BUSINESS

CONTINUITY
KEEPING THE BUSINESS
MANAGEMEN
WHEELS IN MOTION
T
by
NOGENE VAN R. OMANDAM

International Standard for

Organization
ISO 22301:2012
"Societal security -Business continuity
management systems
--- Requirements"

ISO 22313:2012,
"Societal security -Business continuity
management
systems Guidance"

ISO/IEC 27031:2011,
"Information security Security techniques
Guidelines for information
and communication
technology [ICT] readiness
for business continuity"

www.pecb.org/ iso22301

PART 1
DEFINITION
and
IMPORTANCE

Business Continuity
Management

A holistic management
process that identifies potential
impacts that threaten an
organisation and provides a
framework for building resilience
with the capability for an effective
response that safeguards the
interests of its key stakeholders,
reputation, brand and value
creating activities.
www.pecb.org/ iso22301

Business Continuity
Management
OBJECTIVE

To ensure the timely resumption and

delivery of essential business activities
in the event of a major disruption by
maintaining the key business resources
required to support delivery of those
activities.

OUTPUT
Business Continuity Plan (BCP)
www.pecb.org/ iso22301

Business Continuity
Management
OUTAGES
Are business interruptions that are of
concern from a continuity viewpoint.

RESPONDING OUTAGES
1.Emergency Response
2.Continuity Response
3.Recovery Response

riskmanagement@icwa.wa.gov.au

KEY COMPONENTS OF

Business Continuity
Management
Business
Crisis
Recovery Management
IT
Disaster
Recovery
Risk Mitigation

businesscontinuityhelp@avolution.com

SOME COMPANIES WHO HAD ADOPTED THE

Business Continuity
Management PROGRAM

riskmanagement@icwa.wa.gov.au

THE NEED FOR

Business Continuity
Maintenance
Better underManagement
of vital
Protection of
people

Fear

Cost
reduction

Respect to
the
interested
parties

Competitive
advantage

Legal
compliance

activities of
the
organization

standing
of the
organizaion

Protection of
the reputation Confidence of
and
clients
brand

Regulatory
compliance

businesscontinuityhelp@avolution.com

Contract
compliance

PART 2
IMPLEMENTING
and
MAINTAINING

THE INTEGRATED IMPLEMENTATION METHODOLOGY

FOR

Business Continuity
BRITISH
Management
STANDARDS
25999

NFPA
1600

ISO
22301
businesscontinuityhelp@avolution.com

THE INTEGRATED IMPLEMENTATION METHODOLOGY

FOR

Business Continuity
Management
1. PLAN
establishes objectives, targets and
procedure for the program.

Standards
Policy Statements
Program Sponsor
Steering Committee
businesscontinuityhelp@avolution.com

THE INTEGRATED IMPLEMENTATION METHODOLOGY

FOR

Business Continuity
2. DO Management
implements and operates the BCM
program.

Understand
i.Business Impact Analysisidentifies and documents your key
products and services.
ii.Risk Asssessment- separates the
risks identified in the previous step into
minor (acceptable) risks and major
(unacceptable)
risks.
businesscontinuityhelp@avolution.com

THE INTEGRATED IMPLEMENTATION METHODOLOGY

FOR

Business Continuity
2. DOManagement
a.Treat
b.Tolerate
c.Transfer
d.Terminate

Strategize- Risk Mitigation

Plan Documentation
Test

businesscontinuityhelp@avolution.com

THE INTEGRATED IMPLEMENTATION METHODOLOGY

FOR

Business Continuity
Management
3. CHECK
monitors and reviews performance
against establish management
system.

Discussion based Exercise

Live Exercise
Testing

businesscontinuityhelp@avolution.comriskmanagement@icwa.wa.gov.au

THE INTEGRATED IMPLEMENTATION METHODOLOGY

FOR

Business Continuity
4. ACTManagement
maintains and improve the BCM
program.

CAPA(corrective action and preventive action)

Continuous Improvement

businesscontinuityhelp@avolution.comriskmanagement@icwa.wa.gov.au

SOME SOLUTIONS INTRODUCED by

Business Continuity
Management

riskmanagement@icwa.wa.gov.au

SO,
WHO
ARE TO BE
INVOLVE?

EVERYONE!!

FI
N