crisis management and business continuity planning workshop
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Crisis Management and Business Continuity Planning Workshop
Tuesday 25 October 2005
Presented by : Cameron Jones
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Crisis Management and BCP WorkshopAgenda
• Welcome and introduction
• Role Play
• Feedback
• Lessons learned from role play and Crisis Communications
• Q&A
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U-Beaut Foods Limited
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Objective
“To provide practical insights on how to develop or test
your crisis management and continuity capability
through the use of simulations”
Crisis Management and BCP WorkshopU-Beaut Foods Limited
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• Allocate roles
• Not a competition (process, not content)
• Overall aim is to manage the recovery process of U-Beaut Foods Limited and for you to identify issues which relate to your organisation
• Time period - 0 - 5 post incident
• Write down the areas you identified as key for a successful recovery process in your assigned roles
Crisis Management and BCP WorkshopU-Beaut Foods Limited
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Roles:
• Command Centre
• Business Operations
• Media and Communications
• Facilities and Emergency Services
• Human Resources
• Information Technology
Crisis Management and BCP WorkshopU-Beaut Foods Limited
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Background
• U-Beaut Foods Limited
• Manufacture / supply / distribution / retail of pies, pasties,pre-prepared meals and savory snacks
• Head office in Perth with processing plants in WA. Regional offices in Melbourne and Sydney
• Australian owned, very successful, large market share and starting to expand rapidly into internet sales
Crisis Management and BCP WorkshopU-Beaut Foods Limited
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Role Play Scenario
• Real time, today, 25th October 2005
• Think about the following:
– Police and other emergency services in attendance
– Injuries and fatalities
– Media is present
• Further details are coming to hand …...
Crisis Management and BCP WorkshopU-Beaut Foods Limited
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FeedbackU-Beaut Learnings & Crisis Communications
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U-Beaut Learnings – Command Centre
Did you consider….
• Do you have appropriate personnel available? Who has been injured or killed? Chain of command?
• Do you have contact list – staff, vendors & key customers?
• What is first priority? Staff safety, business operations or media?
• How do you set up the command centre? Where?
• How do you keep track of the status of separate recovery teams, i.e. IT, HR, Facilities, Business Operations and Communications?
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U-Beaut Learnings – Communications
Did you consider…..
• What groups and individuals do you most need to communicate with?
• What messages do you need to communicate to them? Both written and verbal.
• Who should control formal communications?
• How to control formal communications? Consider preparation for media releases and media spokesperson.
• The need to analyse risks and predict likely questions.
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U-Beaut Learnings – HR
Did you consider…..
• Who was in the building at the time of the explosion?
• What do you need in order to supply relevant information to Police and other emergency services?
• Is there a staff hotline?
• Do you need to provide on-site counselling to staff? How?
• Who will communicate with staff? How?
• How will you supply HR information to other recovery teams?
• What safeguards do you have for staff, contractors and visitors?
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U-Beaut Learnings – Business Operations
Did you consider…..
• What have we told our staff?
• How do you manage the staff productivity during recovery?
• What IT resources can we have back at head office? When?
• What is our recovery strategy? Priorities?
• Consider impact on customer:
– Warehouse – distribution
– Retail and wholesales – public relation and orders handling
– Manufacturing - production
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U-Beaut Learnings – Facilities
Did you consider…..
• What emergency services liaison is required?
• What was the initial impact to the office accommodation? How long are we out?
• What cost for & who can help find replacement accommodation?
• What security systems do we have in place at the site?
• Should we tell the utility companies? If so, what?
• Who is looking after the insurance claim?
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U-Beaut Learnings – Technology and Telecommunications
Did you consider…..
• Do we have sufficient command centre phones & faxes?
• What is the initial damage assessment for IT equipment, software& data?
• What is the replacement time & cost for lost equipment? What are the business imperatives?
• Can we re-direct our communications links?
• What is the current status of our backups?
• What should we be doing to restore the mainframe, LAN & stand alone PCs? Which order?
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U-Beaut Learnings - Conclusion
• The above is not an exhaustive list. A full simulation would probably identify a more complete list.
• The purpose of this exercise is to set you thinking about the plan you need to put in place.
• There is no right or wrong answers. You need to evaluate each ofthe following factor that affects the continuity of your business or organisation.
People + Plan + Infrastructure = Continuity CapabilityPeople + Plan + Infrastructure = Continuity Capability
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People + Plans + Infrastructure = Continuity Capability
People Plans InfrastructureCohesive team
Chain of command
Escalation process
The right nominations
• ability
• authority
• specialists
Clear roles
Well trained
Awareness
Accountability
Command centre
Business facilities
• office area
• customer areas
• warehouse
• meeting rooms
Resource listings
• equipment
• furniture, etc.
Vendor agreements
Communications
IT requirements
Action driven
Simple and concise
Checklists
• tailored response
• worst nightmares
Roles and responsibilities defined
Team recovery
• reference material
• contact numbers
+ +
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Where to from here …
• “Worst case” planning just got worse
• Think broader than natural disaster or technical problems
• “Golden hour” response plans
• Consider the physical location of your intellectual capital
• Prioritise and communicate the recovery of all business functions
• Incorporate accountability for recovery into KPIs
• Test … test … test
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Crisis Communication
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Golden rules of crisis communication
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Lasting impressions are set in the first 24 - 48 hours
• Agree key messages and stakeholders and communicate quickly
Perceived dishonesty destroys confidence
• Check the facts, don’t bluff or lie
Stakeholders need to know the situation is your top priority
• Most senior executive should be spokesperson
• Travel to site if at all possible
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Golden rules of crisis communication
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Consumers won’t use a dangerous product
• End the crisis
Negative messages from other sources can often be avoided
• Use your allies, inform your opponents
• Use third party experts
• Ensure all staff are aware of media policy
Communication must be consistent
• Base all communication on key messages
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Golden rules of crisis communication
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If you don’t communicate, someone else will
• Give all stakeholders regular updates
• Remember media deadlines
• Ensure sufficient resources to manage all incoming calls
Your statements will go on record
• Have a lawyer on the crisis team
• Anticipate all possible questions
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Q&A
Questions?