDENBERG - May 6th 1937
    Humans vs Mother




                                 titanic




Don’t Wait until it’s too late
                       RATIO of SURVIVORS
Class                         QUOTE
               On Board Women & Children       Men Total
                asks                best
"When anyone 337 me how I can94% describe my experience in
1st                                            31% 60%
                                    say,
nearly forty years at sea, I merely81% uneventful. 44%
2nd             285                            10%
                                   gales,
Of course there have been winter 47% and storms and fog and
3rd             721                            14% 25%
the like.
Crew            885                87%         22% 24%
But in all my experience, I have never been in any accident …..
               2228
Total sort worth speaking about.
or any
    •Lifeboat Total vessel in distress in all my years
I have seen but one Rated Capacity: 1,178 personsat sea.
    •Height: wreck and never have been wrecked nor was I ever
I never saw a60.5 feet waterline to Boat Deck
in any predicament that threatened to end in disaster of any sort.”
                    Edward J. Smith,
                           1907
                   Captain, RMS Titanic
Captain Smith was planning to retire after the maiden voyage
                        of Titanic

     Survivors: 705                     Perished: 1523
NEW YORK - 2003
Natural disasters




               Triple earthquake
               L ISBON 1755
Natural disasters




          San Francisco 1989
TSUNAMI December 2004
SNOW & ICE - BRRRRRRR




                        .
Managing risks
 Some typical business risks:-

• loss of customer records
• breakdown of the supply chain
• failure of essential services on which
  production or customer support depends
• inability to deliver the product for a
  significant period of time for any reason
• negative perceptions of the company by
  clients, customers or the public.
Civil Contingencies ACT
       (CCA) 2004
      PROMOTING BUSINESS
         CONTINUITY

 “Local authorities to provide advice
and assistance to commercial activities
        and voluntary groups”




     Civil Contingencies Act 2004
              Understanding
              the Organisation




Exercising,       BCM            Determining
Maintaining    Programme           BCM
& Reviewing    Management         Strategies




              Developing and
              Implementing
              a BCM Response
       STANDARDS


British Standard BS 25999
BS 25999 – part 1
    Code of practice
BS 25999 – part 2
    specification
Planning ahead
         What is most critical ?
•   Where does this happen ?
•   Who does it ?
•   What tools do they need ?
•   When do they do it ?
•   How quickly can the process be restored ?
•   How much business damage will occur
    until this is fixed ?

     Will the business survive ?
Larry was glad he had done his risk analysis
stephanie.weaver@kent.gov.uk
business.continuity@kent.gov.uk




stuart.young@kent.gov.uk
Gare Montparnasse
 22 October 1895

				
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