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Business Continuity Management in Practice

08.45 Registration

09.15 Chairs Introduction
John Sharp, Chief Executive Officer, Business Continuity Institute

09.25 The work of the London Resilience Team speaker to be confirmed
London Resilience is a strategic partnership that is working to ensure London is prepared for major incidents or catastrophes. It embraces all the key organisations and bodies in the capital in both the public and private sectors. The organisation has now been in place for almost 2 years. How is The London Resilience Team helping your business and what can you do to help them prepare?

10.00 The Blue Lights response
Kevin Brear, Force Contingency Officer, City of London Police

LESLP, the London Emergency Services Liaison Panel consists of representatives from the Metropolitan Police Service, The London Fire Brigade, City of London Police, British Transport Police, London Ambulance Service and local authorities. Its purpose is to ensure a partnership approach between all the relevant agencies in the planning for, and the response to, a major incident of whatever kind.

In any emergency in the City we will all depend on the response of the blue lights to any incident. What plans have they in place for a major incident in the City?

A representative from LESLP will take you through their response and will detail how best to communicate with them during and before an incident occurs to ensure minimal risk to property and lives.

10.35 What should a BCM plan actually look like?
Clotilde Wang, Director, GCF Business Management, Business Continuity & Central Business Records, Deutsche Bank

11.10 Refreshments

11.25 Specification for Business Continuity Management
John Sharp, Chief Executive Officer, Business Continuity Institute

Around the world regualtors are increasing their focus on BCM. They are turning to standards bodies for specification of BCM. This session will examin what standards are available and what the options are.

12.00 What the FSA think you should be doing
Michael Foot, Managing Director, Deposit Takers and Markets, FSA

12.35 BCM - IT Issues
Mike Gedye, DTZ Plc, Director Technology Solutions Group, DTZ

DTZ will explore some of the practical issues relating to the development and implementation of effective Business Continuity Plans illustrated with examples. They will highlight the importance of facilities, HR and IT BCP strategies whilst not losing sight of prevention and recovery as part of the Business Continuity process. Mike will also highlight some of the emerging procurement options being applied in the market today.

13.00 Lunch and close. Registration for afternoon workshop.

WORKSHOP DETAILS

Visor Consultants
Visor Consultants have been at the forefront of many significant Business Continuity (BC) changes. Most notably broadening the concept (horizontally) to include all operational / business units, and stimulating executive commitment and ownership (vertically). Peter Power, is the author of the UK Government best practice guide on Business Continuity entitled Preventing Chaos in a Crisis and at the suggestion of KPMG also wrote the Crisis Management chapter in the recent BBA guidebook on BC.

Visor consulting has provided support in both public and private sectors ranging from the 7th largest organisation in the USA to the Department of Trade and Industry in the UK and being totally independent and thus unbiased towards recommending any other solution or service provider. Their clients in London have included JP Morgan Chase, ING, Mellon, Lloyds TSB, Morley Fund Management, Bank of New York, Arcadia Group, FCO and Universal Music. www.visorconsultants.com

What would you do in a disaster? Peter Power, Managing Director, Visor Consultants

14.00 Workshop Commences

Todays workshop will look at:

Perception and the need to understand whats happening

  • Looking at the whole picture.

  • Interconnecting the Centre and Businesses so that Strategic and Operational decisions can be made more swiftly and accurately.

    • Ideas on managing to continue instead of just planning to recover

  • Understanding motivating, managing and leading.

  • The need for Strategic thinking and Operational doing in a crisis.

    • Lessons from the past & ideas for the future - where have we been / where are we going and the value of thinking about people

  • Abrief historical analysis of some past Catastrophic Events.

  • Emotion and Trauma in crisis situations.

    • Drawing it all together - Ideas on Preventing Chaos in a Crisis

  • Reoccurring messages.

  • Open discussion on any points raised

    • Walk-through table top exercise involving all delegates

  • Working through a realistic scenario to test yourself.

  • Understanding Team Dynamics and Group Consensus.

    • 16.30 Workshop ends


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