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| Introduction | |
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| About This Book | |
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| What You're Not to Read | |
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| Conventions Used in This Book | |
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| Foolish Assumptions | |
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| How This Book Is Organised | |
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| Discovering Business Continuity | |
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| Starting Out on Your Business Continuity Journey | |
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| Embedding Business Continuity into Your Company | |
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| Examining Business Continuity in Specific Contexts | |
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| The Part of Tens | |
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| Icons Used in This Book | |
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| Where to Go from Here | |
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| Discovering Business Continuity | |
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| Introducing Business Continuity | |
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| Introducing the Idea of Business Continuity | |
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| Revealing the Key Terms and Concepts | |
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| Protecting your key products and services | |
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| Covering your critical activities | |
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| Never exceeding your maximum tolerable period of disruption | |
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| Calculating your recovery time objective | |
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| Doing what's necessary: Your recovery point objective | |
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| Assessing the risks to your critical activities | |
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| Discovering How Business Continuity Works | |
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| Considering your supply chain | |
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| Selecting continuity strategies and building business continuity plans | |
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| Exercising and testing | |
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| Consulting experts and insurers | |
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| Understanding the Importance of Business Continuity | |
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| Appreciating the Benefits of Business Continuity | |
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| Making Business Sense | |
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| Stabilising your organisation | |
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| Enhancing and supporting the reputation of your business | |
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| Fulfilling your obligations | |
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| Achieving your objectives | |
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| Helping You to Profit from Commercial Sense | |
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| Considering your customers | |
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| Recognising opportunities | |
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| Developing Your People Sense | |
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| Protecting your staff | |
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| Ensuring peace of mind for you and your staff | |
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| Building team camaraderie within your firm | |
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| Supporting Financial and Legal Aspects | |
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| Covering what your insurance doesn't | |
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| Helping you adhere to contracts | |
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| Protecting profit | |
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| Making the Case: BC is Common Sense | |
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| Achieving Rapid Results and Quick Wins | |
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| Giving Your Business a Resilience Health Check with The Seven Ps | |
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| People: Keeping Staff Members Safe and Accounted For | |
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| Premises and Assets: Preparing and Taking Precautions | |
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| Processes and IT: Keeping Data Safe and Your Business Trading | |
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| Prioritising Your Customers and Suppliers | |
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| Publicity: Keeping People Informed | |
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| Public Infrastructure: Liaising with People in Your Community | |
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| Phone Numbers: Keeping Essential Contact Info Handy | |
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| Starting Out an Your Business Continuity Journey | |
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| Focusing on What's Important: Business Impact Analysis | |
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| Understanding What Matters Most | |
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| Identifying your key products and services | |
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| Putting it into context: If I were a baker | |
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| Protecting Against the FORCES of Disruption | |
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| Financial: Asking, 'Where's the money?' | |
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| Operational: Anticipating production problems | |
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| Reputation: Maintaining your business's good name | |
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| Customers and suppliers: Considering others in your supply chain | |
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| Environment: Staying competitive | |
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| Staffing: Keeping staff employed | |
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| Drawing conclusions from this process | |
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| Identifying and Prioritising Your Critical Activities through a BIA | |
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| Tailoring the BIA to your business | |
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| Considering your critical activities | |
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| Carrying out your BIA | |
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| Considering the Risks to Your Business | |
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| Looking at Risk in a Business Continuity Context | |
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| Selecting the Right Risk Approach for Your Business | |
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| Looking at the simple risk approach | |
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| Understanding risk management | |
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| Identifying, Evaluating, Recording and Responding to Your Risks 0ERR) | |
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| IERR Stage 1: Identifying your business's risks | |
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| IERR Stage 2: Evaluating your businesses risks | |
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| IERR Stage 3: Recording what you discover | |
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| IERR Stage 4: Responding | |
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| Monitoring and Reviewing Your Risks | |
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| Building Resilience in Your Supply Chain | |
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| Defining a Supply Chain | |
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| Focusing Your Actions for the Most Benefit | |
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| Using the CHAIN Mnemonic to Manage Your Suppliers | |
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| Considering contracts and relationships | |
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| Understanding supplier chain hierarchies | |
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| Seeking and providing assurance | |
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| Taking the initiative | |
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| Fulfilling your business's needs | |
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| Selecting the Right Continuity Strategies | |
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| Gathering Together What You Need | |
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| Looking Before You Leap | |
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| Working Out Your BC Strategy Responses | |
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| Collecting the necessary information | |
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| Creating a continuity response template | |
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| Selecting a strategy | |
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| Assessing progress - tactical considerations | |
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| Listing some general considerations | |
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| Checking and reviewing | |
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| Developing Your Business Continuity Plan | |
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| Examining BC Plans | |
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| Appreciating the advantages of a BC plan | |
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| Deciding what to include in your plan | |
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| Looking at different types of BC plans | |
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| Making a list and checking it twice: Considerations for BC plans | |
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| Viewing an example plan | |
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| Creating Your Own BC Plan | |
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| Reflecting on roles and responsibilities | |
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| Chewing over strategic responsibilities | |
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| Thinking about tactical responsibilities | |
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| Building Your BC Plan | |
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| Preparing for your plan | |
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| Creating your plan | |
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| Validating and embedding | |
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| Embedding Business Continuity into Hour Company | |
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| Building a Great Business Continuity Team | |
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| Planning and Co-ordinating Your Team | |
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| Identifying team skills and capabilities | |
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| Assigning roles and responsibilities | |
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| Selling BC and Making It Work | |
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| Getting staff members on board | |
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| Avoiding common pitfalls | |
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| Keeping the Enthusiasm Going | |
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| Managing a Crisis | |
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| Looking at What Constitutes a Crisis | |
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| Examining risks and issues | |
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| Distinguishing between incidents and crises | |
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| Preparing for Crises | |
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| Scanning the horizon to spot trouble | |
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| Developing a crisis management capability | |
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| Responding to a Crisis | |
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| Developing situational awareness | |
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| Making decisions under pressure | |
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| Moving On: Recovering from a Crisis | |
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| Validating Your Business Continuity Plan | |
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| Accepting the Need to Validate Your Recovery Procedures | |
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| Examining what an exercise is | |
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| Discovering the different exercise levels | |
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| Making the exercise more demanding | |
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| Planning the Exercise and Its Objectives | |
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| Identifying exercise objectives | |
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| Assessing the cost | |
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| Choosing a format | |
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| Selecting who takes part on the day | |
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| Telling your staff | |
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| Developing an effective exercise scenario | |
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| Knowing What to Test | |
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| Testing people | |
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| Testing places and services (the workplace) | |
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| Testing your ICT | |
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| Testing communications | |
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| Testing finance | |
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| Running an Exercise | |
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| Deciding who organises and runs the exercise | |
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| Watching for potential pitfalls | |
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| Identifying Lessons: Ending Up Stronger | |
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| Tackling the de-brief | |
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| Learning the lessons and sharing best practice | |
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| Updating plans | |
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| Ensuring good practice | |
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| Using exercise forms | |
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| Considering an Exercise Scenario | |
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| Examining Business Continuity in Specific Contexts | |
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| Calling in the Experts | |
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| Taking Preventative Actions with Expert Advice | |
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| Health and safety legislation | |
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| Trading standards compliance | |
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| Hazardous substances | |
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| Taking Common-sense Measures | |
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| Maintaining premises security | |
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| Ensuring that you protect your staff | |
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| Considering a business IT partner | |
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| Involving local authorities | |
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| Contacting local talent | |
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| Hiring a business continuity consultant | |
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| Deciding 'Who You Gonna Call' After a Crisis | |
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| Solving IT-related problems | |
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| Repairing physical damage: Salvage and restoration | |
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| Viewing Business Continuity from a Manufacturing Perspective | |
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| Focusing on Manufacturing and BC | |
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| Understanding What's Important to Your Manufacturing Business | |
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| Thinking about staff issues | |
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| Bearing in mind materials | |
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| Protecting against machinery problems | |
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| Developing a Retail Business Continuity Programme | |
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| Considering the BC Specifics for a Retail Business | |
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| Deciding What's Important to Your Retail Business | |
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| Securing your supply of stock | |
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| Protecting your retail outlet | |
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| Tackling theft and damage | |
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| Using Business Continuity with Professional Services Firms | |
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| Examining Professional Firms and BC | |
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| Accepting that BC is essential for the professional firm | |
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| Understanding how BC can help your company's flexibility | |
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| Discovering What's Important to Your Professional Services Business | |
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| Considering staffing issues | |
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| Backing up data | |
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| Looking after your premises | |
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| Protecting your reputation | |
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| Maintaining your fees | |
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| Fulfilling your obligations | |
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| Making Insurance Work | |
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| Meeting Your Legal Responsibilities | |
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| Covering staff risks: Employers' liability insurance | |
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| Having regular engineering inspections | |
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| Covering your firm's motor vehicles | |
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| Ensuring You Have the Insurance You Need | |
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| Covering against other business risks | |
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| Protecting your employees | |
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| Limiting your financial exposure | |
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| Arranging the Appropriate Cover for Your Business | |
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| Deciding on the right level of cover | |
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| Wondering why a claim may be rejected | |
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| Accessing the right insurance for you | |
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| Saving money | |
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| Getting the best out of a claim | |
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| Knowing what not to do | |
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| Following Quick Tips for Easy Insurance | |
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| The Part of Tens | |
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| Ten Top Tips for Keeping Your IT in Great Shape | |
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| Back Up Your Data | |
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| Send Data Securely | |
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| Minimise Human Error | |
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| Protect Passwords | |
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| Restrict Staff IT Access | |
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| Protect Your IT System | |
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| Seek Expert Help | |
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| Form a Business Continuity Plan for Your IT System | |
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| Practise Restoring Your Systems | |
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| Educate Your Staff in IT | |
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| Ten Tips for Communicating Internally During a Disruption | |
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| Keep Your Staff Fully Informed | |
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| Think Carefully about What You Say | |
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| Be Honest about Difficulties | |
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| Take Care of Hurt or Seriously Affected Staff | |
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| Encourage Staff to Be Flexible in Their Roles and Responsibilities | |
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| Provide Clear Guidance to Staff Working in Different Roles | |
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| Listen to Staff Concerns and Suggestions | |
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| Use People's Skills and Abilities | |
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| Look After Your Senior Staff | |
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| Hold a De-brief | |
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| Ten Tips for Effective External Communication in a Crisis | |
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| Have a Communication Strategy | |
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| Inform the Key Players | |
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| Get Your Side of the Story Out First | |
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| Think About the Channels of Information | |
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| Keep Information Updated | |
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| Judge Your Timing | |
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| Focus on Simple Messages | |
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| Display Sensitivity | |
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| Put Out a Consistent Message | |
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| Record What You Said | |
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| Index | |