Download
1 / 72
730 likes | 855 Views
Organizational Resiliency. “You Need To Do Your Part”. Organizational Resiliency. “Incidents that you don’t prepare for are the ones that will put your company into crisis”. Organizational resiliency.
E N D
Organizational Resiliency “You Need To Do Your Part”
“Incidents that you don’t prepare for are the ones that will put your company into crisis” Organizational resiliency
“The only thing tougher than planning for disasters or emergencies is explaining why you didn’t”. Organizational resiliency
“Good judgment usually comes from experience. Experience usually comes from failure”. Organizational resiliency
Statistically 44% of businesses who do not plan for emergencies fail after a major event Organizational resiliency
How Much Notice Will You Have? • “There cannot be a crisis today; my schedule is already full” • Henry Kissinger
How Much Notice Will You Have? • March 2014 • Auditor General’s Report: Catastrophic Earthquake Preparedness
How Much Notice Will You Have? • “Emergency Management BC is not adequately prepared for a catastrophic earthquake.”
How Much Notice Will You Have? • “One of the main causes for this lack of progress is that preparing for a catastrophic earthquake has not been made a priority”
How Much Notice Will You Have? • “Since this Office’s report in 1997, successive governments have decided to allocate scarce public resources to meet more immediate pressing demands, rather than to adequately prepare the province for catastrophic earthquake that may or may not occur”
How Much Notice Will You Have? • “EMBC staff has demonstrated great dedication in attempting to meet the competing demands of its broad mandate, which includes coordinating government’s response to floods, fires, avalanches, and other emergencies throughout the year.”
How Much Notice Will You Have? • “In 2013, EMBC responded to approximately 6,000 incidents related to dangerous goods spills, search and rescue events, major floods, fires, landslides, and avalanches.”
How Much Notice Will You Have? • “However, given the frequency and demands of these “regular” emergencies, catastrophic earthquake planning has become a lesser priority within EMBC”
Calgary Floods • “an estimated 180, 000 workers that lived downtown were evacuated” • “some of the country’s largest energy corporations were forced to contact staff through social media channels to notify them that their workplaces were no longer accessible”
Calgary Floods • “others asked available staff to log in remotely if they could do so safely” • “others set up makeshift satellite offices outside areas affected by the flood and asked workers to convene at the nearest one instead of overloading the computer systems by logging in remotely all at once”
Calgary Floods • “while the cost of Calgary’s floods to local businesses is still being tabulated, the overall economic cost is estimated to be more than $1 Billion”
Calgary Floods • “…businesses in the impacted regions…had to rely on their business continuity and disaster recovery plans to stay open and competitive with rival companies in other parts of the world not impacted by the severe weather..”
October 10, 2013 • “…the fire broke out sometime before 3:40am…” • “By 6 a.m, the E.L Lewis building that once housed the Copp’s Family shoe store had collapsed.”
October 10, 2013 • “… by 6:50 a.m. the flames had broken out again in a least one neighbouring business…”
Continuity vs. Recovery CONTINUITY RECOVERY Address the potential damage at the original site Plan to bring the business back to pre-incident levels of activity • Get the business back up and running as quickly as possible
What is Business Continuity? Ability of the key operations of a firm to continue without stoppage, irrespective of the adverse circumstances or events.
Business Impact Analysis (BIA) An exploratory component to reveal any vulnerabilities A planning component to develop strategies for minimizing risk.
Business Impact Analysis (BIA) • What Operations Are essential to keep the company functioning? • Identify Critical Operations
Business Impact Analysis (BIA) • Identify Critical Operations • Identify Necessary Resources • Resources ESSENTIAL for critical operations? • Staff • Materials & Supplies, Equipment • I.T
Business Impact Analysis (BIA) • Identify Critical Operations • Identify Necessary Resources • Complete a Hazards, Risk, Vulnerability and Impact Analysis • Identify the potential hazards • Assess the Risk • What is the likelihood of the hazard taking place? • Low • Medium • High
Business Impact Analysis (BIA) • Identify Critical Operations • Identify Necessary Resources • Complete a Hazards, Risk, Vulnerability and Impact Analysis • Potential Vulnerabilities • Communications • Equipment • Transportation • Finances • Vital Records • Reputation • Staff • Market share • Suppliers
Business Impact Analysis (BIA) HAZARDS + VULNERABILITIES = IMPACT
B.C.P Strategies • Staffing • Cross training • Contractors (on-call) • Retired employees
B.C.P Strategies • Staffing • Operations • Food, water • Back up power source • Backed Up Files • Contact Lists • Financial Records
B.C.P Strategies • Staffing • Operations • Alternate Sites • Pre-established • M.O.U’s • Other Branches • Competitors
B.C.P Strategies • Staffing • Operations • Alternate Sites • Communication Plan • Cadillac Fairview • Staff • Stakeholders • Clients • Media
Emergency Communications Cadillac Fairview Emergency Notification System (C.F.E.N.S)
Communications Who advises the media that you’re still in business? How do you advise the media that you’re still in business? Is there a common “statement” that is created to give to clients if they call? Be aware of social media sites like Twitter and Facebook etc for erroneous information
August 5, 2010 FIRE AT THE WATERFRONT SKYTRAIN STATION
B.C.P Strategies • Staffing • Operations • Alternate Sites • Communication Plan • Corporate Reputation
Corporate Reputation A logo identifies your company in the marketplace. In a quick, visually symbolic way, a logo represents your company to the outside world.
Corporate Reputation • September 11th, 2001 • an employee of Midwood Ambulance raced into a Starbucks location near the World Trade Center looking for bottles of water to treat the victims of the terrorist attack. Water was one of the commodities in short supply moments after the planes struck the Twin Towers. • Rather than giving them the water, Starbucks charged $130.00 for three cases, which the ambulance employees had to pay out of their own pockets. • The President of Midwood called Starbucks headquarters a few days later to complain about the incident and was reportedly told by a Starbucks employee “that this could not have happened.”
Corporate Reputation On September 17th he then faxed Orin Smith, CEO of Starbucks, repeating his complaint. Reportedly, he did not get an immediate response. It was not until the story began to be repeated on the Internet and reported in the major newspapers that Starbucks finally contacted Al Rapisarda, President of Midway Ambulance, offering its regrets and refunding the $130.00 paid by Midway’s employees. Thirty years of building a national brand was put in jeopardy for $130.00 and an inability to execute a crisis plan.
