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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